Managing lessons learned in construction industry

here is value in managing organizational knowledge. This knowledge originates from the experiences of organizations and is retained in the form of corporate memory. This retained knowledge is usable in expediting similar work in the future, thus benefıting the organization by assisting in rapid implementation on projects. The main objective of this study is to introduce a Model of Framework for Lessons Learned Process (LLP) that facilitates sharing of knowledge about experiences and transferring of lessons learned at organizational level. The research focus is to 1) explore the processes of knowledge transfer and learning, 2) analyze the use of project feedback, and 3) assess the effectiveness of LLP Model in organizations. The research includes an extensive literature study, interviews with managers on how to manage lessons learned processes throughout the organizations, analysis of this information to develop fındings, and extending these to model an evolving framework of LLP over time in organizations. Without managing lessons learned process, the proper culture, and effıcient technology application, the value of the knowledge, even if it is present, will be signifıcantly less. The managing process adds value to the knowledge by making appropriate knowledge available whenever and wherever it is needed within the organization.