This document discusses challenges with effectively leveraging lessons learned from past projects. It notes that while trillions are spent annually on projects globally, lessons learned systems often do not work well to avoid repeating mistakes. The document analyzes lessons learned data from over 50 organizations and 1,000 projects, finding issues like a lack of context, root cause analysis, and measurable actions. It argues for a more data-centric approach to link lessons to risks and enable different perspectives to utilize the information. The document provides an example of how Crossrail leveraged experience across similar projects.
Lessons Learned Don’t Work: Why a Data Centric Approach May Hold the KeyMartin Paver
Conventional approaches to lessons learned deliver variable results. Although the process of reflection is very powerful, is the profession struggling to leverage the experience of the past to influence future delivery? This presentation to the Association for Project Management Branch event on 22 November challenges established thinking, turning concepts on their head. Martin also founded the London Project Data Analytics meetup; please join up at the link below to join the community and help push the boundaries of established thinking: https://www.meetup.com/London-Project-Data-and-Analytics-meetup/
An APM webinar sponsored by the Scotland Branch on 28 September 2021.
Presenter: Andy Brown
As a result of significant turbulence in the industry since 2015, the engineering construction industry has recognised the need to collaborate for project efficiency. This webinar was held on 28 September 2021.
Working with industry partners, the ECITB has developed a guidance toolkit that supports the development of a collaborative project environment. The presentation will provide an overview of the Project Collaboration Toolkit, associated case studies that have demonstrated the value of collaboration and ongoing work to develop a collaborative working agreement that supports these behaviours.
Links:
https://youtu.be/ZMHevsjCpys
https://www.apm.org.uk/news/promoting-collaborative-behaviours-in-the-engineering-construction-industry-webinar/
Project Data Analytics - How do we leverage experience of project delivery? webinar
Tuesday 20 March 2018
presented by Martin Paver, established London Project Data and Analytics Meetup
hosted by Merv Wyeth, Benefits Management SIG Secretary
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/project-data-analytics-how-do-we-leverage-experience-of-project-delivery-webinar/
Twitter
#apmbenefits
@apmbmsig
Does your Board exhibit good governance of project and change management?
Tuesday 22nd September 2015
Farnborough
APM Thames Valley branch and Governance Specific Interest Group
by Martin Samphire and Miles Dixon
Lessons Learned Don’t Work: Why a Data Centric Approach May Hold the KeyMartin Paver
Conventional approaches to lessons learned deliver variable results. Although the process of reflection is very powerful, is the profession struggling to leverage the experience of the past to influence future delivery? This presentation to the Association for Project Management Branch event on 22 November challenges established thinking, turning concepts on their head. Martin also founded the London Project Data Analytics meetup; please join up at the link below to join the community and help push the boundaries of established thinking: https://www.meetup.com/London-Project-Data-and-Analytics-meetup/
An APM webinar sponsored by the Scotland Branch on 28 September 2021.
Presenter: Andy Brown
As a result of significant turbulence in the industry since 2015, the engineering construction industry has recognised the need to collaborate for project efficiency. This webinar was held on 28 September 2021.
Working with industry partners, the ECITB has developed a guidance toolkit that supports the development of a collaborative project environment. The presentation will provide an overview of the Project Collaboration Toolkit, associated case studies that have demonstrated the value of collaboration and ongoing work to develop a collaborative working agreement that supports these behaviours.
Links:
https://youtu.be/ZMHevsjCpys
https://www.apm.org.uk/news/promoting-collaborative-behaviours-in-the-engineering-construction-industry-webinar/
Project Data Analytics - How do we leverage experience of project delivery? webinar
Tuesday 20 March 2018
presented by Martin Paver, established London Project Data and Analytics Meetup
hosted by Merv Wyeth, Benefits Management SIG Secretary
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/project-data-analytics-how-do-we-leverage-experience-of-project-delivery-webinar/
Twitter
#apmbenefits
@apmbmsig
Does your Board exhibit good governance of project and change management?
Tuesday 22nd September 2015
Farnborough
APM Thames Valley branch and Governance Specific Interest Group
by Martin Samphire and Miles Dixon
Portfolio management in the government sector... the ONS journey
presented by Nicky Bloomer
Office for National Statistics
Shaping your portfolio to realise Organisational Strategy (design and prioritisation through to implementation and success)
APM Portfolio SIG conference
Thursday 12th May 2016
CHAPTER 3
PROJECT MANAGEMENT
THE ESSENCE OF PROJECT MANAGEMENT
“First, have a definite, clear practical ideal; a goal, an objective. Second, have the necessary means to achieve your ends; wisdom, money, materials, and methods. Third, adjust all your means to that end.”
—Aristotle, ancient Greek philosopher and scientist
THE BBC DIGITAL MEDIA INITIATIVE
In 2007, the British Broadcasting Corporation (BBC) launched the Digital Media Initiative, an IT project meant to digitize media production and media asset management across the organization. Originally estimated at a cost of £80 million ($128 million), DMI was intended to introduce a tape- less workflow—from raw footage to finished programs—and give BBC staff immediate desktop access to the entire BBC archive. It was predicted that the DMI would save the company 2.5 percent in media production costs per hour, bringing a return of £100 million ($160 million) by 2015. In 2008, the BBC awarded the contract to Siemens, its long-time technology partner; however, that partnership broke down in 2009, with neither company taking direct responsibility for the failure. Rather, the two companies issued a statement saying, “The media environment has changed a great deal since the DMI project began, and both organizations have been in discussions about the way forward. The BBC and Siemens have reached an agreement that allows the BBC to complete the
Chapter 3
project in-house.” DMI was dubbed the “Don’t Mention It” project and delegated to the BBC’s chief
62
technical architect and executive producer.
