Project Management Around the world #pmFlashBlog: Project organisations require a new paradigm for organisational learning through projects

Project Management Around the world #pmFlashBlog: Project organisations require a new paradigm for organisational learning through projects.

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(Picture Source: Mike Licht, NotionsCapital.com reports)

At the end of the last #PMFlashBlog I highlighted a 2011 project management PM World Today editorial post on Lessons Learned but Knowledge Lost, where  Wideman a recognized project management global expert stated:  “…in spite of all the technology that is available to us today, we have not yet found a presentation format that captures the essence of this wisdom in a way that is relevant to future usage, readily searchable and easy to store. …we have a serious cultural problem. …we are probably condemned to continue to throw away the valuable resources.”

The majority of project managers think of lessons learned as… follow a process and enter your lessons learned into a tool…am I right?  Well the focus on with this #pmFlashBlog will be on the various Project Management guides and models on lessons learned.

Not for the want of opinions, guides, and models on lessons learned

Generally speaking, there are many opinions and guides, but little practical advice regarding workable processes that effectively enable the organisation to learn from past project experiences. Over the last 14 years the PMBOK® Guide has increased its references to the term lessons learned. In the PMBOK® Guide 4th edition there is a focus on process improvement as a result of lessons learned. However, in the PMBOK® Guide 4th and 5th editions the ‘lessons learned’ process is not discussed anywhere except for a glossary description and both versions refer to a different description on what is a lesson learned. PMBOK® Guide 5th edition has an additional twenty two references (mainly due to a new knowledge area – Stakeholder Management) and still remains focussed on project closure lesson learned activities. The PMBOK® Guide 5th edition also aligns with the Knowledge Management (KM) Data, Information, Knowledge and Wisdom (DIKW) model. However, the DIKW model which is based on the work of Ackoff (1989) has been challenged by the KM community as “unsound and methodologically undesirable” (Frické, 2009; Rowley, 2007; Vala-Webb, 2012).

Organisations are also not to be found wanting for lessons learned models and methods. The Project Management Institute’s OPM3 Organizational Project Management Maturity Model references lessons learned. However, there is less guidance than that provided in the PMBOK® Guide. The APM Body of Knowledge 6th Edition refers to knowledge management as the governance process rather than identification of the specific process around lessons learned and highlights the importance of people skills (communities of practice, learning and development) and delivery of information management. The Office of Government Commerce PRINCE2  project methodology encourages project teams to “…learn from previous experience: lessons are sought, recorded and acted upon throughout the life of the project”. PRINCE2 has a single process (a lessons learned log) for recording lessons learned and reporting on them (lessons learned report). The last to consider would be the Capability Maturity Model Integration (CMMI) model which provides for best practice organisational process improvement where process improvement proposals and process lessons learned are said to be key work products and sub-processes. The benefits of CMMI identifies the classic approach of collecting and translating key lessons into processes.

The Syllk model research to date…may influence changes to our Project Management guides?

 syllk model

 Syllk model (http://www.pmlessonslearned.info)

The Syllk model is developed to enable project organisations to learn from their past project experiences by capturing lesson learned from projects and distributing knowledge across an organisational network of elements such as people (individual learning, culture, social) and systems (technology, process and infrastructure).

This blog is about sharing project management lessons learned research findings. Initial research progress suggests that by reconceptualising lessons learned in terms of an adaptation of the Swiss cheese model for safety and accident prevention, the Syllk model can influence the identification, dissemination and application of project management lessons learned. Early results have established that the alignment of the people and system elements has the potential to positively influence the success of an organisation’s lessons learned processes and that the people element and culture factor may well be the most likely to negatively influence lessons learned in organisations.

Furthermore, the initial research progress has also established that several elements of the model need to align to ensure organisational lessons are learned by means of projects. Finally, the research findings will contribute to the project and knowledge management literature and provide an opportunity to improve project knowledge sharing, and ensure projects achieve success for organisations to maintain a competitive advantage.

Understanding the impact of culture and just culture was identified as a key factor in the research and this was supported by the strong parallels found with health care, nuclear power, rail and aviation organisations. By applying the Syllk model to an organisation and identifying the lessons learned and knowledge management facilitators and barriers one can better understand the organisational systems required to support an environment that captures, disseminates and applies lessons learned.

 Until next time…Thanks for reading, Stephen

 About “#PMFlashBlog – Project Management Around the World”: This post is part of the second round of the #PMFlashBlog where over 50 project management bloggers will release a post about their view of project management in their part of the world. 

 

 


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Rethinking SharePoint Maturity Part 1

Rethinking SharePoint Maturity Part 1: Conditions Over Causes

A LinkedIn colleague (Paul Culmsee) and I have had some great Knowledge Management and Lessons Learned discussions over the last few weeks..Paul has recently commenced a series on posts on ‘Rethinking SharePoint Maturity’, I would highly recommended that you take a look….

Until next time…Stephen


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PM Lessons Learned Study

To the PM and KM world, I am currently close to completing (June 2012) my Masters Project Management (research). I have a strong interest in PM Lessons Learned. Over the last 12 months I have enjoyed learning about the KM World.

My final project/thesis will be ‘Exploring factors that impact knowledge management dissemination of project management lessons learned’.

The focus of this study will be to understand why the majority of projects do not disseminate lessons learned to organisations. Knowledge and project management literature suggests that the lessons learned process in practice rarely happens and does not work well and fails to deliver the intended results. The study will address the significant factors that impact the dissemination of project management lessons between the project team and the organisation. The literature review will focus on the areas of: knowledge; knowledge management; knowledge conversion; learning; organisational learning; lessons learned practices; and culture. So far, the literature review suggests there is limited research on how knowledge management, learning and culture impacts project management and project temporary organisations.

A review of the literature highlights project management literature gaps around people, learning, technology and process. The people factor is the most likely to negatively influence the dissemination of lessons learned in organisations. A conceptual lessons learned model has been derived and based on a swiss cheese model where the variables people, learning, technology and process need to align and be effective to disseminate lessons learned.

By undertaking this study it is expected that a better understanding of the significant project technology, learning, process and people factors will be established. This will assist in the dissemination of the Project Management lessons learned practice being improved. The findings will also contribute to the project management literature and provide an opportunity to improve project knowledge sharing ensuring projects achieve success.

I would be interested to know some of your thoughts on the Project Management world around ‘lessons learned’?

Stephen


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