Index
|
After Action Reviews To improve the effectiveness of our operations and retain a history on actions taken in the past, we implemented a policy of conducting After Action Reviews. These reviews allow us to improve and learn from both our successes and failures. AARs are a professional discussion of an event focused on improving the performance of the organization or team. The heart of the AAR is identifying what was supposed to happen, what actually happened, why it happened, and how to sustain strengths and improve weaknesses. An AAR is not a critique and does not allocate blame. Feedback generated during the AAR process compares the actual output of a process with the expected outcome. Fundamental to the success of an AAR is the spirit in which it is conducted. Project managers, project delivery team members, management, customers and contractors should openly and honestly discuss what actually transpired in sufficient detail and clarity so that everyone understands what happened and why and then implement process improvements. AARs can be formal or informal. But they all will follow this simple format:
An AAR is both an art and science. What makes AARs so powerful is that they can be applied across a wide spectrum of events from two individuals conducting a five-minute AAR at the end of a short meeting to a longer AAR held by a project delivery team at the end of a large project. Individuals involved may absorb lessons learned on the spot and they can be documented in a format that can be shared with a wider audience. A properly conducted AAR can also have a powerful influence on the climate of the organization. It is a part of the communication process that educates and motivates people and focuses them on organizational priorities to improve procedures across the organization. More information about AARs
can be found here. | ||||||||||||