Once in-house, however, DMI ran into a series of obstacles. Behind schedule, the IT team struggled to get end users to commit to firm project requirements and priorities. “Throughout the project, the team informed me that the biggest single challenge facing the project was the changes to requirements requested by the business,” said the former chief technology officer John Linwood. The result was a constantly fluctuating project scope.
In addition, the technology team sought to adopt an agile development approach, so that the software would be produced bit-by-bit, with the business units exploring each incremental release as it was developed. Linwood claims, however, that the business units did not want to take the time to test the releases. Eventually, the IT team simply developed major system components with minimal business unit testing. Meanwhile, the project was falling further and further behind sched- ule. In addition, the BBC did not assign anyone the responsibility or the authority to oversee the adoption of the program by the business units, depriving the DMI of effective project integration management. Because the transition from tape-based production and asset management to digital production and asset management necessitated a significant shift in work processes, management of the adoption and integration of the DMI into business units was essential.
In May 2013, the B.
Assignment 1 ITECH 2250 IT Project Management Techniques.docxsherni1
Assignment 1
ITECH 2250
IT Project Management Techniques
Page 1 of 6 CRICOS Provider No. 00103D ITECH 2250 Assignment 1 Semester 2 2015– Project Charter
Due Date: Week 5 – Monday 5:00 pm
Weight: 10%
This is an individual assignment. There is an expectation that no two submissions will be the same.
Objectives
This assessment task relates to the following course objectives:
Observe real world information technology problems and apply project management
principles and techniques to solve these problems;
Employ a systems thinking approach to identify critical roles and stakeholders in
information technology projects;
Demonstrate decision-making processes to solve a range of information technology
project issues;
Utilise a range of organisational and self-management skills, emulating real world
practice of information technology project managers.
value the importance of effective communication to solve problems on information
technology projects
Task
During the Project Initiation phase, an important artefact is the Project Charter. This artefact clearly indicates
for the project team and all stakeholders the project objectives, scope and vision. In this assignment, you are
provided with a case study project description below. You will create a Project Charter for this project that
will be managed following the adaptive methodology of Agile Scrum. In a project managed using
traditional project management methodologies, the Charter would be a document of just a few pages (around
4) formally outlining the key objectives, schedule and stakeholders. In an Agile project, this artefact would
be displayed in the project team room.
Background
After top management determines which projects to pursue, then it becomes important to notify the organisation
about the projects. The Project Charter is used to authorise the project and nominate the project manager. The
Project Charter formally recognises the project and provides a summary of the details of the project.
Assignment 1
ITECH 2250
IT Project Management Techniques
Page 2 of 6 CRICOS Provider No. 00103D ITECH 2250 Assignment 1 Semester 2 2015– Project Charter
Requirements
For this assessment task, students are required to create a Project Charter for the case study provided:
Green Computing Research Project. The Project will be managed using the Agile SCRUM PM
methodology. You (project manager – PM) has made a presentation about your proposed approach for
developing the research report to the senior leadership committee meeting in order to get approval for the
project. You presented a Business Case to the committee to secure their approval for this project. The
Business Case includes many of the details that will form the Project Charter.
At the conclusion of the presentation, the committee authorised you to implement the project. To get the project
started, you need to draw up a Project Ch ...
Digitalize Your PMO: How to Build a Strategic Enterprise PMOUMT360
UMT360's Ben Chamberlain looks at how to build a strategic enterprise PMO. This presentation is from Gartner's 2014 PPM & IT Governance Summit in National Harbor. http://www.umt360.com
The slides focus on Introduction to Project Management in Information Technology. It will be very useful to newbies in Project Management. The slides were prepared and used by a University Lecture for some of his students. The contents of the slides are easy to understand and are self-explanatory.
Larsen & Toubro - Outthink 2017 (Strategy Case Competition) - Grand FinaleAnupreet Choudhary
As Sanjay Sharma (Strategy Consultant from Corn & Cherry, Abu Dhabi), we were asked to make a presentation to Corn & Cherry panel. We had to make a 10 slide presentation highlighting the 10-year strategic roadmap for LTHE (referred as DGHE in the case).
A graphical CV for the more business driven clients, this CV format reflects myself in a more personal way. Its more intuitive to read for the client and it shows some of my additional skills and influential professionalism to reflect my career in a format different to other candidates and to a potential employer
From PPM to Enterprise Portfolio Management - 051214UMT360
Presentation on how UMT360 is Helping Companies Take Project Server to a New Level. UMT360 is the only enterprise portfolio management solution built on SharePoint with seamless Project Server integration. Hear the presentation at http://bit.ly/SzhgMO
BRM - Bridging the gap webinar HandoutPMIUKChapter
This document contains useful references/further reading identified during PMI UK webinar on 14 April 2020.
Prepared by Merv Wyeth
http://bit.ly/PMIUKBRMResults
APM webinar hosted by the Scotland Network on 14 May 2024.
Speakers: Chris Drysdale and Peter Huggett
An interactive session discussing how Project Managers can identify mental health symptoms, provide tools to help themselves and others, plus also increase the capabilities of the Project Management function. This webinar was held on 14 May 2024.
The covid-19 pandemic led to concerns about a worsening of mental health & wellbeing across the world and increased awareness in both society and the workplace. This webinar looks to advise the benefits of having a Mental Health First Aid function in the workplace whilst also providing tools and techniques that can be readily used and applied to yourself and colleagues. Additionally, there are wider benefits to Project Management which will be proposed and discussed.
Making communications land - Are they received and understood as intended? webinar
Thursday 2 May 2024
A joint webinar created by the APM Enabling Change and APM People Interest Networks, this is the third of our three part series on Making Communications Land.
presented by
Ian Cribbes, Director, IMC&T Ltd
@cribbesheet
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/making-communications-land-are-they-received-and-understood-as-intended-webinar/
Content description:
How do we ensure that what we have communicated was received and understood as we intended and how do we course correct if it has not.
