Learning in and from projects

In a session yesterday evening with a group of senior project managers , I presented a project learning framework that addresses learning as an indivual, as a team and as an organisation as a whole and we discussed a number of processes (e.g. the corporate learning cycle driving the construction of a corporate memory) and methods (such as AARs) to facilitate and connect learning at these 3 levels. However, despite all structures, processes, methods (that certainly help!): true learning begins with being open and inquisitive as an individual and involves a certain kind of risk taking. Stepping out of your own comfort zone into those areas were you can't entirely rely on routine is a prerequisite for learning as individuals and teams. But there's more: being explicit about what you hope to learn before you start to explore unknown territory (and that requires you know what you don't know!) and accept feedback from yourself and your team are just as important.

Learning from projects as an organisation requires an environment that allows for variation (well, euphism for tolerating mistakes...), that captures key learning points from single teams, that propagates new knowledge faster than simply moving people around and above all: a strategic learning agenda.

Being able to answer the questions: which projects will deliver us new knowledge that is crucial to us? how must we share that knowledge? with whom? will help an organisation to use its projects not only as deliverable generators but as key nowledge sources as well.

At the programme management level is it even more important to be serious about learning, since programmes are by definition areas outside the comfort zone of an organisation.....

Categories: LL, KM, learning