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The world’s foremost authority in benchmarking, best practices, process and performance improvement, and knowledge management.
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
Follow-Up Emails
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
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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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