Since the management of experiences is an essential activity in the military context, this study aimed to conduct an analysis on the lessons learned process carried out by air combat units of the Swedish Air Force, based on the organizational knowledge creation theory. Through an action research approach, a quantitative investigation evaluated and categorized a set of 36 indicators for monitoring modes related to the creation of new knowledge within the air fighter divisions. These indicators were measured in a survey in which the findings, obtained from 87 officers and civilian employees of the six JAS39 divisions, showed an elevated perception of the dimensions based on the individual and the tasks oriented to the sharing of implicit knowledge. Conversely, the dimensions grounded on the exchange of explicit knowledge at the organizational level and on the use of technology disclosed the lower scores in the survey.  In addition, the study found similarities in the perception of the respondents when the empirical material was analyzed in four hypotheses outlined in the investigation. These propositions were designed to provide comparisons among the six JAS39 divisions, as well as seek for correspondences between the length of service in the SwAF of the respondents of the survey and their perception of the lessons learned process.

A feedback loop is a method used to collect, store and handle provided feedback. It also includes methods for working with lessons learned since learnings are seen as the backbone of feedback loops, since they cannot be successful without learnings. Research regarding knowledge development, particularly feedback loops and lessons learned, is in need for further research to understand how industrial organisations working with digital automation and processes can work with and manage feedback and lessons learned in a cross-functional and co-productive setting. To study this, the research was conducted through a co-production between the researcher and ABB AB as a case company. The collaboration allowed for deep insights in work methods, as well as how feedback loops are worked with and used today along with desired methods for feedback loops and sharing of lessons learned. To achieve this, multiple user interviews were conducted as well as an observation and meetings with other stakeholders and follow-up sessions with the case company. This study also compares perspectives of existing feedback loops with each other as well as a new developed feedback loop designed for industrial organisations working with digital automation and digital processes.

Studien fokuserar på en praktisk tillämpning av lärdomar från erfarenheter, så kallade lessonslearned, inom kontexten sprintretrospektiv. Genom att studera utvecklingsteam på en svenskmyndighet som använder sig av det agila ramverket Scrum, är syftet att bidra till en utökadförståelse för hur myndighetens arbete med lärande genom sprintretrospektiv sker, samt attföreslå förbättringar. Empiri inhämtas genom en kvalitativ fallstudie och relateras till teorierinom knowledge management och organizational learning, varefter en tankemodell, lessonslearned-tratten, utvecklas. Lessons learned-tratten visar hur sprintretrospektivets struktur kanvara ett stöd i utvecklingsteamets lärande. Den gör detta genom att tydliggöra moment därteammedlemmarna delar med sig av erfarenheter, formaliserar och analyserar dem, beslutarom åtgärder samt möjliggör återkoppling genom en nedskriven åtgärdslista.

In an effort to free up valuable storage space, an obsolete dual tube furnace facility was repurposed to process legacy and newly generated reaction by-products for reuse and/or evaluation. These materials consist of magnesium oxide and unreacted chemicals including small amounts of uranium. They will be converted to their safest form. The repurposing of the facility was not a simple undertaking as all of the utilities with the exception of electricity were disconnected from the facility and the furnaces were more than 50 years old. A 2-part project consisting of a construction phase and transition to operations phase was initiated to accomplish the task. Because funding was done in a piecemeal fashion, the dynamics of restarting the facility was accomplished using creative project management. Lessons learned will provide invaluable information for future sustainability endeavors that require the renovation of an out-service facility to meet current and future needs.

Learning to be a graduate librarian is an ongoing process. Read about one librarian’s journey from early to mid-career graduate librarian. Lessons learned include understanding technology challenges faced by graduate students, what embedded librarianship looks like at the graduate level, and even when to break patron privacy.

