Curs 12

1. Curs 12 Project closure Catalina Cristea, Mihaela Breaban

2. Content • Lessons Learned What is Lessons Learned? Why Lessons Learned? Lessons Learned Process Benefits of Lessons Learned • Project archiving What to archive Where to store

3. Preface "Learning from our experiences is important. It helps us repeating successes and avoiding failures and redundant work in the future. This is why our company now provides one process for exchanging proven knowledge systematically, globally and conveniently. You are an experienced employee, you are the expert of your daily project work. Gaining this know-how and making it available to your colleagues is the goal of the Lessons Learned process." Wolfgang Dehen, video statement, Regensburg, June 2006

4. “Those who don’t learn from their past will bound to repeat it some where in the future”

5. Definition • Lessons learned are a set of statements captured after completion of a project or a portion of a project. The statements describe in a neutral way what did or did not work well, along with a statement regarding the risk of ignoring the lesson. Capturing and sharing the lessons learned is an important part of process improvement. • Knowledge gained through experience, which if shared, would benefit the work of others. • A Lesson Learned is knowledge and experience - positive or negative - derived from actual incidents as well as observations and historical studies of operations, training, and exercises. • Experiences acquired in the execution of programs and projects which can provided value-added direction to the formulation and execution of future development and operational initiatives. • The purpose of lessons learned is to bring together any insights gained during a project that can be usefully applied on future projects.

6. Lessons Learned - examples • On 11 September 2001, a series of coordinated suicide attacks by al-Qaeda were upon the United States. The hijackers intentionally crashed two of the airliners into the Twin Towers of the World Trade Center in New York City, killing everyone on board and many others working in the building, a third airliner into the Pentagon and the fourth plane crashed into a field near Shanksville in rural Somerset County, Pennsylvania, after some of its passengers and flight crew attempted to retake control of the plane, which the hijackers had redirected toward Washington.  Excluding the 19 hijackers, 2,974 people died in the attacks. • Lessons Learned: • Protect the cockpit - The airlines have reinforced the cockpit doors and implemented safety procedures • The terrorists don't care if you wear a uniform or not, nor if you are a woman, man or child • America is vulnerable - As a nation, we were aware of terrorist activities in foreign lands but did not expect them at home. Unfortunately, terrorism is here as well - and here to stay. • Airport security is an awesome responsibility • We are at our best when times are at their worst - people donated money, gave blood, flew flags and were truly proud of our great country. Americans' ability to come together in times of need is truly heartwarming. • Life is short - we must cherish each day we have with our families and treat it as if it's our last.

7. Lessons Learned - examples • On 11 March 2004, 10 simultaneous explosions at four different locations of the rail network in Madrid caused 198 deaths and 2312 persons were injured. • The official investigation by the Spanish Judiciary determined the attacks were directed by a Muslim al-Qaeda-inspired terrorist cell although no direct al-Qaeda participation (only "inspiration" - the bombings were carried out by a group of young men, mostly from north Africa, who were, according to prosecutors, inspired by a tract on an al-Qaida-affiliated website that called for attacks on Spain) has been established. • Conclusions: • The September 2007 sentence established no known mastermind nor direct al-Qaida link. • Lessons Learned: • number of resources that acted, the professional abilities, and the flexibility of the services • individual initiatives by frontline medics who compensated for the lack of clear command by senior managers by making adaptive and flexible decisions • communications, the establishment of the top of the command at each site, and the organization of supplies for catastrophic assistance • inappropriate planning of the Emergency Medical Services

8. What is Lessons Learned? Lessons Learned is a structured method to document, evaluate and reuse positive or negative experience. Lessons Learned is the acquired knowledge from daily work or experimental knowledge that causes an improvement in process or activity to work faster, more efficiently, or with higher quality. The intention is: • to avoid repetition of past failures and mishaps • to share observations and good practices • to reinforce Best Practices • to improve a behavior or process

9. What is Lessons Learned? A Lesson Learned isNOT a theory or a vision an idea without a proven solution a generalassumption or statement without details a pure estimation about future benefits A Lesson Learned IS • knowledge or understanding which is gained by positive or negative experiences • applicable to a specific design, process or decision • designed for reuse • valid which means factually and technically correct • positive impact on costs or failures and reinforcement of successes

10. Why Lessons Learned? Once you opened an account at a bank and decided to save a part of your daily wage your savings will rise. Lessons Learned is just the same. Once you decided to spend a little part of your working time for documenting your experiences you will get back even much more than you spent! And imagine that also the knowledge of your colleagues will be saved! If everybody does save his knowledge to his "Lessons Learned Account" you will profit from more than thousands of colleagues you don't even know! The more people who contribute, the higher the benefit for your own work will be. Sounds good, doesn't it?

