The lessons learned processes are ineffective in most organizations. Consequently, they suffer from the same mistakes on one project after another. Even worse, the bigger the project failure, the less likely the organization is to learn from it. The same issues that cause a project to fail also prevent the people involved from learning from that failure. Organizations need lessons learned processes to make sure they don’t relive project failures. Let’s take a look at a typical Lessons Learned review session and then talk about the right way to do it. Project Lessons Learned Main Page
Lessons Learned: Poking Through the Wreckage
You shuffled into your post-project review session, sick and tired of the political games and the finger-pointing. Twenty minutes later, you trudged out with the voices still echoing in your head:
- “No, you’re responsible for us finishing late!”
- “Me? You kept making changes. I’m surprised we ever finished!”
- “You still aren’t finished. The crap you gave us still doesn’t work!”
“What? We gave you what you asked for! You just didn’t train your people to use it“
“They’d need PhD’s to use what you built!”
You walked down the hall knowing this was your fault. Sure, there were some jerks involved in the project and it would be easy to blame them. But you knew that a good project manager could structure things to make even the jerks productive.
As scenes like this repeat themselves after each project, the organization’s processes for doing projects don’t improve. The same problems wreck project after project. But there is an alternative.
Living Lessons Learned
What you need instead is a living lessons learned process that gives the organization and its project managers an opportunity for continuous improvement. The time you invest in your post-project review should also positively affect projects that are underway and reinforce the use of a consistent project management methodology. You gain these advantages with a living lessons learned process conducted in three stages.
Lessons Learned: Step 1 – Pre-Launch Peer Review
We have experienced good success with our 4PM.com clients using peer reviews of projects that are ready to launch. That sounds fancier than it is. This just means that PM’s get feedback on a their plan from other PM’s. Sometimes they hold a live web meeting to discuss a recent plan. That gives PM’s the chance to share ideas and renew their understanding of the methodology.
While the pre-launch stage is a busy time for project managers, it’s also the point at which correcting mistakes is least expensive. The process is straightforward. The other project managers review the business situation faced by the user or client. Then they independently critique the project’s strategic planning, scope statement, requirements, WBS, charter, accountability structure, team assignments and schedule. If the organization’s PM methodology places a premium on thinking (not paperwork), it does not take the other project managers very long to review several project plans.
In the review session itself, the other PM’s ask questions and offer ideas, which the project manager whose work is under review may take or ignore. The project manager gets the benefit of the thinking of other PM’s engaged in the same type of work. Every project manager suffers from tunnel vision as he or she works through the final development of their detailed plan. So the thinking of other project managers who are not buried in all the details is enormously helpful. They can spot disconnects between the user’s or client’s business problem and the project plan details. However, it is important to keep this conversation up at the project management level, focusing on “Are we doing the right project for this business problem?” and “Does the planned control process make sense for the desired business result and resources involved?” The conversation should not sink into a technology debate.
Sessions like these are effective in building consistency in the use of a project management methodology. Compliance with project management standards tends to slip under the pressure of all the work that must be done just before launch. But when project managers know their peers will be reviewing their work, they comply at a point early in the lifecycle when comments from the project office or standards people might otherwise be brushed aside.
These pre-launch peer reviews are ideal for reinforcing the organization’s project management methodology. The right people are dealing with real business situations and projects, not theoretical ideals. As a result, these sessions are good opportunities to renew people’s skills in using the organization’s project management methodology.
Lessons Learned: Step 2 – Corrective Action and Changes
The second step is regular (usually weekly) review of project variances. The PM and team members decide on corrective action on variances at the weekly status report meeting. Then the PM should go through the variances again. During this second round, they focus on how to avoid the same variances in the future. They also identify other tasks that are likely to have the same issue. The focus is on ways to avoid a repeat and it does not take long to identify the options.
To do this review, the project methodology must give PM’s a reliable method of identifying changes to the approved baseline schedule. The organization needs a methodology that gives the PM objective measures of project progress plus the work and cost estimates to measure the variance.
Lessons Learned: Step 3 – Team Culture and Leadership Style
The last step is the periodic assessment of the culture of the project team and the project manager’s leadership style. Obviously the project team members’ work attitudes and effectiveness are strongly influenced by the leadership behavior of the PM. But even a professional team may suffer in silence about the PM’s leadership rather than take the risk of providing constructive feedback.
Constructive feedback is very useful so we have to offer a “safe” environment for team members to give it. An effective technique is to ask the team to have lunch together once a quarter without the PM. They write a summary of the PM’s strengths and weaknesses on which they reached consensus. The PM should digest the information but ask no questions about it. Most importantly, the PM should not ask them to justify any of the negative feedback. That makes the PM appear defensive. Good project managers act on negative feedback and make themselves better. Bad PM’s can’t handle the criticism and learn nothing.
Lessons Learned Review Summary
The Lessons Learned review is a three-step living lessons learned process for project management improvement. It is an important element in moving the organization toward delivering consistently successful projects because it is a process through the entire project lifecycle. It also contributes to developing a cadre of consistently effective project managers who get better over time and don’t repeatedly relive failures.
More information on lessons learned
We include this post-project review living lessons learned process in our project management methodology. We teach it in our online project management certifications and training seminars for clients.