Accelerated Bridge Construction, also known as ABC, is a methodology that seeks to improve project development of bridges by reducing the overall project schedule and the impact on the traveling public by implementing innovative technologies and strategies in any phase of project development. However, ABC may incur additional direct costs for the project and some risks are associated because of the accelerated constraints implied in this methodology. On the positive side, the opportunity costs and reductions of traffic disruptions costs may overcome the additional costs associated with ABC. Decision-making methodologies for assessment of ABC as an alternative to traditional construction are of great interest for project developers. The topics of research about ABC are diverse but focus mainly on the means and methods, technical aspects, applications, innovations, and decision-making of ABC. Decision-making is of great concern for project developers, especially government organizations, to sustain project goals of serviceability and to validate the additional expenditures in a project. In addition, project developers improve their decisions and project outcomes by reviewing success and failure cases for completed projects in the past. This study seeks to improve the decision-making processes in ABC by finding a more direct correlation of projects to compare by means of a categorization of these ABC projects. Smaller groups in this categorization will help narrow the scope of the characteristics of the projects to consider and to find more relevant lessons learned from the smaller groups of the categorization. To develop the categorization in this study, the data source used is the completed ABC projects database from the Federal Highway Administration (FHWA). The statistical categorization methodology for this study is the Agglomerate Hierarchy Clustering which developed a determined number of cluster based on the closeness among data parameters with "n" number of dimensions of analysis. The number of dimensions for the analysis in this study was established as 13 parameters collected from the database and these were considered critical decision-making parameters and consequential parameters to reflect project decisions and consequences of those decisions. The results of this study rendered 3 categories, and into these categories, 5 sub-categories were distributed according to the same analysis developed. The sub-categories show similarities between the projects according to the parameters established, so the sub-categories help narrow the scope of projects for project developers. As a complement to the categorization, a project matching tool for external projects was also developed to help decision-makers to test their projects according to the analysis in this study and also help developers narrow their review of cases in search for lessons learned. Uses of this study include the prediction of information of parameters according to the variables and ranges in this categorization, and the narrowing of study cases to review. Stakeholders interested can be government organizations seeking to establish the viability of an ABC project, or to improve their project outcomes at any stage of development. Other stakeholders can be designers and contractors that also need to improve their projects at any stage of development. / Master of Science / Accelerated Bridge Construction (ABC) reduces construction time and diminishes traffic disruption by applying strategies and innovations to the way bridges are designed and constructed. However, it implies additional initial costs that need to be justified. Project developers need to evaluate their projects to make decisions to assure the best execution and outcomes. The review of lessons learned from previous bridge projects has been one of the sources that developers have found to find strategies and tips to implement best practices or to avoid mistakes during planning and construction of new bridge projects. This study relies on the lessons learned compiled on the completed ABC project database from the federal transportation authority, the Federal Highway Administration (FHWA), in order to help developers, narrow the scope of projects to be reviewed and find more relevant cases to compare their projects. This scope includes the development of a categorization or a structured hierarchy of completed ABC projects with the FHWA database by applying a statistical analysis and a validation procedure. The results of this study rendered a categorization with 3 categories and 5 subcategories, each with its definition of parameters, which highlight the similarities among projects in the same groups and the differences among different categories. In addition, a framework was developed to match external projects with the categorization in this study to help project developers narrow the projects to review, or even predict missing information according to the parameters in this study. These results may help decision-makers better inform their decisions and support the research in the field of study.

