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MAPPING LESSONS LEARNED TO IMPROVE

CONTEXTUAL LEARNING AT NASA An APQC Knowledge Management Webinar

Presented by: Dr. Edward W. Rogers and Dr. Barbara Fillip

August 18 at 10:30 a.m. CDT #KMAPQC

©2016 APQC. ALL RIGHTS RESERVED. 2

HOUSEKEEPING

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Q&A session at the end

Q&A summary posted to APQC’s Knowledge Base

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Links to the slides and the recording will be sent to all registrants

©2016 APQC. ALL RIGHTS RESERVED. 3

ANNOUNCEMENT

SPEAKERS

Dr. Edward Rogers

Chief Knowledge Officer

Goddard Space Flight Center/NASA

Dr. Barbara Fillip

Knowledge Management Lead, Flight Projects Directorate

Goddard Space Flight Center/NASA

Mapping Lessons Learned to

Improve Contextual Learning

at NASA

Dr. Edward W. Rogers and Dr. Barbara Fillip

Goddard Space Flight Center/NASA

APQC Webinar August 2016

Evolution of the KM program at NASA’s Goddard Space Flight Center: What we set out to do.

Focus on one aspect of the program, the process for documenting lessons learned from projects using concept maps.

– Why concept maps?

– How do we do it?

Lessons learned from the approach, benefits and remaining challenges.

Q&A

Outline of Session

6

The Context of Concept Mapping at GSFC

7

while fortunatelyby Aug2003

forformulates

influences

to focus on

wantsto build

wants tobuild

mustaddress

uses

in

within

neededfor

ColumbiaAccidentFeb 2003

Ed Rogersis Hired

May 2003

BarbaraFillip isHired

Mar 2008

CAIB Reportfaults NASA

"Notfunctioning

like a learningorganization"

KM Planfor

Goddard

ContextualLearning

TheCultureIssues

ConceptMapping

CaseStudies

feedfeed

feed feed

feed feed

Lessons &Risk Insights

Pause &Learn

KnowledgeSharing

Workshops

CaseStories &Studies

Case BasedTraining

IncidentLessons

TechnicalStandards

Parts, Safety,ISO, & GIDEP

ProcessImprovement

TeamDynamics

EngineeringPractices

ProjectManagement

Wisdom

Leadership

IndustryDynamics

Power &Politics

DecisionMaking

Partnerships

WorkProcesses

ProblemSolving

Communication

GoddardDesign Rules

Program/ProjectContextual Learning

Center LevelApplication of LL

NASADirectives

Prog/ProjBest Practices

Handbooks

GSFCDirectives

Knowledge in

Circulation

Costly Lessons About Learning

The Challenger

Launch Decision

The Columbia Foam Strike

Has your organization faced a crisis or critical

moment that pushed the Knowledge Management

and Organizational Learning agenda to the

forefront?

Yes

No

Question

10

Decisions—Outcomes—Lessons Learned

Wrong Decision

Right Outcome

Right Decision

Right Outcome

Wrong Decision Wrong

Outcome

Right Decision Wrong

Outcome Technical Lessons Learned

No Lessons Learned

No Lessons Learned

Wrong Lessons Learned

Success

Failure

Bad Dec. Good Dec.

How Do We Learn?

12

“We do not learn from experience... we learn from reflecting on experience.” ― John Dewey

Why “Pause and Learn”?

13

A Pause and Learn…

… a method for reflecting and transferring individual

lessons from a specific project event among fellow team

members.

Team members meet behind closed doors, take off their official “hats” for a brief period, and look back on a recent event to gain a more thorough understanding of what has happened, and why. (see brochure and papers listed in Resources)

14

Standard Pause and Learn Session

10-20 participants from a single project team

90 minutes

4-5 key topics identified in advance

Key questions

– What went well?

– What didn’t go well?

– What would we do differently?

15

Does your organization have a standard process for projects or teams

to regularly pause, reflect upon and discuss recent events from a team

or group learning perspective?

YES

NO

Question

16

Template for a Conversation Map

17

18

19

20

Knowledge Mapping Process

21

Experience

Network of people

Explicit Knowledge

Knowledge Flows

22

Enhanced with Pause and Learn facilitated

conversations

Documented in a Knowledge map

Disseminated through knowledge sharing workshops

Benefits of the Pause and Learn and Mapping

23

IMMEDIATE TEAM BENEFITS

50%

Management 20%

Workshop Attendees 20%

Individual (Pull) 10%

Team

Management

Workshop Attendees

Individual (Pull)

Individual access to insights and lessons from other projects.

Knowledge sharing across teams, projects, and the Center based on trends observed from the aggregated findings.

Management has access to aggregated findings/ trends to improve decision making.

Team identification of insights from the project to enhance performance.

Resources

NASA/Goddard Office of the Chief Knowledge Officer:

http://www.nasa.gov/centers/goddard/about/organizations/OCKO

Ed Rogers, “Learning Lessons from GEMS,” March 2015, NASA

Knowledge Journal.

http://km.nasa.gov/learning-lessons-from-gems/

Barbara Fillip, “The Evolution of Pause and Learn at Goddard,”

March 2015, NASA Knowledge Journal.

http://km.nasa.gov/the-evolution-of-pause-and-learn-at-goddard/

NASA Knowledge Management

http://km.nasa.gov/

QUESTIONS

©2016 APQC. ALL RIGHTS RESERVED. 27

ADDITIONAL RESOURCES FROM APQC

Lessons Learned Approaches Lessons Learned*

Capturing Lessons Learned at Nexen*

Improving Project Margin Through Lessons Learned at Schneider Electric*

Lessons Learned Systems People Really Use (Collection)

KM at NASA NASA: Effective Management of Mission Knowledge

Moving Knowledge Management Forward at NASA

Putting Knowledge in the Flow of Work - NASA

* Free to nonmembers

The world’s foremost authority in

benchmarking, best practices,

process and performance improvement,

and knowledge management.

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