project management report
jiafeng1
a200sam_week_8_slides_2.pptxEssential skills for the Project Manager
A200SAM Add+Vantage Module
Review of week 7
Project Management Methodologies
Any questions?
Learning from projects
Thinking about Knowledge Management
If projects:
are unique
are temporary endeavours
involve transient and cross-functional teams
what can happen once the project finishes?
Discussion paper
Schindler, M. and Eppler, M.J. (2003) 'Harvesting project knowledge: a review of project learning methods and success factors'. International Journal of Project Management 21(3), 219-228
Learning from projects
What does ‘learning from projects’ mean?
Capturing the knowledge and experiences gathered in different projects for the benefit of the organisation
Why is learning from projects important?
Helps prevent the same mistakes being made time after time
Enables firm to develop project competencies
What are the barriers to project learning, according to Schindler and Eppler? How might project managers overcome these barriers?
Learning from projects (continued)
When should we learn from projects?
A continuous process, not just at the end of the project
Who should manage/oversee the learning?
An independent and neutral moderator
What are the main existing debriefing methods discussed in the article?
Process –based methods
Post-project appraisal
After Action Review
Documentation-based methods
Micro-articles
Learning Histories
Example – BAA’s Heathrow Terminal 5
BAA carried out 2-year in-depth study of
every major UK construction project of over £1bn
Every international airport opened in the last 15 years
Image: http://www.laingorourke.com/
Brady, T and Davies, A (2010) ‘From hero to hubris – Reconsidering the project management of Heathrow’s Terminal 5’, International Journal of Project Management, 28(2) 151-157
BAA’s findings:
No major UK construction project had delivered on time, within budget and to original quality standards
Few projects had a good safety record
No recently built airport had opened on time
BAA’s conclusions:
Without a radically different approach, the T5 project would cost £1bn more than budget, would be 2 years late and would result in 6 fatalities.
Brady, T and Davies, A (2010) ‘From hero to hubris – Reconsidering the project management of Heathrow’s Terminal 5’, International Journal of Project Management, 28(2) 151-157
Preparation for week 9
Week 9
Success and failure in project management
For next week, you must read:
Newton, R. (2009) The practice and theory of Project Management: Defining Project Success, Basingstoke:Palgrave Macmillan - chapter 7 (this is available as a digitised chapter via the resources list on Moodle2)
AND
Shenhar, A., Dvir, D., Levy, O. and A. Maltz (2001) ‘Project success: a multidimensional strategic concept’ Long Range Planning, 34 (6) 699–725
