An advanced systemic lesson learned knowledge model for project organisations

The research study described in this thesis was inspired by many years as a project manager, watching the failure of organisation projects, and the lessons learned. This led to the research idea of how can the lessons learned enable organisations to learn from past project experiences to drive continuous improvement. The thesis is based on five published publications that collectively make a significant contribution to knowledge of the development of the Systemic Lessons Learned Knowledge (Syllk) model (Paper One) and application of the Syllk model (Papers Two, Three and Four) and the research methodology (Paper Five). I have applied an action research study which addressed the dual imperatives of both the research and problem solving by using a series of action research cycles on three separate projects. The research method consisted of multiple spiral action research cycles. I have demonstrated how to apply the Syllk model to enable the organisations to disseminate and apply knowledge/lessons learned. The initial planning stage consisted of interviews, followed by focus groups, to identify the facilitators and barriers that impact upon the initial design of the Syllk model within the organisation. Established knowledge management practices were aligned with each of the Syllk elements to address the identified barriers and facilitate learning as the action cycles progressed. Initiatives were implemented, and actions were observed, monitored, and then evaluated after a period of reflection using an after-action review process. The results from this research showed how knowledge capability can be wired (distributed) across organisational systems (capability networked) and how the Syllk model can be used to conceptually facilitate this. The research study described in this thesis provides insights into how an organisation learns and how it can be effectively wired to acquire and accumulate knowledge, including from lessons learned. The thesis highlights that the variables of the Syllk model (learning, culture, social, technology, process and infrastructure) were found to be the most dynamic and influential for the organisation participating in the action research. The action research outcomes showed that an organisation is not a simple structure, but rather, a complex interweaving and coupling (capability network) of the Syllk elements of people and systems. Processes in the organisation need to align with the elements of the Syllk model. Using action research is one possible way forward. One needs to understand how the organisation is wired for knowledge and lessons learned. The findings from this research form a sound structure for future research studies based on the application of the Syllk model. This research supports the premise that to successfully manage projects and day-to-day business activities, the learning process is challenged by many barriers. The thesis demonstrates that action research can benefit project management and knowledge management researchers and practitioners

A Hermeneutic phenomenological investigation of experience management in IS projects

&nbsp;This hermeneutic phenomenological research examines issues surrounding the management of acquisition, storage and maintenance of project managers\u27 experience in Information Systems projects. Its contribution is a conceptual framework, derived from the collective views of long practising project managers. This framework has implications for the practice of managing IS project experience.<br /

Experience - the neglected success factor in enterprises?

The effective use of experience as a valuable resource can give companies a competitive edge in a world characterised by an ageing workforce and globalisation. An online survey was conducted in Austria, Germany and Switzerland to nd out managers' attitudes towards experience and if and how they capture, use and disseminate it. The results show that the majority consider experience an important asset, but do not actually support it in any systematic way. Company size and position rather than age or gender play a role when it comes to preferences, attitudes or practices. The survey shows great discrepancies between methods considered useful vs. those in regular use. Besides, there is a preference for classical people-oriented methods rather than modern IT-supported methods. Integrating experience management into project and process management practice may help overcome current barriers and reservations.Wirtschaf