ONLY BID IF YOU HAVE EXPERIENCE IN PROJECT MANAGMENT, NEED TO BE COMPLETED WITH 100% ACCUARCY AND ON TIME.Next assignment due
is the Individual Assignment 1. This assignment requires a written response
(Word document) by each student on how to address the case below. As you read
the case, you will see you have 2 problems: lack of response from the
procurement department and materials that are not ordered that are on the
critical path. What do you do? How should you handle the conflict?PROJECT AND MATERIALS NEEDED ARE ATTACHED AND TEMPLATE NAMED “LESSON LEARNED IS ATTACHED” USE IT!!!
lessons_learned__1_.doc
pm514_instrcutions_1_.docx
project_x_profit_.xls
tables_2_3_6_month_status_reports.xls
table_1___pricing_sheet.xls
figure_1___project_schedule.xls
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LESSONS LEARNED TEMPLATE
This Project Lessons Learned Template is free for you to copy
and use on your project and within your organization. We hope that you find this
template useful and welcome your comments. Public distribution of this document
is only permitted from the Project Management Docs official website at:
www.ProjectManagementDocs.com
LESSONS LEARNED
COMPANY NAME
STREET ADDRESS
CITY, STATE ZIP CODE
DATE
Project Lessons Learned Template
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TABLE OF CONTENTS
INTRODUCTION ……………………………………………………………………………………………………………….. 3
LESSONS LEARNED APPROACH ………………………………………………………………………………………….. 3
LESSONS LEARNED FROM THIS PROJECT ……………………………………………………………………………… 4
LESSONS LEARNED KNOWLEDGE BASE / DATABASE …………………………………………………………….. 5
LESSONS LEARNED APPLIED FROM PREVIOUS PROJECTS ……………………………………………………….. 5
PROCESS IMPROVEMENT RECOMMENDATIONS …………………………………………………………………….. 6
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INTRODUCTION
Capturing lessons learned is an integral part of every project and serves several purposes. While
the finalization of a formal lessons learned document is completed during the project closeout
process, capturing lessons learned should occur throughout the project lifecycle to ensure all
information is documented in a timely and accurate manner. The lessons learned document
serves as a valuable tool for use by other project managers within an organization who are
assigned similar projects. This document should not only describe what went wrong during a
project and suggestions to avoid similar occurrences in the future, but it should also describe
what went well and how similar projects may benefit from this information. This document
should be communicated to the project sponsor and Project Management Office (PMO) for
inclusion in the organizational assets and archives as part of the lessons learned database. If the
organization does not have a PMO then other, formal means of communicating the lessons
learned should be utilized to ensure all project managers are included.
The purpose of the lessons learned document for the New Building Construction (NBC) Project
is to capture the project’s lessons learned in a formal document for use by other project managers
on similar future projects. This document may be used as part of new project planning for
similar projects in order to determine what problems occurred and how those problems were
handled and may be avoided in the future. Additionally, this document details what went well
with the project and why, so that other project managers may capitalize on these actions. Project
managers may also use this document to determine who the project team members were in order
to solicit feedback for planning their projects in the future. This document will be formally
communicated with the organization and will become a part of the organizational assets and
archives.
LESSONS LEARNED APPROACH
The lessons learned approach describes how the document will be created, what it will consist of,
and how lessons will be categorized. It is important that the lessons learned approach is covered
in the initial stages of project planning. The reason for this is that a methodology along with an
appropriate set of tools should be established to capture these lessons throughout the project’s
lifecycle. A project journal is one example of a tool to capture these lessons. If no thought is
given to lessons learned until project closeout then it is likely that many lessons and details will
be omitted from the document. The contents of the lessons learned document should also be
determined ahead of time. They should be detailed enough to provide value for future use and
the contents should be consistent with other lessons learned documents or organizational
standards. The categorization of lessons learned is another consideration. Many organizations
categorize lessons by project lifecycle phase or by the knowledge area that the lesson applies to.
The lessons learned from the NBC Project are compiled from project journal entries throughout
the project lifecycle. Lessons learned were also be gathered from both realized and unrealized
risks in the project risk register as well as through interviews with project team members and
other stakeholder as necessary. The lessons learned from this project are to be used as references
for future projects and contain an adequate level of detail so that other project managers may
have enough information on which to help base their project plans. The lessons learned in this
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document are categorized by project knowledge area. These knowledge areas consist of:
procurement management, risk management, integration management, quality management, time
management, cost management, scope management, human resource management, and
communications management. NOTE: some knowledge areas may not contain lessons learned if
none were documented throughout the project lifecycle.
LESSONS LEARNED FROM THIS PROJECT
The lessons learned must be communicated in a consistent manner. In addition to the
categorization and description of the lesson, it is important to state what the impact was and
provide a recommendation for project managers to consider on future projects.