More Related Content
Similar to Lessons Learned Don’t Work: Why a Data Centric Approach May Hold the Key
Portfolio management in the government sector... the ONS journey
presented by Nicky Bloomer
Office for National Statistics
Shaping your portfolio to realise Organisational Strategy (design and prioritisation through to implementation and success)
APM Portfolio SIG conference
Thursday 12th May 2016
CHAPTER 3
PROJECT MANAGEMENT
THE ESSENCE OF PROJECT MANAGEMENT
“First, have a definite, clear practical ideal; a goal, an objective. Second, have the necessary means to achieve your ends; wisdom, money, materials, and methods. Third, adjust all your means to that end.”
—Aristotle, ancient Greek philosopher and scientist
THE BBC DIGITAL MEDIA INITIATIVE
In 2007, the British Broadcasting Corporation (BBC) launched the Digital Media Initiative, an IT project meant to digitize media production and media asset management across the organization. Originally estimated at a cost of £80 million ($128 million), DMI was intended to introduce a tape- less workflow—from raw footage to finished programs—and give BBC staff immediate desktop access to the entire BBC archive. It was predicted that the DMI would save the company 2.5 percent in media production costs per hour, bringing a return of £100 million ($160 million) by 2015. In 2008, the BBC awarded the contract to Siemens, its long-time technology partner; however, that partnership broke down in 2009, with neither company taking direct responsibility for the failure. Rather, the two companies issued a statement saying, “The media environment has changed a great deal since the DMI project began, and both organizations have been in discussions about the way forward. The BBC and Siemens have reached an agreement that allows the BBC to complete the
Chapter 3
project in-house.” DMI was dubbed the “Don’t Mention It” project and delegated to the BBC’s chief
62
technical architect and executive producer.
Once in-house, however, DMI ran into a series of obstacles. Behind schedule, the IT team struggled to get end users to commit to firm project requirements and priorities. “Throughout the project, the team informed me that the biggest single challenge facing the project was the changes to requirements requested by the business,” said the former chief technology officer John Linwood. The result was a constantly fluctuating project scope.
In addition, the technology team sought to adopt an agile development approach, so that the software would be produced bit-by-bit, with the business units exploring each incremental release as it was developed. Linwood claims, however, that the business units did not want to take the time to test the releases. Eventually, the IT team simply developed major system components with minimal business unit testing. Meanwhile, the project was falling further and further behind sched- ule. In addition, the BBC did not assign anyone the responsibility or the authority to oversee the adoption of the program by the business units, depriving the DMI of effective project integration management. Because the transition from tape-based production and asset management to digital production and asset management necessitated a significant shift in work processes, management of the adoption and integration of the DMI into business units was essential.
In May 2013, the B.
Assignment 1 ITECH 2250 IT Project Management Techniques.docxsherni1
Assignment 1
ITECH 2250
IT Project Management Techniques
Page 1 of 6 CRICOS Provider No. 00103D ITECH 2250 Assignment 1 Semester 2 2015– Project Charter
Due Date: Week 5 – Monday 5:00 pm
Weight: 10%
This is an individual assignment. There is an expectation that no two submissions will be the same.
Objectives
This assessment task relates to the following course objectives:
Observe real world information technology problems and apply project management
principles and techniques to solve these problems;
Employ a systems thinking approach to identify critical roles and stakeholders in
information technology projects;
Demonstrate decision-making processes to solve a range of information technology
project issues;
Utilise a range of organisational and self-management skills, emulating real world
practice of information technology project managers.
value the importance of effective communication to solve problems on information
technology projects
Task
During the Project Initiation phase, an important artefact is the Project Charter. This artefact clearly indicates
for the project team and all stakeholders the project objectives, scope and vision. In this assignment, you are
provided with a case study project description below. You will create a Project Charter for this project that
will be managed following the adaptive methodology of Agile Scrum. In a project managed using
traditional project management methodologies, the Charter would be a document of just a few pages (around
4) formally outlining the key objectives, schedule and stakeholders. In an Agile project, this artefact would
be displayed in the project team room.
Background
After top management determines which projects to pursue, then it becomes important to notify the organisation
about the projects. The Project Charter is used to authorise the project and nominate the project manager. The
Project Charter formally recognises the project and provides a summary of the details of the project.
Assignment 1
ITECH 2250
IT Project Management Techniques
Page 2 of 6 CRICOS Provider No. 00103D ITECH 2250 Assignment 1 Semester 2 2015– Project Charter
Requirements
For this assessment task, students are required to create a Project Charter for the case study provided:
Green Computing Research Project. The Project will be managed using the Agile SCRUM PM
methodology. You (project manager – PM) has made a presentation about your proposed approach for
developing the research report to the senior leadership committee meeting in order to get approval for the
project. You presented a Business Case to the committee to secure their approval for this project. The
Business Case includes many of the details that will form the Project Charter.
At the conclusion of the presentation, the committee authorised you to implement the project. To get the project
started, you need to draw up a Project Ch ...
Digitalize Your PMO: How to Build a Strategic Enterprise PMOUMT360
UMT360's Ben Chamberlain looks at how to build a strategic enterprise PMO. This presentation is from Gartner's 2014 PPM & IT Governance Summit in National Harbor. http://www.umt360.com
The slides focus on Introduction to Project Management in Information Technology. It will be very useful to newbies in Project Management. The slides were prepared and used by a University Lecture for some of his students. The contents of the slides are easy to understand and are self-explanatory.
Larsen & Toubro - Outthink 2017 (Strategy Case Competition) - Grand FinaleAnupreet Choudhary
As Sanjay Sharma (Strategy Consultant from Corn & Cherry, Abu Dhabi), we were asked to make a presentation to Corn & Cherry panel. We had to make a 10 slide presentation highlighting the 10-year strategic roadmap for LTHE (referred as DGHE in the case).
