The document discusses the significance of capturing lessons learned during the initiation phase of project management, highlighting that many organizations struggle to effectively implement this process due to cultural challenges and inadequate systems. It references a report by the Victorian Ombudsman indicating that few lessons are gained from past projects, leading to repeated issues like cost overruns. Key strategies for improving lessons learned include establishing a structured knowledge management plan and fostering a culture that values learning from past experiences.

1. ...the importance of lessons learned
in the initiation phase.
Stephen Duffield
www.pmlessonslearned.info
Master PM Research (USQ).... PhD planning in work
Chair of the ‘QLD Government Public Sector Risk Management Network Collaboration Group’
Committee Member RMIA Queensland
Member of the AIPM Queensland judging panel 2010 & 2011 for Project Management Achievement Awards
Member of AIPM / AIPM Certified Practising Project Director (CPPD)
Member of PMI
Dept Transport and Main Roads - Assistant Director (Risk Management) 1.8 yrs
Board of Director 6 yrs+ (non-profit Board)
Boeing Company 14 yrs+ (Program and Project Management experience)
Senior Manager – ERP Oracle Implementation
Senior Manager – Program Management (130 PMs)
Site Manager – Amberley (980staff)
PM various programs 10yrs+
Business Development Manager 3yrs
Systems & Software Engineering
British Aerospace / AWA 7 yrs (Systems & Software Engineering)
Royal Australian Air Force 10 yrs (Engineering Aerospace)
http://www.linkedin.com/in/stephenduffield
http://www.invictaprojects.com.au
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2. Speed Learning on ‘PM Lessons Learned in the Initiation phase’
On Lessons Learned -
...there are few signs that any lessons have been learnt - Victorian Ombudsman
...there is difficulty in capturing and implementing learnings - Victorian Ombudsman
...in practice lessons learned rarely happens and doesn't work well
...a small % follow the process - Williams Why?
...we have a serious cultural problem – Wideman
www.pmlessonslearned.info
• People / Culture
PMBOK -
• Source is Lesson Learned Knowledge Base (?)
• ...can influence...Project Charter, PMP, Scope, WBS, Time, Cost, Quality, Communications and Risk ...missing HR
PRINCE2 –
• Starting a Project: Previous lessons learned reports > Capture Previous lessons > Create Lessons Log (?)
• Starting a Project: Lessons Log can influence > Team, Business Case, Project Brief > Plan the initiation stage
• Initiating a Project: Lessons Log > Risk, Quality, Configuration, Communications, Project Controls, Project Plan
Milton
• Learning before...knowledge of what needs to be done...knowledge of how to do it
• Project knowledge management plan & knowledge needs register
Krammer
• Knowledge Identification ...Technical / Organisational / Human
• Knowledge Cluster Map (pm, customer and product)...Knowledge Map / Knowledge Acquisition (known and missing knowledge)
My experiences
In-effective lessons learned systems in place ...not used...It is broken...How do you know you have learnt a lesson?
Risk Management outputs from previous projects ...if you can find them
Previous projects Critical Success Factors ...Networks (Greybeards story telling, active online groups – LinkedIn, Google Scholar / Journals etc
...public available lessons learned databases ie NASA) ...PM Best Practices ?
Your experiences & Questions ... Thankyou
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3. On Lessons Learned . What we learn from lessons learned is
that we don't learn from lessons learned. T. Block
A recent report (2011) from the Victorian Ombudsman, finds that despite all the research, previous Ombudsman and Auditor-General reports,
‘...there are few signs that any lessons have been learnt in the public sector.’
http://www.ombudsman.vic.gov.au/resources/documents/Investigation_into_ICT_enabled_projects_Nov_2011.pdf ‘...A new and more
disciplined approach is required if the government is to avoid being faced with continuing cost overruns and failures to deliver.’ The report
highlights the difficulties and inconsistencies in ICT procurement with the Victorian Government Solicitor’s Office stating ‘...Government
agencies tend to operate independently and there is difficulty in capturing and implementing learnings from ICT projects.’
...What we see here is not un-common across the public and private sectors; it is just that the reporting of the public sector problems is open to
the general public via government reports.
In practice lessons learned rarely happens and doesn't work well (Atkinson, Crawford & Ward 2006; Keegan & Turner 2001; Kerzner 2009;
Milton 2010; Schindler & Eppler 2003; Williams 2008; Wysocki 2004, 2009).
Milton (2010) has found that 80 per cent of 74 organisations that attempt lessons learned, 60 per cent are dissatisfied. Williams (2007) PMI
sponsored study found that 62.4 per cent of 522 project practitioner responses had a process for learning lessons and of those only
11.7 per cent followed the process. Why?
The project management PM World Today recently posted an editorial on Lessons Learned but Knowledge Lost (Pells 2011). In response
Wideman (2011, p.1) a recognised 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.’
This open discussion again highlights the significance of project management, knowledge management and the lessons learned process and
the impact that technology, learning, process and people factors have on the problem.
So is the PM Lessons Learned process broken?
