This is the most important part of the process, as well as the most easily ignored. If carried out well, confidence develops and future proposals become increasingly easy to get off the ground. The reviews cannot be rosy sales propositions; instead they need to be hard hitting critiques that lead to difficulties being understood and strategies being developed to fix them now and avoid them for the future.
The review should be focussed on the delivery of value to the service provider and service users. Practical problems, such as slow response times, should be looked at in the context of their impact on delivering value. The review will be most valuable if it is written in business terms with opportunities uncovered and problems encountered prioritised in terms of their quantified impact on business value.
The review is targeted at the decision makers that assessed value and those that accepted the justification in the business case. They need to be included in the review so that not only is it in terms they are comfortable with but also that they have confidence in and trust the conclusions.
The review will often trigger a service upgrade to address the problems encountered and to exploit the opportunities uncovered. It should also include a section so that lessons learnt can be captured for the future.
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