The following chart lists the lessons learned for the NBC project. These lessons are categorized
by project knowledge area and descriptions, impacts, and recommendations are provided for
consideration on similar future new construction projects. It is important to note that not only
failures or shortcomings are included but successes as well.
Category
Procurement
Management
Issue Name
Contract
Requirements
Problem/Success
The PM was not fully
engaged in the
contract process.
Human
Resources
Management
Award Plan
There was no plan for
providing awards and
recognition to team
members.
Scope
Management
Scope Creep
Stakeholders
continuously tried
adding to the project
scope throughout the
project lifecycle.
Quality
Management
Building
Material
A process for
determining
4
Impact
All requirements were
not included in the
initial contract award.
A contract
modification was
required which added
a week to the project.
Toward the end of the
project morale was
low among the project
team. There was
increased conflict and
team members were
asking to leave the
project.
The PM did not have a
plan for addressing
scope creep and
allowed some
requirements to be
added until the
sponsor stopped it.
Overall project delay
of 3 weeks was the
result.
This allowed the
project team to work
Recommendation
PM must be fully
engaged in all
contract processes.
This must be
communicated to
both PM and
contract personnel.
The PM should
institute and
communicate an
awards/recognition
program for every
project.
The PM must have
an approval process
for any proposed
scope changes and
communicate this
process to all
stakeholders.
Always plan quality
standards and
Project Lessons Learned Template
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acceptable building
material quality was
planned into the
project.
Risk
Management
Zoning
Approval
A risk was identified
that there may be
delays in receiving
approval from the
county zoning board.
This was a success
because it was
identified early and
planned for.
with the contractors to
smoothly ensure all
materials were of
acceptable quality and
avoided any re-work
and delays associated
with substandard
material.
Impact was minimal
because the PM
included potential
zoning delays into the
project schedule.
allowances into the
project plan. This
helps avoid delays
and cost overruns.
Always consider
external impacts on
the project cost and
schedule. This must
be continuous
throughout the
project lifecycle.
LESSONS LEARNED KNOWLEDGE BASE / DATABASE
The Lesson Learned Knowledge Base contains historical information from previous projects. It
is part of the organizational project assets and provides a valuable source of information to be
used by similar projects in the future. All project lessons learned and other historical information
need to be transferred to this knowledge/database in order to provide one centralized repository
for ease of use. This should also include information on issues and risks as well as techniques
that worked well which can be applied to future projects. Most lessons learned
knowledge/databases contain large amounts of information, so it is important that there is a
system for cataloging this information.
The lessons learned for the NBC Project will be contained in the organizational lessons learned
knowledge base maintained by the project management office (PMO). This information will be
cataloged under the project’s year (20xx) and the type of project (New Construction) for future
reference. This information will be valuable for any project manager assigned to a new
construction project in the future.
LESSONS LEARNED APPLIED FROM PREVIOUS PROJECTS
The lessons learned document might also state which historical lessons learned were used on this
project. This information not only shows the value of the documentation of such lessons, but it
also shows which lessons are consistently applied by other similar projects. It is important to
reference not only what the lesson was but from which project it was associated with.
The NBC Project utilized several lessons learned from past projects:
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1. The addition of a risk associated with planning cost and schedule based on external
dependencies (i.e. zoning approvals) was determined during the planning process by
consulting the lessons learned from the Building #3 expansion project from 20xx.
2. The planning of acceptable quality standards was based on lessons learned from the
Startup Site Construction Project of 20xx. By planning for quality standards the project
team was able to avoid schedule and cost overruns by clearly communicating acceptable
quality standards to all contractors involved with the project.
PROCESS IMPROVEMENT RECOMMENDATIONS
It is important that once lessons learned are collected and documented that the organization
approves and implement any process improvements identified. It is important for organizations
to strive for continuous improvement and this portion of the lessons learned process is an integral
step.
As indicated in the lessons learned chart above, the NBC Project did not have a process for
reviewing and approving requested changes in requirements or project scope. Not only is this a
lesson learned for similar future projects; but the organization must ensure that all project
managers are aware of the need for this process to be included in the planning of all future
projects. Therefore, it is recommended that prior to work beginning on any new project, the
project manager must brief the project sponsor on the process for requesting and approving
changes to project scope.
This free Lessons Learned Template is brought to you by www.ProjectManagementDocs.com
6
INDIVIDUAL ASSIGNMENT 1
There are two individual project scenarios to be completed by each student. For each scenario, use
appropriate project management processes to develop a recommended plan of action, including a
theoretical justification for the recommendation. The scenarios will be presented in a written
report to the instructor and in a presentation to the class.
