Lessons learned - a tool for sharing knowledge in project management

Revision as of 09:48, 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!!!!

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:

Figure 1: The PRINCE2 Process Model. The closing principle encomppases Lessons Learned (Edited by Elmshøj, Line) ^[6]

1. Starting up a project (SU)
2. Initiating a project (IP)
3. Directing a project (DP)
4. Controlling a stage (CS)
5. Managing product delivery (MD)
6. Managing stage boudaries (SB)
7. 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.

Figure 2: Template for lessons learned log (Source: PRINCE2) ^[7]

Example of Lessons Learned

Lessons learned as part of Knowledge Sharing - STORAGE MAYBE IN THE END?

Knowledge sharing is one of the most important and crucial activities to an organisation’s operation and survival and ought to be a part of the organisation’s projects. ^[8].Knowledge sharing is a process of knowledge management and is defined as an activity through which knowledge (namely information, skills, or expertise) is exchanged among people, friends, families, communities, or organizations. ^[9].

CONTINUE - FIGURES SHOWING HIERARCHY CONTENT MANAGEMENT SYSTEMS - DOCUMENT MANAGEMENT SYSTEMS

Annotated Bibliography

KNOWLEDGE MANAGEMENT + SHARING

References

1. ↑ [https://www.projectsmart.co.uk/lessons-learned.php] Project Smart, Last visited 13-09-2016
2. ↑ Project Management Institute. (2008). A Guide to the Project Management Body of Knowledge. 4th Edition. p. 6. USA. ISBN 9781933890517
3. ↑ http://www2a.cdc.gov/cdcup/library/pmg/implementation/ll_description.htm Project Management Institute, Project Management Body of Knowledge, Last visited 13-09-2016
4. ↑ Westney Consulting Group 2014 Implementing an Effective Lessons Learned Process in a Global Project Environment. Mark Marlin PMP Sr. Vice President, Article. Available online here
5. ↑ https://www.axelos.com/best-practice-solutions/prince2 PRINCE2 Official Website, Last visited 13-09-2016
6. ↑ Wikipedia. The PRINCE2 Process Model. Last visited 13-09-2016
7. ↑ XLS-file, choose hit no. 3 The PRINCE2 Template for Lessons Learned. Last visited 14-09-2016
8. ↑ Serban, M.A., Luan, J. (2002). Overview of Knowledge Management. New Directions For Institutional Research no. 13, Wiley Periodicals
9. ↑ Bukowitz, W.R., Williams, R.L. (1999). The Knowledge Management Fieldbook. FT Press, ISBN 978-0273638827