Submitted by Nadir Basilio (nadirsb@uninove.br) on 2017-04-04T15:30:23Z No. of bitstreams: 1 Jose B Damasceno Junior.pdf: 1891815 bytes, checksum: 03363a3789637e84b97afceb57e7fcb7 (MD5) / Made available in DSpace on 2017-04-04T15:30:23Z (GMT). No. of bitstreams: 1 Jose B Damasceno Junior.pdf: 1891815 bytes, checksum: 03363a3789637e84b97afceb57e7fcb7 (MD5) Previous issue date: 2016-02-26 / The subject lessons learned in projects has been more and more relevant nowadays, considering the adoption on institutions and a growing number of academic researches. Models for lessons learned management have been developed, supported by processes and tools such as social software (eg, Wikis, Blogs, Microblogging ...). Considering the software adoption problem or the lack of processes and tools for managing lessons learned in institutions and carrying on Rose’s research project (2015) whom developed a model for management of lessons learned, the Target 2.0, this study’s main objective is to validate such a model in action on a public safety government institution. A Wiki page has been developed to promote the management of lessons learned in a project at this institution. This work was developed based on the Design Science Research (DSR) paradigm and the Technical Action Research (TAR) method. The results suggests increments to the validated artifact on the lessons learned list of processes during the phases of the project’s life cycle, while the usefulness and ease of use of the Wiki were recognized by those involved they also pointed to the positive effect on the efficiency and effectiveness of the processes and project activities. This research presents itself as unique and useful. The uniqueness is because the Target 2.0 had not yet been validated on the field, so it is unprecedented. Its usefulness is shown by the fact that the public safety government institution will make use of this Wiki in the upcoming issues of the Quality Award project. The contribution to the theory happens as it is confirmed that investing into the adoption of tools and techniques is essential, and that it is also possible to innovate in the Brazilian’s public safety sector by using good practices, that keeping people aligned is fundamental to the lessons learned management in projects. It shows that: 1. the implementation phase of the project life cycle allows for a greater collection of lessons learned; 2. the perception of the existence of new tools can promote greater social collaboration of information about projects; and 3. beyond the importance of raising awareness, a lessons learned policy is needed. The practical contribution lies on the adoption of a model of lessons learned management in projects, which was pioneered in that institution. / Cada vez mais o tema lições aprendidas em projetos vem se fazendo presente, haja vista a sua abordagem nas instituições e a crescente produção de pesquisas acadêmicas. Modelos para gestão de lições aprendidas vêm sendo desenvolvidos, apoiados em processos e ferramentas como os softwares sociais (e.g. Wikis, Blogues, Microblogues...). Considerando o problema do desuso ou desconhecimento de processos e ferramentas para a gestão de lições aprendidas em instituições, e dando continuidade ao projeto de pesquisa de Rosa (2015), que desenvolveu um modelo Target para gestão de lições aprendidas, este trabalho tem como objetivo principal validar tal modelo na prática em uma instituição governamental de segurança pública. Uma página Wiki foi desenvolvida para promover a gestão de lições aprendidas em um projeto nesta instituição. Este trabalho foi desenvolvido baseado no paradigma de pesquisa Design Science Research (DSR) e no método de pesquisa Technical Action Research (TAR). Os resultados sugerem incrementos ao artefato validado nos processos de liçoes aprendidas por fase do ciclo de vida do projeto, enquanto a utilidade e facilidade no uso da Wiki foram reconhecidos pelos envolvidos que, também, consideram haver efeito positivo na eficácia nos processos e atividades do projeto. Este trabalho de pesquisa se apresenta como original e útil. A originalidade se caracteriza pelo fato que o Target não havia sido ainda validado na prática, portanto, inédito. Já a sua utilidade se comprova pelo fato que a instituição governamental de segurança pública fará uso da Wiki nas próximas edições do projeto no qual o Target foi validado. A contribuição para a teoria ocorre à medida que se confirma que investir na adoção de técnicas e ferramentas em projetos é fundamental, que é possível inovar na segurança pública brasileira por meio das boas práticas de projetos, que o alinhamento das pessoas é fundamental para a gestão de lições aprendidas em projetos, que a fase de execução do ciclo de vida do projeto permite uma maior coleta de lições aprendidas em projetos, que a percepção da existência de novas ferramentas podem promover uma maior colaboraçao social de informações sobre projetos e que além da importância do processo de conscientizar, uma política para a prática de lições aprendidas se faz necessária. Já a contribuição para a prática se apresenta na adoção de uma sistemática para gestão de lições aprendidas em projetos, inédita naquela instituição.

