Lessons (really) Learned? How to Retain Project Knowledge and Avoid Recurring Nightmares
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The document discusses knowledge management and lessons learned processes. It begins with introductions of the presenters and an overview of the agenda. It then discusses definitions of knowledge and knowledge management, and different knowledge management models. The document focuses on lessons learned processes, presenting both the traditional process and a proposed improved five-step process of collection, prioritization, documentation, communication and assimilation. For each step, common practices, potential traps, and remedies are discussed. The document concludes with a case study overview of knowledge management in the construction industry.
Lessons (really) Learned? How to Retain Project Knowledge and Avoid Recurring Nightmares
- 1. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only Lessons (really) Learned? How to Retain Project Knowledge and Avoid Recurring Nightmares MUSTAFA DLGERLER National Bank of Abu Dhabi MARCO NEGRI Anas S.p.A. 1
- 2. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only Marco Negri Mustafa D端lgerler 2 Who I am Where I come from IT Manager, PMP, CBAP, COBIT, ITIL 16+ years IT experience Anas SpA: Italys National Roads Authority 30.500 km of roads and highways 6.500 employees Who I am Where I come from Project Manager, Trainer, Enterprise Architect 13+ years of experience National Bank of Abu Dhabi Presence in 16 countries 5,000 employees
- 3. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only Agenda Knowledge Management Lessons Learned Case Study: KM in practice Conclusion 1 2 3 4 3
- 4. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only Session objectives Present Knowledge Management as a means of improving business performance Suggest useful tips about Lessons Learned Present a Case Study in the construction industry 4
- 5. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only Information is NOT Knowledge Albert Einstein 5
- 6. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only The definition of Knowledge still remains elusive. 息 Image copyright of Dreamworks Pictures 6
- 7. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only Knowledge Fairs Workshop, Training and Seminars Forums and Meetings Peer Assist, Review Storytelling Mentoring Coaching Communities of Practice Defining KM becomes more difficult Data Data Data Information Capture Process Knowledge 7
- 8. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only KM requires continuous effort KNOWLEDGE MANAGEMENT 8
- 9. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only Many models attempt to explain KM from different perspectives
- 10. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only CEN explains one of the most effective KM Models CEN (2004) 10
- 11. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only 11
- 12. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only What are Lessons Learned? 12
- 13. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only What are Lessons Learned? The knowledge gained during a project which shows how project events were addressed or should be addressed in the future with the purpose of improving future performance. (PMBOK 5th edition) 13
- 14. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only What are Lessons Learned? Three Ingredients: 1. An experience to learn from 2. A pattern of doing things in similar situations 3. A goal to improve something 14
- 15. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only What are Lessons Learned? The traditional form of a lesson learned: In this situation you should do this in order to improve/avoid that 15
- 16. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only The Lessons Learned Traditional Process 16
- 17. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only The Lessons Learned Traditional Process Three main steps: 1. Collection: analyze experience and identify lessons 2. Documentation: document and archive identified lesson 3. Communication: communicate lessons to the people that should use them 17 Collection Documentation Communication
- 18. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only The Lessons Learned Traditional Process Shortcomings: Most companies have institutionalized the process of collecting, documenting and communicating lessons learned but lessons often get lost in some sort of lessons learned database - as in a black hole - that nobody ever looks at 18
- 19. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only The Lessons Learned Traditional Process Why the traditional process fails? 1. Failure to focus on what matters most 2. Failure to assimilate lessons into company culture & processes 19
- 20. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only The proposed process Collection Prioritization Documentation Communication Assimilation 20
- 21. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only The proposed process Adding two steps: 1. Collection: analyze experience and identify lessons 2. Prioritization: filter only the relevant lessons for further processing 3. Documentation: document and archive identified lesson 4. Communication: communicate lessons to the people that should use them 5. Assimilation: where happens the true digestion of the lessons by the organization 21
- 22. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only Lessons Learned Tips 22
- 23. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only Lessons Learned Tips For each of the 5 steps of the proposed process some typical traps and implementation tips will be presented from the real-life experience of the speaker 23
