Learning From Experience

In the beginning was THE PLAN. And then came The Assumptions.
And The Plan was without substance. And The Assumptions were without form. And darkness was upon the face of the Workers. And they spoke among themselves, saying, 'It is a crock of s--t, it stinks.' And the workers went unto their Supervisors, and said, 'It is a pail of dung, and none may abide the odour thereof.' And the Supervisors went unto their Managers, saying 'It is a container of excrement, and it is very strong, such that none may abide it.' And the Managers went unto their Directors, saying, 'It is a vessel of fertiliser, and none may abide its strength.' And the Directors spoke among themselves saying one to another, 'It contains that which aids plant growth, and it is very strong.' And the Directors went to the Vice-Presidents, saying unto them, 'It promotes growth, and it is very powerful.' And the Vice-Presidents went to the President, saying unto him, 'This new plan will actively promote the growth and vigour of the company, with powerful effects.' And the President looked upon The Plan, and saw that it was good. And The Plan became policy. And that is how S--t happens.
Slip: Being first at the bar Float: Remaining Beer kitty Milestone: Paul buys a round
Results are promising : Turned power on and no smoke detected -- this time... Elements will be phased in Good, gradually as butperhaps a the software little more matures: detail here ? It's late!
r om F ng i arn ject Le Pro
e e ri S
Simon Harris, PMP, CGEIT, IPMA-D, P2RP
Logical Model Ltd 2011
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Essentially complete: It's half done. We predict... : We hope to God! Serious but not insurmountable problems. : It'll take a miracle... Basic agreement has been reached. : The @##$%%'s won't even talk to us.
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Licensed for individual use without fee. A commercial license (License@logicalmodel.net) removes this note: Please report unlicensed commercial use & share in fees levied
Learning From Experience

Simon Harris, PMP, CGEIT, P2-RP, IPMA-D, MoR-RP
Those who think education expensive have not yet realised what they pay daily for ignorance
Logical Model Ltd 0845 2 57 57 07
Logical Model Lt (c) Logical Model Ltd 2004, 2005, 2007, 2008 Simon@LogicalModel.Net
Mistakes Always Cost Us Know How To Extract The Value

Mistakes are the portals to discovery - James Joyce The wise learn from the mistakes of others
(there isnt enough time to make them all your self)
We dont learn from mistakes

Why not?
Logical Model Ltd (c) Logical Model Ltd 2004, 2005, 2007, 2008 Simon@LogicalModel.Net
Free Version
A complete, FREE training course in our project skills series! For FREE when used for personal, individual development!!
No catches everything needed is within this file
If you want to use this intellectual property as a commercial offering thats fine too as long as you cut me in I dont want much
Pre-arranged commercial use removes this notice, gives you animated slides that build procedures step-by-step, also step-by-step exercise files, instructor notes, suggested time-line for delivery and support
For non pre-arranged commercial use (IE where you charge a fee) I hereby offer you a contract to use this materials, without prior notice in a commercial context at 1,000 per day or per copy which ever is the greater (thats an offer and notice of consideration, use will constitute acceptance and forms contract) as soon as I become aware of use I will start proceedings to collect fees due If in doubt Ask
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Route Map
Context
Start point
End point Best Practices
Gap
Quick Wins
Future Wins
What is LfE?
LfE
Implementation issues
Why Do LfEs? When to LfE
Process Review Outcome Review
Is LfE ok here?
Learning
LfE techniques
Mistakes are the portals to discovery - James Joyce
Path To A Project Blame-Storm & Beyond

Initiation: Uncritical acceptance Planning: Wild enthusiasm Approval: Desperation Elaboration: Panic & total confusion Implementation: Search for the guilty Lessons Learned: Punishment of the innocent
Context
Followed by.
Post-Implementation Review: Praise and honour for nonparticipants
Route Map To The Objectives

Who Are Logical Model Ltd (LML)?

