LEADER 05299nam 2200649 450 001 9910829180203321 005 20230120013125.0 010 $a1-78063-192-8 035 $a(CKB)3450000000003937 035 $a(EBL)1579940 035 $a(OCoLC)866442510 035 $a(SSID)ssj0000747226 035 $a(PQKBManifestationID)12292782 035 $a(PQKBTitleCode)TC0000747226 035 $a(PQKBWorkID)10704348 035 $a(PQKB)10944425 035 $a(Au-PeEL)EBL1579940 035 $a(CaPaEBR)ebr10822520 035 $a(CaONFJC)MIL552608 035 $a(CaSebORM)9781843345879 035 $a(MiAaPQ)EBC1579940 035 $a(EXLCZ)993450000000003937 100 $a20140110d2010 uy| 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 14$aThe lessons learned handbook $epractical approaches to learning from experience /$fNick Milton 205 $a1st edition 210 1$aOxford :$cChandos Publishing,$d2010. 215 $a1 online resource (207 p.) 300 $aDescription based upon print version of record. 311 $a1-84334-587-0 320 $aIncludes index. 327 $aCover; The Lessons Learned Handbook: Practical Approaches to Learning from Experience; Copyright; Contents; List of figures and tables; Acknowledgements; Preface; 1 Introduction - learning lessons; Learning in organisations; Lessons learned systems in organisations; How well do they work?; The value of learning lessons; Reference; 2 Elements of a lesson learning system; Lesson learning approaches in the 15th century; What is a 'lesson learned'?; The steps in learning a lesson; Closing the learning loop; Trial and error, or trial and success?; Survey results; References 327 $a3 Lessons learned approachesFormal collect systems; Informal collect systems; Formal connect systems; Informal connect systems; A blended approach; Reference; 4 Principles of lesson identification; When to identify lessons?; The principles of lesson identification; Aiming for the 'quality lesson'; Examples of poor lessons; Stories and lessons; Self-identification of lessons versus lesson identification processes; The questioning process - the metaphor of the tree; Roles and accountabilities in lesson identification; Reference; 5 Processes of lessons identified 327 $aPost-project reviews or retrospectsAfter action reviews; Individual learning interviews; Learning histories; Evaluations and assessments; Incident investigation; 6 Writing down the lessons; Each lesson stands alone; The lesson needs to be easy to follow and well structured; How much context?; Who is the audience?; Attachments; Quality assurance and validation; Lessons must lead to action; 7 Taking action; Will there always be an action?; What sort of actions are needed?; How do you decide the action?; Who assigns the action?; Escalating the action; Closing lessons 327 $a8 Process ownership and processupdateWho owns the processes?; Local vs company process owners; The role of the process owner; Engagement with the learning cycle; Lessons workflow; Validation and escalation; Documenting processes; 9 Ensuring lessons and updatedprocesses are re-applied; Broadcasting new lessons and process improvements; Process improvements and training; Process review as part of operations; 10 Technology to support lesson learning; Lesson repositories; Knowledge libraries; Publish and search technology; Tagging; References; 11 Sharing and seeking the unwrittenlessons 327 $aCommunities of practicePeer assist; Baton passing; Knowledge handover; Promoting conversation; 12 The governance of lesson learning; A governance framework; Make corporate expectations clear; Lesson learning systems; Monitoring and measurement; The supporting organisation; Reference; 13 The principles and processes ofsafety investigations; What happened and why?; The investigation process; The final report; 14 Learning lessons in networksat Mars, Inc; Learn from where we are; Learn from what we know; Learn from the past six months; Formalising the learning; Summary 327 $a15 Wikis as part of a learning system 330 $aThe phrase "lessons learned? is such a common one, yet people struggle with developing effective lessons learned approaches. The Lessons Learned Handbook is written for the project manager, quality manager or senior manager trying to put in place a system for learning from experience, or looking to improve the system they have. Based on experience of successful and unsuccessful systems, the author recognises the need to convert learning into action. For this to happen, there needs to be a series of key steps, which the book guides the reader through. The book provides practical guidance to lea 606 $aOrganizational learning 606 $aOrganizational change 606 $aOrganizational effectiveness 615 0$aOrganizational learning. 615 0$aOrganizational change. 615 0$aOrganizational effectiveness. 676 $a206 700 $aMilton$b N. J$g(Nick J.)$01650830 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910829180203321 996 $aThe lessons learned handbook$94000430 997 $aUNINA