- 24. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only 息 Image copyright of Dreamworks Animation Lessons Learned Tips Each step will be presented with three points: The Common practice The Trap The Remedy Using a cinematographic metaphor from 24
- 25. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only 息 Image copyright of Dreamworks Animation Lessons Learned Tips The Common Practice The RemedyThe Trap The Common practice is the traditional way to do things The Trap is what often actually happen The Remedy is the suggested approach to prevent the issue Tradition hard reality Prevention 25
- 26. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only Collection Prioritization Documentation Communication Assimilation The proposed process (recap) 26
- 27. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only The Common practice 息 Image copyright of Dreamworks Animation Step #1 - Collection Lessons are usually gathered directly from project stakeholders, through: Post Project Review Project Appraisal Project Assessment Project Audit Project Evaluation etc 27
- 28. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only The Trap 息 Image copyright of Dreamworks Animation Step #1 - Collection People is normally reluctant to admit failures... so lessons learned workshops are ineffective to address the real causes of failures 28
- 29. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only The Remedy 息 Image copyright of Dreamworks Animation Step #1 - Collection Delplhi method: 1. Participants answer questionnaires (e.g. what went bad/good?) 2. After each round a facilitator provides an anonymous summary 3. Participants are encouraged to revise their earlier answers in light of the replies of others 29
- 30. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only The Common practice 息 Image copyright of Dreamworks Animation Step #2 - Prioritization All the lessons identified by Post Project Review participants are documented for future retrieval Every participant is given the chance to add his findings independently of his role or contribution to the project 30
- 31. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only The Trap 息 Image copyright of Dreamworks Animation Step #2 - Prioritization Not every partecipant has the same level of awareness of project issues and underlying causes and everyone has the tendency to consider his viewpoint the most important The result is a big mess of disarticulated lessons, that fails to concentrate on the few main issues that jeopardize projects 31
- 32. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only The Remedy 息 Image copyright of Dreamworks Animation Step #2 - Prioritization Restrict the prioritization process only to the key project team members Use a scoring system to identify the most effective lessons Dot-voting: Participants are given a fixed number of prioritization units (usually dot stickers) which they distribute among the lessons being prioritized 32
- 33. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only The Common practice 息 Image copyright of Dreamworks Animation Step #3 - Documentation Describe the lessons in a textual format linking each lesson to the problem it should prevent 33
- 34. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only The Trap 息 Image copyright of Dreamworks Animation Step #3 - Documentation Often lessons are documented in a not- actionable format with no practical instruction on how to implement the lesson Generic terms are used, like: be careful when we will strive more to etc. 34
- 35. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only The Remedy 息 Image copyright of Dreamworks Animation Step #3 - Documentation Try to identify the practical changes in the way of doing things For example: further detail the lesson be careful when into check this and that when or transform we will strive more to into you will need at minimum two people to 35
- 36. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only The Common practice 息 Image copyright of Dreamworks Animation Step #4 - Communication Communicate lessons learned by publishing them in: Blogs Wikis Corporate intranets Project sites Knowledge Management Systems etc. 36
- 37. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only The Trap 息 Image copyright of Dreamworks Animation Step #4 - Communication When the next project begins, no one looks into the huge lessons learned database because it is very time consuming to find the right lesson learned for the specific work you have to do at the moment 37
- 38. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only The Remedy 息 Image copyright of Dreamworks Animation Step #4 - Communication Link every lesson to a specific type of deliverable and classify lessons for time plans, lessons for budget, lessons for risk response plans, etc. Before start working on a specific deliverable, itll be very easy to retrieve all the lessons related to that deliverable 38
- 39. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only The Common practice 息 Image copyright of Dreamworks Animation Step #5 - Assimilation Before starting a new project it should be a good practice to consult the lessons learned database to find any applicable knowledge 39
- 40. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only The Trap 息 Image copyright of Dreamworks Animation Step #5 - Assimilation When the next project begins, it is hard to search for any applicable lesson to the particular situation you have to face so often this step is skipped making useless all the previous efforts to gather the lessons 40
- 41. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only The Remedy 息 Image copyright of Dreamworks Animation Step #5 - Assimilation Create a Checklist for each type of deliverable (e.g. Time Plan Checklist, Budget Checklist, Risk Response Plan Checklist, etc.) Incorporate the lessons learned in these checklists, in a readily actionable way Do the same with Templates, Procedures, KPIs, etc. 41