11. Why Lessons Learned? What is the personal benefit for you? You will... • learn from previous projects, experiences, successes and failures • transfer and integrate this experiences in new projects • save time effort and nerves in daily work by reusing Lessons Learned from colleagues "Getting it right the first time is cheaper and easier than doing it now and fixing it later."

12. Reuse Lessons Lessons Learned Process New Lessons arise Business Process Manage Lessons Check sources "how" and "when" Everywhere Everyone Everyday Collect Lessons Identify Lessons "how" and "when" Lessons Learned Process - Overview The "Lessons Learned Process" is like a turning wheel... This process helps you; to identify valuable lessons during and at the end of your project, to collect them continuously, to exchange your knowledge with other colleagues. to structure your experiences so that it can be shared between colleagues and projects. Goal: to provide previous captured lessons to you when encountering situations that closely resemble a previous experience in a similar situation.

13. Reuse Lessons New Lessons arise Manage Lessons Collect Lessons Lessons Learned Process • Reuse Lessons= learn from my previous projects and to transform these experiences into basic knowledge for future projects. • Reuse Lessons when • you start a new project/process • you reach an important milestone/phase • you need to solve problems in daily work • Check existing Lessons Learned sources within • Lessons Learned Tools • Risk Management, FMEA (Failure Modes and Effects Analysis), Customer Problem Reports, Communities • Lessons Learned reuse workshop or session • exchange of experience with colleagues

14. Reuse Lessons New Lessons arise Manage Lessons Collect Lessons Lessons Learned Process • New Lessons arise because • you are working on an issue that is partly new for you • you work out better solutions for certain situations that were annoying during your previous project • New Lessons can be identified Everywhere by Everyone Everyday • Lessons arise in every function • Lessons arise in every responsibility • Lessons can be identified by everyone

15. Reuse Lessons New Lessons arise Manage Lessons Collect Lessons Lessons Learned Process • Collectthe experiences – good or bad – and document them in a way so that you can recall them at any time. • Lessons can be discovered by asking these three questions: • What went right? • What went wrong? • What could have been better? • How to collect Lessons? • perform a "Collect Lessons Learned" session or workshop in your project • continuous Lesson collection, e.g. once per month during team meeting • exchange of experience with colleagues

16. Reuse Lessons New Lessons arise Manage Lessons Collect Lessons Lessons Learned Process • When to collect Lessons? • when the resources or customers are unhappy • when team members identify areas for improvement • when team members change = loss of important experiences • when a project/process or important milestones/phases is finished • when project duration > 1 year • when former red projects Example Development Increment Loops x.V2.5 x.V1 x.V2 x.V3 x.V4 G60 G50 / G55 SystemPlanning &Architecture SW + HWPlanning &Architecture SW + HWDesign SW + HWIntegration& Test SystemIntegration System Test & Design Validation Perform Lessons Learned Don't leave the collecting of the lessons until the end of the project when memories have faded.

17. Reuse Lessons New Lessons arise Manage Lessons Collect Lessons Lessons Learned Process • Manage Lessons =It contains Lessons documentation and evaluation. • Documentation • in a common language, in a common way • with essential content • keep it easy for reuse • write as detailed as necessary • write understandable • explain your technical terms • explain your abbreviation • keep your sentences short Please use an easy level of language and explain technical terms. That is the only way to assure a wide understanding.

18. Reuse Lessons New Lessons arise Manage Lessons Collect Lessons Lessons Learned Process • Evaluation • When the documentation is finished, hand it over to a Lessons Learned expert who is an experienced colleague from your organizational unit. • By following this kind of "second pair of eyes principle" we assure high quality content of lessons and a structured and homogenous way of evaluation. Send to LL expert Document your lesson Role: Experience owner = everybody Reuse lessons = everybody LL expert evaluates lesson Role: Lessons Learned expert = employee with lots of experience

19. Reuse Lessons New Lessons arise Manage Lessons Collect Lessons Lessons Learned Process • Essential content of my Lesson • Title • Result + Topic + Approach • Description • What was the initial situation? • In which context did the root cause happen? • Where does the Lesson apply? • Solution • What are the proven corrective actions? • Which result was achieved? Which conditions/restrictions do apply? • Keywords • Which keywords refer to the Lesson?

