Continuous improvement is a feature of 小三補習 most current quality systems. The idea being that humans learn from doing – learn from their mistakes and from their successes. Since the work under quality control is being performed by humans, the processes, procedures, and methods used to perform the work ought to benefit from the same learning process. Although humans do learn from doing that learning is usually proportional to the need for improvement. Learning to use oven mitts on pots and pans being moved on the stove was borne of the need to avoid the painful burns incurred when the cook tried to move a hot pot with her bare hands. When we’re rewarded for our mistakes we tend not to learn quickly. Let me give you an example of what I mean by rewarding mistakes. In a manufacturing environment production benchmarks may be set using a weak process or procedure and the worker is paid to meet those benchmarks. The processes and procedures tend not to be improved in that case because there is no pain involved in using the weak processes and procedures and no incentive to improve on them.
The lessons we learn from our work, including those learned from the work of a project have to be formally identified, acknowledged, analyzed, and improvements identified before we can improve our performance. This is especially true in the world of projects because the team moves on after project completion. The lessons may be painful and the compulsion to learn may be strong at the time but without a formal means of organizing the learning, the improvements that come about because of the ability of the team members to learn from their mistakes (or the mistakes of others) is lost. Lessons Learned sessions are designed to organize the learning that occurs naturally, capture the lesson, analyze it, and convert it into a plan for improvement. Lessons Learned go one step further than that. They recognize things that went well and organize them in the same fashion so that they become repeatable.
The first step in implementing Lessons Learned for the project is to schedule Lessons Learned sessions. Lessons Learned tend to be the most effective when they are conducted immediately after a painful failure. Obviously, attempting to schedule these sessions for the entire project team after each individual mistake would be impossible so there are 2 solutions available to the project manager: schedule team Lessons Learned at strategic points throughout the project, and instill a “Lessons Learned” culture in the project so that team members capture their lessons and share them with the rest of the team without your involvement.
There are a wide variety of strategic points available to you for implementing a Lessons Learned session. The approach, passing, or failing, of a Gate is an ideal time to hold a session. You can also hold sessions at intervals that coincide with the iterations of a project done using an iterative approach. You can hold sessions at your weekly project review meetings, if you can trim down the process so that it does not consume too much time. The benefits of Lessons Learned for projects can be divided into 2 categories: benefits that help the current project and benefits that will help future projects. Choose a Lessons Learned schedule that will provide both types of benefits and that will fit well with the project schedule. Don’t get carried away and schedule so many sessions that the team does not have enough time to deliver the project work.