Post mortem analysis

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The post-mortem analysis is generally an analysis that after the end of is performed to analyze the event. This can affect the most varied of areas, for example in the game of chess the game after the end, ie " post mortem " ( Latin for: after death , here used metaphorically ), is analyzed again by systematically playing through every move and possible ones Variants are considered.

In project management , the post-mortem analysis is mainly used in the risk analysis part. It is used to determine and process experiences in the implementation of projects and is carried out retrospectively, i.e. after reaching the end of the project or a project milestone.

After evaluating the project and analyzing the course of the project, the collected data is documented and saved so that it is available for future projects.


  • Determination, processing and documentation of the positive and negative experiences of the project team
  • common recognition of possible errors
  • Learning from mistakes leads to process improvement


When carrying out a PMA there is a leader who is supported by a team. The project team of the project to be analyzed is also involved.

  1. Establishing the framework
  2. Determination and collection of project data such as B. Cost, quality and the schedule
  3. Analysis of the project, gathering of experiences
  4. Filtering out important experiences
  5. The final report is created and published

Methods of project analysis

The part of analyzing the project and gaining experience is considered to be the most important step of the PMA. The methods used for this experience survey are:

  • Interviews
  • Questionnaires
  • Group discussions

Advantages and difficulties


  • The process can be freely designed, which means that it can be individually adapted to the project
  • Involvement of all project members as possible
  • Once the project is complete, no further preparations are required by the project team
  • fast learning by recognizing the errors, this enables improvements to the next project


  • Time-consuming, there is often no time to look back after a project is over
  • possible conflicts in the project team, e.g. B. by recognizing the mistakes and blaming each other
  • Difficulty involving all project participants, e.g. B. on large projects or when project members work in different locations