Practice 000.042.

0020
Date 29 August 2016
Page 1 of 6

PROJECT EXPERIENCES AND LESSONS LEARNED

TABLE OF CONTENTS

1.0  PURPOSE ....................................................................................................................................................... 2 

2.0  APPLICATION ................................................................................................................................................. 2 

3.0  INTERFACING DISCIPLINES ......................................................................................................................... 2 

4.0  DEFINITIONS .................................................................................................................................................. 2 

5.0  REQUIREMENTS ............................................................................................................................................ 3 

6.0  EXECUTION OF REQUIREMENTS ................................................................................................................ 4 

7.0  RESOURCES .................................................................................................................................................. 6 

8.0  REFERENCES ................................................................................................................................................ 6 

9.0  ATTACHMENTS, ADDENDA ......................................................................................................................... 6 

Copyright © 2016, Fluor Corporation. All Rights Reserved. Quality & CPI
 Practice 000.042.0020
Date 29 August 2016
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PROJECT EXPERIENCES AND LESSONS LEARNED

1.0 PURPOSE

The purpose of this practice is to embed project learnings into continuous improvement of Fluor’s
operations to the benefit of future projects and Clients.
 Throughout each project’s life cycle, experiences and lessons are identified and improvement
opportunities are discovered.
 Documenting project experiences and lessons learned helps the project team to discover root
causes of issues and identifies work practices to avoid those problems in the future.
 Properly undertaken lessons learned avoid putting Fluor at risk in any claim or litigation situation,
while at the same time results in a clearly defined proposed work process improvement.
This practice was developed to support and engage project staff with improving how projects are executed.
It defines the process for capturing, processing, and delivering (sharing) project experiences and lessons
learned, as well as implementing actions to update practices based on lessons learned.

2.0 APPLICATION

This practice applies to all projects and Fluor personnel. Every employee has specific responsibilities, as
defined in this practice, to contribute to and utilize project experiences and lessons learned when
appropriate.

3.0 INTERFACING DISCIPLINES

 Quality
 Project Management
 Other disciplines, as appropriate
 Knowledge Management
 Legal Services
 Claims Management

4.0 DEFINITIONS

Project Experience

Information which may be developed following the occurrence of a project event. This generally describes
what happened, why it happened, and what was implemented in response to the event in sufficient detail to
allow it to be meaningful for other projects. The event (positive or negative) can be caused by an error,
outside cause, incorrect procedure, a successful or unsuccessful alternative approach, etc., which is
outside previous experience. The emphasis is on benefiting from an experience by making it available to
the organization.
Lessons Learned

A project experience that creates the need for a new work practice or changes to an existing practice.

Copyright © 2016, Fluor Corporation. All Rights Reserved. Quality & CPI
 Practice 000.042.0020
Date 29 August 2016
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PROJECT EXPERIENCES AND LESSONS LEARNED

5.0 REQUIREMENTS

1. Each project will setup an action plan that ensures the following:
a. Relevant project experiences and lessons learned from other projects are being gathered,
analyzed, considered by, and – if deemed appropriate – disseminated and implemented by the
project team during project execution. It is also recommended that relevant Client review results,
audit results, and office management review results from previous or other projects are taken into
account when setting up the action plan. The action plan will define how relevant project
experiences and lessons learned are selected and which actions are taken to ensure these are
disseminated and implemented by the project.
b. Project experiences will be captured in a structured way for the duration of the project. This can
be done during weekly meetings, at the end of each project phase in a dedicated workshop, as
part of other project meetings, on an individual basis (project team members can submit any
time), or a combination of these.
2. The project quality manager will prepare the action plan as a part of the Project Execution Plan and
ensure it defines the process of gathering and implementing existing projects experiences and it is in
compliance with the process defined in Section 6.0, Execution of requirements for capturing project
experiences.
3. Only a trained person (e.g., project quality manager or office quality manager) will lead the capturing
and validation of project experiences and lessons learned.
4. Capturing and sharing project experiences and lessons learned will only be done using Fluor’s
systems and tools as defined in Attachment 02, Tools. Any deviation requires Legal Services
approval.
5. When Clients are involved in any of the above activities, the project’s transactional lawyer will be
consulted in advance and legal direction sought as how to proceed under those circumstances.