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4. www.pmlessonslearned.info
The PM Lessons Learned blog supports a Masters of Project Management research project.
Final project/thesis ‘Exploring factors that impact knowledge management dissemination of project management lessons learned’.
Model derived and based on the reverse relationships of Reason
(1997, 2000) swiss cheese model (layers of defence)
People:
• Just Culture (Reason 1997)
• PM Culture
• Culture barriers
http://www.invictaprojects.com.au/pmlessonslearnedblog/?p=221
Source: Mike Licht, NotionsCapital.com http://www.flickr.com/photos/notionscapital/3082592630/
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5. PMBOK identifies the importance in collecting and documenting lessons learned, and implementing process improvements.
Lesson Learned (LL). ‘The learning gained from the process of performing the project. Lessons may be identified at any point. Also considered
a project record, to be included in the lessons learned knowledge base’.
Lesson Learned Knowledge Base (LLKB). ‘A store of historical information and lessons learned about both the outcomes of previous project
selection decisions and previous project performance’.
Reich and Wee (2006) report an
extensive review of how knowledge
management practices are
embedded within the 3rd edition
PMBOK.
Table 1 highlights the changes over
the last 14 years of how the term
lessons learned has been referenced
and used with all versions (up to 4th
edition) of the PMBOK Guide.
Source : www.pmlessonslearned.info
2.4.3 Organizational Process Assets ...lessons learned and historical information
3.3 Initiating Process Group ?
3.7 Closing Process Group ...Document lessons learned
4.1.1.5 / 4.2.1.4 Project Integration Management ... Organizational Process Assets ...lessons learned and historical information
...can influence development of a project charter and project management plan
5.2.1.4 Define Scope ...lessons learned can influence define scope process
5.3.1.4 Create WBS ...lessons learned can influence create WBS process
6.1.1.3 / 6.4.1.7 Time ...lessons learned knowledge base can influence activities list and estimate durations
7.1.1.6 Cost ...lessons learned can influence the estimate costs process
8.1.1.7 Quality ...lessons learned can influence the plan quality process
10.1.1.4 / 10.2.1.4 / 10.3.1.3 Communications ...lessons learned can influence the identify stakeholder process (ex-PMs, SMEs, Industry groups ,
consultants, professional and technical associations...) and communications plan ..lessons learned provide insights on decisions in previous similar
projects. Lessons learned can influence distribution of information process.
11.1.1.6 Risk ...lessons learned can influence the risk management process . Risk identification checklist...risk management organizational assets.
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6. PRINCE2
Starting a Project:
Previous lessons learned reports > Capture Previous lessons > Create Lessons Log ?
Source: OGC 2009, Managing Successful Projects with PRINCE2, TSO, London (p. 124)
Capture Previous lessons
Lessons may have been learned by other projects...
The design of the Project team, Business Case , Project Brief and Initiation stage can be influenced by lessons learned
Hold a workshop to capture relevant lessons
...may be helpful to include consult external people who have relevant experience
Starting a Project:
Lessons Log > design and appoint the project management team
Lessons Log > prepare the outline Business Case
Lessons Log > select the project approach and assemble the Project Brief
Lessons Log > Plan the initiation stage
Initiating a Project:
Lessons Log > Risk, Quality, Configuration, Communications, Project Controls, Project Plan
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7. Milton
Learning before:
• identify the knowledge that will be useful to the project team
• identify the sources of knowledge (both explicit and tacit)
• doing something to bring knowledge into the team
• ...knowledge of what needs to be done
• ...knowledge of how to do it
Source: Milton, N 2005, Knowledge Management For Teams and Projects, Chandos Publishing, Oxford. (p. 42)
Scoping > knowledge of what needs to be done ‘knowledge about’
Scoping meetings...customers...Involve contractors, external expertise
Concept select/design stage > knowledge on how to do it
Peer Assist – meeting of project team with people who have relevant knowledge
and experience
Optioneering – brainstorming options against the project objectives with external
help
Business-driven action learning – collective knowledge gathering to address the
issues of the project with external help
A key tool in learning before project is the project knowledge management plan. This provides a focus on the critical knowledge for the
project, and then addresses how the knowledge will be accessed, who will find it, how and when, and how new knowledge will be created and
stored. You can think of knowledge as flowing into a project at the start, and out of the project at the end, and this flow of knowledge needs to
be managed. The KM plan is the tool that manages this flow.
The plan is created at the planning workshop involving all the project team, and one of the key outputs from this workshop will be the
knowledge needs register.
Read more: Knoco stories: Knowledge Management in projects http://www.nickmilton.com/2010/10/knowledge-management-in-
projects.html#ixzz1m9aksOgh
? 'Learning before never occurs. All projects start from a knowledge base restricted to the tacit knowledge of the participants.
? 'Learning before is a rarity. Most projects have no pre-learning.
