FRINK Linked Data Fragments server

Matches in SemOpenAlex for { <https://semopenalex.org/work/W4234488085> ?p ?o ?g. }

• W4234488085 abstract "Abstract Though engineers and managers routinely express the desire to learn from previous project experience, we typically do not learn effectively from our project experiences. The failure to learn valid and valuable lessons from project experiences can be attributed to a number of cognitive and social factors, which will be discussed below. Fortunately, there is a great deal of literature in the fields of decision theory and cognitive science that is relevant to the subject. Unfortunately, much of this literature is unknown to most practicing engineers. This paper presents a structured method for identifying learning limits, an introduction to current thinking in areas of knowledge required to implement the method, a summary of the results of applying of the method, and suggestions for improving our ability to learn from project experiences. Introduction In the 1950's the French fought a war in Vietnam. After a protracted struggle the French gave up and withdrew. A decade later the US repeated the French experiment in the same country, producing the same results. Many parallels can be drawn between the French and American experiences in Vietnam: In each case an apparently vastly superior force (France, US) waged war on an apparently hopelessly inferior opponent. Both the French and the Americans vastly underestimated the determination of the enemy. In both conflicts, the North Vietnamese proved to be much more motivated to succeed than the outsiders. Success for the North Vietnamese required simply that they survive until the enemy gave up. Given the situation, the North Vietnamese had a much more effective strategy than the foreign armies. Both the French and US public became increasingly hostile to the war effort as time progressed. Similar assessments can be made with regard to the USSR engagement in Afghanistan and the current war in Iraq and, to a lesser extent, the Peloponnesian War between Athens and Sparta 2400 years ago. Though each of these wars is different in significant ways, it is also clear that some lessons could have been learned from each, but were not. The Guide to the Project Management Body of Knowledge (PMBOK) by the Project Management Institute (PMI), now in its third edition, has been adopted as an American National Standard (ANSI /PMI 99–001-2004). PMBOK suggests that organizations capture lessons learned as a discrete step at each stage of project execution. In the book's index, the term lessons learned appears 34 times. Clearly, the authors recognize that effective learning is an important part of project management. However, it is interesting to note that the term lessons learned is not discussed anywhere in the book beyond a short description in the glossary. The other 33 entries amount to only simple admonishments to do it. Compare this to cost estimating, a conceptually simple subject to which an entire chapter is devoted. Since PMBOK clearly identifies learning lessons as an important task, but spends no effort describing how to do it, we must assume that the authors believe that learning in a project setting is obvious and easy. We do not believe that learning is easy. It is our premise that learning valid lessons from projects is in fact quite difficult due to a number of social and cognitive factors. This paper attempts to comprehensively identify the most important limiting factors. It is only by addressing these root causes of our learning disability that we can expect to identify solutions. What is Learning? Learning is any increase in knowledge or skills which enables the learner to be more effective at planning and implementing actions which achieve the actor's objectives. Faced with a significant problem we expect an individual to do the following:Collect and evaluate data in order to develop an assessment of the current situation.Develop objectives and identify alternatives to change the current situation.Evaluate the alternatives to identify the best.Take action to implement the selected alternative." @default.
• W4234488085 created "2022-05-12" @default.
• W4234488085 creator A5001690076 @default.
• W4234488085 creator A5029206398 @default.
• W4234488085 date "2007-11-11" @default.
• W4234488085 modified "2023-09-28" @default.
• W4234488085 title "Why It's Difficult To Learn Lessons: Insights from Decision Theory and Cognitive Science" @default.
• W4234488085 doi "https://doi.org/10.2118/110211-ms" @default.
• W4234488085 hasPublicationYear "2007" @default.
• W4234488085 type Work @default.
• W4234488085 citedByCount "0" @default.
• W4234488085 crossrefType "proceedings-article" @default.
• W4234488085 hasAuthorship W4234488085A5001690076 @default.
• W4234488085 hasAuthorship W4234488085A5029206398 @default.
• W4234488085 hasConcept C103621254 @default.
• W4234488085 hasConcept C111472728 @default.
• W4234488085 hasConcept C127413603 @default.
• W4234488085 hasConcept C138885662 @default.
• W4234488085 hasConcept C144024400 @default.
• W4234488085 hasConcept C15744967 @default.
• W4234488085 hasConcept C161191863 @default.
• W4234488085 hasConcept C169760540 @default.
• W4234488085 hasConcept C169900460 @default.
• W4234488085 hasConcept C17744445 @default.
• W4234488085 hasConcept C199539241 @default.
• W4234488085 hasConcept C21547014 @default.
• W4234488085 hasConcept C2775922551 @default.
• W4234488085 hasConcept C2777855551 @default.
• W4234488085 hasConcept C37736160 @default.
• W4234488085 hasConcept C38652104 @default.
• W4234488085 hasConcept C41008148 @default.
• W4234488085 hasConcept C41065033 @default.
• W4234488085 hasConcept C41895202 @default.
• W4234488085 hasConcept C54589662 @default.
• W4234488085 hasConceptScore W4234488085C103621254 @default.
• W4234488085 hasConceptScore W4234488085C111472728 @default.
• W4234488085 hasConceptScore W4234488085C127413603 @default.
• W4234488085 hasConceptScore W4234488085C138885662 @default.
• W4234488085 hasConceptScore W4234488085C144024400 @default.
• W4234488085 hasConceptScore W4234488085C15744967 @default.
• W4234488085 hasConceptScore W4234488085C161191863 @default.
• W4234488085 hasConceptScore W4234488085C169760540 @default.
• W4234488085 hasConceptScore W4234488085C169900460 @default.
• W4234488085 hasConceptScore W4234488085C17744445 @default.
• W4234488085 hasConceptScore W4234488085C199539241 @default.
• W4234488085 hasConceptScore W4234488085C21547014 @default.
• W4234488085 hasConceptScore W4234488085C2775922551 @default.
• W4234488085 hasConceptScore W4234488085C2777855551 @default.
• W4234488085 hasConceptScore W4234488085C37736160 @default.
• W4234488085 hasConceptScore W4234488085C38652104 @default.
• W4234488085 hasConceptScore W4234488085C41008148 @default.
• W4234488085 hasConceptScore W4234488085C41065033 @default.
• W4234488085 hasConceptScore W4234488085C41895202 @default.
• W4234488085 hasConceptScore W4234488085C54589662 @default.
• W4234488085 hasLocation W42344880851 @default.
• W4234488085 hasOpenAccess W4234488085 @default.
• W4234488085 hasPrimaryLocation W42344880851 @default.
• W4234488085 hasRelatedWork W2005263040 @default.
• W4234488085 hasRelatedWork W2084012866 @default.
• W4234488085 hasRelatedWork W2334770035 @default.
• W4234488085 hasRelatedWork W2373174158 @default.
• W4234488085 hasRelatedWork W2502048457 @default.
• W4234488085 hasRelatedWork W2582225026 @default.
• W4234488085 hasRelatedWork W2884772170 @default.
• W4234488085 hasRelatedWork W4234488085 @default.
• W4234488085 hasRelatedWork W636022529 @default.
• W4234488085 hasRelatedWork W96549495 @default.
• W4234488085 isParatext "false" @default.
• W4234488085 isRetracted "false" @default.
• W4234488085 workType "article" @default.