Thanks for the KMAus feedback
• Took a bit of ideas away from this
• Stephen presented engaging material and was very amiable. I would class him as a genius
• Swiss cheese model was good – would also be good for a workshop
• Good luck with your PhD. It’s nice to see someone cracking open the lessons learned myth.
• Hadn’t heard of Syllk model – so great to learn of it
• Loved the content. Well thought through and made me want to research more about Syllk
• No doubt that Stephen is really intelligent – would have been good to see the theoretical link to practical
• Need to read more about his concept – very interesting
• Will follow up with presentation provided – interested in content, presentation slides were a bit small to read due to small fonts
• It was difficult to hear him at times but was very interesting
• Great passion for topic – would have liked more practical examples
• Great references and clearly a huge amount of subject matter expertise. I would be interested in more information of the KM practices
• Great information!
• Learned a lot about a different evoking LL framework
Up until now knowledge management and lessons learned have typically been highlighted in project management bodies of knowledge (PMBoK, APM Knowledge, PRINCE2, ISO21500 etc).
Very soon (~end of 2015) we will see the release of ISO 9001:2015 ‘the world’s leading quality management standard‘. There is a new clause on organizational knowledge as a new requirement:
7.1.6 Organizational Knowledge Requirements:
• Determine the knowledge necessary for the operation of processes and to achieve conformity of products and services.
• Maintain this knowledge and make it available to the extent necessary.
• Consider current knowledge and determine how to acquire or access the necessary additional knowledge (when addressing changing needs and trends).
• NOTE 1: Organizational knowledge can include information such as intellectual property and lessons learned.
• NOTE 2: To obtain the knowledge required, consider: a) Internal Sources (e.g., learning from failures and successful projects, capturing undocumented knowledge and experience of topical experts within the organization); b) External Sources (e.g., standards, academia, conferences, gathering knowledge with customers or providers).
“Knowledge” is defined in the terms section as the available collection of information being a justified belief and having a high certainty to be true.
When addressing changing needs and trends, the organization shall consider its current knowledge and determine how to acquire or access the necessary additional knowledge…Understanding, Knowledge,and Awareness of ISO 9001:2015 Dr Nigel H Croft Chair, ISO/TC176/SC2 (Quality Systems). …remember Deming – “There is no substitute for profound knowledge of the business”
A new opportunity for organizations to be wired for knowledge using the #Syllk model.
Until next time…
Enjoyed the kmaus2015 conference, had some good interest in the Syllk model.
duffield kmaus 2015 worksheet
On day 2 of #kmaus the #syllk model was applied at the ”World Cafe” to ”Content and Information Management”
Looking forward to @KMAustralia 2015
‘Learn how to wire an organisation for know-how’ with the Syllk model.
Until next time … Stephen
I will be presenting the Syllk model at the 2015 AIPM conference. Looking forward to sharing with the PM Community. More updates to follow…
Application of a Systemic Lessons Learned Knowledge Model for Organisational Learning through Projects
A significant challenge for organisations is to ensure that lessons are learned and that mistakes of the past are not repeated. Both the knowledge and project management literature suggests that the lessons learned process in practice rarely happens, and when it does it is usually concerned with lessons identification rather than organisational learning taking place. It appears that there are limited models for management to use to conceptualise what organisational learning is and therefore how to enable it. This paper describes how a Systemic Lessons Learned Knowledge (Syllk) model (a variation of the Swiss cheese model) can enable project organisations to conceptualise how they can learn from past project experiences and distribute successful project know-how across an organisational network of elements such as learning, culture, social, technology, process and infrastructure.
Keywords: Project Management; Knowledge Management; Lessons Learned; Organisational Learning, Action Research, Syllk model
In practice organisational learning from projects rarely happens, and when it does it often fails to deliver the intended results. Learn how to use the Syllk model (a variation of Reason’s Swiss cheese) to wire an organisation for the capability of learning through projects.
Audience Participation: Identify facilitators & barriers to Knowledge Management (Lessons Learned) and associated KM practices with a follow up discussion at the World Cafe.
• Organisations are failing to learn from their past experiences
• The Swiss cheese model is successful at promoting safety and accident prevention
• We adapt the Syllk model for organisations to learn from past experiences
What The Delegates Will Take Away from the Session:
• Gain an understanding of the facilitators and barriers to knowledge management lessons
• Enable management to conceptualise how learning know-how is distributed across a
network of interconnected organisational faculties and systems.
Looking forward to meeting up with as many of my pmlessonslearned blog followers as possible.
Until next time…Stephen
International Journal of Project Management article ‘Developing a Systemic Lessons Learned Knowledge Model for Organisational Learning through Projects’ has been downloaded 1489 times and viewed 1893 times since publication….very happy with this result
Thanks for reading…
I have an opportunity to present at KM Australia 2015.
Learn how to use the Syllk model to wire an organisation for the capability of learning through projects.