Lessons Learned


  • When discussing the project plan with management, give them a role. Do not let people just sit passively by and look at the plan. They will not buy into the results. Get them involved in trade-offs to speed up the plan and address issues.

  • How do you develop templates? Take the existing plans that you have and extract the high-level tasks. Group the projects into types or categories. These steps serve as the basis for creating your first set of templates.

  • How do you develop issues? Get hold of one project. Make a list of the current major issues. Do the same for other projects. You will find a recurring pattern of the same issues surfacing again and again—sometimes in different forms and sometimes in the same form.

  • What about the lessons learned? Gather these more slowly in project meetings. We’ll give tips for this in several chapters later.

  • Get started slowly. If you are a manager, don’t impose the method on people. They will resent it. Start using the method on one or more subprojects. Then build up to the project level.

  • Should you appoint a coordinator right away? No. It can wait until there is a sufficient body of templates and issues.

  • Should you impose standardization? You can try, but in international projects you cannot control what people are doing on a daily basis halfway around the world. Thus, a better approach is to show success by example. Then people will see that it is in their self-interest to adopt the methods.




International Project Management
International Project Management: Leadership in Complex Environments
ISBN: 0470578823
EAN: 2147483647
Year: 2003
Pages: 154

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