A graphical CV for the more business driven clients, this CV format reflects myself in a more personal way. Its more intuitive to read for the client and it shows some of my additional skills and influential professionalism to reflect my career in a format different to other candidates and to a potential employer
From PPM to Enterprise Portfolio Management - 051214UMT360
Presentation on how UMT360 is Helping Companies Take Project Server to a New Level. UMT360 is the only enterprise portfolio management solution built on SharePoint with seamless Project Server integration. Hear the presentation at http://bit.ly/SzhgMO
BRM - Bridging the gap webinar HandoutPMIUKChapter
This document contains useful references/further reading identified during PMI UK webinar on 14 April 2020.
Prepared by Merv Wyeth
http://bit.ly/PMIUKBRMResults
APM webinar hosted by the Scotland Network on 14 May 2024.
Speakers: Chris Drysdale and Peter Huggett
An interactive session discussing how Project Managers can identify mental health symptoms, provide tools to help themselves and others, plus also increase the capabilities of the Project Management function. This webinar was held on 14 May 2024.
The covid-19 pandemic led to concerns about a worsening of mental health & wellbeing across the world and increased awareness in both society and the workplace. This webinar looks to advise the benefits of having a Mental Health First Aid function in the workplace whilst also providing tools and techniques that can be readily used and applied to yourself and colleagues. Additionally, there are wider benefits to Project Management which will be proposed and discussed.
Making communications land - Are they received and understood as intended? webinar
Thursday 2 May 2024
A joint webinar created by the APM Enabling Change and APM People Interest Networks, this is the third of our three part series on Making Communications Land.
presented by
Ian Cribbes, Director, IMC&T Ltd
@cribbesheet
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/making-communications-land-are-they-received-and-understood-as-intended-webinar/
Content description:
How do we ensure that what we have communicated was received and understood as we intended and how do we course correct if it has not.
APM Welcome
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Professor Adam Boddison OBE, Chief Executive Officer, APM
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
APM welcome from CEO
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Projecting for the Future: Harmonising Energy and Environment
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Graham Winch, Professor of Project Management, Alliance Manchester Business School
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
APM launched Projecting the Future in June 2019 to debate the challenges and opportunities for the profession, building on the 2017 Future of Project Management exercise conducted by Arup and University College London. This presentation provides the initial results from this third phase of reflection on the future of our profession.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
New to Nuclear - Transition into nuclear from other sectors
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Elaine Falconer, Head of Profession for Project Management, Jacobs
and
Karen Williams, Project Manager, Jacobs
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
In this session, Jacobs shared insights and learning from its ‘New to Nuclear’ programme designed to support mid-career and lateral entrants whose existing skills and expertise can be utilised in the nuclear sector.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Tell us what to do, not how to do it
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Alan Livingstone, Project Delivery Lead, UK&I Water Sector, Stantec
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
How the Stantec Project Management Framework provides our PMs with the flexibility to deliver projects of varying complexity, across a variety of different sectors, within a Global Organisation.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
The Future is Fractional
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Karen Frith, Founder & Managing Partner, Greenlight Partners
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
Discovering the transformational impact of working with fractional experts. Learning how businesses and professionals are embracing fractional roles and how they’re redefining work structures for optimal agility and efficiency.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Lessons learned across projects
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Barney Harle, Head of Major Projects, Manchester City Council
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
What are my key takeaways from working on a vast array of projects including the recent 30+ low carbon and decarbonisation schemes at Manchester City Council?
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Agile Adaptability: Navigating Project Management in a Dynamic World
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Nathan Lumb, Partners Project Manager, GEIC
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
This presentation delved into the vital role adaptability plays in modern project management.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Inclusive Practices in Project Management: Leveraging Digital Frameworks for Diverse Minds
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Caroline Keep, PhD researcher Digitization in Education Organisation, University of Central Lancaster
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
This talk aimed to provide actionable insights and strategies for embedding inclusivity into the fabric of project management, thereby unlocking the new dimensions of productivity and innovation in the digital sphere.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Leadership - the project professionals secret weapon
Wednesday 24 April 2024
APM East of England Network
Presented by:
Chris MacLeod
Keep up to date with the APM East of England Network:
https://www.apm.org.uk/community/east-of-england-network/
Content description:
“I’m a Project Manager”.
That’s often what we tell family, friends and peers when asked what we do. But is it really a fair description? It may well be our role title, but it probably doesn’t convey a lot of what we actually do.
This presentation and discussion is about going beyond the frameworks, processes and stereotypes associated with project management and exploring the leadership roles we all in fact perform.
“I provide leadership focused on delivering projects and change for organisations”
APM Project Management Awards - Hints and tips for a winning award entry webinar
Thursday 18 April 2024
The APM Awards overview and the resources of this webinar:
https://www.apm.org.uk/apm-awards/
Content description:
Ahead of the APM Awards 2024, find out from our expert panel what elements make a winning APM Award entry.
Learn how to choose the category best suited to you or your company.
Answers provided to those all-important questions:
-What importance does the criteria hold?
-What are the judging panel looking for?
-How should I structure my entry?
-What additional evidence is acceptable?
-What will give my entry an edge?
X hashtag: #APMawards
The Vyrnwy Aqueduct Modernisation Programme webinar
Wednesday 17 April 2024
APM North West Network
Presented by:
Katie Rowlands
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/the-vyrnwy-aqueduct-modernisation-programme-webinar/
Content description:
Spotlight on the Vyrnwy Aqueduct Modernisation Programme and the challenges facing a large project within Cheshire.
The Vyrnwy Aqueduct Modernisation Programme is one of United Utilities largest projects focused on the modernisation of three 42” aqueducts that carry clean drinking water across the North West.