A niche consultancy that delivers training, mentoring and consulting services around control and governance of project based benefits realisation
LMLs purpose is to improve the project management state of the art through popularisation of what is commonsense (which I suggest is obvious after it is observed not necessarily is widely-known)
Consultancy & training in

Basic structured project management Tools and techniques for advanced project & programme management Leading complex projects Recovery of struggling projects Creating & running PMOs Project risk and quality management Using Earned Value Analysis Board briefings on project control & governance
Continued
Dimension Four Benefits Realisation Method training and consultancy PRINCE2 use in the real-world & PRINCE2 Exam preparation (but only if you
insist on exams. I believe they create the wrong focus & actually destroy PM value to a business)
Implementing IT Governance using the CobiT Framework Implementing Benefits Realisation & Lessons Learned processes
10 Learning from Experience aka Lessons Learned

Blame storms are common & wrong

A lessons learned review meeting with the wrong idea about what LL is actually all about
So just what is lessons learned / Learning from Experience?

Process for cycling implicit (tacit) to explicit knowledge
Codifying, testing and refinement of how we did it last time
What is LL?
LL is the conscious transfer of good practices between people in the organisation

Using the transfer process to meet the goal of improved performance
10
Learn from the mistakes of others You wont have time to make them all yourself
Tacit & Explicit knowledge

11
Tacit (Implicit ) Riding a bicycle Securing a corporate decision Accountancy and C++ !
Explicit Accountancy or C++ Project management (defined processes) Anything proceduralised

Methodologies
Securing a corporate decision
Lacks vocabulary & models

Cannot be passed on
Codified for transmission

Has jargon or formal language Cannot be used from the book
11
Free Materials: My Assumption

12
A typical reader of these materials should have or be about to gain real-world experience of projects (Not necessarily as project manager) For advanced classes it is useful if readers are qualified at PMP, IPMA-D or -C or if a PRINCE2 practitioner if helps if have some actual project experience Basic level courses assume no back-ground
Basic courses tell you how to use, why to use etc If you are unsure of how (and why) to use the tools noted below then the set of free courses, of which this is a part, that cover all those skills are available at www.logicalmodel.net. You need them before tackling the advanced ones Advanced courses assume that you know why and how to use techniques such as work-shops and tools such as white-boards and Product Breakdown Structure (PBS) and WBS outside a classroom, that you know what the critical path is, how to use float as a type of resource & appreciate the need for levelling If you would like a quick overview of just the why to use these tools in reality then my white papers on the use of PBS/ WBS, Doing risk, Post-It planning and more can be found by search Simon Harris on the web-sites of the American Society for The Advancement of Project Management and PM Today
12
PRINCE2 is a trademark of the OGC in the UK and other countries and they demand their recognition with this note on everything bureaucracy!
Not Falling Of A Bicycle

13
How do you NOT fall off?
How does the formula help?
r~v2/a
13
Knowing: Tacit and Explicit

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Tacit knowledge is personal, experience-based

Context-specific knowledge Difficult to communicate (for example, riding a bicycle) Knowledge is trapped knowing more than I can say
End point
Not falling off a bicycle

r~v2/a To compensate for a given angle of imbalance (a), we must take a curve, radius (r), on the side of the imbalance, proportional to the square of the velocity (v) over the imbalance
Explicit knowledge is knowledge that has been codified

Can be transmitted, must be internalised to be used The formula is ineffectual unless known tacitly
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Michael Polanyi Prof. of Physical Chemistry. Manchester University 1933-48 Personal Knowledge,1998 Routledge, ISBN 0-41-515149X & 0-203-44215-6
Knowledge Cycle
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Pr ac Be tic st es
To Tacit
Fluency: learning on the job Fluency: learning on the job through socialising e.g. Sit with through socialising e.g. Sit with Mary" & practicing Mary" & practicing
Explicit
Externalisation: essential & most Externalisation: essential & most difficult e.g. creating a procedure, difficult e.g. creating a procedure, defining a job role, giving a defining a job role, giving a presentation presentation
From Explicit
Tacit
Internalisation: trying, building Internalisation: trying, building new observations new observations e.g. by discussing e.g. by discussing
Combining: adding to what IIknow Combining: adding to what know to fill a need e.g. by training to fill a need e.g. by training
15 The value of education is not learning of many facts but the training of the mind to think something that cannot be learned from textbooks - Einstein.
PIR = LfE + BBR

16
Commonly 2 related but different focuses Learning from experience

How was the project run and delivered ? Process focus (verification step) Reviews the discharging of the teams responsibilities
Process Review
Business benefits review

Audits actual value achieved from project deliverables Compares to claims made in project justification Outcome or business case (validation step) Reviews the sponsors responsibilities
Product Review
LfE / LL is VAT on each project for the future benefit of the organisation as a whole
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Key message
17
LfE is a goal
To improve efficiency & effectiveness of projects Anticipate problems (identify then improve threats & opportunities) Improve timeliness and quality of communications
Enhance the effectiveness of decision making
LfE is a process
Knowing the process mechanics will help us to use it
Learning from experience is an embedded component of well managed projects

Easy & valuable when embedded Harder to achieve, and generally poor results when (just) a bolt-on
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WIIFM (Why should *I* bother?)

