<p><em>Project Knowledge Management</em> and more specifically how organisations capture experiences gained in projects, is a critical topic in order to compete in the knowledge economy. Little attention has been given the catchphrase <em>lessons learned practices</em> as a research area. The purpose of the thesis is therefore to analyse the framework for the <em>project closure phase</em> through a <em>Knowledge Management</em> perspective. The purpose is also to evaluate how new knowledge, captured by <em>project closure documents</em>, can be identified and measured.</p><p>To fulfil the purpose, the <em>project closure phase</em> and <em>project closure documents</em> within the project model <em>Practical Project Steering</em> are studied. Through a document study, the framework that the project model gives, and the <em>project closure documents</em> is analysed. The <em>project closure documents</em> are also examined regarding the experiences they capture. This is done by developing an instrument for identifying and measuring new knowledge.</p><p>Through the study, it can be established that the <em>project closure phase</em> provides for a link between <em>Knowledge Management</em> and <em>Project Management</em>. It has an important contribution to <em>Knowledge Management</em> since it mitigates the risk of not transferring knowledge to the organisational memory. The use of predefined knowledge domains supports structure, and systemisation in the production of the documents, as well as in the compilation and dissemination of useful knowledge.</p><p>New knowledge within the <em>project closure phase</em> can be identified and measured by dividing the documents into isolated pieces of information and using developed criteria to identify, and thereby quantify new knowledge. The instrument is highly reliable since it is ensured that the division of information does not result in any decontextualisation, and since the criteria used are very stable, and still acknowledge the dynamics of knowledge as well as the knowledge context.</p><p>By using the measurements on empirical data, problems that are important to acknowledge are identified. There is an uneven distribution of knowledge types acquired by the <em>project closure documents</em>, regardless of their importance; resulting in loss of important knowledge. The difficulty to formalise important knowledge, results in failing to transfer knowledge to an external organisational memory. The difficulty to distribute knowledge sufficiently, results in re-invention of the wheel, and the same mistakes being made twice or more.</p>