Key Responsibilities

The project manager is responsible for the execution of the action plan.
The project quality manager (PQM) is responsible for ensuring that the action plan is executed in
accordance with this practice.
The office quality manager (OQM) is responsible for the review process of all project experiences and
lessons learned, decision on root cause analyses (RCA) requirement, and execution of RCAs.

Copyright © 2016, Fluor Corporation. All Rights Reserved. Quality & CPI
 Practice 000.042.0020
Date 29 August 2016
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PROJECT EXPERIENCES AND LESSONS LEARNED

6.0 EXECUTION OF REQUIREMENTS

The work flow of capturing, processing, and delivering project experiences and lessons learned is provided
in Attachment 01, Project Experiences and Lessons Learned Flow Chart (“Swimlane”). The work flow is
divided by capture, process, and delivery of project experiences, lessons learned, and (current or modified)
practices.
The tools that PQMs and OQMs will use to process and delivery Project Experiences are described in
Attachment 02.
Standard Project Experiences forms (000.042.F0020) will be used to capture a Project Experience.
The requirements and guidance with respect to published project experiences and lessons learned are
described in Attachment 03.

6.1 Capturing Project Experiences

6.1.1 Sensitivity Check

At the beginning of the experience capturing process, a project quality manager will liaise with Project
Management to determine the following:
 Is this project now, or soon to be, involved in a dispute or litigation?
 Have or will project experiences or lessons learned be shared with the Client or third parties?
Note: this includes any client involvement in this process.
If any of the answers to the above is "yes", the project quality manager will contact the project’s
transactional lawyer and seek advice on how best to proceed. Otherwise, the project quality manager can
proceed with the process.
6.1.2 Collecting Project Experiences

In accordance with the action plan, the project quality manager will ensure that new project experiences are
being collected on the project. Attachment 02 describes the tools that will be used.

6.2 Processing Project Experiences

The office quality manager is responsible for processing project experiences, determining when this takes
place, and deciding how the review process will be organized within the office. The objective of the office
review is to ensure the quality of the published project experience. Office quality managers may liaise with
department leads and project discipline leads, as appropriate. The office quality manager may also appoint
a deputy.
The project quality manager will prepare the review by ensuring that all information with respect to the
project experiences that were captured on the project is accurate, complete, and meets the requirements
and guidance as described in 3.
The office quality manager will review the information provided by the project quality manager and decide
whether the proposed entry contains knowledge that can be of use for future work. If not, the proposed
entry should be rejected. The office quality manager will then execute the office review.
After the office review, the office quality manager will decide:
 If a root cause analysis (RCA) is required. If yes, legal advice should be sought to determine if the
RCA needs to be conducted under legal direction and marked with the appropriate legal privilege

Copyright © 2016, Fluor Corporation. All Rights Reserved. Quality & CPI
 Practice 000.042.0020
Date 29 August 2016
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PROJECT EXPERIENCES AND LESSONS LEARNED

notation. If this is the case, even the fact that an RCA is being conducted will need to be identified
as confidential. The OQM will liaise with the project to ensure support for the execution of the RCA.
The RCA should identify the cause of a problem or situation and clearly identify what needs to be
documented in a new work practice or what needs to be changed in an existing practice.
 If the project experience is in fact a lessons learned. Note: if a lessons learned is identified, an RCA
is a required key element of the Lessons Learned procedure.
When satisfied, the office quality manager will approve the project experience. Approved project
experiences will be uploaded following the instructions described in Attachment 02.
Published project experiences will meet the requirements and guidance described in Attachment 03.