18
Provides opportunity to do our jobs better

Reduces our stress level CV building Enhanced personal ability = promotion & pay-rises Job mobility within the organisation
Why Do LL?
Gives us pride in a good job well done Makes us worth more to each other and the company
The boss thinks its something else I should be doing because, obviously, its good practice, (whatever that is) and Ive not yet managed to get the day job beyond 18 hrs a day 5.5 days per week, but. by adding LL reviews maybe I can 18
19 Communications in the Matrix (Whats in it for them- corporately)

hy W L? L Builders o D Project Technical Specialisms Management
hy W L? Operators o L D Maintainers Users
Project One activities

D o Wh LL y ? D o Wh LL y ?
Product use
Project Two activities
Product use
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A mistake not learned from is a criminal waste: The price has been paid yet the reward is un-collected
Why WIIFT ?
20
Most of us want stability, a sense of belonging, appreciation from our community and so .
LL gives us personal appreciation (reward) .
LL enhances our commitment and corporate capability

Building consistency or norms into the management of projects Builds Human, Customer and Corporate Capital
Provide clarity at all levels of how processes interact

Where credit is due Where delay, quality and cost problems can be addressed Beware: this will shine a spotlight where it may be unwelcome
20
Left unchecked your mistakes grow: As engineer they are smaller than when you are CEO
Capital Is Not Just Money & Plant

21
Vocabulary & models to make ideas visible for discussion Corporate capital
(Organisational or Infrastructure)
Human capital Co-operative creativity through staff knowledge and experience Captured knowledge of the organisation Customer capital Defines how the organisation functions Attachment (loyalty), A working LL process changes the Market share: Organisational capital Depth (penetration) & Roles & responsibilities, agendas, forms & other paraphernalia Width (coverage)
The supporting infrastructure within the organisation IT systems, marketing plans, procedures and routines
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Intellectual Capital
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Corporate capital + Human capital = increasing Customer capital

Create value where all three combine
Capital value from programme and project management
Organisations maturity in management and governance of programmes/projects

Skills of the individual programme and project managers Skills of the teams to carry out their own role Interface to other teams in the organisation and elsewhere Generates value (Delivery against business case)
Builders Project Mangmnt Techncl Specalsts
Operators Mantnrs Users
Project One activities
Product use
Project Two activities
Product use
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LL Timing
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Initiation: Assessment & acceptance of risks involved Planning: Motivation, belief & enthusiasm Approval: Realism to approve real-world plans Elaboration: Adjustment in the light of progress Implementation: Appreciation of difficulties Lessons Learned: Consolidation of successes
When to LfE
Post-Implementation Review:
Followed Praise and honour for all by.
23
Exercise: List - When (Sh/C)ould You ?

24
Effective LL is not bolted-on to projects

It is integral process : Learning as we Experience
So when do you do it ?
Are there right or best times ? The wrong or worst times?
List triggers and timings for when to run or avoid sessions

Do different timings suggest different forms of gather & analyse and synthesis?
24
Learn from yesterday, live for today, hope for tomorrow. The important thing is not to stop questioning - Einstein
Exercise: List - When (Sh/C)ould You ?

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Ad-hoc, event driven

When youve something important to share, Eg a discovery is made When starting something important (phase and project starts) When a product is finished (phase ends and project ends)
Frequently, regularly, routinely

Monthly or quarterly PM community meetings What about:- at weekly team or monthly steering meetings?
25
Learn from yesterday, live for today, hope for tomorrow. The important thing is not to stop questioning - Einstein
When LL Techniques Are Applied

26
Apply Lessons Learned Activity Focus
Create new experiences Executing
Apply Lessons Learned
Planning Closing Initiating Monitoring & Controlling
Level of Activity Across Project Phases Analyse the experiences
Time
26
Your Context ?
27
What do you use ?

Defined PM process
Start point
Have you heard of the PIR process ?