Submitted by Renata Lopes (renatasil82@gmail.com) on 2018-08-03T14:41:40Z No. of bitstreams: 1 fabiosilvadefigueiredo.pdf: 2004125 bytes, checksum: aab0cdd1c219400dac682a131b44a986 (MD5) / Approved for entry into archive by Adriana Oliveira (adriana.oliveira@ufjf.edu.br) on 2018-08-03T14:44:24Z (GMT) No. of bitstreams: 1 fabiosilvadefigueiredo.pdf: 2004125 bytes, checksum: aab0cdd1c219400dac682a131b44a986 (MD5) / Made available in DSpace on 2018-08-03T14:44:24Z (GMT). No. of bitstreams: 1 fabiosilvadefigueiredo.pdf: 2004125 bytes, checksum: aab0cdd1c219400dac682a131b44a986 (MD5) Previous issue date: 2016-03-30 / PROQUALI (UFJF) / Gerenciar o conhecimento organizacional ainda é algo desafiador para as organizações públicas atuais. Gerenciá-lo em projetos de consultoria interna pode ser ainda mais trabalhoso. A organização pública em questão é uma Universidade Federal do sudeste do Brasil que nos últimos anos vem desenvolvendo projetos de consultoria interna junto ao seu setor de planejamento. Este modelo de gestão nasceu da necessidade de se responder de maneira mais efetiva às carências organizacionais que se originaram, acima de tudo, da rápida ampliação que esta organização sofreu nos últimos anos em virtude do programa REUNI. Esses projetos versam, sobretudo, acerca de demandas administrativas complexas, como compras de grande vulto e estudos de reestruturação administrativa que demandam uma análise mais aprofundada para a sua correta solução o que, em princípio, foge do cotidiano operacional dos órgãos internos. Entretanto, esse modelo trouxe consigo, além dos benefícios próprios da consultoria interna, um expressivo aumento do conhecimento organizacional que passou a ser rotineiramente criado por essa equipe. Assim, percebeu-se uma lacuna estratégica na determinação de uma ferramenta que fosse capaz de sistematizar este conhecimento organizacional. Desse modo, tendo como base o modelo de conversão do conhecimento (modelo SECI – Socialização, externalização, combinação, internalização) de Nonaka e Takeuchi (1997) e partindo do pressuposto de que a prática de lições aprendidas é determinante e crítica para a sistematização do conhecimento organizacional em projetos de consultoria interna, chegou-se à formulação da seguinte pergunta de pesquisa: como a prática de lições aprendidas poderia sistematizar o conhecimento organizacional em projetos desenvolvidos por uma equipe de consultoria interna em uma instituição federal de ensino superior? Para se obter a resposta a tal pergunta, buscou-se investigar como os projetos de consultoria interna e a gestão do conhecimento podem se valer das práticas de lições aprendidas para efetiva gestão do conhecimento organizacional no âmbito desses projetos. A pesquisa é aplicada, tem natureza descritiva, possui uma abordagem qualitativa e utiliza o método de estudo de caso único. Como resultado foi identificado que a aplicação das lições aprendidas ao processo de sistematização do conhecimento está intrinsecamente ligada à dinâmica da interação entre o conhecimento tácito e explícito que esta prática pode proporcionar, levando à criação de conhecimento organizacional e também que ela é um importante ativo de processo organizacional que pode, além de evitar erros em projetos futuros, promover a perpetuação de melhores práticas no contexto dessa equipe. Portanto, a conclusão do estudo é que as lições aprendidas sistematizam a gestão do conhecimento em equipes de consultoria interna no momento em que esta é uma ferramenta capaz de criar uma dinâmica de interações entre os indivíduos que perpassa toda a espiral de criação do conhecimento em um movimento ascendente e contínuo. Por fim, espera-se, que este trabalho agregue valor ao campo da gestão do conhecimento em projetos, notadamente no setor público e contribua para estimular estudos futuros sobre estes temas. / 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.

Project Knowledge Management and more specifically how organisations capture experiences gained in projects, is a critical topic in order to compete in the knowledge economy. Little attention has been given the catchphrase lessons learned practices as a research area. The purpose of the thesis is therefore to analyse the framework for the project closure phase through a Knowledge Management perspective. The purpose is also to evaluate how new knowledge, captured by project closure documents, can be identified and measured. To fulfil the purpose, the project closure phase and project closure documents within the project model Practical Project Steering are studied. Through a document study, the framework that the project model gives, and the project closure documents is analysed. The project closure documents are also examined regarding the experiences they capture. This is done by developing an instrument for identifying and measuring new knowledge. Through the study, it can be established that the project closure phase provides for a link between Knowledge Management and Project Management. It has an important contribution to Knowledge Management since it mitigates the risk of not transferring knowledge to the organisational memory. The use of predefined knowledge domains supports structure, and systemisation in the production of the documents, as well as in the compilation and dissemination of useful knowledge. New knowledge within the project closure phase can be identified and measured by dividing the documents into isolated pieces of information and using developed criteria to identify, and thereby quantify new knowledge. The instrument is highly reliable since it is ensured that the division of information does not result in any decontextualisation, and since the criteria used are very stable, and still acknowledge the dynamics of knowledge as well as the knowledge context. By using the measurements on empirical data, problems that are important to acknowledge are identified. There is an uneven distribution of knowledge types acquired by the project closure documents, regardless of their importance; resulting in loss of important knowledge. The difficulty to formalise important knowledge, results in failing to transfer knowledge to an external organisational memory. The difficulty to distribute knowledge sufficiently, results in re-invention of the wheel, and the same mistakes being made twice or more.

