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Managing a project's legacy: implications for organizations and project management

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dc.contributor.author Cooper, Lynne P.
dc.contributor.author Hecht, Michael H.
dc.contributor.author Majchrzak, Ann
dc.date.accessioned 2006-06-13T16:32:15Z
dc.date.available 2006-06-13T16:32:15Z
dc.date.issued 2003-03-08
dc.identifier.citation IEEE Aerospace Conference, Big Sky, Montana, March 8-15, 2003. en
dc.identifier.clearanceno 02-2761
dc.identifier.uri http://hdl.handle.net/2014/39362
dc.description.abstract Organizations that rely on projects to implement their products must find effective mechanisms for propagating lessons learned on one project throughout the organization. A broad view of what constitutes a project’s ”legacy” is presented that includes not just the design products and leftover parts, but new processes, relationships, technology, skills, planning data, and performance metrics. Based on research evaluating knowledge reuse in innovative contexts, this paper presents an approach to project legacy management that focuses on collecting and using legacy knowledge to promote organizational learning and effective reuse, while addressing factors of post-project responsibility, information obsolescence, and the importance of ancillary contextual information. . en
dc.description.sponsorship NASA/JPL en
dc.format.extent 2276662 bytes
dc.format.mimetype application/pdf
dc.language.iso en_US en
dc.publisher Pasadena, CA : Jet Propulsion Laboratory, National Aeronautics and Space Administration, 2002. en
dc.subject risk en
dc.subject risk management en
dc.subject success / failure graph en
dc.title Managing a project's legacy: implications for organizations and project management en
dc.type Preprint en


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