Have you used the PIR forms, questionnaires and report ? Have you a local procedure ? Share your PIR S.O.F.T.s
LL Is LL ok here?
What use is made of results?

Share your LL S.O.F.T.s
27
Some best practices

28
Eastern & Western approaches Procedural approaches

PRINCE2 PMBOK
Best Practices
Knowledge cycle & learning styles
28
Eastern & Western Philosophy

29
Rugby ball versus rely baton

Japanese v Western product development Accentuates interplay
Western philosophy separates subject who knows from the object that is known
Prefers formal, explicit knowledge interchange & combination
Less focus on opportunities from sharing tacit knowledge
Zen-Buddhist belief in the oneness of mind and body that underlies Japanese thought and beliefs
Socialising so that dialogue and ideas can flow
29
Organisations
30
West: Machines for information processing

Knowledge is explicit
Reports, formal presentations, budgets, standard policies, written procedures
Easily communicated, shared & checked: automation friendly
East: Organisations as living organisms

Subjective insight & intuition: tacit knowledge is valued Consensual management style: Knowledge exchange Sharing knowledge of what the company stands for, where its going and how it might get there is more important than the constant processing of objective information
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Ikujiro Nonaka & Hirotaka Takeuchi, The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation, OUP, 1995, ISBN 0-19-5092694
31 PRINCE2 LL Log
Best Practices
Directing a project Lessons Learned Log
Starting up a project
Initiating a project
Controlling a Stage
Managing Stage Boundaries
Closing a Project
Managing Product Delivery Lessons Learned Report Lessons Learned Log Planning
Lessons Learned Report
Time
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PRINCE Product Descriptions

32
LL Log
Captures lessons while fresh in peoples minds Performance achieve & why across management & specialist performance What went well, went badly, was missing, or ineffective or abnormal Metrics on product creation Observation & experience, Quality & risk logs, Completed work, highlight & checkpoint reports, plans & actuals All controls considered, All tolerance deviations & corrections recorded Project Assurance & Supports views included Quality review & testing stats captured
LL Report
Provide management & QA with data to improve QMS & estimating As LL-Log Analysis of Quality & Test results versus errors subsequently found
Composition
Composition
Derivation

Derivation
Lessons Learned -Log, Quality Log End Stage Reports All stats and management controls examined Detailed effort for each product analysed Estimating methods covered
Quality Criteria

Quality Criteria

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PMBOK
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The learning gained from the process of performing the project. The learning gained from the process of performing the project. Lessons learned may be identified at any point. Lessons learned may be identified at any point. The causes of variance, the reasoning behind the corrective actions chosen, and The causes of variance, the reasoning behind the corrective actions chosen, and other types of lessons learned should be documented so that they become part other types of lessons learned should be documented so that they become part of the historical database of both this project and other projects of the of the historical database of both this project and other projects of the organisation. organisation. The database is also the basis for knowledge management The database is also the basis for knowledge management
LL are compiled & archived in 10.4 Administrative Closure
4.3 Integrated change control, 5.5 Scope change control, 6.5 Schedule control, 7.4 Cost control, 11.1 Risk management planning, 11.2 Risk Identification, 11.6 Risk monitoring and control
8.2 Quality audits

Structured review with the objective to identify lessons learned...
33
A Guide to the Project Management Body of Knowledge; Project Management Institute 2000 ISBN 1-88000410-23-
The Learning Model

34
Learning Hands on experience
Active Testing
Learning Cycle
Reflection
Abstract Concept-Making
34
Learning
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Creating new knowledge through lessons learnt Requires time and opportunity
Observing what happened Watch tacit knowledge in action Reflecting on it Translate to explicit Drawing conclusions Merge / transform current explicit Producing learnable lessons Convey explicit Consolidate to future practice Translate to implicit
Different learning styles suit different personalities

Make contributions in different parts of the learning cycle
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The only thing that interferes with my learning is my education Einstein
Project management, sales, marketing HR specialists, counsellors, in the arts 36 Intuition & action-oriented Good imaginative ability Doing things carrying out plans, taking risks View experience from many different angles Adapt to circumstances to get things done Observing and reflecting creatively Technical or practical background Imaginative and emotional, they like people Licensed for individual use without fee. A commercial license (License@logicalmodel.net) removes this note: Please report unlicensed commercial use & share in fees levied Comfortable with people Learn by gathering information from many sources and May show impatience using their imagination to solve problems Lean by experiment, doing, & talking with peers Drop theory or plan when it no longer fits Action the facts Action
Learning Types
Accommodators
Hands on experience
Diverges
Design & Design & Experiment Experiment