The master's thesis "Evaluation of good and bad practices in the management process of a specific project" aims to analyse and evaluate the good and bad practice in the project of "Contract compliance" in the company SAP. The first part of the thesis is focused on theoretical and methodological basis of project management and its processes. The second part of the thesis characterises the company SAP and the selected project as well as analyses and evaluates good and bad practices. Furthermore, the findings are summarised in the Lessons Learned document and preventive measures for the identified bad practice are proposed. This creates a learning material for future project management in the company.

The aim of the master's thesis "Making use of best practice and lessons learned while processing the standard project Flexi Office" is to streamline project management in the selected company by analysing the errors and positives from completed project and processing the standard project for Flexi Office. Theoretical and methodological part describes the project management aspects, methods of planning and project evaluation. The practical part describes the characteristics of the examined company, reference project Flexi Office, processing evaluation of the project under which were stated lessons learned and best practice for the project, and using which are suggested some ways to improve project management in the selected company.

Det här arbetet har undersökt hur övergången till ett värnpliktssystem påverkar det organisatoriska lärandet. Syfte har varit att undersöka om den värnpliktiges erfarenheter, främst vad gäller tekniska system, omhändertas i övergången till ett värnpliktssystem. Teorin som använts till det här arbetet är en modell som beskriver hur individens kunskap blir till organisatorisk kunskap och bygger på fem olika lärcykler framtagen av Sanchez. Metoden har varit att använda befintlig forskning inom området organisatoriskt lärande och ta fram faktorer som bör finnas med i en ideal process för att omhänderta värnpliktigas erfarenheter. Den ideala processen har sedan jämförts med hur processen för att omhänderta den värnpliktiges erfarenheter ser ut i Försvarsmakten. Resultatet av det här arbetet är att en övergång till ett värnpliktssystem bedöms ha en liten påverkan om den metod som Försvarsmakten har för att omhänderta erfarenheter används. De faktorer som bör finnas med för att omhänderta värnpliktigas erfarenheter finns med i metoden samt att Försvarsmakten som en hierarkisk organisation minskar effekten av den personalomsättning ett värnpliktssystem innebär. I vilken omfattning Försvarsmaktens metod de facto används under de värnpliktigas utbildning har däremot inte undersökts och lämnas som förslag till vidare forskning. / This thesis has researched how a transition to a conscript system will impact on the organisationallearning. The purpose was to examine if the conscript soldiers experience, primarily on theexperience regarding technical systems, is taken care of by the organisation. The theory that wasused was The Five Learning Cycles of the Organizational Learning developed by Sanchez. Themethod was to use previous research on organisational learning and use it to develop an idealprocess for organisational learning for conscript soldiers. This ideal process was later used toanalyse the process in the Swedish Armed Forces. The result of this thesis is that a transition to aconscript system will have a small impact if the existing method in the Swedish Armed Forces isused. The factors that should be in the process is in large found, and the fact that it is a hierarchicorganisation will reduce the effect of personnel turnover with a conscript system. In what extentthe Swedish Armed Forces is using its method in the training of the conscripts hasn´t beenresearched and is a suggestion to future research.

Knowledge management has become one of the most important challenges inorganizations’ pursuit of competitiveness and long-term success. Essentialaspects of managing knowledge are its creation, transfer and retention.Organizational learning, which comprises these three processes, aims forimproving an organization’s performance. Hence, having an effective approachto organizational learning is crucial. In the literature, numerous guides, models and opinions on organizational learning exist, yet organizations struggle to learn from their experiences. This can be explained by the fact that the theory focuses on how to capture rather than how to apply learnings. Moreover, a description of a practical approach is lacking. Therefore, this thesis aims to develop a holistic strategy for an effective use of organizational learnings. For this purpose, a case study at the transmission development department ofa large Swedish commercial vehicle manufacturer was conducted. The statusquo of organizational learning as well as potential barriers to and drivers andenablers for an effective learning approach were investigated qualitatively. The data gathered was analyzed under the lens of organizational learning viewed from the outpost of social learning theory. Furthermore, Law and Chuah’s (2015b) theoretical framework for the study of organizational learning was applied. Great similarities between this study and previously conducted studies werediscovered. The research confirmed that even though organizationsacknowledge the value of organizational learning, they tend to lack an effective learning strategy. Learnings are seldom captured and applied even more rarely. One of the main reasons found is that the drivers for organizational learning, i.e. strong leaders, and a shared vision and mission, are poorly developed. These findings subsequently fed into the development of a learning strategy, which was adapted iteratively. It is designed to facilitate organizational learning in order to improve the learning outcome. For the learning strategy, the authors describe concrete learning actions as well as the underpinning drivers and enablers. The results of this thesis can serve as a springboard for further studies. The thesis opens up the possibility to examine the effectiveness of diverse strategies and to determine practical approaches to how organizational learning can be promoted. This study provides a relevant example for the setup of such a strategy and accentuates the importance of organizational learning.

