PPMP20008 Assessment 3: Project Management Lessons and Strategies

This assignment provides an analysis of lessons learnt in the context of project management, specifically related to the course PPMP20008. It includes a framework for gathering and documenting lessons, comparing planned approaches with actual outcomes. The analysis covers three key lessons related to government process revision, SMART goal development, and project team assembly. Each lesson is accompanied by an improvement strategy, focusing on measurability, achievability, relevance, and time-bound implementation. The document concludes by emphasizing the importance of project initiation analysis and data development for effective project management.

TERM 2 ASS_3
LESSONS LEARNT
Name: Insert full name
Student Number Insert student number
Campus: Insert campus or distance
Tutor: Insert tutor name
Tutorial number: Insert the tutorial number

1. INTRODUCTION
The following study is helpful to understand success and goals of mega-projects. The study
analyses that in doing so, different resources, project perceptions, planning elements,
organizational structures and managing project competencies are understood. Various areas
enabling project managers is economically helpful to understand further projects.
2A. LESSONS LEARNT: FRAMEWORK
2.1 How I planned to gather and document lessons learnt
When I planned to identify
and collect lessons learnt
Who I planned to involve in
the process of gathering
lessons
How I planned to document
lessons
The session of lesson learnt
has focussed in determining
project failures and success.
This includes
recommendations towards
development of future
performances over the
projects. However, project
managers have comprised of
professional obligations. This
is to conduct different areas
of learning having different
The project manager is
chosen to facilitate the
session. The result of the
project survey is summarized
through project managers and
participants, as the session
goes on.
The facilitators has been
utilizing lessons learnt
categories. This is to
concentrate of participants to
take discussions and think.
The document is planned by
asking the following queries.
What needs to be developed
What has been going wrong
What has been going right

external and internal
stakeholders. This happens
specifically as the yield of
project is lower the outcomes
intended. These lessons learnt
are vital for different
processes of lessons. As the
session is unsuccessful, the
company can lose out various
scopes of learnt lessons.

2B. LESSONS LEARNT: FRAMEWORK (CON’T)
2.2 What actually happened?
When I identified and
collected lessons learnt
Who I involved in the
process of gathering lessons
How I documented lessons
Document Lessons Learned
As the lessons learnt are
captured, they are reported to
project stakeholders. Various
kinds of reports are developed
on the basis of audiences.
These detailed lessons of the
report comprises of
information gathered and
extra inputs from different
participants. They were
unable to attend.
Here, the facilitators has
prepared lessons for the
overall summary of current
leadership. The document has
presented overview of lessons
that are learnt and different
summary project strengths.
This includes strengths and
weaknesses that are required
to get developed. This report
has been able to include
attachments that ate made
available in various
leadership of events that are
more informative.
3.1 LESSON 1
1. Situation 2. The situation made me 3. What I learnt from

feel… reflecting on the situation
At level 2, the governments
have been defining process
and primary techniques.
These are done while
documenting and identifying
lessons learnt. This process
has turned to the culture of
organization. This is
constantly applicable to
process and project
documents.
This is helpful to revise the
documents for more and more
efficiency.
The lesson learnt is that what
the organizations have needed
for effective tools and starting
of analysis of various stored
lessons learnt. It is understood
that collecting of lessons
learnt is mandatory as the
valuable data is never shared
under the provided
organizations. These are done
to avoid reoccurring of
lessons learnt. Most
importantly, the best practices
are to be repeated for the
lessons learnt.
3.2 LESSON 1: IMPROVEMENT STRATEGY
1. Improvement
strategy
2. How to
measure if the
strategy works
3. Why the
strategy is
achievable
4. Relevance of
strategy to
address the
lesson
5. When the
strategy will be
implemented

Here SMART
process is
identified for
procuring project
management.
This indicates the
criteria to user
objectives and
goals. These aims
are time-bound,
relevant,
measureable and
specific.
This concept for
all the project
goal has been
adhering to
SMART criteria
in order to
become effective.
Thus, as panning
of project
objectives are
done, they have
been undergoing
some following
objectives.
The “specific”
has been helpful
to measure how
the goal has to be
a targeted area of
development and
answering any
particular need.
Then the
“measurable”
part has been
determining that
The SMART
process in project
management has
been one of the
effective way to
assure success.
Besides,
irrespective if
how well the task
has been
premeditated and
probably taking
some attempts is
also considered.
This is to
completely hit
the strides.
Points are
created to supply
a critical
feedback. As the
project gets
completed, it has
been never
hurting to sit
down and
For “specific”:
Few overarching
aims are
considered
around the
project. This
must be done
through finishing
tasks in timely
way. Then they
should stay under
the provided
budget. Further,
the product
delivery is to be
developed.
For measureable:
The deliverables
of project has
been denoting to
the outcomes on
the basis of
particular needs.
These are the
tangible items in
typical manner.
The strategy
must be
implemented as
there is immense
array of
technically and
complex
challenging
scenario.
Besides, the
SMART is to be
deployed as there
is a challenge in
developing
strong template
of management
to be a rousingly
complex skill.

