Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
The only way is to consider it inside a knowledge management system, where system is not synonim of software system. At least, in my experience along the years. A knowledge management system is created to support the whole organization. For example, to use a new buzzword, knowledge is a pillar of Agile (by definition of Agile) and knowledge management system is the key support for gaining into agility. Just in case you are IEEE member here you have a good document https://ieeexplore.ieee.org/document/8528194 Other brief that I consider could help:
https://web.archive.org/web/20070319233812...Management.htmlment.html' target='_blank'>http://www.unc.edu/~sunnyliu/inls258/Intro...Management.html Saving Changes...
Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
The key here is availability, findability, accessibility, searchability of authoritative information. Ideally, content would be served up to the individual based on profile, with some AI mixed in to also serve similar content, as in, you may also be interested in.....
Office 365 already does some of this.
There is also a cultural aspect. Educating individuals on the value of knowledge management is, means to them, and means to others. Saving Changes...
I agree with Andrew. Moreover, the PM needs to search for previous similar projects. Saving Changes...
Scott SmithProject Manager| Scott Smith PMP LLCVenice, Fl, United States
Great question, Eduard. I concur with Andrew that systems support helps, for sure. But I especially agree with Andrew on the cultural/behavioral angle. PMO/PM leaders need to model the use of lessons learned when new projects are being planned.
As George Santayana wrote "Those who cannot remember the past are condemned to repeat it." (for aspects of projects where something could have been done better) Saving Changes...
What I have often seen is lessons learned that are documented too specifically for a project, making them difficult to search. One key to making them findable, accessible and searchable is to document them in a more general way, build a common language. Educate people in the way to write them, in one organization I was, there was a team specialized in that. Saving Changes...
Not everything brought up during lessons learned merits being preserved, nor is it actionable. I try to do the following:
- Compile the list of the lessons learned and share it with all involved; create a Lessons Learned Action Log if one does not already exist. - On the Lessons Learned Action Log, identify how each item will be addressed: * If it is something that needs to be done on the current project, or a different active project, follow project scope management processes for the appropriate project (it may or may not get approved). * If it means new work, identify the appropriate person and let that person decide how to proceed. A new project may be needed, or the person may decide the work is not needed right now. * Submit items that need to be considered for future projects to the PMO. The PMO should determine whether, or not, to add the items to the PM Checklist (a list of items to consider as part of initiation of every project). * Save historical information as part of the project archive – i.e. it stays on the Lessons Learned Action Log and no action is taken. Yes, this may get lost and forgotten. - Review what people were “recognized” for and notify the individual or team(s) managers of what they were recognized for. Utilize available reward and recognition programs, as appropriate.
The outcome is that some lessons learned items result in needed change. Some items get added to a checklist that is reviewed when projects are initiated, and may result in tasks for a new project. Some items just reside on the lessons learned log, with no action taken, but somebody may feel like their opinion wasn't ignored. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Eduard,
There is codified and tacit knowledge in an organization. Also per PMBoK.
For codified knowledge, there are several tools on the market, best practices and supporting roles. These gather, store, distribute knowledge. And measure the process. And need humans to run it.
The tacit knowledge can only be preserved and sustained by bringing people together, community building, learning, coaching, mentoring, shadowing and other techniques. Tacit knowledge is a part of employees brains, if they leave, it leaves. It needs openness, trust and respect.
At IBM we had a PM knowledge network, 40K people globally contributing. There was a lean sharing, and for more valuable contributions (assets), there was a peer review, measurements of asset reuse, and an expiration date. This won awards. I benefited a lot from this and contributed to it.
As I said elsewhere, if you make an invention (create knowledge) you should share it. That's how science and mature professions work. That's how humanity developed. And with global connectivity it has the potential to increase our capabilities exponentially. Saving Changes...
Anton OosthuizenSenior Business Analyst / Project Manager| Self EmployedPretoria, Gauteng, South Africa
Implement it. Documenting lessons learned for prosperity is great but does nothing for the usefulness of it. As soon as a lesson is learned it must be implemented. Saving Changes...
Product Operations Program ManagerBarcelona, Cataluña, Spain
I am blow away by the fantastic feedback, tips and resources. Thanks to all, it will be very helpful to increase the maturity level of knowledge management in my current organization. Saving Changes...
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