This webinar covered the Vyrnwy project and an insight into the project challenges that face a live project within the Cheshire area.
APM event hosted by the London Network on 10 April 2024.
Speaker: Nick Fewings, MD of Ngagementworks
In March 2022, Nick Fewings, Ngagementworks, MD of Ngagementworks, published Team Lead Succeed, based on his 30+years of both leading operational and project teams, and subsequently facilitating team development around the world.
It has become a best seller, with a 96% 5-star review rating, and has been read on 5 of the 7 continents.
In this interactive session, Nick will share learning from Team Lead Succeed that can be applied immediately and make a positive difference to your teamwork.
Nick will share the importance of knowing both WHO is in your team and also HOW effective your teamwork is.
Only 10% of teams achieve high-performance, with 50% being average and 40% dysfunctional.
In this session, delivered by award-winning conference speaker Nick Fewings, and author of best-seller Team Lead Succeed, Nick will share his 30+ years of leading teams and facilitating team development.
Nick has profiled 1,000 of individuals and worked with 100s of teams.
Those attending will benefit from understanding;
Why many projects fail to achieve their goals.
Not relying on just measuring KPIs.
The importance of knowing WHO is in your team, both from a behavioural and technical skills aspect.
The 16 areas of high-performance teamwork, and their importance.
https://www.apm.org.uk/news/team-lead-succeed-helping-you-and-your-team-achieve-high-performance-teamwork-2/
Currently Knowledge Transfer Subject Matter Expert (Commercial) in the UKDT PMO on the Peru Reconstruction Plan. Stuart has more than 25 years’ track record of commercial and contract management experience working across both public and private sector projects, as well as more than 20 years’ experience in the development and delivery of professional training. As well as working for Gleeds in the UK and Peru, Stuart has also worked in China for Gleeds and has supported people development in Gleeds’ offices in Egypt and Poland. Stuart has been well placed to support the adoption of the NEC and UK Cost Management best practice in Peru – he was Chair of the RICS New Rules of Measurement (NRM) initiative and was heavily involved in the creation of the RICS Black Book Guidance (best practice in cost management).
APM event hosted by the Midlands Network on 11 April 2024.
Speaker: Carole Osterweil
Data is power. AI changes everything.
If the claims about both are true, how can we ensure we use data and AI well? And what does it mean for the very things which make us human - our feelings?
In this workshop Carole will draw on material from her ground-breaking book, Neuroscience for Project Success: why people behave as they do to answer both questions.
“We like to think our decision making is completely rational. However, once there's an element of uncertainty, conscious assessments are only part of the story. Two other inputs, both subconscious and driven by our innate need to survive, have a big impact.
One, automatic reactions driven by cognitive biases, gets plenty of airtime.
The other input, our raw visceral emotions might be scary to talk about and less understood - but that’s not a reason to pretend they don’t exist!”
This interactive workshop will draw on material from Carole’s book, Neuroscience for Project Success: why people behave as they do, published by APM in 2022.
You’ll come away with:
a clear understanding of how the human brain works.
a framework that:
explains ‘why people behave as they do’.
makes it easier to talk about feelings in a matter-of-fact way (so that they become part of your conscious data set)
new insights into yourself and your projects in a world that’s often characterised by stress and disorder.
Act on these insights and you’ll see the impact - on your teams and stakeholders, your decisions about how to use data and AI, and ultimately your project outcomes.
AI in the project profession: examples of current use and roadmaps to adoption webinar
Wednesday 27 March 2024
Association for Project Management
Speaker panel:
Andy Murray, James White, James Garner, Karina Singh and Alex Robertson
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/ai-in-the-project-profession-examples-of-current-use-and-roadmaps-to-adoption-webinar/
Content description:
Disruptive technology and accelerating change is the now the norm within business. Advancements that feel relatively recent are already becoming embedded into business-as-usual activity. AI is one such advancement; it is already being used and having real-world impacts across the project profession.
To help P3M professionals understand the implications of this change, APM invited representatives from organisations that have introduced or are preparing to introduce AI into their project workstreams, to explain their approach and share their insight with fellow professionals.
This webinar on explored how AI is currently being used in project and programme management, and how organisations are gearing up for its adoption.
Katharine works for WRAP which is a climate action NGO working in more than 40 countries around the globe to tackle the causes of the climate crisis and give the planet a sustainable future. In this session, you will learn about WRAP’s plastics programme and how sustainability has been incorporated as a core value in delivery of the programme, with the aim of inspiring the audience to take action in their own work.
Kai-Fu Lee predicted that AI would change the world more than anything in the history of humanity – even electricity. It would disrupt how we live and work, how we operate our businesses, the core products and services on offer and the way in which we build technology.
However, in 2024 the impact of AI can no longer be discussed in future tense. With Microsoft copilot now publicly available, the change is already upon us. There is no consultation period or ‘unsubscribe’ button.
Project management professionals are likely to be asked to manage AI projects - and we are expected to skilfully use AI in our daily work lives. While overwhelming, this is not the first time we’ve had to adapt.
Sarah helps her audience sharpen their cutting-edge skills by answering:
What do I need to know about AI right now?
If I’m asked to work on an AI project, what techniques do I need to be successful?
Where do I start my own learning journey to upskill and prepare?
Sarah’s expertise in advanced agile and experience in highly regulated Finance environments give her a unique perspective into balancing governance with technical innovation. She uses her own experience building an AI solution in 2023 to share practical, widely applicable concepts in an “AI for project managers” 101 style session.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...
Lessons Learned Don’t Work: Why a Data Centric Approach May Hold the Key
1. Copyright ProjectingSuccess2018
Martin Paver
CEO / Founder
www.projectingsuccess.co.uk
Lessons Learned Don’t Work:
Why a Data Centric Approach May Hold the Key
APM South Wales and West of England
Branch Event
22 Nov 2018
2. Copyright ProjectingSuccess2018
Why ‘Lessons Learned’?
