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Learning from projects

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  • T Williams

    (Strathclyde University)

Abstract

The ‘learning organisation’ is frequently emphasised in the literature and in practice, and this is particularly important for project-oriented organisations. However, experience tells us that organisations tend not to learn adequately from project experiences. This paper reviews some of the work seeking to model and explain the behaviour of complex projects, which explains why lessons are difficult to learn from such projects—not the easy and obvious lessons but the lessons about complex non-intuitive project behaviours. From there it looks at why projects are frequently not reviewed, and seeks to offer practical proposals for carrying out reviews, using small models to enable lessons to be learned that provide understanding (rather than simply data), and distributing that learning around the organisation.

Suggested Citation

  • T Williams, 2003. "Learning from projects," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 54(5), pages 443-451, May.
    • Handle: RePEc:pal:jorsoc:v:54:y:2003:i:5:d:10.1057_palgrave.jors.2601549
    DOI: 10.1057/palgrave.jors.2601549
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    References listed on IDEAS

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    1. Fran Ackermann & Colin Eden & Terry Williams, 1997. "Modeling for Litigation: Mixing Qualitative and Quantitative Approaches," Interfaces, INFORMS, vol. 27(2), pages 48-65, April.
    2. T M Williams, 1999. "Seeking optimum project duration extensions," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 50(5), pages 460-467, May.
    3. Colin Eden & Fran Ackermann & Steve Cropper, 1992. "The Analysis Of Cause Maps," Journal of Management Studies, Wiley Blackwell, vol. 29(3), pages 309-324, May.
    4. Fran Ackermann & Colin Eden, 2001. "Contrasting Single User and Networked Group Decision Support Systems for Strategy Making," Group Decision and Negotiation, Springer, vol. 10(1), pages 47-66, January.
    5. Kenneth G. Cooper, 1980. "Naval Ship Production: A Claim Settled and a Framework Built," Interfaces, INFORMS, vol. 10(6), pages 20-36, December.
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    Cited by:

    1. M Winter, 2006. "Problem structuring in project management: an application of soft systems methodology (SSM)," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 57(7), pages 802-812, July.
    2. Marko M. Mihić & Zorica A. Dodevska & Marija Lj. Todorović & Vladimir Lj. Obradović & Dejan Č. Petrović, 2018. "Reducing Risks in Energy Innovation Projects: Complexity Theory Perspective," Sustainability, MDPI, vol. 10(9), pages 1-24, August.

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