Delivering Effective Projects by Learning Lessons

Projects are the means through which we deliver change within a business. Effective project planning and monitoring are essential ingredients for success. A key element of the planning process is to start a project with a review of lessons from previous projects so that common pitfalls can be avoided, or opportunities maximised. Lessons should also be learnt and recorded during the life of the project, and a thorough lessons review conducted at the end of the project so that future projects can benefit from what went right or wrong.

At the start of the project, this might involve a project manager holding a team meeting with the team members and simply asking for their experiences and insight from previous projects. It may seem a bit like sharing ‘war stories’ but it can be a helpful way to pool expertise and get to know the project team at the start of the process. It also helps to benefit from formally prepared lessons reviews from earlier projects. This article explores the ways in which project teams should record and reflect on lessons both during and after a project.

Projects have a finite life. By their nature, they are temporary and are set up to achieve a particular objective. In a successful project, the end-product is handed over and the life of the project comes to an end. In an unsuccessful project, the project is shut down and resources redeployed where possible. Whether a project has been a success or not, it is important that a project manager conducts a lessons learnt review.

In many organisations, however, once a project is finished, there is little or no thought given to the lessons learnt. This is a mistake and one which can prove costly for the success of future projects. Project teams run the risk of becoming complacent and getting into bad habits.

“Insanity is doing the same thing, over and over again, but expecting different results.”

In theory, the methodology and methods applied towards a project are replicable, meaning that the same project plan could be implemented again and achieve the same results. Therefore, it is helpful to understand what went right and what went wrong in order to make positive changes to future projects.

Lessons learnt reviews should consider the success of the project in relation to its aims, objectives and quality assurance indicators set out in the project planning stages.

A review should be candid and informative, providing an honest and detailed evaluation of both the positives and the negatives of the project,

Reflect on the positives…

• What went well and why?
• How can these lessons apply to future projects?

Reflect on what did not go so well…

• What went wrong and why?
• Was the problem foreseeable?
• What were the first indications that a problem was emerging?
• With the benefit of hindsight, what would be done differently?
• How can these lessons apply to future projects?
• The whole project process should be examined, from beginning to end. This should not be a superficial exercise and general assumptions should not be made.

Ask Key Questions

• Was the project scope appropriate and manageable?
• Were the time estimates and costings accurate?
• Was stakeholder engagement carried out effectively?
• Were the tools and methodology appropriate?
• Did the project team have the appropriate skills and experience?
• Was the project documentation maintained appropriately?
• Were there any unexpected risks and were they dealt with appropriately?
• Was project communication effective?

Whilst a project manager may lead the review, it is vital that it is not done in isolation. Each member of the project team should contribute to this as each person may offer their own perspectives of what went right or wrong. Other stakeholders, such as funders or end-users, may also be asked to have their say.

Key Considerations

A project manager should therefore involve the team in this exercise but should be mindful of the following:

• Opinions should be reinforced with evidence. It is easy for everyone to be ‘wise after the event’ but, for the exercise to be useful, the insights garnered must have a basis in fact.
• Insightful and probing questions should be asked of team members.
• The exercise should not be about blaming people for a project’s shortcomings. If it becomes a ‘witch hunt’ people will become defensive or offended and future working relationships could be damaged.
• Everyone should feel ‘safe’ knowing that they can admit to mistakes, without fear of reproach
• Likewise, people should feel able to bring attention to their successes. It is not showing off, if the team, as a whole, can learn from what works.
• People should feel free to give open feedback in a respectful manner.
• Project managers should also be prepared to give feedback to individual team members to help them improve or develop their performance in the future.
• People should be open-minded about change and working in different ways.

Embedding Lessons Learnt into the Project Culture

It can be helpful to include ‘Lessons Learnt’ as a standing agenda item in all project team meetings throughout the life of the project. This allows for lessons to be learnt and logged on an ongoing basis at each stage of the project. This can also help remedy any emerging problems at an early opportunity.

Lessons learnt reviews also form important opportunities for learning and self-reflection among team members.

Making a Record

In some project methodologies, the project manager will maintain a ‘lessons log’ to keep track of emerging lessons. This log can then inform the development of the lessons report at the end of the project, which will contain the key findings and messages.

The report does not usually need to be long, unless it was a complex project with specific reporting requirements. People are more likely to read a concise report. Key recommendation and findings can be presented in the form of bullet points. Different versions of the lessons learnt reports may be produced – i.e. a more detailed and candid report for the internal team and a higher level report for stakeholders.

It is useful to keep on file concise lessons learnt reports for projects conducted within your organisation and to refer to these at the start of a new, similar project. The process is iterative but beneficial, making sure that your project teams don’t waste time and effort by repeating the mistakes of the past.