6.3 Delivery of Approved Project Experiences

Knowledge Management will ensure that approved project experiences are published in the applicable
Knowledge OnLine (KOL) communities.

6.4 Processing Lessons Learned (Work Process Improvement)

6.4.1 Drafting Lessons Learned

The project quality manager will draft lessons learned, based upon the RCA, in liaison with the relevant
project discipline leads. The office quality manager will review draft lessons learned in a similar way as for
project experiences.
6.4.2 Claims Management Review

Claims Management will review proposed draft lessons learned before publication to ensure that the
published lessons learned does not put Fluor at risk.

6.5 Delivery Lessons Learned

Knowledge Management will ensure that approved lessons learned are published in the applicable
Knowledge OnLine (KOL) communities.
Projects can implement the solutions provided in the published lessons learned until the related practice
has been updated or a new practice has been published.

6.6 Processing Practice (Work Process Improvement)

6.6.1 Work Process Improvement Process

The Quality & Continuous Performance Improvement (CPI) organization will appoint a team to produce and
execute an improvement plan. The team will ideally consist of project team members, an office quality
manager, and members from the key process owner (KPO) organization. This plan will be authorized by
the Quality & CPI executive and (if required) endorsed by the business line. The plan will be based on the
RCA and draft lessons learned document.

Copyright © 2016, Fluor Corporation. All Rights Reserved. Quality & CPI
 Practice 000.042.0020
Date 29 August 2016
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PROJECT EXPERIENCES AND LESSONS LEARNED

This improvement plan will identify required changes to practices, systems, methods of measurement for
effectiveness of changed practices, any additional training required, communication, additional resources
required budget, and implementation schedule.
The KPO organization (including functional process leaders and subject matter experts) will determine how
the lessons learned is best incorporated in relevant practices. The KPOs are also responsible for
implementing the path forward for a solution that ensures the lessons learned is incorporated in relevant
work processes by embedding the learnings into referenced work practices, specifications, processes, and
systems.
 The method to measure the effectiveness of the new or modified work processes will be defined
 Appropriate communication and training will be considered and implemented
 When satisfied, the KPOs will approve the new or modified practice

6.7 Publishing New / Modified Practice

After the new or modified practice has been approved, it will be published on Knowledge OnLine (KOL) and
the lessons learned will be archived.

7.0 RESOURCES

Not Applicable.

8.0 REFERENCES

Practice 000.042.1000 Quality Assurance Procedures Manual (QAPM)

Practice 000.100.0060 Standard Project Procedures Manual (PPM)
Practice 000.100.0050 Standard Project Execution Plan for large projects
Form 000.042.F0020 Standard Project Experience Form

9.0 ATTACHMENTS, ADDENDA

Attachments

Attachment 01 Project Experiences and Lessons Learned Flow Chart (“Swimlane”)

Attachment 02 Tools
Attachment 03 Content Requirements and Guidance

Copyright © 2016, Fluor Corporation. All Rights Reserved. Quality & CPI
 Practice 000.042.0020
Date 29 August 2016
Attachment 01  Page 1 of 1

PROJECT EXPERIENCES AND LESSONS LEARNED

Project Experiences and Lessons Learned Flow Chart (“Swimlane”)

Copyright © 2016, Fluor Corporation. All Rights Reserved. Quality & CPI
 Practice 000.042.0020
Date 29 August 2016
Attachment 02  Page 1 of 1

PROJECT EXPERIENCES AND LESSONS LEARNED

Tools

The Project Experiences community in Knowledge OnLine (KOL) contains all the tools and information for OQMs
and PQMs relevant for the execution of this practice.
The Project Experiences community is a restricted sub-community of the Quality & CPI community in Knowledge
OnLine (KOL). It contains the following key information and tools:

 Project experience and lessons learned (PE-LL) flow chart (“swimlane”).