20. Lessons Learned Process Design formula to create a useful title: Title = Result+ Topic+ Approach E.g.:Increaseproduct quality of XYZ by outsourcing to ABC Speed upsample phase of XYZby using ABC Lowerrisk of ... by... No-go:Quality improvement Sample problems Risk reduction

21. Benefits of Lessons Learned Take your personal benefit from Lessons Learned: • systematic and structured knowledge and transfer of experience • between projects • across Business Units/Divisions/Locations borders • reduced learning cycles • for new team members • for new employees • for new tasks • continuous improvements • of personal skills, experiences, competencies • of products • of processes

22. Lessons Learned Coach (Division / Location Level) • Target group: • Project Quality Manager, Quality Engineers, Project Manager Coaches, internal trainers and others • Mission: • Enables and drives the rollout and application of the Lessons Learned Process, methods and tool within his organizational unit. • Areas of responsibility / tasks: • drives incorporation of LL Process in Division/Location Processes and Procedures • drives implementation of Lessons Learned Tool within his Division/Location • identifies and migrates divisional/locational LL tools • identifies necessary Classification areas for Division/Location Business • identifies and has Lessons Learned Experts nominated and trained • identifies possibilities how to re-integrate Lessons Learned into business • cares for the awareness of benefits related to active knowledge exchange • organizes, conducts divisional trainings/info meetings and communication activities • supports Lessons Learned Experts • reports to division/BU/location management about LL activities

23. Lessons Learned Expert • Target group: • Specialists with at least 3 years experience within area of responsibility • Mission: • Based on the core expertise in certain knowledge areas, the Lessons Learned Expert evaluates upcoming proposals. Those proposals are classified by their author in a way that they are strongly related to the respective field of core competence of the addressed Expert. • Areas of responsibility / tasks: • attends a Lessons Learned Expert training • manages Lessons Learned proposals (evaluate, publish, reject, update, etc.) by using the Lessons Learned Tool • cares for the awareness of benefits related to active knowledge exchange (e.g. deliver Lesson-IDs of valuable Lessons to relevant colleagues) • reports improvement suggestions about the Lessons Learned Process and Tool to Lessons Learned Division/Location Coach • active knowledge exchange with other Lessons Learned Experts to share experiences and to improve Lessons Learned

24. Lessons Learned Workshop Facilitator • Target group: • PACT Moderators, Project Quality Manager (PQM) / Quality Engineers, internal trainers • Mission: • Prepares and moderates Lessons Learned Collect and Reuse Workshops • Tasks of the Workshop Moderator • clarifies workshop details with workshop initiator • informs workshop initiator about necessary workshop preparation and equipment • prepares workshop items like flipcharts/ moderation papers for workshop facilitation • moderates Lessons Learned workshops • gives follow up support to the Workshop initiator for documentation of results

25. ? Ask yourself

26. Lessons Learned • Continuous and systematic learnings from the past. • Lessons Learned - a common process for projects. • The target is to avoid the repetition of failures and to shorten learning cycles time by reusing and collecting proven solutions. The so-called 'Lessons Learned'. • We are determined to meet customer and audit requirements as well as our own need for failure prevention - therefore: Apply Lessons Learned in your daily work! Be aware of them. Catch them. Document them. Reuse them.

27. A lesson is learned ... ... when it results in a change of behaviour. ... when the change of behaviour produces predictable results. Conclusion

28. "Archiving projects is a trend that has been in existence for long, and which is fast gaining in popularity."

29. What to archive • Typically, the following project data is archived: • Project Plan • Correspondence • Meeting Notes • Reports • Contract Files • Technical documents • Files, program, tools, etc. that had been placed under configuration management • Other information • For archives to be quite useful and productive, they must be well documented. • The project archive should include a description of the files being submitted, the application (including version) used to create the archived materials, and a point of contact if further information is needed.

30. Additional to be observed • Area of responsibility • the original documents / objects that need to be stored are archived by the originator- and/or responsible-department according to the valid legal, customer-specific and company-internal interests and provisions. • in case no responsible is named, the Head of Department is to be assumed as the responsible for this activity • Requirements for documents archiving • the documents to be archived are sorted by contents (scientifically and practical value) and retention periods • for a file containing documents created during one or more years the archiving period starts after one year from the creation of the last document. • Retention periods • Each department establish the retention period for every request made to the archive on basis of the specifications for each object/or document handled to the archive. • Object storage - the archiving process begins: • in the moment of ending the project or subproject decided by every PM; • for non-technical objects or for objects that are not related to the product, with the end of the next calendar year in which they have been received, sent, created or used and/or in which the last registration has been made.

31. Where to store • Resolve the archiving and restore in the best way possible providing a cheaper long term storage space for closed projects. • Access to the archived data must be possible for a specified period of time, starting with the day when the data has been copied. So, for every archive it must be specified the archiving date and the retention time. • Two copies must be created. • Stored in a special area with restricted access and providing superior protection (fire proof, water proof and if possible electromagnetically shielded). • As data media lifetime can be shorter than the preservation period, refresh of the data media objects is necessary. e.g. the maximum data media lifetime for a normal CD is 6 years. (This lifetime period is defined taking in consideration that the conditions the CD was managed before it arrived to us remain unknown).

32. Preservation Period Example

33. Project closure Thank you for the attention!