Course Duration: 1 Day

Course Category: Project Management

 

7 PDUs (Professional Development Units)

Learning from Projects (Tools and Techniques for Capturing Lessons Learnt)



Course Description
In the current business environment, George Santayana observation that those who cannot remember the past are condemned to repeat it has never been more poignant. Failing to identify and act on the lessons inherent in past mistakes is one of the greatest barriers to process improvement.

While providing comprehensive knowledge frameworks, formal project and process standards such as PMBOK®, PRINCE2®, CMMI® and ITIL® often provide scant details on how to collect and disseminate lessons learnt.

This one-day tutorial is designed to fill this gap by arming participants with a number of strategies for identifying and managing lessons learnt.

The course commences with a discussion of the basic concepts underpinning lessons learnt. It then moves on to discuss frameworks for identifying lessons learnt.

Many best practice frameworks and bodies of knowledge (BOKs) fail to address many of the factors that dominate lessons learnt. For this reason, the course introduces a unique and original framework for identifying lessons that includes factors such as informal relationships, people-related issues and organisational culture that often dominate lessons.

The course also includes a detailed discussion of a standard lessons learnt process, conducting lessons learnt workshops, knowledge management issues and tools.


Course Features
  • Emphasises generic frameworks and models that can be applied to a wide range of projects in a variety of industries
  • Content is relevant to both project management and process improvement
  • Compatible with:
    • PMI’s A Guide to the Project Management Body of Knowledge (PMBOK®)
    • SEI’s Capability Maturity Model Integrated (CMMI®)
    • OGCs Projects In Controlled Environments (PRINCE2®) and IT Infrastructure Library  (ITIL®)
  • Includes a discussion of workshop techniques and knowledge management issues and tools


Participant Benefits
  • Understanding of the need for lessons learnt and the importance of managing them
  • Provides a clear strategy and roadmap for identifying and managing project lessons learnt
  • A practical approach that can be immediately applied by all organisations and industries
 
Who should Attend
  • Project Sponsors, Program Managers, Project Managers and Project Stakeholders
  • Process Engineers, Software Engineering Process Group (SEPG) Staff, Methodologists, Process Improvement Staff
  • Engineering Managers, Software Development Managers, Test Managers
  • Chief Information Officers (CIO), Executives, Users and User Representatives
  • Consultants, Educators and Trainers


Course Agenda

Introduction

  • What are lessons learnt?
  • When are they captured?
  • How are they used?
The Project Scales
  • Balancing different areas of a project
    • Process
      • Schedule
      • Budget
    • Product
      • Scope
      • Quality
  • Using the project scales as a framework for root cause analysis
  • Typical project management priorities
    • Schedule
    • Budget
    • Scope
    • Quality
  • The need for a greater emphasis on quality
  • Learning from the project scales
Project Processes
  • The process continuum
    • Framework
    • Discipline
    • Industry sector
    • Organisation
    • Project
  • Product-oriented processes
  • Project management processes
  • Processes and “soft skills”
The Layered Systems Model
  • Introduction to the Layered Systems Model
  • The “Process” layer
    • Product-oriented processes
    • Project management processes
  • The “Formal Structure” layer
    • Organisation structure
    • Project plan
    • Policy and procedures
    • Approved systems and tools
  • The “Informal Structure” layer
    • Informal relationships
    • “Unofficial” versions of the project plan
    • Undocumented policy and procedures
    • Groups rallying around skills, systems and tools
    • Unofficial or non-standard systems and tools
  • The “Roles” layer
    • Observed behaviour of individuals
    • Fit between individuals and their assigned tasks
    • Interactions between people
    • Usage scenarios for formal and informal systems and tools
    • The Belbin Team Inventory
  • The “People” layer
    • Personalities
      • Egos, personal goals and ambitions
      • Feelings, dreams, emotions and sense of identify
    • Fit between individuals and the
      • Project
      • Organisation
      • Industry sector
      • Discipline
    • Myers-Briggs Type Analysis (MBTI)
    • Keirsey Temperament Sorter
  • The “Culture” layer
    • Cultures
      • Project
      • Organisation
      • Industry sector
      • Discipline
      • National
    • Stories, myths, rituals and traditions
    • Sense of belonging to an organisation, discipline or industry sector
    • Collective wisdom
    • Hofstede’s “cultural” dimensions
      • National culture
      • Organisational Culture
    • Clashes of culture
  • The Layered Systems Model as a framework for learning
The Lessons Learnt Process
  • Lessons learnt workflow
    • Collect
    • Verify
    • Store
    • Disseminate
    • Reuse
  • Collecting lessons
    • When can lessons be collected?
    • How are lessons collected?
    • What are the different types of lesson?
  • Conducting lessons learnt workshops
    • Why workshops?
    • Objectives and structure
    • Selecting participants
    • The role of the facilitator and scribe
    • Workshop tasks
  • Verifying lessons
    • Why do lessons need to be verified?
    • What does verification involve?
    • Following up workshop action plans
    • Who verifies the lessons?
  • Storing and disseminating lessons
    • Knowledge base structure and organisation
    • Access to the knowledge base
    • Lesson feedback
    • Lesson maintenance

Knowledge Management

  • Knowledge management tools
    • Wikis
    • Forums
    • Frequently asked questions (FAQ)
  • Knowledge management and people issues

Review and conclusion


 



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