Project Management Lessons Learned - Systems and Techniques
"What experience and history teaches us is that people and governments have never learned anything from history, or acted on principles deduced from it"
- Georg Wilhelm Friedrich Hegel, Philosopher
It is a fact that the quote above applies to most organizations. Experience shows that we simply don't have a system of generating and utilizing the lessons learned.
It is also valid to say that a small percentage of organizations are actually supporting building such systems and encourage their teams in utilizing them.
Although many individuals believe that learning from analysis of the mistakes is a worthwhile experience, which should reduce future mistakes or improve on project delivery, a lack of such a system, that would allow for a disciplined approach in generating and utilizing lessons learned, doesn't not allow most organizations to build it and bring it to such maturity levels that would ensure it's sustained existence and future project and program increased successes.
In this section, we aim to bring to the readers a number of articles describing methods of building such systems and methodologies that allow for generation and utilization of lessons learned in many types of organizations.
Feel free to login or register as an author and post your ideas and suggestions and even your own articles for this discussion.
I realized that I often have a feeling as though something is incomplete when I complete projects. Today I came to a realization of what it was: I did not allow in my mind to celebrate the completion itself!
I was talking to a friend of mine about commitments and how we break them. I've noted something remarkable about commitments and our behaviour. In short, we break our commitments by simply deciding, subconsciously, to do something else than what we committed ourselves to. So how is it that we break our commitments when we work on projects? And why is it important?
There are many interpretations on how to be a productive and results oriented when performing your duties as a project manager. However, this concept is often confused between being time oriented and results oriented. So which one are you?
An American poet wrote a poem based on an Indian fable
called The Blind Men and the Elephant.
The moral of the poem was that our perceptions can sometimes lead to
serious misinterpretations, especially if a problem is not investigated as a
whole but rather only in its component parts.
This is a serious lesson for any project manager or project team member
managing or participating in nested projects.
It is often the case in the real world that when a project is underway, no matter what the stage, even a good project can go bad. Many companies look for project managers who know when to foresee, step in, and fix projects that have gone bad. Here are a few tips on how you can learn to regain control despite resource cuts, changes in priorities and scope creep will ultimately lead a project to failure.