 Standard project experience form (pdf-file) (000.042.F0020)
 Standard PE-LL template for processing (xlsm-file)
 Office project experience folders
The community also contains training material, instructional videos, and forum discussions.

The use of exchanging draft documentation on project experiences and lessons learned via email should be kept to
a minimum. Files should be stored in an office folder within the community instead of a project shared directory.

PE-LL Flow Chart (“Swimlane”)

This is the same as Attachment 01 and is available in metric size A3 – pdf format.

Standard Project Experience Form

The standard project experience form (000.042.F0020) can be downloaded by the project quality manager and
provided to project team members. This form is to be completed by any project team member who wants to share
an experience.

Standard PE-LL Template for Processing

The project quality manager can import the standard project experience forms – as completed by project team
members – into an xlsm-file and should complete the other columns that contain metadata for the project.

Office Project Experience Folders

Each office has a dedicated folder that can be used to store and update completed project experience forms, and to
upload completed PE-LL xlsm-files.

Project experiences that are contained in the uploaded PE-LL xlsm-files will be published.

To become a member of the Project Experiences Community, please contact your OQM.

Note: In every KOL Community a Search Project Experiences Wiki will be available. This wiki enables the search
for and filtering of relevant project experiences.

Copyright © 2016, Fluor Corporation. All Rights Reserved. Quality & CPI
 Practice 000.042.0020
Date 29 August 2016
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PROJECT EXPERIENCES AND LESSONS LEARNED

Content Requirements and Guidance

Project experiences or lessons learned can be used to document purely technical matters (e.g., engineering
solutions to a piping problem) or to document business / project execution learnings, solutions, and approaches.

 Develop the project experience or lessons learned in sufficient detail to allow it to be reviewed by individuals
knowledgeable in the subject.
 If the lesson involves correcting a condition, problem, or deficiency, identify what you believe to be the
apparent I contributing causes of the condition I problem.
 If the lesson involves an improvement or enhancement to an existing condition I process, identify what you
believe needs to be added or changed. If it involves a current practice, identify that practice and where it
needs to be improved.
 Respond to any questions from those who review or authorize the lesson and modify the lesson as necessary.
Information to be captured can include the following:

 Problem I event description I results of implementing a successful alternative or pilot

 Why did it happen? (apparent I contributing causes)
 Solution I action taken
 Cost I schedule I quality I health, safety and environmental (HSE) impacts
 Actions taken to develop long-term solution I path forward
 Suggestion for knowledge (practices, specifications, etc.) that needs to be updated
 Responsible key persons familiar with the lesson

1.0 Requirements for Documenting Project Experiences and Lessons Learned

The following requirements apply to documenting a project experience or lessons learned.

A published project experience or lessons learned will:

 Maintain appropriate confidentiality for Fluor and its Client

A published project experience or lessons learned will not:

 Place blame or air complaints

 Identify the project, Client, contractor, supplier, or third party
 Identify problems that are unresolved

Copyright © 2016, Fluor Corporation. All Rights Reserved. Quality & CPI
 Practice 000.042.0020
Date 29 August 2016
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PROJECT EXPERIENCES AND LESSONS LEARNED

Content Requirements and Guidance

2.0 Guidance for Documenting Project Experiences and Lessons Learned

A published lessons learned should:

 Provide information on new or modified methods of project execution (lessons learned only)
 Be well-written and clearly document all required information in such a way that it can be read as a
standalone document
 Provide understanding of issues, root causes, impacts, and solutions for improvement
 Recommend work process improvement, with reference to a practice (numbered document) or
discipline
A published lessons learned should not:

 Be too specific, such as "Allow 18-inches of clearance for personnel access between cable trays inside
building 7G
 Be overly general, including "Better planning" or "Better communications"
 Use abbreviations or uncommon acronyms (unless defined)
 Be a one-time event

Copyright © 2016, Fluor Corporation. All Rights Reserved. Quality & CPI