Lessons learned - a tool for sharing knowledge in project management
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Revision as of 10:18, 14 September 2016
Lessons learned is a cost-effective project management tool that aims to bring together any insight gained during a specific project, which can be usefully applied in future projects. [1]. According to Project Management Institute (PMI), project management is the application of knowledge, skills, tools and techniques to project activities in order to meet project requirements and objectives. [2]. The challenging task of managing projects can somewhat be aided through the usage of the tool, Lessons learned. Project Management Institute (PMI) defines lessons learned as the learning gained from the process of performing the project. [3].
Lessons learned is not a new term in the world of project management, but is however often a neglected one. The downsizing of the usage of lessons learned in projects seem conflicting with the importance of what can be gained from an effective lessons learned. An effective lessons Learned process should prevent the organisation from repeating its mistakes and allow it to repeat its successes. It should be an instrumental part of any organization’s overall continuous improvement” proces. [4]
The article ABSTRACT!!!!
Contents |
Overview
Introduction
Project management is becoming a more and more integral part of every organisation - spanning different countries, areas and sectors - in order to improve projects. Many organisations base their project management methods on the project management methodology, PRINCE2. PRINCE2 (PRojects In Controlled Environments, version 2) is a framework that provides guidelines that encompasses quality management, control and organisation of a project with consistency and review to align with project objectives. [5].
PRINCE2 is process-driven project management methodology, which builds on seven principles/processes that defines project management:
- Starting up a project (SU)
- Initiating a project (IP)
- Directing a project (DP)
- Controlling a stage (CS)
- Managing product delivery (MD)
- Managing stage boudaries (SB)
- Closing a project (CP)
Projects are parts of organisations everywhere, anytime and occurs in different sizes, durations and complexity levels. Often, a lot of the work is focused on the initiating of the project as well as the execution of the project - however, at least as important is the closing of the project. The closing of a project concludes the project, the project should formally be decommissioned - this includes identification of follow-on activities (pre-project) and evaluation.
NB: CONTINUE!!!Key activities include: decommissioning a project; identifying follow-on actions; preparing a benefits review plan and project evaluation review. The benefits review plan indicates a time when the benefits of the end product may be measured, how and what resources will be required. LIST AS BULLETS
- Decomissioning a project
- Identifying follow-on actions
- Preparing af benefits review plan
- Project evaluation
This can be accomplished by utilising the lessons learned tool. CONTINUE? Something about lessons learned not necessarily only at the closing process - can be performed at all stages in the project.
Application
Methodology
The Lessons Learned is not a fixed method, but rather depends on the temper and environment of the organisation hence the format and syntax may vary from organisation to organisation. However, following the PRINCE2 methodology, a lessons learned template is provided. It should be noted that the template is in no way prescribed and the various organisations are encouraged to develop their own template which includes the necessary fields/themes in order to improve projects specific to that organisation. An example is provided in the article.