Loughborough University
Leicestershire, UK
LE11 3TU
+44 (0)1509 222222
Loughborough University

Centre for Innovative and Collaborative Construction Engineering


Dr Paul Fuller


Improving Lessons Learnt Outcomes in Multi-phase Project Environments

Project Title

Improving Lessons Learnt Outcomes in Time-Critical Project Environments


Mouchel Parkman


Professor Tony Thorpe
Professor Andrew Dainty

Mr I Slater
Mr R McDonald

Director of Research:
Professor Dino Bouchlaghem

Research Period

2006 -2010

Improving Lessons Learnt Outcomes in Time-Critical Project Environments


Determine what the key attributes of a Learning Organisation are and how they can be applied in Mouchel Parkman Highways to deliver sustainable and measurable improvements in efficiency and knowledge as well as engendering cultural change. Produce a series of outputs that can be used to leverage the Mouchel Parkman knowledge base as an enabler for future successful growth Add to the body of knowledge in the fields of Learning Organisation Culture led Change, Knowledge Asset Valuation and Dynamic Capabilities.


1. To develop a strategy & plan for implementing a Learning Organisation culture within Mouchel Parkman Highways.
2. Develop a process for measuring and benchmarking

i) the changes in levels of innovation, continuous improvement, knowledge assets & culture.
ii) the associated financial benefits, in particular, valuation of knowledge assets

Research Activities

- Research the key attributes of a Learning Organisation and how they have been applied in both product & service industries. This will be used to   establish best practice & current state of the art.
- Establish how the benefits of implementing a Learning Organisation culture & related improvement programmes have been demonstrated & quantified. This will be used to establish current thinking, in particular, in the area ofknowledge assets.
- Review the related business initiatives (Corporate & Highways specific) being planned or currently implemented eg Performance Management strategy, Knowledge Management strategy, EFQM, Business Excellence, IT strategy etc- Map the initiatives to the requirements of a Learning Organisation.
- Develop a maturity matrix tool to inform management of their progress towards creating a Learning Organisation & to provide a means of goal setting & monitoring progress. This will be linked to the Highways Board Business Strategy and objectives and also provide inputs to the business planning cycle.
- Prepare plans for further development of a Learning Organisation culture and exploration of Dynamic Capabilities across Mouchel Parkman.

Project Outcomes/Benefits


  • This research project will demonstrate thought leadership to clients and will enable the adoption a class leading strategy in terms of implementing a sustainable Learning Organisation culture that matches Mouchel Parkman's ambitious corporate objectives and supports the Highways Business stream objectives for growth.
  • Increased knowledge of best practice in the implementation of a Learning Organisation culture which will bring new thinking and academic rigour to the development of this and other initiatives. This will also expand the capabilities of existing staff.
  • The ability to benchmark improvements in performance and profitability through more effective innovation & continuous improvement. This will enable the achievement ofincreased scores for EFQM, IIP and Highways Agency client "Business Excellence" benchmarking models.
  • The research supports & enhances existing initiatives and complements all Mouchel Parkman's stated values, competencies & behaviours
  • Improvement in service delivery that meets or exceeds client & other stakeholders requirements.
  • Tools relating to Learning Organisation Culture, Knowledge Assets and Dynamic Capabilities that support and inform high level strategy development.


  • Transfer of knowledge from academia into industry and vice versa
  • Further real world case study material in the areas of Learning Organisations, culture change and dynamic capabilities.


Fuller P. A., Dainty A.R.J. and Thorpe A. (2011). Improving project learning: a new approach to lessons learnt. International Journal of Managing Projects in Business, 4 (1), pp. 118 - 136. http://dx.doi.org/10.1108/17538371111096926

Fuller, P.A. … et al. (2010). Overcoming challenges in applying learning theory to projects through learning praxis. In: Anumba, C.J., Bouchlagem, N.M., Messner, J.I. and Parfitt, M.K. (Eds.) Proceedings 6th International Conference on Innovation in Architecture Engineering and Construction, Penn State University, USA, 9 -11, June 2010: Sect.1, pp.1-10.

Fuller, P.A. … et al. (2009). Event-based measurement of learning in projects, In: Dainty, A. (Ed) Proceedings of the 25th Annual ARCOM Conference, 7-9 September 2009, Nottingham, Association of Researchers in Construction Management, Vol. 2, pp.713-714.

Fuller, P.A. … et al. (2008). Using Measurement as an Enabler for the Implementation of Knowledge Management and Learning Processes, In: Harorimana, D. and Watkins, D. (Eds) Proceedings of the 9th European Conference on Knowledge Management, Southampton, 4-6 September 2008: pp.201-208.

Fuller, P.A. … et al. (2008). Exploiting and measuring learning potential Improving Project learning - a new approach to lessons learnt. Proceedings of the CIB W102 Conference on Information and Knowledge Management in Building, June 3-4 2008, Helsinki, Finland, pp 106- 116.

Fuller, P.A. … et al. (2007). Learning Organizations: Can they be shown to exist through the realization of quantifiable benefits, In: Boyd, D. (Ed) Proceedings of the 23rd Annual Association of Researchers in Construction Management (ARCOM) Conference, Belfast, 3-5 September 2007, Vol. 2, pp.713-714.



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+44 (0)1509 222623

The Centre Administrator
Loughborough University
LE11 3TU

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