Convergers
Active Testing
Learning Styles
Abstract ConceptMaking
Reflection
Observation Observation
Kolbs Learning Types
Assimilators
Analysis Analysis
Applied scientists, engineers and lawyers Practical application of ideas Abstract conceptualisation & active experimentation Relatively narrow interests. Learn from technical papers, reports 57 07 casestudies Ltd Logical Model Ltd 0845 2 57 and Logical Model (e.g., case law) Researchers, mathematicians & planners Inductive reasoning, assimilate many different observations into a rational explanation Prefer abstract concepts to people Validity of the theory may be more important than application (c) Logical Model Ltd 2004, 2005, 2007, 2008 Simon@LogicalModel.Net Learn from lectures, theoretical texts and thinking problems through alone
36
Tools for LfE

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Lessons Learned Review: Classic approach

Experience captured and gathers dust on a shelf Especially when the target is a group of accommodators ! In-Project Review ( Similar but more likely to be useful )
LfE techniques
Learning Histories
Compile the history from all perspective Narrate the timeline to the participant Invite contributions to elaborate, challenge, explain, complain
Camp-fire stories
A wise old grey-head relates an allegorical tale for discussion Alternatively listens to the teams tale and facilitates exploration Needs a comfortable, often social, context
37
Experientia docet (Experience teaches) Tacitus A.D. 56-117
Tools for LfE

38
Parallels and differences
Examine experiences that worked / failed for parallels and differences between context, conditions, consequences Use a cross functional group to discuss topics that are completely alien to some group members
Explores parallels & differences in approach, perception, problem-view & solutions
LfE techniques
Tourist trips
Similar to the above Visit a work area that is unfamiliar: diverse environments have similar problems and vice-versa
38
Tools for LfE

39
Worker watching the worker

Watch or film someone working Narrate the thought processes underlying their decisions and actions Discuss the narration with them & the team to fully understand it
LfE techniques
Networking
Classic know a man who can approach to seeking assistance
Peer Assist
Unfettered access (eg via intranets) to a pool of experts Hierarchy of experts to help experts to grow the expertise pool
Experience Library
Records of explicit knowledge gathered from lessons learned
39
Lessons Learned: RCA

40
What are some of the root-causes for the fact that we just do not do learn (apply) lessons ?
Best most organisations manage is to capture them for a new round of dust gathering
Gap
A Root cause analysis

Key users (accommodators) are not tuned to learning from papers Generally no reward for trying something new Generally no consequence for not improving the status quo Generally a negative consequence for attempting and failing
40
Education is what remains after one has forgotten what one has learned in school - Einstein
The LfE Business Case

41
LfE benefits: Mitigate decision risk

Broader repertoire of response to context / environment
Organisation and the individuals Efficiency with the familiar Low risk with the unfamiliar Transformation of the unfamiliar to the familiar
Day-to-day make the right and avoid the wrong decisions
Costs
Shift of focus: tacit understanding of benefits from reflection & sharing Sponsorship, time, communications infrastructure Loss of personal leverage for the intuitive high performers
Rewarding those who try will encourage more

Success is not guaranteed but on average is more common than failure Dont reward inaction, Dont reward the guilty
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Quick wins - What Can We Do Now?

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Learn the done well things

Focus on celebrating & repeating the things done well
Record a LL log on a regular basis & review its contents routinely

Project risk logs Project plan elements such as Wbs & estimates Routine Project tracking data (E.g. Earned Value Analysis)
Quick Wins
Restrict negative LL to the top 1% of problems Capture output of Lessons Learned process into
Reward & recognition procedures Templates & Standards Maturity models
Mid-term Wins
42
MacGregor
43
Theory Y
People will commit to mutually beneficial goals To the extent that they see a WIIFM
Involvement with decisions Recognition for doing a good job Access to sufficient information to do the job well Active encouragement to be creative and use initiative Support from the staff functions Overall satisfaction with the company
Implementation issues
Requests for cooperation are undermined by

