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What are some good ways to document "lessons learned" at the end of a project, so as to increase likelihood of the learning being applied to future efforts?

Here's an overview of the process I'm working with...Gathering and Documenting FeedbackRequest feedback from entire team (via email, with submittals back to you by whatever means they are comfortable with using - verbal, etc.)Document / categorize it anonymously (PM would do this)Present and reflect in meeting with core team. Add/edit/clarify the items. Discuss recommentations in the meeting. Running this meeting and keeping everybody sane and not bitter... good luck!Deliver final document with items and recommendations to the entire team. (Call it a draft, to allow for some final feedback from the team members who were not present in the meeting - be inclusive of feedback. Then, release the "final" final version.)Store the items in a lessons learned database (a spreadsheet, unless you have a shared tool that would be better) in a shared location (cross-functional / cross-project)Shared spreadsheet fields (columns) for Lessons Learned DB:Product or Program (high level product line affected)Feature (product feature(s) involved)Year / Quarter of Launch (2012-01, 2012-02, etc.)Project (project name for the date deliniated effort)Category (Communications, Planning, Scope, etc... still working on the best set of categorizations here. PMBOK knowledge areas can be used. Careful not to list depts/people here i.e. "Art".)Issue/Success Name (short name for issue)Description/Notes (more detail as needed)Impact (individual, team, project, organizational, recurring, etc.)Recommendations (suggestions on how to improve)Actions (what you actually did)I think adding the extra fields around product / feature help to filter on which areas of the business are generating the most feedback / issues on projects. It's kind of like bug tracking for process. :-)This process and communications needs to be tailored to the specifics of the project, the company culture, the team members involved. Keep your eyes and ears open, watch out for torpedoes launched at other team members, and keep the focus on process and deliverables, not on people and their habits.

What are the best 300-175 real exam dumps for preparation?

Studying PMBOK® 6: A New Knowledge Process for Project ManagementBy Tim JeromeLast updated on Oct 15, 2019534[math]Exam By:Cisco[/math][math]Exam Code:300-175[/math][math]Exam Name:[/math][math]Implementing Cisco Data Center Unified Computing[/math][math]Related Certification(s):CCNP Data Center[/math]Innovation is the creation of new knowledge. In PMI's the 5th edition of the Project Management Body of Knowledge (PMBOK), this creation of knowledge and its harvesting occurred as an output of many processes across the Project Management Framework–“Organizational Process Asset Updates.” In the PMBOK 6th edition, a new process centralizes this activity and gives it greater focus–“Manage Project Knowledge.” The fact that this process gets implemented in integration management infers it is the project manager’s job to ensure information is getting captured. The fact that this process is in the Executing Process Group assumes that this knowledge gets collected in and around the work of creating the deliverable.The Lessons Learned RegisterManage Project Knowledge creates a new project document: the Lessons Learned register. This register is a document that allows to capture and update ongoing lessons learned. This document is generally created within the Manage Project Knowledge but can be updated by many other processes (as a project document update). Updating an Organizational Process Asset (OPA) is the update of a process and procedure, which can be a result of learning new knowledge as well–inside or outside this process. What can confuse one is the fact that the definition of OPA includes the organization’s lessons learned.Simply put, one adds lessons learned from previous projects to the current knowledge base. And then he uses the existing knowledge base to generate the OPAs used on further projects. Therefore, the 5th edition of capturing lessons learned–OPA updates–and the current version–this new process–are integrated. We see both these methods side by side in the 6th Edition.New Techniques for Manage Project KnowledgeThe artifacts of Manage Project Knowledge include two new techniques:Knowledge Management, which connects people to people to create knowledge, andInformation Management, which connects people directly to information to create new knowledge.Knowledge Management may use meetings, training, and other organization of people. Information Management includes knowledge repositories (including the Project Management Information System) and other such document organization tools. These techniques ensure the Project manager can create knowledge by connecting people to people and people to ideas–and does this actively and consciously.Different Types of KnowledgeExplicit Knowledge is what we can write down and communicate efficiently. Think about checklists, instructions, and such. These lists of knowledge are easy to validate, as well. We can go back to the guidelines and confirm that our staff or we are performing the steps as planned or as documented.Tacit knowledge, however, is not so measurable, quantifiable, and shareable. Think about riding a bike. Is bike riding merely pushing a bike forward, maintaining balance? No. It includes making multiple sideways adjustments in the balance as you move forward. Overcompensating until you start falling, and then you move your balance otherwise to recapture your balance; all as you continue to move forward. Bike riding is more complicated than this. Many of us don’t look at instructions for bike riding, but merely ‘work out the details’ and never truly understand how this all works. It just works.The problem with Tacit knowledge is it is ‘good’ information and information that is not normally captured. It’s where the wisdom exists, and effort must be applied to convert into explicit knowledge.Enroll in our PMP® Certification Course today and develop a strong foundation in the principles of project management.Capturing Knowledge is Part of How We WorkThis new Knowledge Management process is the next step in confirming we obtain and archive lessons learned continually through the life cycle. By creating a formal process, we are ensuring it is accessible to every project and every part of the life cycle and placing it into the hands of the project manager. The project manager ties everything together – they integrate. These Integration processes are not delegated, and therefore, capturing project knowledge has the attention and ownership it rightly deserves.If you’re preparing for the PMP 300-175 exam, consider the PMP Certification Training from Simplilearn. Simplilearn offers a wide variety of Project Management courses that equip learners with the knowledge and discipline required to effectively plan, manage, execute, and control projects regardless of industry.PMBOK®, PMP® and PMI® are registered trademarks of the Project Management Institute, Inc.

