There’s one Project technique that has the capacity to transform your skillset and raise your Project Management to the next level: the Lessons Learned review.
So, in this article, we will take a look at everything you need to know about how to make your next lessons learned meeting a great success.
This will be a big guide, so let’s buckle up and dive in…
What is a Lessons Learned (LL) Meeting?
First and foremost, a lessons learned meeting is a safe place to share thinking and insights about a shared experience. And that will feature strongly as my first, primary, and principle reason for holding an LL review.
How to Get Your Lessons Learned Meeting Right
It is a meeting where you look back on the last stage of your project – or, indeed, your whole project. In your review, you’ll draw lessons for the next stage or the next project. So, you’ll need to cover:
this should come top of your list. If you focus too much on the negatives, you run the risk of damaging morale. That isn’t to say you should brush those under the carpet. Absolutely not.
- Failings and unintended consequences
You must also look at what didn’t work. But do so with a spirit of curiosity to better understand them. It is not a place for recriminations or blame. Things will go wrong. And, if anyone was at fault, I hope you will have dealt with it at the time.
- Trace Cause and Effect
this is the principle way you will understand how actions lead to consequences, and so draw lessons from the events above. Please be aware that projects can be complex. So the metaphor of a chain of causes and effects is a poor one. Far better is the metaphor of a web of many cayuses and many effects. Don’t stop your analysis too soon, in the hope of finding simple answers.
Ultimately, as we’ll see in the next section, a lessons learned meeting should be a catalyst for change. So, what changes do you recommend, having done your analysis?
Why have Lessons Learned Meetings?
My number one reason for holding lessons learned meetings has very little to do with the project or the organization. It has everything to do with you and your project team. By taking time to reflect together on your experiences and how your choices led to outcomes, you create learning, development, growth… And, ultimately, wisdom. This is the way professionals develop and so, for me, your LL Meeting is your most effective Continuing Professional Development (CPD) practice.
However, we can also sum up the purpose of a lessons learned meeting as being to drive change. We want to drive change, in:
- your project practices, and those of your immediate colleagues
- the practices of other Project Managers in your organization
- the organization itself – it’s processes, attitudes, and governance, for example
And, of course, you want to catalyze personal change in individuals; their:
When should You Hold a Lessons Learned Meeting?
There are two times you should hold a Lessons Learned meeting; and maybe a third.
At the end of a project to crystallize the impact of all your collective experiences
During your project, at regular team meetings, or at key points like stage boundaries. The more often you draw lessons and implement changes, the better your project will perform. So, your target should be to approach continuous improvement, or Kaizen.
There is often a case to be made for gathering your team at the start of your project, to review lessons learned that can feed into this project. Two primary sources will help you:
- The experiences team members have had on previous projects
- Lessons learned recorded within your organization; particularly those which refer to projects with similarities to yours
Preparation for Your Lessons Learned Meeting
As you’d expect, I always recommend project managers to prepare for important meetings, and here is a stark example. The four areas to focus your preparation are:
- Input data nad information, that will inform your discussions and provide evidence to support or challenge perceptions
- An agenda that ensures you spend your time together well
- Logistics, so you can be sure to create the best starting conditions for your meeting
- Attendance, because having the right people there will give a better result than otherwise
Before your meeting, gather as much data as you can. This may include:
- Stakeholder comments
- Schedule performance
- Budget performance
- Resource utilization
- Risk Register
- Change Log
- Feedback and survey results
Please though, do review it before the meeting. It is wise to have all this data available, but wiser still to plan only to present a carefully chosen selection.
For End-of-project LL Meetings
Do also consider doing a survey of team members for their individual LLs in advance of the meeting. This will allow you to get a fair amount of analysis done and therefore save more of your valuable meeting time for discussion. Here are some simple tools you can use:
You want to keep you lessons learned meeting structured and focused. We’ll look at how to structure it two major sections down.
Now for place and time…
Find suitable venue
You want somewhere comfortable, with plenty of whiteboards/flipcharts. And do bring plenty of stationery supplies:
Consider holding the meeting off-site. Remote conferencing is not ideal – hold it live if you can, but if not, find the best video conferencing tools you can, and, crucially:
Always test and practice using the conferencing tools, before your meeting
Also think about hospitality. It helps to helps relax people and so encourages them to contribute more freely. This also means you’ll need to allow plenty of time, which brings us neatly to…
Set the time
During your project, lessons learned meetings typically fall either at key points in your project, on on regular project team meetings. But, for post-project reviews, schedule them as soon as possible, while memories are fresh.
Invite your team. Ideally, you will invite anyone who has had a substantial involvement in the project. But, numbers may make this impractical.