Broken promises Corporate fads Pseudo involvement
43
Implementation Issues
44
What do you foresee as obstacles to improving the learning from experience processes you use ? What actions are required to overcome each of them ?
Are any intractable?
Actions
Who needs to take it ? What do they need to do ? Will they feel that they want to ? WIIFT ? What do you need to do ? When ? How will you and how will we know when it is started & finished ?
44
Future Wins
45
Learning from Experience techniques workshop

Would you be interested to participate ?
Future Wins
Learning from experience sessions in your projects

Will you conduct them ? Can we share the outputs ?, participate in the process ? Would you like help with facilitation of sessions ?
Contacts
Simon Harris simon@logicalmodel.net
45
Feedback
46
Having experienced the event you are now well placed to help us learn from experience! Please give us feedback Please provide on the post-it notes.
Three words or phrases that express your reaction to the event A message to future attendees One thing that was really great (& if there was nothing then say so) One improvement: Rule is that you must make a suggestion that will improve some aspect of the event next time around
46
A man who reviews the old so as to find the new is qualified to teach others Confucius 551-479BC
47 Logical Model Ltd are specialists in project management knowledge transfer to your people
For further help & assistance

Assist@LogicalModel.Net +44 (0) 84 52 57 57 07

Basic structured project management Tools and techniques for advanced project & programme management Leading complex projects Recovery of struggling projects Creating & running PMOs Project Risk and Quality Management Using Earned Value Analysis Board briefings on project control & governance
Continued
Dimension Four Benefits Realisation Method training and consultancy PRINCE2 Exam preparation & PRINCE2 use in the real-world Implementing IT Governance using the CobiT Framework Implementing Benefits Realisation & Lessons Learned processes
47
Other Support Materials

48
The slides in this .pdf are static but almost every slide of the PowerPoint is animated
The PowerPoint is available for a very modest fee see website for details www.logicalmodel.net
Let me know if a narrated version would be of interest

Im currently undecided whether to invest the effort
48
Future help & assistance

49
For further help & assistance

Simon@logicalmodel.net +44 77 68 215 335

Basic structured project management Tools and techniques for advanced project & programme management Leading complex projects Recovery of struggling projects Creating & running PMOs PRINCE2 Exam preparation & PRINCE2 use in the real-world
Continued
Board briefings on project control & governance Implementing IT Governance using the CobiT Framework Implementing Benefits Realisation & Lessons Learned processes Project Risk and Quality Management Using Earned Value Analysis
49

Learning From Experience - Free

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Learning From Experience - Free

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In the beginning was THE PLAN. And then came The Assumptions.

r om F ng i arn ject Le Pro

Simon Harris, PMP, CGEIT, IPMA-D, P2RP

Logical Model Ltd 2011

nce kills S erie p Ex

Logical Model Ltd 0845 2 57 57 07

Mistakes Always Cost Us Know How To Extract The Value

We dont learn from mistakes

Logical Model Ltd 0845 2 57 57 07

Logical Model Ltd 0845 2 57 57 07

End point Best Practices

Why Do LfEs? When to LfE

Process Review Outcome Review

Logical Model Ltd 0845 2 57 57 07

Mistakes are the portals to discovery - James Joyce

Path To A Project Blame-Storm & Beyond

Logical Model Ltd 0845 2 57 57 07

Route Map To The Objectives

Logical Model Ltd 0845 2 57 57 07

Who Are Logical Model Ltd (LML)?

Consultancy & training in

Logical Model Ltd 0845 2 57 57 07

10 Learning from Experience aka Lessons Learned

Blame storms are common & wrong

So just what is lessons learned / Learning from Experience?

LL is the conscious transfer of good practices between people in the organisation

Logical Model Ltd 0845 2 57 57 07

Tacit & Explicit knowledge

Explicit Accountancy or C++ Project management (defined processes) Anything proceduralised

Securing a corporate decision

Lacks vocabulary & models

Codified for transmission

Logical Model Ltd 0845 2 57 57 07

Free Materials: My Assumption

Logical Model Ltd 0845 2 57 57 07

Not Falling Of A Bicycle

How do you NOT fall off?

How does the formula help?

Knowing: Tacit and Explicit

Tacit knowledge is personal, experience-based

Not falling off a bicycle

Explicit knowledge is knowledge that has been codified

Logical Model Ltd 0845 2 57 57 07

PIR = LfE + BBR

Commonly 2 related but different focuses Learning from experience

Business benefits review

Logical Model Ltd 0845 2 57 57 07