- 42. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only The Remedy 息 Image copyright of Dreamworks Animation Step #5 - Assimilation The only way to assimilate lessons is to incorporate them into process assets 42
- 43. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only The Remedy 息 Image copyright of Dreamworks Animation Step #5 - Assimilation If a lesson is not in the right checklist, you havent learnt it! 43
- 44. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only 息 Image copyright of Dreamworks Animation 44 Case Study: KM in construction industry
- 45. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only We interviewed 4 construction and project management companies. 4companies interviews10+ surveys30+ Documents reviewed 50+ More than 10,000+ employees C- Level Executives Program Managers Professionals at various levels Managing simultaneous projects High Value (Prestigious) Projects Databases Reports Plans 45
- 46. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only Understanding of Their Understanding of KM If Yes To which extent KM practices being used and how are the benefits realized. What are key success factors of effective KM model? What resources could facilitate successful implementation of KM model? How was it implemented? Is there ongoing adaptation? Is it successful / how is that measured? Is there KM model used in your global offices and not implemented on local level? What were the major difficulties in KM implementation in your company? Who is responsible for managing KM within the company? What examples of KM and KM models can you share with us and how has this been a success to date? Is KM in the company tacit, explicit or a mixture of both? If No Why is KM/KM model not used? Was it implemented previously? What are the barriers / challenges to implementing a KM model? Macro-economic level and company level? Is there a plan to establish a KM model in the future? Expand questions to explain existing models and understand if something worth adopting. Is there a KM strategy or model in place in your company? What is Knowledge Management? How important is it for your organizations? 46
- 47. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only After a long analysis phase, our findings are 2. Opportunities exist for increasing network sharing of knowledge 6. Right information in the right place. It needs to be easily accessible. 3. Culture, leadership and people drives KM. Systems and processes facilitate it. 4. An effective KM system must figure out what knowledge is critical and how to transfer it. 8. No one is an expert in all fields. 7. Different departments / business functions view and use knowledge in different ways. 1. KM in the UAE construction industry is in its infancy 5. Business efficiency and commercial impact are key measures of any KM initiative 9. KM useful in training programs. 47
- 48. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only Framework for Managing Knowledge Throughout Business 48
- 49. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only Recommendations to adopt KM practices Clearly define the knowledge that generates value Clearly define and publish KM strategy and objectives Keep it simple Retain key staff wherever possible - protect the core of your business Benefit from various IT solutions to store, archive, track the knowledge Promote KM internally across business functions and externally to wider network 49
- 50. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only Selected References 1. Alrawi, K. (2008), Knowledge management and organisations perceptions in the United Arab Emirates: case study, International Journal of Commerce and Management, Volume 18, No.4, 2008, pp. 382 394. 2. Carrilo,P.M et al. (2000). Knowledge Management Strategy for Construction: Key IT and Contextual Issue, Proceedings of CIT 2000, Reykjavik, Iceland, 28-30 June, Gudnason, G. (ed.), 155-165 3. CEN (2004) CEN CWA 14924 European Guide to good Practice in Knowledge Management - Part 1 to 5, Brussels. 4. Siddique, M., (2012), Knowledge management initiatives in the United Arab Emirates: a baseline study, Journal of Knowledge Management, Vol. 16, Issue 5, pp. 702-723 5. Wiig, K. M. (1993). Knowledge management foundations: Thinking about thinking : how people and organizations create, represent, and use knowledge. Arlington, Tex: Schema Press. 6. Wong, K., (2005), Critical Success Factors for implementing knowledge management in small and medium enterprises, Industrial Management and Data Systems, 105 (3), pp 261 -279 7. Yin, R. K. (2009). Case study research: Design and methods (4th ed). Thousand Oaks, CA: Sage Publications 50
- 51. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only 51 Thats all folks!
- 52. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only Questions? 52
- 53. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only 53 Our 20th Anniversary Volunteers: a cast to conquer!
- 54. PMI is a registered trade and service mark of the Project Management Institute, Inc. 息2010 Permission is granted to PMI for PMI速 Marketplace use only Please rate our session! Visit the AoF Sessions section of the mobile app and tap on my session to rate. marco.negri.330marconegri @piv8tweet mnegri Name | Marco Negri Web | www.stradeanas.it Email | m.negri@stradeanas.it Thank you! Lessons (really) Learned? How to Retain Project Knowledge and Avoid Recurring Nightmares Lessons (really) Learned? Mustafa.dulgerler Name | Mustafa D端lgerler Web | www.mustafadulgerler.com Email | mdulgerler@gmail.com 54