Having said this, do you remember my number one reason for holding a lessons learned meeting? I will always want to find some way, if I can, to involve everyone. So:
- My less-favored approach is to invite a cross section of my wider team, with every area represented
- My favored approach is for work-stream leads to run their own work-stream lessons learned meetings, and then send representatives to the ‘whole project’ LL meeeting
There are two key roles to determine:
- Facilitator (who maybe not a part of the project)
- Rapporteur (to record discussions)
Your Primary Lessons Learned Success Criteria
In the next section, we will review the structure for a successful lessons learned meeting. Before we do that, here are my four primary success factors.
- Plan and prepare
I think we’ve covered that
Keep your meeting on agenda, and guiloutine circular and off-topic discussions
Together, we’re smarter than any one of us. So, make sure you involve everyone – especially the quieter, less assertive members of your team. This will necessarily mean quieting down the contributions of your ‘big talkers’.
This is about helping people to grow professionally and develop greater self-confidence and knowledge. So do not allow the meeting to talk of blame and fault. Stick to actions and choices, not personalities. And absolutely stamp out any ad hominem attacks.
How to Structure Your Lessons Learned Meeting
Now it’s time to look at the structure for your meeting. I’ll keep to a simple four stages:
- Discussion and exploration
- Drawing Conclusions
Opening Your Meeting
It makes sense to set the scene with some basic ground rules. But my preference is to avoid that term or say anything that gives the impression that we’re ‘at school’.
Here are some of the things I’d want to cover in an opening round:
- First of all, if people don’t all know one another, do a round of introductions. Some like to make this fun with a ‘fun fact’: others prefer to keep it simple with just a name and role.
- State the purpose. This will be around learning and improvement, so encourage openness to sharing. Also use this slot to address the need to avoid any criticism of people.
- State the outcomes you want from the meeting. We’ll look at some of those below.
- Advocate to keep the meeting positive, and highlight a growth mindset whereby we look for ways to incrementally improve.
- Focus peoples attention on gathering lessons. This means paying attention to actions and behaviors, rather than people.
- Emphasize that everyone has something to contribute.
- I’d also want to recognise special circumstances and exceptional achievements, as a way of setting a positive frame for the meeting.
Discussion and Exploration
The first of the two main parts of the meeting are where you will identify and explore the themes for your lessons learned.
Here are some examples of how you can organize your discussion. You can do so, by…
- theme: people, process, technology
- project stage
- knowledge area or project discipline
This is where you will refine the lessons you identified in the last section, and prioritize them, so that those with a lesser impact do not distract from the big ticket lessons.
I like to use a consensus approach (such as voting) to proioritize.
Closing Your Meeting
Before the meeting ends, be sure to allocate responsibilities for follow-up actions.
When you have done that and people have accepted their responsibilities, thank everyone at the end
Getting the best from the people in your meeting will need some skilled facilitiation. We may consider a future article on facilitation tools. But for our purposes here, let’s just briefly survey a few of the most valuable tools, which project managers commonly use in this kind of meeting.
The first set of tools is helps in gathering ideas, opinions, and commentary.
- Use Round-robin approach to ensure everyone has a say
This means, simply, going around the room and asking each person in turn. It is a simple, effective way to ensure everyone makes their contribution. If someone has nothing to add, let them say so.
- For a big team, try a Brain-writing approach
In this approach,everyone puts their ideas onto a card – one idea per card. In a second round, people pick up random cards, read them, and add their commentary. This can go into multiple rounds and allows a very large group to operate in parallel to generate and assess a lot of ideas in a short time.
- Mad, Sad, Glad, Add
Put up blank posters labelled: Mad, Sad, Glad, and Add. Everyone creates sticky notes with their ideas for what:
- Makes them angry and they want to stop
- Upsets them and they want to stop
- Pleases them and they want to continue or do more
- They noted was missing and they want to continue
- A similar approach is Stop, Start, Continue
- Open and probing questions
Good questions are at the heart of effective facilitation. Use open questions to elicit ideas, and probing questions to refine them, understand them, and test them out.
Meeting Facilitation Questions
The two primary questions for gathering input are:
- What can we learn from what went well? (Or what went well, and what can we learn from that?
- What can we learn from the things that doid not go well? (Or what went badly, and what can we learn from that?)
When we later come to tools for summarising and prioritizing, the primary questions for eliciting summary conclusions are: So, what…
- would we do the same next time?
- would we do differently next time?
- does the wider organization need to know and do?
Example Facilitation Questions
We recommend you prepare a small number of carefully chosen questions. If you ask too many, the same things will come up over and over again. Chose the questions you think have the best chance to surface the most important points quickly and positively.
