Intelligent lessons learned systems

Weber, Rosina O.; Aha, David W.; Becerra-Fernandez, Irma

doi:10.1016/s0957-4174(00)00046-4

Cited by 145 publications

(105 citation statements)

References 8 publications

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“…This definition (1) accepts the legitimacy of learning from successes as well as failures; (2) reframes the LL as an artifact of knowledge; (3) re-orients towards an emphasis on reuse; (4) clarifies the guiding criteria for reuse (i.e., significant, valid, and applicable); and (5) focuses on the processes that a lesson can impact (Weber et al, 2001). …”

Section: Definitionsmentioning

confidence: 99%

“…Many LL systems, however, poorly serve this function because they are not integrated into decision-making processes and are not structurally formatted to support knowledge collection, storage, dissemination, and reuse (Fisher et al, 1998;Weber et al, 2000;Weber et al, 2001). An additional complication is that many organizations' processes are geared toward delivering a product to a customer without any consideration of how project information can benefit the organization itself.…”

Section: Why Current Practices Failmentioning

confidence: 99%

“…He asserts that these behaviors and their relationships during incidents that produce the unintended outcomes are what end users specifically need, and this has indeed been a dominant research focus for more than a decade in a variety of disciplines in addition to lessons learning systems (Weber et al, 2001;Benner and Carey, 2009) such as error management (Helmreich and Merritt, 2001;Helmreich, 2000) and organizational change (Saka, 2003;Burnes, 2004). The roots of this behavior modeling stem from the early origins of organizational change research (Lewin, 1947), but it was specifically identified in the risk management models of Rasmussen (1997) as the essential factor in shaping human performance.…”

Section: The Learning Organizationmentioning

confidence: 99%

“…Many LL systems therefore focus only on lessons learned artifacts as a matter of technical necessity in order to address the needs of the future "seeker" of knowledge, rather than the current "reporter." An additional complication is that systems with intermixed artifacts are not technically structured in the same manner at the data attribute level; this decreases their searchability by causing problems with lesson verification, collection of reuse statistics (and other automated metrics), duplicate entries, confusion about results being applied to one or multiple conditions, and the ability to apply artificial intelligence (AI) heuristics to the data (Weber et al, 2001). Kotnour (1999) pinpointed how the lesson learned artifact serves two equally important roles; it acts as a process for identifying actions to avoid (or replicate) and solutions to implement, and a mechanism to share this knowledge with others.…”

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confidence: 99%

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Considerations for implementing an organizational lessons learned process.

Fosshage¹

2013

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This report examines the lessons learned process by a review of the literature in a variety of disciplines, and is intended as a guidepost for organizations that are considering the implementation of their own closed-loop learning process. Lessons learned definitions are provided within the broader context of knowledge management and the framework of a learning organization. Shortcomings of existing practices are summarized in an attempt to identify common pitfalls that can be avoided by organizations with fledgling experiences of their own. Lessons learned are then examined through a dual construct of both process and mechanism, with emphasis on integrating into organizational processes and promoting lesson reuse through data attributes that contribute toward changed behaviors. The report concludes with recommended steps for follow-on efforts. 4 ACKNOWLEDGMENTS

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Section: Definitionsmentioning

confidence: 99%

Section: Why Current Practices Failmentioning

confidence: 99%

Section: The Learning Organizationmentioning

confidence: 99%

mentioning

confidence: 99%

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Considerations for implementing an organizational lessons learned process.

Fosshage¹

2013

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“…Experience feedback models are typically tied to specific organizational objectives and are intended to lead to the achievement of specific targeted results. In the literature, different approaches can be found: experiential learning [12], lessons learned systems [13], experience feedback loop [14]. There are two main limitations of these models: first, an imprecise description of the vocabulary related to knowledge models and second, a lack of formal tools allowing rigorous models analysis.…”

Section: State Of the Artmentioning

confidence: 99%

Knowledge formalization in experience feedback processes: An ontology-based approach

Foguem

Coudert

Béler

et al. 2008

Computers in Industry

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Because of the current trend of integration and interoperability of industrial systems, their size and complexity continue to grow making it more difficult to analyze, to understand and to solve the problems that happen in their organizations. Continuous improvement methodologies are powerful tools in order to understand and to solve problems, to control the effects of changes and finally to capitalize knowledge about changes and improvements. These tools involve suitably represent knowledge relating to the concerned system. Consequently, Knowledge Management (KM) is an increasingly important source of competitive advantage for organizations. Particularly, the capitalization and sharing of knowledge resulting from experience feedback are elements which play an essential role in the continuous improvement of industrial activities. In this paper, the contribution deals with semantic interoperability and relates to the structuring and the formalization of an Experience Feedback (EF) process aiming at transforming information or understanding gained by experience into explicit knowledge. The reuse of such knowledge has proved to have significant impact on achieving the missions of companies. However, the means of describing the knowledge objects of an experience generally remain informal. Based on an experience feedback process model and conceptual graphs, this paper takes domain ontology as a framework for the clarification of explicit knowledge and know-how, the aim of which is to get lessons learned descriptions that are significant, correct and applicable.

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Lesson Learned and Best Practice Management: A Tool to Support the Enterprise

Latino

Corallo

Capone³

et al. 2016

Knowl Process Manag

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This paper describes SKILLS—Sharing Knowledge in Lesson Learned System, a solution composed by a web‐based tool and a business process that supports the enterprise in managing and sharing Lessons Learned and Best Practices. SKILLS follows a community based approach, increasing the percentage of explicit knowledge. The solution deals with real issues in Aerospace Company domain, following a methodology composed by three main phases: Analysis of operative contest; analysis of Processes and needs and Solution Development. Starting from a context analysis, conducted using interviews, we identify the company needs. Then, we propose a new Lesson Learned and Best Practice management process, and we explain the functionalities of SKILLS, a tool useful to solve the issues identified and satisfies the company needs. Several users can access to two types of services: the first one oriented to contents (discussion, lesson, lesson learned, best practice) creation and validation, the second one more oriented to horizontal functionality (advanced search, tagging and categorization, user profiling, user page, instant communication). SKILLS covers all activities of Lesson Learned and Best Practice management process, following a collaborative approach, where a community of knowledge workers share knowledge and know‐how and solve operative issue, enabling the externalization process of SECI model. Copyright © 2016 John Wiley & Sons, Ltd.

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Intelligent lessons learned systems

Cited by 145 publications

References 8 publications

Considerations for implementing an organizational lessons learned process.

Considerations for implementing an organizational lessons learned process.

Knowledge formalization in experience feedback processes: An ontology-based approach

Lesson Learned and Best Practice Management: A Tool to Support the Enterprise

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