ABSTRACT
This chapter outlines the requirement for capturing project and organisational knowledge, for improved performance in the future. As a learning organisation, knowledge management is a core element of continuous improvement. The hard-earned lessons learned are from the firm, as well as industry peers. There is a growing body of knowledge that the larger the project, the more likely it will fail. Global spending on megaprojects is significant and they often fail to meet their objectives, in terms of schedule, cost and operational performance. There is a significant body of knowledge that the larger and/or more complex the project the greater the likelihood of the project not achieving its objectives in schedule, cost or functionality. Hypothetical case studies or war stories are an excellent method for sharing lessons learned and engaging a team in considering risks and opportunities for continual improvement. The case studies are: consulting, design, project management, and construction services.
