Mutual Caring—Resolving Habituation through Awareness: Supporting Meaningful Learning from Projects

Jugdev, Kam; Wishart, Paul

doi:10.1002/pmj.21406

Cited by 15 publications

(8 citation statements)

References 101 publications

(108 reference statements)

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“…The MLL may pose psychological challenges and individual characteristics that motivate people to share information (Jugdev et al, 2014). Argote (2011) analyzes organizational learning considering three steps in its composition: creation, retention and transfer of knowledge.…”

Section: Theoretical Foundationmentioning

confidence: 99%

Adoption of Social Media and Management of Lessons Learned in It Project

Lertamornrat

2019

EUrASEANs

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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 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 practical implications can be seen in the company's learning to introduce the MLL, improve design productivity, increase employee collaboration and better disseminate knowledge.

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Section: Theoretical Foundationmentioning

confidence: 99%

Adoption of Social Media and Management of Lessons Learned in It Project

Lertamornrat

2019

EUrASEANs

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“…Much of the literature on learning from success or failure is based on the non-project environment. Other studies (Goffin et al, 2010;Jugdev and Wishart, 2014) identified that access to tacit knowledge was necessary, suggesting enablers for capturing and disseminating lessons, and promoting the social aspects of sharing. The social problems can become learning barriers, especially where projects separate departments of an organisation (Bartsch et al, 2013).…”

Section: Literature Reviewmentioning

confidence: 99%

Conceptualising the lessons-learned process in project management: Towards a triple-loop learning framework

McClory

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Labib

2017

International Journal of Project Management

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In order to improve success rates of project management, this conceptual paper proposes the inclusion of knowledge management and organisational learning through projects as core aspects of the process, from both individual and organisational perspectives. The lessons-learned process within the project management profession is scrutinised in an attempt to provide new models to overcome the difficulties that inhibit success. Empirical research data from 66 practitioners in an online qualitative survey have influenced the development of our conceptual model. We review single-and double-loop learning systems within the organisation environment, and develop a triple-loop of learning for projects that forms the basis of a new framework. This research will enable future development of processes for utilising the lessons-learned throughout the project life-cycle and the organisation.

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“…Easterby-Smith and Lyles (2011) asserted that the aspect that might take place in repetitive projects could be the replication of human resources involved in previous projects, along with the experiences exchanged and learned among project team members. This aspect resulted in the comfortable conversations and engaging/sharing, which enhance project learning (Jugdev & Wishart, 2014). Wong et al (2012) emphasized that organizational learning is regarded as essential to boosting an organization’s performance and functionality.…”

Section: Literature Reviewmentioning

confidence: 99%

The Influence of Project Risk Management Maturity and Organizational Learning on the Success of Power Plant Construction Projects

Heravi

2018

Project Management Journal

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Project risk management maturity measures how effective risk management processes are implemented by performing organizations aimed at meeting project objectives. Organizational learning from repetitive projects may assist performing organizations deliver successful projects. The purpose of this research is to measure the influence of project risk management maturity and organizational learning on the cost, time, and quality of a power plant construction project. In the studied projects, improving organizational learning led to enhancement of all success criteria, especially the cost and quality criteria. Success criteria trends have shown that the influence of organizational learning on improving project performance is more than the influence of the level of project risk management maturity.

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Mutual Caring—Resolving Habituation through Awareness: Supporting Meaningful Learning from Projects

Cited by 15 publications

References 101 publications

Adoption of Social Media and Management of Lessons Learned in It Project

Adoption of Social Media and Management of Lessons Learned in It Project

Conceptualising the lessons-learned process in project management: Towards a triple-loop learning framework

The Influence of Project Risk Management Maturity and Organizational Learning on the Success of Power Plant Construction Projects

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