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1.Regularly capture the most important project experiences directly after important milestones with the entire project team.

2.Have an external, neutral moderator of the debriefing workshop (not to be done by project managers or other team members).

3.Enforcing project debriefings in all relevant project guidelines and policies. Second, by training or educating project members about the importance of systematic debriefings. And third, by encouraging project managers to lead by example and make project debriefings a strategic priority. The first measure, including debriefing steps in relevant project guidelines, consists of two elements, namely the integration of learning and knowledge goals into the project phase model of a company, and the integration of learning and knowledge goals into the overall project goals and metrics.

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How might project managers overcome these barriers?

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How might project managers overcome these barriers?

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1. Organizational amnesia- reducing the dependence of external parties, and empower the employees by training

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What are the barriers to project learning, according to Schindler and Eppler? 

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What are the barriers to project learning, according to Schindler and Eppler? 

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1. Organizational amnesia - This is a result of the end of a project being consequently considered as the end of collective learning as it involves staff moving on from one project to another, reintegrating into those lines of function because if their specific knowledge for a project is not needed their amnesia begins.

2. Experience

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Realism of proposal evaluation committees considering project management expertise: Yes, it is realistic for proposal evaluation committees to consider project management expertise as important as technical ability, especially in large and complex projects. Project management is crucial for the successful execution of contracts, ensuring that projects are completed on time, within budget, and meet all specified requirements. Many organizations and government agencies recognize the significance of effective project management in minimizing risks and ensuring successful project outcomes. In this case, the DOE's emphasis on a separate section in the proposal for project management details indicates the importance they placed on this aspect. It's common for evaluation committees to assess both technical competency and the ability to manage and deliver projects effectively when awarding contracts

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Question 2 - How could it have been averted?

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Question 2 - How could it have been averted?

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1. It could've been averted if a Professional project manager or a group of competent project managers were hired as well as a more intensive project management course for staff was carried on as well for KOMBS engineering.

2. It could have been averted with mini-mortem scheduled at intervals to identify the absence of project management system.

3.The project management system should have been introduced and implemented sooner into the project. This would have prepared Kombs to work out all the discrepancies prior to the contract's renewal.

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1. There wasn't enough time to properly train staff in project management and they probably didn't take it seriously and as a result couldn't meet up to the requirements expected by DOE.

2. Lack of staff competency.

3. Kombs Engineering project management system did not meet the standard and expectation of DOE as there was no previous commitment and proper structure for project management

4. No proper change management plan to transition from obsolete practices to more modern project management and business practices.

5. Project amnesia