Cultural Influence on the Implementation of Lessons Learned in Project Management
Isaac Maya, Mansour Rahimi, Najmedin Meshkati, Deepak Madabushi, Kevin O. POPE, Meredith Schulte · Engineering Management Journal · 2005
:To investigate NASA's process for culture change, we conducted research and analysis of the data in the NASA Lessons Learned Information System (LLIS) from a cultural perspective, and conducted extensive collaborative discussions with NASA personnel and a Technical Advisory Board (TAB) convened for this project. The results of this study indicate that culture change in order to implement lessons learned processes and achieve their benefits has been evolutionary and variable across NASA centers. Our interactions with and analysis of the JPL Lessons Learned Committee indicate that JPL has successfully implemented a comprehensive lessons learned process addressing technical and cultural change challenges. The process should be of interest to the project management community at large. Based on the results of this effort, we conclude that lessons-learned culture change is possible and underway at NASA. Executive-level, systems-based lessons learned guidance and support is critical for NASA-wide implementation of NPR 7120.6. This should facilitate the implementation of the NASA-wide, standard, system-level lessons learned template, to counter the development and use of alternative processes and protocols. Additional progress is possible in system-based processes and cultural areas. For example, the systems-based approach could include built-in incentives, check points, and consistency indicators.