INSTRUCTIONS
Next assignment due is the Individual Assignment 1. This assignment requires a written
response (Word document) by each student on how to address the case below. As you read
the case, you will see you have 2 problems: lack of response from the procurement
department and materials that are not ordered that are on the critical path. What do you
do? How should you handle the conflict?
It’s your fourth week into Project X, and you’re getting worried. You have tried to set up a
project status meeting several times. No matter when you scheduled the meeting, the
manager of the procurement department was unable to attend. You need the procurement
manager to attend in order to coordinate delivery of materials needed for the project.
Already long-lead components needed for manufacture of the product had, apparently, not
arrived on schedule. You have finally agreed to let the procurement manager’s assistant
attend the meeting in his place, but you doubt that the assistant could contribute much to
the project.
Your concerns increased when the assistant did not show up for the next meeting and did
not appear for the second meeting until it was almost over. The assistant seemed
apologetic and indicated that departmental crises had kept him away from both scheduled
meetings. The project was now seven months old and you are almost three weeks behind
the long-lead procurement plan.
Assignment:
• Propose a meeting to negotiate with the procurement manager. You need a commitment
from the procurement manager to attend the regularly scheduled project-planning meeting
and, also, be prepared to provide updates on the scheduled delivery of materials needed for
Project X. Describe how you would conduct this meeting and your approach to resolution of
this problem.
PM 514 Project Integration
Capstone Course
Table 2
Six Month Status Report
(WBS Level 1 Profile)
Current Month
BCWP
Cumulative to Date
Month
BCWS
ACWP
BCWS
BCWP
January
111608
68108 130928 111608
68108
130928 4,487,839
0.52
0.61
February
111608
68108 130928 223216
136216
261856 2,420,927
0.52
0.61
March
111608 111608 130928 334824
204324
392784 2,420,927
0.52
0.61
April
111608 155108 138900 446432
272432
523712 2,420,927
0.52
0.61
May
111608 155108 140700 558040
340540
654640 2,420,927
0.52
0.61
June
111608 155108 152606 669648
408648
785568 2,420,927
0.52
0.61
subtotal
ACWP
EAC
2749488 16592472
profit
13842984
EAC =
ACWP x BAC plus Material Costs
BCWP
where BAC is Burdened Labor only
Table 3
Six Month Labor Report
(Burdened Hours/Dollars)
Cost Center
Labor
R&D
Hours
$
Monthly Summary
Cum to Date
1,544
8,170
127,998
677,342
CPI
SPI
PM 514 Project Integration
Capstone Course
Project Management
Total Project
Hours
320
1,920
$
24,608
147,648
$
152,606
824,990
PM 514 Project Integration
Capstone Course
PM 514 Project Integration
Capstone Course
Table 2
Six Month Status Report
(WBS Level 1 Profile)
Current Month
BCWP
Cumulative to Date
Month
BCWS
ACWP
BCWS
January
111608
68108 130928 111608
February
111608
68108 130928 223216
March
111608 111608 130928 334824
April
111608 155108 138900 446432
May
111608 155108 140700 558040
June
111608 155108 152606 669648
BCWP
ACWP
EAC
68108 130928 4,487,839
EAC =
ACWP x BAC plus Material Costs
BCWP
where BAC is Burdened Labor only
Table 3
Six Month Labor Report
(Burdened Hours/Dollars)
Cost Center
Labor
R&D
Hours
Total Project
Cum to Date
1,544
8,170
127,998
677,342
320
1,920
$
24,608
147,648
$
152,606
824,990
$
Project Management
Monthly Summary
Hours
CPI
SPI
0.52
0.61
PM 514 Project Integration
Capstone Project
Table 1
Pricing Sheet
Department
Average
Salary ($/Hr)
Overhead
Rate
%
Total
Hours
Required
Burdened
Cost
($)
R&D
$36.25
100
12,000
$870,000
Engineering Design
$33.00
100
1,280
$84,480
Mechanical Engineering
$31.50
100
1,640
$103,320
Instrumentation
$26.20
100
160
$8,384
Test
$22.00
100
160
$7,040
Electrical Engineering
$28.35
100
160
$9,072
Production
$24.70
230
4,600
$374,946
Project Management
$38.45
100
5,760
$442,944
$1,900,186
Material / Subcontract Costs
Project Cost
Fee @ 15%
Project Price
$835,000
$2,735,186
$410,278
$3,145,464
PM 514 Project Integration
Capstone Project
Figure 1
Project Schedule
R&D*
Engineering Design*
Mechanical Engineering*
Instrumentation
Test
Electrical Engineering
Production*
Project Management**
J
F
M
A
M
J
J
2019
A
S
O
* Critical path element
** Not on critical path, but runs for entire duration of the project
N
D
J
F
M A
2020
M
J

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