Open, starting Questions
To what extent were the project goals and objectives attained?
And then let’s explore the big outcomes from your project. What…
- was your schedule performance?
- was your budget performance?
- went well? Provide examples of successes that happened during or because of the project
- didn’t go well? Discuss unintended outcomes that happened during or because of the project
- might have been better handled if done differently?
- would you recommend to others who might be involved in future projects of a similar type?
- obstacles got in your way?
- was beyond your control?
- surprised you on the project that were not planned?
- did you anticipate happening that did not happen?
- mistakes did you successfully avoid making?
- could you automate or simplify that you do repetitively?
- skills did you need that were missing on this project?
Probing Follow-up Questions
- Now let’s probe into the different areas you can make things even better next time. So, how…
- effectively did you identify, bring-in, and deploy your project resources ?
- well did we define roles and responsibilities?
- well did you plan the project?
- effectively did you engage with stakeholders?
- did your project communications work?
- effective was governance?
- did the PM lead the team?
- well did our risk and issue management work?
- effectively did you work together as a team?
- effective was the way you integrated the project into the host environment?
- well did you handle the soft change aspects of our project?
- robust was your testing regime?
What can you do next time to improve your…
- scope management
- risk management
- stakeholder engagement
- project communications and reporting
- problem solving and issue management
- planning, scheduling, and schedule management
- budgeting and cost management
- benefits management
- pilot or prototype process
- quality design, control, and assurance
- testing and remediation
- resource deployment
- contractor management
- change control
- project integration
Coming to Conclusions
Here are my two favorite tools for the process of sorting and prioritizing your ideas.
- Affinity mapping
This involves placing all the ideas on a chart and then clustering or linking those that are similar or related. It’s a way of reducing a huge number of detailed lessons into a smaller number of big lesson themes.
- Consensus toools to prioritise your ideas
Always do this after you have grouped and reduced the ideas, or it will not produce good results. Useon of these techniques to prioritize:
- Sticker voting give everyone from 3 to 10 stickers and ask them to use them to indicate their top priorities. A variant is to allow more than one sticker on a person’s top priorities. In this case they’ll need 5-10 each. Or just give them one to five stickers and ask them to indicate their top picks. Small colored sticky dots work well.
- Forced ranking: as people to put their top three or top five ideas in order, and assign points (say 5 pts for #1, 2 pts for #2, and 1 pt for #3)
There are four outcomes your Lessons Learned meeting should be aiming for:
- Enhancing the professional experience, expertise, competence, and confidence of those attending
- Beneficial recommendations for future projects that you, your colleagues, or your organization will undertake
- Setting up the knowledge to avoid problems for these future projects
- Establishing good practices for your wider organization
The last step for any meeting is the follow-up. And it’s every bit as important as the meeting itself. So, you’ll need to:
- Document your lessons learned, with good practice recommendations and action points. Don’t forget to emphasise the positives
- Circulate your document to the team
- Follow-up on actions that you allocated at the end of the meeting
- Brief your sponsor and the governance tier of your project
- Also circulate it more widely (and add to our organization’s internal Project Management Body of Knowledge)
- Speak with and share what you’ve learned with other Project Managers. Not only does this help disseminate good ideas; but it also helps embed the learning in your mind.
- Look for opps to present your lessons learned in meetings within and outside your organization. In the latter case, if you are outside your rganization, do be careful to anonymize information and ensiure that noting you say breaches confidentiality or data protection guidelines and good practices.
A Simple Lessons Learned Maturity Model
Our purpose in this article has been to give you a guide about how to conduct a good lessons learned meeting. So a full discussion of the different ways they can feature in an organization’s process is well-outside of our scope. But I would like to end with a short overview of the different levels of maturity that organizations show, in the way they approach Lessons Learned. It’s a simple five level model, and I hope it may point your way to ‘were next?’ for you and your organization.
Organizations here don’t do lessons learned meetings, and they don’t learn lessons. As a result, they constantly repeat the mistakes of past.
Organizations hold ad hoc lessons learned meetings, often figuring out the process afresh each time. The resulting lessons learned partially affect future actions.
Organizations have defined process for holding lessons learned. They execute them regularly, and Lessons Learned are stored and disseminated throughout the organization. There is accountability to ensure that people act on their recommendations.
Here, we see systemic use of lessons learned for continuous organizational improvement.
Lessons Learned feed into organizational governance and reporting. The organization develops robust dashboards and metrics to draw on and track the impact of their learning.
What is your experience of Lessons Learned Meetings?
I’d love to hear your experiences and opinions. If you share them in the comments section below, I will be sure to respond to them.