Caldas, C H; Gibson Jr, G E; Weerasooriya, R and Yohe, A M (2009) Identification of effective management practices and technologies for lessons learned programs in the construction industry. Journal of Construction Engineering and Management, 135(6), pp. 531-539. ISSN 0733-9364
Abstract
Organizations in the construction industry cannot afford to make repetitive mistakes on major projects. Conversely, there are great benefits to repeating positive experiences from past projects. This need for institutional memory is amplified by the reality that in the course of normal turnover and retirement, people with years of experience leave their organizations. An effective lessons learned program is a critical element in the management of institutional knowledge; it will facilitate the continuous improvement of processes and procedures and provide a direct advantage in an even more competitive industry. This paper describes a research study that aimed to identify effective management practices and technologies for lessons learned programs in the construction industry. Data from 70 organizations that participated in this study are presented. Research found that even though more lessons learned programs are being initiated, the potential for savings and improvement has not been fully met. The study has also identified seven crucial characteristics of a successful program and verified that most organizations are stronger in some categories and weaker in others. The key to an effective program is to address all seven areas and guidance is provided for those wishing to implement lessons learned programs.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | construction management; information management; knowledge-based systems |
| Index terms: | major project, savings, knowledge-based system, continuous improvement, construction industry, turnover, management practice, program, lessons learned |
| Subjects: | artificial intelligence, business management, strategic project management, economic analysis, management, performance measurement, software systems, professional development, industry analysis |
| Topics: | Digital Applications, Quality Management, Business Strategy, Research Practice, Project Management, Information Management |
| Descriptive scope: | 3 PCT |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here