Submitted by Jorge Silva (jorgelmsilva@ufrrj.br) on 2018-08-29T19:55:47Z No. of bitstreams: 1 2016 - F?bio Silva de Figueiredo.pdf: 2186120 bytes, checksum: 5f3d5936d788a69c7a74b4e99a15f229 (MD5) / Made available in DSpace on 2018-08-29T19:55:47Z (GMT). No. of bitstreams: 1 2016 - F?bio Silva de Figueiredo.pdf: 2186120 bytes, checksum: 5f3d5936d788a69c7a74b4e99a15f229 (MD5) Previous issue date: 2016-03-30 / Managing organizational knowledge is still something challenging to the current public organizations. Manage it in internal consulting projects can be even more laborious. The public organization in question is a Federal University of southeastern Brazil that in recent years has developed internal consulting projects with its planning sector. This business model was born of the need to respond more effectively to organizational shortcomings that originated, above all, by the rapid expansion that this organization has suffered in recent years due to the REUNI program. They are related, especially, about complex administrative demands such as purchasing large-scale, and studies of administrative restructuring that require further analysis to its correct solution which escapes from the daily operating of the internal departments. However, this model has brought with it, beyond the actual benefits of the internal consultation, a significant increase of organizational knowledge which is now routinely created by this team. Thus, it was realized a strategic gap in determining a tool that was able to systematize this organizational knowledge. Thus, based on the knowledge conversion model (SECI model - socialization, externalization, combination, internalization) of Nonaka and Takeuchi (1997) and assuming that the practice of lessons learned is crucial and critical for the systematization of organizational knowledge in internal consulting projects, came to the formulation of the following research question: how the practice of lessons learned could systematize the organizational knowledge in projects developed by an internal consulting team in a federal institution of higher education? To get the answer to that question, it sought to investigate how internal consulting projects and knowledge management can take advantage of the lessons learned practices for effective management of organizational knowledge within these projects. This is an applied research, its nature is descriptive, it has a qualitative approach and uses the single case study method. As a result it was identified that the application of the lessons learned in knowledge management process is intrinsically linked to the dynamics of the interaction between tacit and explicit knowledge that this practice can provide, leading to the creation of organizational knowledge and also that it is an important organizational process asset that can avoid mistakes in future projects and promote the perpetuation of best practices in this team. Therefore, the conclusion is that the lessons learned systematize knowledge management in internal consulting teams at the moment this is a tool that create a dynamic of interactions among the team that permeates the whole spiral of knowledge creation in a upward and continuous movement. Finally, it is expected that this work adds value to the field of knowledge management in projects, notably in the public sector and will help to stimulate future studies on these subjects. / Gerenciar o conhecimento organizacional ainda ? algo desafiador para as organiza??es p?blicas atuais. Gerenci?-lo em projetos de consultoria interna pode ser ainda mais trabalhoso. A organiza??o p?blica em quest?o ? uma Universidade Federal do sudeste do Brasil que nos ?ltimos anos vem desenvolvendo projetos de consultoria interna junto ao seu setor de planejamento. Este modelo de gest?o nasceu da necessidade de se responder de maneira mais efetiva ?s car?ncias organizacionais que se originaram, acima de tudo, da r?pida amplia??o que esta organiza??o sofreu nos ?ltimos anos em virtude do programa REUNI. Esses projetos versam, sobretudo, acerca de demandas administrativas complexas, como compras de grande vulto e estudos de reestrutura??o administrativa que demandam uma an?lise mais aprofundada para a sua correta solu??o o que, em princ?pio, foge do cotidiano operacional dos ?rg?os internos. Entretanto, esse modelo trouxe consigo, al?m dos benef?cios pr?prios da consultoria interna, um expressivo aumento do conhecimento organizacional que passou a ser rotineiramente criado por essa equipe. Assim, percebeu-se uma lacuna estrat?gica na determina??o de uma ferramenta que fosse capaz de sistematizar este conhecimento organizacional. Desse modo, tendo como base o modelo de convers?o do conhecimento (modelo SECI ? Socializa??o, externaliza??o, combina??o, internaliza??o) de Nonaka e Takeuchi (1997) e partindo do pressuposto de que a pr?tica de li??es aprendidas ? determinante e cr?tica para a sistematiza??o do conhecimento organizacional em projetos de consultoria interna, chegou-se ? formula??o da seguinte pergunta de pesquisa: como a pr?tica de li??es aprendidas poderia sistematizar o conhecimento organizacional em projetos desenvolvidos por uma equipe de consultoria interna em uma institui??o federal de ensino superior? Para se obter a resposta a tal pergunta, buscou-se investigar como os projetos de consultoria interna e a gest?o do conhecimento podem se valer das pr?ticas de li??es aprendidas para efetiva gest?o do conhecimento organizacional no ?mbito desses projetos. A pesquisa ? aplicada, tem natureza descritiva, possui uma abordagem qualitativa e utiliza o m?todo de estudo de caso ?nico. Como resultado foi identificado que a aplica??o das li??es aprendidas ao processo de sistematiza??o do conhecimento est? intrinsecamente ligada ? din?mica da intera??o entre o conhecimento t?cito e expl?cito que esta pr?tica pode proporcionar, levando ? cria??o de conhecimento organizacional e tamb?m que ela ? um importante ativo de processo organizacional que pode, al?m de evitar erros em projetos futuros, promover a perpetua??o de melhores pr?ticas no contexto dessa equipe. Portanto, a conclus?o do estudo ? que as li??es aprendidas sistematizam a gest?o do conhecimento em equipes de consultoria interna no momento em que esta ? uma ferramenta capaz de criar uma din?mica de intera??es entre os indiv?duos que perpassa toda a espiral de cria??o do conhecimento em um movimento ascendente e cont?nuo. Por fim, espera-se, que este trabalho agregue valor ao campo da gest?o do conhecimento em projetos, notadamente no setor p?blico e contribua para estimular estudos futuros sobre estes temas.

