ABSTRACT
This chapter presents an argument for the re-evaluation of project risk to be an explicit part of the project review process, in order to develop organizational learning on project risk management and transfer relevant knowledge across projects. Project reviews can take place at regular intervals during a project's life cycle, but it becomes more pertinent once the project has been completed, when the outcome has been delivered and the result can be fully evaluated. The cognitive maps as a visual and dynamic form of summary of project risk can be updated to aid organizational and inter-project learning. Three of the 37 respondents who called for improvements to their organizations' Strategic investment decisions process specified the need for better post-completion audits. One based these comments on a new product development project in the construction industry, one on a new site project in the beverages industry and one on a business acquisition in support services.