Project Lead for $Bn
Nuclear New Build
Programme Manager
for £400m portfolio of
60 projects
PMO roles in multi
$Bn portfolios
I’ve alwaysstruggled to leverage the broad
experience that I know exists.
"Those that fail
to learn from
history are
doomed to
repeat it."
3. Copyright ProjectingSuccess2018
Leverage Experience – A Wicked Problem?
Small
Margins
Source:APM
Project Success Factors
https://commons.wikimedia.org/wiki/File:Tour_de_France_2016,_team_sky_(28595456475).jpghttps://upload.wikimedia.org/wikipedia/commons/7/76/Mclaren_racing_usgp_2004.jpg
Avoiding the
avoidable
Certainty in delivery
Reduced outliers
Strategic focus
Reputation
Reduce incidents
Increased profit
Cost avoidance
Sector 1
InternationalA
Sector 2
ScheduleRiskLessons Cost
Project Delivery Experience
Company A
4. Copyright ProjectingSuccess2018
The failure of the FiReControl project
The Stark Reality of Not Learning Lessons
Common Agricultural Policy Futures
programme
We do not expectthe programme to delivervaluefor money. The cost of
£178 millionis 74percent morethan theoriginalbusiness case,and the
programmewill not fully deliver theanticipatedbenefits. Farmers reported
they have been adversely affectedby the programmedelays, highlighting cash
flow problems that haveknock-on effects for thewiderruraleconomy.
http://www.audit-scotland.gov.uk/uploads/docs/report/2016/nr_160519_cap_futures.pdf
‘911 Upgrade’
(Emergency Communications
Transformation Program)
The project started in2004with an estimated costof$1.3billion and a three
year timeframe.
According to an audit fromCity Comptroller,released 21March2012, the
project is now $1billion over budget andsevenyears behind schedule.
The Comptroller blamed the cost overruns on inadequate project
management within thecity.
http://sa.acs.org.au/gallery/l ead ers _lunch/20120516_Common_causes _of_failur e_in _m ajor_ICT- enabl ed_proj ects.pdf
NHS 24
The total cost oftheFuture Programmehadrisen by 55 per centto £117.4
million,compared toa business casecostof£75.8million covering theten-
year contractperiod. Theincreasewas dueto changes inthecontract
specification and costs associatedwith the delay in implementing theIT
system. [2016]
http://www.audit-scotland.gov.uk/uploads/docs/report/2016/s22_161006_nhs_24.pdf
Disclosure Scotland
The whole programme was estimated to cost £31millionand included a
£29 million projectto designandbuild a new ICTsystem tosupport thenew
arrangements and replacetheexisting system, along with otherinformation
management projects, training and guidance.
The programme experienced a number ofsignificantproblems whenit went
live in February 2011. DisclosureScotland and the supplier continuetowork
on these problems and corefunctionality is now expectedto beestablishedby
autumn 2012.
Crown Office and Procurator Fiscal
Service (COPFS)
The Phoenixprogrammewas initiated inearly 2009, at an estimated cost
of£10 million, becausea number ofsoftware elements ofthe existing case
management system used tohelp prepare criminal cases for prosecution were
outdated and lackedreadily availabletechnicalsupport.
Managementofthe programmeexhibiteda number ofweaknesses butit was
cancelled in November 2010before construction started dueto increased
costs and a significantlyreduced capital budget.
National Polar-orbiting Operational
Environmental Satellite System
Department ofVeterans Affairs’ Scheduling Replacement Project was
terminated inSeptember2009afterspending an estimated $127millionover
9 years.
http://www.gao.gov/assets/690/681420.pdf
Secure Border Initiative Network program
The Departmentof Homeland Security’s Secure Border InitiativeNetwork program
was ended inJanuary 2011, after the departmentobligatedmorethan$1billion to
the program, becauseitdidnot meet cost-effectiveness andviability standards.
http://www.gao.gov/assets/690/681420.pdf
Financial and Logistics Integrated Technology
Enterprise program
The DepartmentofVeterans Affairs’ Financial and Logistics IntegratedTechnology Enterprise program
was intended to bedelivered by2014ata totalestimatedcostof$609million,butwas terminated in
October 2011duetochallenges in managing theprogram
http://www.gao.gov/assets/690/681420.pdf
eCare
eCare programme was supposedto solve allourdata communication
problems in thehealth andsocialcareservice, but itwas abandoned
completely after sevenor eightyears at—wearetold—a cost of£56million,
although I suspectthatthecostwas substantially more.
http://www.parliament.scot/S4_PublicAuditCommittee/20_January_2016.pdf
Registers of Scotland (RoS)
Responsiblefor compiling and maintaining registers relating to
property and other legal documents.Its annualoperating costs were
£78 million in 2010/11. While bothRoS and BT consider the ongoing
ICT serviceprovision has largelybeen successful,RoSnow considers
that the partnership outsourcing ofallICT was inappropriate and it
has terminated theSPA.
Two individualprojects within theprogrammenowcancelled,with
costs of£6.7millionwritten offin March2011.
Expeditionary Combat Support System
The DepartmentofDefense’s Expeditionary CombatSupportSystem was
canceled in December2012afterspending more than a billion dollars and
failing to deploy within 5 years ofinitiallyobligating funds.
http://www.gao.gov/assets/690/681420.pdf
Retirement Systems Modernization program
The Office ofPersonnel Management’s Retirement Systems Modernization program was canceled in
February 2011, afterspending approximately $231millionon theagency’s third attemptto automate
the processing of federal employeeretirement claims.
http://www.gao.gov/assets/690/681420.pdf
>£20,000,000,000
6. Copyright ProjectingSuccess2018
But does it really matter?