Since 2001, the Army has spent billions of dollars to develop, test, and procure equipment through the Army Rapid Acquisition Process (ARAP), a process at times used in place of the traditional Army Acquisition Process (AAP) when immediacy and customization are a priority. The ARAP was implemented to increase efficiency in delivering adequate equipment to soldiers. The ARAP has been criticized in the literature for its lack of efficiency and effectiveness in the field. The purpose of this qualitative exploratory case study was to examine ARAP deficiencies through the lens of a broad cross-section of Army acquisition functional area professionals. The research questions addressed key problems and factors of the ARAP's performance and its alignment with the ARAP, bureaucracy, and post bureaucracy. The conceptual foundation of this study included the theories of bureaucracy and post bureaucracy. Principles of bureaucracy are hierarchical structure and management by strict rules. Principles of post bureaucracy are flat management structures and increased autonomy. Data were collected through semistructured interviews from a cross-section of Army acquisition functional area professionals (N = 19). Data analysis consisted of coding participant responses, which resulted in the emergence of themes and categories. Findings revealed the need for improvements to sustain, transition, and fund equipment and the need for improvements in developing equipment requirements and increasing direct soldier involvement when using the ARAP. This research provides lessons that may inform current and future ARAP initiatives and contributes to social change through procuring the best equipment for soldiers to defend against threats to national security.

El trabajo de investigación desarrollado a continuación tiene como finalidad evidenciar que la implementación de los estándares y buenas prácticas recomendadas en la guía del PMBOK® 6ª edición, aplicando el enfoque del PMI, resulta útil para la implementación de obras marinas, como en el caso del Astillero Naval del Callao, generando un precedente en la bibliografía a consultar para el desarrollo de futuras obras de este tipo. A partir de la 6ª edición, el director de proyecto asume nuevos roles, y se convierte en el nexo entre la organización y el proyecto, para maximizar el aprovechamiento del beneficio que el proyecto genere para la organización. Este trabajo pretende ilustrar como en el caso de la dirección de proyectos de obras marinas se aplica este nuevo enfoque, identificando los beneficios que la organización desea obtener del proyecto y describiendo las características que el director de proyecto debe tener en cuenta para cumplir este nuevo rol. En este trabajo se evidencia, entre otras cosas, la importancia de convocar y seleccionar proveedores especializados en obras acuáticas, así como contar con una supervisión especializada. Este proyecto que se suma a la infraestructura portuaria del país, y su ejecución se convierte en referente para nuevos proyectos como el caso del Puerto San Martín o el Terminal Portuario Salaverry, los cuales se desarrollarán en los próximos años y requerirán no solamente de personal calificado, sino además de toda la información registrada de obras anteriores que puedan servir de base de lecciones aprendidas a futuro para una ejecución eficiente. / The research work developed below has as purpose prove that the implementation of the standards and good practices recommended in the PMBOK® Guide 6th edition, applying the PMI approach, is useful for implementation of navy projects, as in the case of the Callao Shipyard Naval, generating a precedent in the bibliography to consult for the development of future projects of this type. Since the 6th edition, the project manager assumes new roles and becomes the nexus between the organization and the project, to maximize the use of the benefit that the project generates for the organization. This work aims to illustrate how this new approach is applied in the case of project management in navy projects, identifying the benefits than organization wishes to obtain from the project and describing the characteristics that the project manager must take into account in order to fulfill this new role. This paper demonstrates, among other things, the importance of calling and selecting specialized suppliers in waterworks, as well as having specialized supervision. This project that is added to the port infrastructure of the country, and its execution becomes a reference for new projects such as the case of Puerto San Martín or the Salaverry Port Terminal, which will be developed in the coming years and will require not only qualified personnel, but also all the registered information of previous works that can serve as a base of lessons learned in the future for an efficient execution. / Trabajo de Investigación