Download The Lessons Learned Handbook. Practical Approaches to by Nick Milton PDF
By Nick Milton
The word "lessons realized” is this kind of universal one, but humans fight with constructing powerful classes discovered ways. the teachings discovered instruction manual is written for the undertaking supervisor, caliber supervisor or senior supervisor attempting to installed position a approach for studying from event, or trying to increase the method they've got. in keeping with event of winning and unsuccessful structures, the writer recognises the necessity to convert studying into motion. For this to take place, there should be a chain of key steps, which the ebook courses the reader via. The ebook offers functional information to studying from event, illustrated with case histories from the writer, and from participants from and the general public sector.
- The ebook is a practitioner-level advisor to the layout and the mechanics of classes discovered processes
- Takes a holistic process, monitoring classes from id to reapplication
- Makes the case for the task of activities for learning
Read or Download The Lessons Learned Handbook. Practical Approaches to Learning from Experience PDF
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Additional info for The Lessons Learned Handbook. Practical Approaches to Learning from Experience
1 shows, the interplay of connect–collect and formal–informal gives four quadrants, which can represent four distinct choices for a lesson learning system. Formal collect systems The formal collection (bottom right) quadrant is where a company has an organised and managed system for the collection of new lessons. This quadrant is the home of lessons databases. Examples of these come from the military sector, where sophisticated lessons databases form the technology hub for a rigorous and formal system of lesson identification, action assignment, and lesson tracking and reporting.
You need to think about how this ‘better Y’ will be achieved. What needs to be done? What actions need to be taken? (‘An updated process description is needed for Y, including the following…’). Finally it needs to be a recommendation, rather than an observation. I went through some documents recently which were purported to be lesson identification documents from an absolutely crucial project, and half of the ‘lessons’ were observations. They were statements such as ‘the team encountered great difficulty in Z’.
Therefore a story can support a lesson by providing valuable background and context. That does not mean that the story is necessarily a lesson in itself. We can tell stories for many reasons, such as interest, entertainment and scandal, without necessarily deriving lessons from them. There is a lot of interest in story telling within knowledge management, but my suggestion is that story telling alone – with no analysis of the learning points, identification of the lesson, and movement into action – is not an efficient way of learning.