Within the next 10 years….
How much could be saved?
The analysis of National Infrastructure and
Construction Pipeline contains projections of £600
billion of public and private investment in
infrastructure over the next 10 years.
McKinsey analysis estimates that global
capital spending will total $77 trillion between
2018 and 2023, which places the annual value
of that spending at more than $10 trillion.
…. >$100 trillion over 10 years
10. Copyright ProjectingSuccess2018
The Journey
Lessons learned
systems do not work Instinctively,we
should be able to
leverage experience Why don’t the
methods work?
What can we do to fix
it?
What have others
done?
Is it fixable?
• NAO Reports
• GAO Reports
• Public hearings
• Public Accounts Committees
• Lessons learned data (Aus, Sco, NI)
• Audit Reports (Can, Aus, NZ, Holland)
• FOI requests
• Commercially sensitive data
11. Copyright ProjectingSuccess2018
Capacity to Learn Lessons
Home Office Government Major Projects Portfolio 2016
Ministry of Justice Government MajorProjects Portfolio 2016
With so many projects not delivering to plan there should be a rich opportunity for
leveraging experience for the collectivebenefit of UK PLC….
…..but there is limitedevidence of this happening.
Dept of Health Government Major Projects Portfolio 2016
Ministry of Defence Government MajorProjects Portfolio 2016
12. Copyright ProjectingSuccess2018
Digging a Little Deeper
Year RAG Forecast End Forecast Whole Life
Costs £m
2012 31/12/2014 138
2013 01/04/2016 1375
2014 01/09/2016 1205
2015 30/11/2017 1706
2016 30/11/2017 2879
Source: GMPP Reports
14. Copyright ProjectingSuccess2018
Reasons for Not Recording Lessons?
Capitalizing from past projects the value of lessons learned. PMI CONFERENCE PAPER 2008
By Trevino, Stephanie A. | Anantatmula, Vittal S.
Its a matter of priorities for:
• Senior Management
• Project Leadership
Priority not given because:
• Benefits are not measurable
• Lessons recorded aren’t used
• Process driven approach
Therefore, effort is prioritised on
delivery.
With exceptions for:
• Projects in heavilyregulated
industries
• Public sector projects with learning
legacy as a key factor
• Projects in consultancieswhere
learning provides clear competitive
advantage.
15. Copyright ProjectingSuccess2018
Lessons Learned Processes
DH does not have any policies or processes on lessons learned.
Lesson learned methodologyis standardProgramme and Project
Managementpractice which programmes and projects deploy as
they see fit.
16. Copyright ProjectingSuccess2018
But aren’t the NAO fixing the problem?
https://www.nao.org.uk/naoblog/a-systematic-look-at-major-programmes/
It is the role of Departments to leverage the experience, not the NAO
17. Copyright ProjectingSuccess2018
Nearly 20,000 Lessons….. Overview
>50 Organisations
>1,000 Projects
>2 Years of effort to collate
Covering 3Continents
Estimated Portfolio ~$30 bn
From ….
”Benefits clearer”
to …”There was insufficient clarity about
accountability for each budget line, reflecting
a centralised approach to budget
management. Poor links between the Finance
Team and key programmes compounded this
lack of accountability, which meant that
forecasting, monitoring and budget
discussions, as well as early planning of
procurement strategies, did not take place in a
sufficiently timely manner to identify and
address the key risks”.
19. Copyright ProjectingSuccess2018
Is This A Knowledge Management Problem?
Project, Programme, Portfolio Management
TechnicalDelivery
I don’t
know
I do
know
Knowable
Unknowable
20. Copyright ProjectingSuccess2018
Every Lesson has An Action… Or does it?
Lessons learned…..
You experienced XYZ and if you do ABC in the future then the lesson
won’t be repeated.
Observation 1: We should be getting better at this… but the list of
lessons has been similarfor the last 30 years.
Observation 2: An effective project manager needs to know every
lesson, in every context about every sort of project.
Observation 3: There are organisational factorsthat inhibitlearning
21. Copyright ProjectingSuccess2018
Findings From the Lessons
• Lack of forensicinsight
• ‘The number of technical reviews increased during this time
and were discussed at the project board but there is limited
evidence that the risks highlighted in the reviews were
acted upon or resolved’.
• ‘Lack of robust business requirements at the outset, leading
to unrealistic IT project budgets and timescales’.
• Lots of lessons on reporting, but few define the problem or what to do about it.
• Very variable.
• Processrather than outcome focus.
• Repetition. Some lessons repeated up to x10.
• Often lack context.
• Lack consequence. Difficult to understandwhat was a big problem.
• Lacks root cause analysis.
• Difficult to identify correlationsbetween lessons.
The best lessons address the above.
22. Copyright ProjectingSuccess2018
Nature & Quality of the Lessons
The SRO and ProjectTeam should develop a
robust and comprehensive Stakeholder
Management and CommunicationPlan.
The projectshould considera workshop to
capture all LessonsLearned to date and
ensure that the learning is embeddedwithin
all future development
Review and implementproject
governance arrangements.
Projectreporting formatshould be
reviewed.
Observation?
Something to consider in the next phase?
Missing the basics and don’t know better
Should know better
Fundamentalshortfallwith minor impact
Fundamentalshortfallwith major impact
23. Copyright ProjectingSuccess2018
‘Avoidability’ of lessons
•Act of God, environmental factors
•Unknown/unknowableexternal event
•Unknown/knowableexternal event
•Known external event
•Internal decision or organisationalconstraint
•Lesson identifiedor known but deemed irrelevant
•Lesson identifiedor known but ignored due to other priorities/resourcing
Unavoidable lesson
But may be aware of
emerging environmental
conditions
Avoidable lesson
Priority, resourcing, SQEP or
judgmentcall
Strategic lesson
Organisation proceeded
knowing thatstrategic
decisions may/willlikely
impact the project. Lesson
learned wasforeseeable
and wasn’tmitigated.
