A new approach to managing Lessons Learned in PMBoK process groups: the Ballistic 2.0 Model (original) (raw)
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XXXVIII Encontro da ANPAD - ENANPAD, 2014
Dealing with lessons learned is a complex issue that involves people, processes and technologies in any organization. Even following the recommendations of the main project management methodologies (PMMs), literature points out that the use of lessons learned is limited in projects. Project managers and team members have difficulty for learning from project to project due to a set of reasons. One of these could be the cursory way that PMMs cope with lessons learned. In fact, the lack of a prescriptive approach to deal with lessons learned in the main PMMs is a gap in literature. PMBoK, IPMA and PRINCE2 demonstrate a theoretical concern about lessons learned, but successful reports about the managing of lessons learned using these guides are still missing in literature. Although lessons learned processes such as storage, capture and dissemination are well known and widely used in large project-based organizations, some studies report that learning throughout the project is not registered in knowledge repositories. Moreover, team members and project managers are not sufficiently motivated to share their knowledge. To face the challenge of managing lessons learned in PMMs, the aim of this research is to introduce a new model (Ballistic 2.0 which stands for Ba Lessons Learned Information Technologies 2.0) to manage lessons learned in PMBoK process groups. This study used literature to establish the links among Web 2.0 service models (Shang, Li, Wu, & Hou, 2011), lessons learned processes (Weber, Aha, & Becerra-Fernandez, 2001) and methods (Schindler & Eppler, 2003), the interaction among project members (their shared context) (Nonaka, Toyama, & Konno, 2000) and Project Management in PMBoK (PMI, 2013).
A Proposal To Manage Lessons Learned in Projects: Web 2.0 Technologies To Promote Innovation
The web 2.0 is transforming the project management in organizations by improving communication and collaboration. The new generation of web-based collaborative tools provides much better experience than the traditional software package allowing document sharing, integrated task tracking, enforcing team processes and agile planning. Despite of the indubitable benefits brought by web 2.0, the use of these technologies to promote knowledge management remains unexplored. For many project managers to obtain and integrate information from different tools of previous similar projects in global organizations remains a challenge. This theoretical paper presents a proposal that suggests an innovation in the knowledge management area applying web 2.0 technologies. The main goal is to provide an integrated vision of a set of technologies that could be used by organizations in order to promote better management of lessons learned. The proposal includes the lessons learned processes (e.g. capture, share and dissemination), the process-based (e.g. project review and after action review) and documentation-based (e.g. micro article and learning histories) methods. Results show how web 2.0 technologies can help project managers and team project to cope with the main lessons learned processes and methods to learn from experience. Moreover, recommendations are made for the effective use of web 2.0 components promoting innovation and supporting lessons learned management in projects.
Validating a Collaborative Lessons Learned Model Supported by Social Media in Multiple Projects
XL Encontro da ANPAD—EnANPAD, Costa do Sauípe, Bahia, Brazil, September, 2016
Agradecimentos ao CNPq, projeto de pesquisa intitulado " Tecnologias 2.0 na Gestão de Lições Aprendidas em Projetos " sob o número 408117/2013-3, pelo financiamento. Abstract: This empirical paper analyses the implementation of a collaborative lessons learned model using social media in three projects from different sectors, namely public security, private security and Information Technology. This ethnographic study adopts a solution-oriented approach, using Design Science Research as paradigm and Technical Action Research as method. The empirical findings in this study provide an understanding of how the lessons learned processes can be instantiated with a social media. Results indicate that the raising awareness and dissemination processes have received more attention in all projects researched. Although some issues about the ease of use of a wiki platform, this tool seems to be consolidated as a useful collaborative tool to support the management of lessons learned. The introduction of a wiki in the project settings has also changed the culture of dealing with lessons learned in projects and the way people share knowledge. Most of the interviewees saw as positive the exploitation of the wiki in the three projects. Although some project members have reported lack of time to dedicate to lessons learned, most of them was committed to the implementation of the model. Unlike some reports in the literature, all projects in this study counted on the commitment of staff and management to knowledge sharing initiatives. This paper adds to the literature an empirical research on using social media to support the management of lessons learned in three different project settings. Practitioners can use this research to improve collaborative project management regarding lessons learned.