The art of tactical adjustment or military adaption are key abilities for an army to be effective on the battlefield. The knowledge of how a unit adapts during different scenarios is good to know for other units, therefore should reports of how they adapted and what they learned be passed on through the organisation. The problem whitin the Swedish armed forces is the lack of reports of lessons learned from day to day activities to the land combat centre. The main purpose of this studie is to examine organizational learning whitin military organisations.  This studie conducts interviews with six platoon comanders from different branches of the army. The comanders were asked how they conduct training with tactical adaption and lessons learned, what they do with the information they recovered from training.  The results from the studie proves that tactical adjustment and lessons learned is something that happens in the Swedish armed forces at an almost day to day basis and is a desirable ability for every unit to master. Although the comanders that were interviewed are lower down in the hierarchy of the Swedish armed forces and may not have the full picture of what happens to their reports after they been sent, they know that the reports and lessons learned were sent higher up in the hierarchy.  The main conclusion of this studie is that something needs to be done about the lessons learned system. Units training with tactical adaption provides reports with lessons learned, however the landwarfarecenter aren’t receiving any reports

Organizational learning has been a focus of scholars since 1970. Researchers have demonstrated that conducting postproject reviews to capture lessons learned significantly improves organizational learning. Guided by the concept of organizational learning, the purpose of this case study was to explore how 6 New York metropolitan organizational leaders used postproject reviews to prevent project managers from repeating the same mistakes, increasing cost and time overruns, and experiencing project failure. Semistructured face-to-face and phone interviews were conducted with a project sponsor and 5 project managers in the New York metropolitan area. Data were analyzed using the process of coding and condensing the codes, which produced 5 themes, including effective lessons learned, capturing lessons learned, benefits of lessons learned, barriers to postproject reviews, and leadership support. The findings of this study indicated that organizational leaders used standard templates and organizational policies to ensure project managers execute postproject reviews. Organizational leaders and project managers may benefit from the findings of this study by learning the advantages of conducting postproject reviews. This study may contribute to positive social change by organizations achieving cost avoidance when they reduce project failures and increase project success.

Using resiliency theory as a lens, this qualitative study explored the educational journey and post-graduation experiences of 5 (2 females and 3 males) undocumented Latino college graduates (ULCGs). All participants completed a college degree from a U.S. four-year institution located in a state with an active in-state resident tuition (ISRT) policy. Pseudonyms were used to protect the identity of study participants since a viable path to permanent U.S. residency for undocumented students and/or graduates is currently unavailable. Participants shared their journeys through two 90-minute interviews conducted via Skype, follow-up questions conducted via e-mail, and journal entries collected via e-mail. Consistent with existing literature, findings revealed that participants experienced numerous cultural, academic, legal, and personal barriers, but were relentless in reaching their goals. Contrary to most existing literature, participants in this study enjoyed significant academic capital, aspirational capital, and followed a different and unique decision-making rationale. Findings are presented in five individual portraits and one collective portrait. Individual portraits illustrate participants' struggles, key turning points, and their life decisions. The collective portrait addresses four themes that emerged from the data, including 1) life barriers, 2) reflections of resiliency, 3) decision time, and 4) college education interpretation.