24. Copyright ProjectingSuccess2018
The Link Between Risk and Lessons
Risk
IssueLesson
If the lesson is not acted
upon it becomes a risk
for the next project
How many organisations link lessons learned and risk management?
What is the correlationbetween
risk drawdown and lessons
learned?
Tolerate
Treat
Transfer
Terminate
25. Copyright ProjectingSuccess2018
Projects:An Enabler or Primary Purpose?
ProjectDuration
Similarity
Short Long
SimilarDissimilar
Major IT upgrades
Business
transformation
Enabling Activity
Office Move
New office
Call Centre
ProjectDuration
Similarity
Short Long
SimilarDissimilar
Event management
Major IT upgrades
Business
transformation
Office Move
Crossrail
New office
Primary Activity
HS2
Call Centre
Station refit
Station build 1, 2, 3
26. Copyright ProjectingSuccess2018
Leveraging Experience: Events Scotland
Security
Transport
Ticketing
Funding
Marketing
Infrastructure
…….
Opportunityto recycle experience:
• Capturing schedules, assumptions, risks and budgets.
• Identifying areas of stability and uncertainty and which
are likely to change. Management effortis then focused
on areas of instability.
• Understanding the effectiveness of management action
associated with risks, assumptions and delivery.
• Embedding members of a team into an existing project so
that the learning can be recycled into the next project.
“A 6-7year journey”
Immovable deadlines
• Context is critical in understanding application of experience
• Cost over-runs tend to be associated with infrastructure
• Organisational Capacityto leverage experience
• International sharingof experience
27. Copyright ProjectingSuccess2018
One Dataset. Different Perspectives
Assurance
reviewer
Governance
Supply chain
Project
team
Next project
Otherorganisations
Process of personal
promotion,personal
reflection & learning
for the next phase
Holding to
account
Preparationfor key
gatewayreviews
Enablingthe supply
chain and improving
efficiency
Leveraging experience
for aligned projects
Leveraging experience
for other
organisationsor other
parts of ‘the group’
28. Copyright ProjectingSuccess2018
A Tailored Approach
Any approach to improvingproject delivery productivitymust be tailored to the organisation:
Stable workforce & suppliers
Experience is ‘recycled’
Transient workforce. Churn in supply base
Experience is fragmented
Multiple and parallel implementations of
similar projects
Bespoke, unique projects delivered
infrequently
Experience is primary guide Process is primary guide
Highly competitive where productivity is a
major differentiator
Public sector or monopoly, incremental
improvement
Cross fertilisation between departments Experience is typically siloed within the
organisation
Internal governance External regulation/governance
Workflows, Wikis, Processes, Assurance
Key considerations
Knowledge sharing, project controls, lean
Spectrum of approaches
33. Copyright ProjectingSuccess2018
Instinctive Behaviours
System 1
System 1 is an automatic, fast and often
unconscious way of thinking.
•It is autonomous and efficient, requiring little
energy or attention,
•Is susceptical to biases and systematic errors.
System 2 is an effortful, slow and
controlled way of thinking. It requires
energy and can’t work without
attention but, once engaged, has the
ability to filter the instincts of System 1
System 2
Nudge Theory
We adjust
our driving
to the
conditions
of the road
We adjust our
speed if we
know that
others have
experienced
costly
accidents
VS
System 1 and 2 thinking
34. Copyright ProjectingSuccess2018
Leveraging the Connected Data
Projects LessonsRisks$
Graph
Data Stored in Silos
LessonX
Draw
down
Cost
impact
Time
impact
Mitigate
Cost
Mitigate
effective
-ness
Project 1
Project 2
Taxon-
omy
TechnicalSafetySecurity
Technical
issue
Security
Issue
Safety
Issue
35. Copyright ProjectingSuccess2018
Exploitation of Data
Actors
Views
User Stories Degree of fit
‘Perfect Data’ ‘Typical Data’
For most organisations,the ‘lessons learned’ process is only solving 25% of the requirement, at best.
“As a Project Manager I want to be able to drill
into lessons that I am interested in so that I can
gain a better understanding of context, relevance
and how the lesson may impact my own project”
45. Copyright ProjectingSuccess2018
Fundamentally:
• What is the predisposition of the work to variance?
• Can we predict it?
• How do we test for it?
• How do we treat it and change the future?
Evidence based, tempering against bias.
Project DNA
46. Copyright ProjectingSuccess2018
Barriers to Adoption
Its not on the corporate ‘to do’ list
• Lack of a shared vision
• Lack of evidence to support the vision
• Lack of skilled horsepower
• Lack of data
• Siloed
• Poor quality
• Understanding the investment case
47. Copyright ProjectingSuccess2018
Summary
• The majority of organisationsin the sample are not leveraging experience
• The opportunityto leverage experience is significant
• Potentialimpact on project delivery productivityis huge (up to 30%)
• The approachesdo not differentiate between P3M and technicallessons. They are different!
• Does your organisation believethere is value in leveragingpast investments?
• STOP boxticking processes and START to link valueto your particularchallenge
• Pivot towardsa data driven insights approach where evidence shapes future decisions
• Deliver information and insights when required, in the right form, which are consumable
• Supported by wikis, peer assists, communities of practice etc.
• Machine learning is marching towardsus which will be transformational.
• We need to developan approachto support it.
"Those that
fail to learn
from history
are doomed
to repeat it."
48. Copyright ProjectingSuccess2018
• Free to join
• Free to attend
• Crosses professional boundaries
• Developing a community
• Developing into a force for good
Developing a Community