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8. Krammer
Project Start-up: Knowledge Identification
Technical / Organisational / Human
Knowledge Cluster Map
..based around project management, customer and the product
...picture of the knowledge required for the project, the skills
available within the project team, expertise from externals
Knowledge Map / Knowledge Acquisition
..identifies the location of known and missing knowledge
Knowledge Generation and Transfer
Source: Krammer, C 2010, Knowledge Management in Project Management, VDM Verlag Dr. Muller GmbH & Co. KG
(pp. 38-45)
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9. My Experiences:
In-effective lessons learned systems in place
... ‘Lesson Learned Knowledge Base’
... not used ..its broken
... how do you know you have learnt a lesson?
Key source of lessons learned
...Risk Management outputs of previous projects ...if you can find them
...Previous projects Critical Success Factors (what worked and didn't work)
...Networks
.....Greybeards story telling
.....Google Scholar / Journals etc
..... active online groups ie LinkedIn
.....public available lessons learned databases ie NASA
...PM Best Practices ?
http://www.rocketdynetech.com/systems/images/Linking_RM_to_PM.pdf
In NASA, we never punish error. We only punish the concealment of error.
Al Siepert (b. 1915), Deputy Director of NASA Kennedy Space Center
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10. References:
Atkinson, R, Crawford, L & Ward, S 2006, ‘Fundamental uncertainties in projects and the scope of project management’, International journal of project
management, vol. 24, no. 8, pp. 687-98.
Brouwer, G 2011, Own motion investigation into ICT-enabled projects, Victorian Ombudsman, Victorian Government Printer, Melbourne,
http://www.ombudsman.vic.gov.au/resources/documents/Investigation_into_ICT_enabled_projects_Nov_2011.pdf.
Keegan, A & Turner, JR 2001, ‘Quantity versus Quality in Project-Based Learning Practices’, Management Learning, vol. 32, no. 1, pp. 77-98.
Keen, P & Tan, M 2007, ‘Knowledge fusion: A framework for extending the rigor and relevance of knowledge management’, International Journal of Knowledge
Management, vol. 3, no. 4, pp. 1-17.
Kerzner, H 2009, Project management : a systems approach to planning, scheduling, and controlling, 10th edn, John Wiley & Sons, Hoboken, N.J.
Koners, U 2005, ‘Learning from research and development projects/the role of post-project reviews’, Cranfield University.
Krammer, C 2010, Knowledge Management in Project Management, VDM Verlag Dr. Muller GmbH & Co. KG.
Milton, N 2005, Knowledge Management For Teams and Projects, Chandos Publishing, Oxford.
Milton, N 2010, The Lessons Learned Handbook: Practical approaches to learning from experience, Chandos Publishing, Oxford, UK.
OGC 2009, Managing Successful Projects with PRINCE2, TSO, London.
Pells, D 2011, Lessons Learned but Knowledge Lost!, August 2011 edn, 5 September 2011, PMForum, Inc,
<http://www.pmforum.org/library/editorials/2011/PDFs/aug/Editorial-Pells.pdf>.
Project Management Institute 2004, A guide to the project management body of knowledge (PMBOK® Guide), 3rd edn, Project Management Institute Inc., Newtown
Square, Pa.
—- 2008a, A guide to the project management body of knowledge (PMBOK® Guide), 4th edn, Project Management Institute Inc., Newtown Square, Pa.
Reason, J 1997, Managing the risks of organizational accidents, Ashgate, Aldershot, Hants, England ; Brookfield, Vt., USA.
—- 2000, ‘Human error: models and management’, British Medical Journal, vol. 320, no. 7237, p. 768.
Reich & Wee 2006, ‘Searching for knowledge in the PMBOK guide’, Project Management Journal, vol. 37, no. 2, pp. 11-26.
Rocketdyne, 2004, Linking Risk Management to Other Program Management Processes – Risk or Opportunity?, 5th National Risk Management Symposium,
California http://www.rocketdynetech.com/systems/images/Linking_RM_to_PM.pdf
Schindler & Eppler. 2003, ‘Harvesting project knowledge: a review of project learning methods and success factors’, International journal of project management,
vol. 21, no. 3, pp. 219-28.
Wideman ,2011, On the August PMWT Editorial on Lessons Learned by Knowledge Lost, PMForum, Inc, 5 September 2011,
<http://www.pmworldtoday.net/letters/2011/sep/LETTER-Wideman.html>.
Williams, T 2007, Post-Project Reviews to Gain Effective Lessons Learned, Project Management Institute, Newtown Square, USA, Date Accessed: 17 July 2011,
<http://library.books24x7.com.ezproxy.usq.edu.au/toc.aspx?site=JE61N&bookid=24212>.
—- 2008, ‘How do organisations learn lessons from projects–and do they?’, IEEE Transactions in Engineering Management, vol. 55, no. 2, pp. 248-66.
Wysocki, RK 2004, Project management process improvement, Artech House effective project management series, Artech House, Boston.
—- 2009, Effective project management traditional, agile, extreme, 5th edn, Wiley Pub., Indianapolis, IN, Accessed 2 May 2011, 9780470500422 (electronic bk.).
Contact Details : stephen@pmlessonslearned.info
0421 052 135
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