Innovation in the management of lessons learned in an IT project with the adoption of social media
International Journal of Innovation, 2017
This research explores the gap in the management of lessons learned (MLL) in an Information Technology project (IT), validating a model (named Target) with the support of a wiki platform in a medium-sized company in the IT industry. This model supports the following MLL processes: awareness, collection, verification, storage, dissemination and reuse. This study adopts the paradigm of the Design Science Research and the Technical Action Research method to instantiate the Target model in the implementation phase of an IT project. The theoretical contribution lies in the practical utility of an LL model, which was validated in the field promoting innovation in the MLL. The practical implications can be seen in the company's learning to introduce the MLL, improve design productivity, increase employee collaboration and better disseminate knowledge.
Web 2.0 and Project Management
Concepts, Methodologies, Tools, and Applications, 2013
The so called Web 2.0 has, in many ways, created the conditions for people to use the power of crowdsourcing. Many business areas and experts are taking advantage of this phenomenon, but what we see is just the beginning. As individuals we are being culturally transformed by Web 2.0 and are ready to use many of these new habits in our working practices. The boundaries between tools and applications we use to interact socially and to work are becoming fuzzier and paler. Management, in general, and specially knowledge and project management have a lot to gain by combining all of these possibilities. This chapter focuses on the synergy of Web 2.0 applications and services and project management needs. To some extent, a knowledge management lens is used to comment and to discuss the issues. Later it examines the Brazilian situation of current project management practices and discusses some cases of our own experience. Also, to gain insight on the path forward, helping levers and possible hampers are identified and discussed in the text. In general, our case study observations indicate that the use of these tools and platforms has become more than promising, because as people become familiar with them, they are usually converted to it.
Advances in IT Personnel and Project Management, 2016
With growing maturity of social media over the last few years, many companies started using these tools to interact with customers and employees. Business functions such as Sales, Marketing and Human Resources have innovatively embedded these technologies to support their processes and became, as such, an instrument for renewal. The use of social media in Project Management, however, seems to be very limited. The profession lags behind having difficulty keeping pace with the rapidly evolving web 2.0 driven technological innovations which are delivering on their promise to foster collaboration. The paper discusses the potential of social media in the project management practice. As the move towards harnessing the power of social media within the Project Management framework requires adequate organizational change, the study also addresses the implications of such an initiative on structure, culture, and control.
Success Management and the Project Management Body of Knowledge (PMBOK): An Integrated Perspective
2020
It is a significant challenge to define and achieve success in information systems project management, given the high number and diversity of involved stakeholders and variables that need to be taken into account by project managers and their teams. Project management standards and guides are valuable in this context, as they provide concepts, processes and techniques related to several complementary knowledge areas (e.g., cost, quality, risk, etc.). However, they do not explicitly define what needs to be done towards managing the success of a project (including, for instance, the formal evaluation of success). To address this gap, we propose a new model for the integration of the success management activities into the Project Management Body of Knowledge (PMBOK) guide. To this end, a Design Science Research process has been adopted. The research is in progress and the resulting model is currently being evaluated in information systems projects.
A Web 2.0 Supported Business Process Management Environment for Collaborative Research
International Journal of Information Engineering and Electronic Business, 2015
Collaborative research includes research activities conducted by a group of people working at different locations and has become a hot issue due to the effects of globalization and advances in information technology (IT). The aim of this study is to design, develop, implement and evaluate an IT environment to better manage the standard processes of a collaborative research by providing more efficient use of the resources. Inspired by the studies in the literature, the basic steps and requirements of a typical collaborative research are identified and the related process flow diagram is generated. Next a Web 2.0 supported business process management (BPM) environment is developed in the direction of the process flow diagram to support collaborative researches. A commercial BPM system is used to automate and monitor the processes, whereas Web 2.0 platform is used for communications management, workspace sharing and data collection. The proposed environment is experimented by a case study conducted with a group of researchers; its performance is evaluated and directions for improvements are identified. It is concluded that in general the Web 2.0 supported BPM environment is functional, reliable and useful for collaborative research. The environment is found to be more suitable for research support processes compared to basic research processes.