the goal has been
quantifiable for
allowing
measureable
progresses. This
has been
considering the
attainable goals
that has been
realistic on the
basis of various
existing
constraints and
available
resources.
Moreover, this
has been relevant
to the goals that
has been aligning
with objectives
of business that
is needed to be
considered
worthwhile. The
“time-bound”
part has been
analyse what has
been well and
developed for
future.
Here, the
designing of
project is to be
included and
latest websites
with deliverables
must involve
elements that has
been landing
pages and
specific
completed
elements.
For achievable:
There has been
determination
contribution of
disbursement.
For realistic:
The risk factors
are to be
identified.
For times:
They should be
considering
deploying of

comprising of
defining
finishing part and
deadline.
Gantt Charts in
different prior
stages of their
business.
4.1 LESSON 2
1. Situation 2. The situation made me
feel…
3. What I learnt from
reflecting on the situation
The situation has demanded
the development of sound
goals for managing their
individual and performance of
employees. The employees
are asked to set goals for the
evaluation period. As the
employees are asked about
the goals, they are taught to
develop SMART aims. These
must be supporting their
individual aims for the similar
period.
The “Specific” has made me
understand that the goals are
to be written simplistically
and they are to be defined
clearly that they has been
going to do.
The “measurable” part has
referred that the goals should
be measurable and one must
have tangible evidences that
are to be accomplished for the
goal. This entire statement of
the goal has been the
measurement of the project
that has been short-termed
with little measurements that
The idea of writing SMART
goals has been vital to
accomplish individual goals.
This has been in turn linked
to various departments. It has
been vital for assuring proper
communication between
supervisors and employees.
Hence there has been no
surprises as any performance
evaluation is done at the end
of the year.

is crated to the goal. Next, the
“achievable” goal has been
denoting that it has been
challenging and defined such
that one can gain them.
Appropriate knowledge is
needed for the abilities, skills
and knowledge for achieving
that aim. The results has
denoted that the goals are to
be including various
measurable outcomes and not
activities. Besides, the time
bound has been indicating
that the goals are to be linked
to timeframes creating
practical sense of urgency and
resulting in tension between
present reality and vision of
that goal. Instead of the
tension, the aim has been
unlikely producing related
outcomes.

4.2 LESSON 2: IMPROVEMENT STRATEGY
1. Improvement
strategy
2. How to
measure if the
strategy works
3. Why the
strategy is
achievable
4. Relevance of
strategy to
address the
lesson
5. When the
strategy will be
implemented
The improvement
strategy must
include
scheduling status
reporting that has
been involving
monthly
assessments of
progressing the
schedule. This is
done with close
monitoring of
sectors of
schedules that has
posed risks to
successful ending
of the project.
Then risk
management
tasks must be
The effectiveness
of proper actions
are to be taken at
the account level
for driving
development.
The strategy is
achievable as
there is
verification of
development
initiative of
action
completion.
It has been
helped in
validating the
efficiency of
these activities.
This metrics has
been taking
extents of actions
of various
closure evidences
that is validated
and verified
through
controlling
accounts. This
must be done
against the
overall number
of activities. This
is done against
overall control
accounts that are
been accounts.

done. This should
include
reviewing,
analysis and
tracking of items
of risks under the
project risk
register. Further,
the developments
are to be
monitored
regarding action
implementation.
Further, reporting
metrics are to be
developed.
Ultimately
transparency is to
be maintained
with
stakeholders.
5.1 LESSON 3
1. Situation 2. The situation made me 3. What I learnt from

feel… reflecting on the
situation
The above study is helpful for
the project team in
assembling findings in the
report.
Then the end state is to be
achieved that has been
comparing the stated and
achieved condition of various
deliverables against end state
condition definitions.
The above study is helpful to
identify the primary aspects
and forming the ground stone
of its managements along
with analysing the entire
success.
5.2 LESSON 3: IMPROVEMENT STRATEGY
1.
Improvement
strategy
2. How to
measure if the
strategy works
3. Why the
strategy is
achievable
4. Relevance
of strategy to
address the
lesson
5. When the
strategy will
be
implemented
That report
should be
documenting
achievements of
goals as
compared to
project
performances
against various
initial initiative
aims.
Then there is
project schedule
performances are
to be done.
This is to be
done comparing
to real schedule
performances
against the
primary
schedule.
Further, project
initiation
document has
been created on
business.
However, it has
needed to invest
plans and runs
the residual part
of the project.
6. CONCLUSION
The above study highlights how project innitiation is done using analysis and information
data that is developed as the initiation of activities goes on. The initiating of the project is a huge
investment for the organization. As the initiating of the project goes on, the project manager can
create collection of various management predicts. This is helpful to highlight the project is
managed, costing and the quality is planned, checked and communication is done.

7. REFERENCES
Heagney, J. (2016). Fundamentals of project management. Amacom.
Heldman, K. (2018). Project management jumpstart. John Wiley & Sons.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Kloppenborg, T. J., Tesch, D., & Manolis, C. (2014). Project success and executive sponsor
behaviors: Empirical life cycle stage investigations. Project Management Journal, 45(1), 9-
20.
Martinelli, R. J., & Milosevic, D. Z. (2016). Project management toolbox: tools and techniques for
the practicing project manager. John Wiley & Sons.
Schwalbe, K. (2015). Information technology project management. Cengage Learning.