Has anyone taken PMI's CAPM exam? If so, how was it? How should I prepare? Is it helpful professionally?

I just took the Project Management Institute’s Certified Associate in Project Management (CAPM) Exam today and passed. I figured I would answer this question because a lot of the answers on this page are clearly spam and weren’t very helpful to me before taking the CAPM exam.The exam was very fair. Not too hard, but sophisticated enough to make sure you have an “above-threshold” knowledge of project management to influence greater project success.Keep in mind, however, that English is my native language. I say this because my impression is that this PMI certification is more popular in India than the United States, but I could be wrong.For some context, I have worked for a couple different industries as an engineer, and have witnessed a lot of capital-intensive projects in each one that have gone awry to the point where it has been a major letdown to company morale and industry impact. Some of the projects that have been completed are sometimes due to luck more than intentional craft.You actually don’t need firsthand experience to see the dramatic differences in project management results.Behold, The Empire State Building (which was built in a year and a half around ~1930!):Behold, the current state of building nuclear power plants:I didn’t find out that the “Project Management Body of Knowledge (PMBOK)” existed until about a year ago. Although taken aback by the price, I was curious, so I bought it anyway.It’s brilliant.The Project Management Institute has created the “Maxwell’s Equations” of projects with the PMBOK — a way to represent most everything you need to know about the field of managing projects at a glance.The PMBOK gives a high-level overview of what’s fundamental to every project regardless of the industry: integration, scope, schedule, cost, quality, resources, communication, risk, procurement, and stakeholders.The fact that PMI even came up with this “science of the artificial” is astounding, and I can personally vouch for the guide helping me contribute to or lead projects to better success.When looking back at all the projects I’ve experienced that have gone awry, I wish more people had the above-threshold knowledge of project management to prevent the massive waste of time, costs, and effort that I saw. Going through certain processes in the PMBOK made me think, “If only we had used this process, tool, or technique in this past project!”I used to think certifications were contrived and pointless. However, after passing the Fundamentals of Engineering (FE) Exam, I noticed a huge boost in my own confidence (which was helpful to me after I had a boss once tell me that I wasn’t cut out for engineering) and a much clearer way to navigate ethical dilemmas with a professional organization’s code of ethics.So I applied that surprising lesson learned to project management and decided to take the CAPM exam even though I didn’t know anyone else personally who has taken it.I qualified for the exam by doing Lynda.com’s “Become a Project Manager” Learning Path which was 23 hours (the amount of education required if you didn’t already have the large amount of project management work experience). The “Become a Project Manager” Learning Path is also now on LinkedIn Learning and has some fantastic content in it. You can watch the videos at 1.5x or 2x the speed to expedite the sections that you already know a little bit about, and slow down or rewatch the newer areas to you. Learning how to use Microsoft Project was also an awesome component of the learning path especially since Microsoft launched the feature that visually shows progress completion in the Timeline (in addition to Gantt Charts) on Project 365.I probably focused less on studying than others out there and focused more on understanding the PMBOK. I would read the majority of the PMBOK to understand its style of understanding and managing projects. I perused Rita Mulcahy’s CAPM Exam Prep Book which was also good. Lynda: Online Courses, Classes, Training, Tutorials has a CAPM preparation course that also includes a practice exam that I took to get the feel of it: Exam Tips: Certified Associate in Project Management (CAPM)®Ultimately, the way to study is to “tailor” your studying to what will help you most in (1) your understanding and (2) your project management in industry.While I don’t know if the CAPM exam is helpful professionally or not, it is an artifact that allows for easy discrimination, and it correlates to what you’ve learned about the discipline of managing projects. How it benefits you professionally is up to your finesse.If your company values certification, you can bring it up in a performance review. If your company doesn’t know about the certification, but does value projects getting completed on time, to spec, and within budget, then I would bring it up!All in all, I think it was definitely worth taking and studying for. As a formal or informal project manager, you have the fiduciary duty to your company to not let projects go belly-up and be a complete waste on resources (which includes the most precious resource of people’s times and their opportunity cost!).It is much more responsible and professional in this field to have your learning be preliminary through education and reading the PMBOK rather than having your learning be through the “school of hard knocks” at the pricier indirect cost of stakeholder time, money, and reputation.The fact that you can save these and directly contribute to the success of projects and stakeholders makes the CAPM certification worth it.Good luck!

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