Episode 39 - Lessons Learned: How Projects Become Organisational Knowledge

In this episode of The Critical Path, we explore the role of lessons learned in project management and how they differ from individual feedback. While feedback helps people improve, lessons learned operate at a wider level — helping teams, projects and organisations understand what worked, what did not, and what should change in the future. The episode looks at why lessons-learned processes often fail, particularly when organisations wait until project closure, create environments where people are reluctant to speak openly, or simply document lessons without applying them. We also explore the value of structured after-action reviews and the importance of asking four simple questions: What did we expect? What actually happened? Why was there a difference? And what should we do differently next time? The central message is simple: a lesson is not truly learned until it changes future behaviour, decisions, processes or ways of working. Key references: 1. Annabi, C. A., Badman, J. P. M., & Said, A. M. (2025). A Scoping Review on Project-Based Organization’s Knowledge Transfer Using the Systemic Lessons Learned Knowledge (Syllk) Model as an Interpretative Structural Model. Electronic Journal of Knowledge Management. 2. Tannenbaum, S. I., & Cerasoli, C. P. (2013). Do Team and Individual Debriefs Enhance Performance? A Meta-Analysis. Human Factors, 55(1), 231–245. 3. Ajmal, M. M., & Koskinen, K. U. (2008). Knowledge Transfer in Project-Based Organizations: An Organizational Culture Perspective. Project Management Journal, 39(1), 7–15. 4. NASA — Lessons Learned Information System (LLIS). 5. NASA APPEL Knowledge Services — Lessons Learned. 6. NASA/JPL (2012). Closed-Loop Infusion of Lessons Learned into Center Procedures & Training. NASA Lesson Learned No. 6856. 7. U.S. Government Accountability Office (2010). Defense Acquisitions: Strong Leadership Is Key to Planning and Executing Stable Weapon Programs — GAO-10-522.