Management of Lessons Learned by the NZDF
Section 4: Future developments
Introduction
4.1
There may be benefits from establishing a single global NZDF lessons learned framework, foremost of which is the ability to gather, analyse and share information across the organisation. Nevertheless, it is unrealistic to expect all areas that have existing internal lesson learned processes incorporated into their management systems to either abandon, or duplicate, these in an attempt to utilise the global system (EARLLS).
4.2
What is required is a balanced organisational approach to lessons learned, incorporating both formal and informal processes which are coordinated and cross-linked where appropriate to allow information to be shared across the organisation. The challenge, therefore, is in deciding what information should be shared, and where responsibilities for the development, management and support of lessons learned should be best located.
Corporate lessons learned
4.3
We were told that very little effort, other than education and direction, is required to make wider use of EARLLS. Among the reasons we heard for other areas of the NZDF not adopting EARLLS is the absence of overall policy that clearly outlines the corporate intent of the NZDF and drives its lesson learned objectives. (We commented in paragraph 2.22 on a lack of clarity in the policy intent outlined in CDF Directive 31/2005 regarding the scope of EARLLS.)
4.4
Although HQ JFNZ has promoted the wider use of EARLLS, there remains a view that the system is predominantly for HQ JFNZ and Service operational activities. Some see difficulty in resourcing and using what they regard as a complicated and cumbersome system that has limited direction or support available.
4.5
As previously mentioned, HQ NZDF Capability Branch recently commenced an exercise to look into the adoption of EARLLS for the capability projects it manages. The review considered the responsibilities Assistant Chief Capability had as the sponsor of EARLLS for broadening the use of EARLLS by other HQ NZDF Branches and the NZDF generally.
4.6
Amongst the requirements that were identified to achieve the introduction of EARLLS at the corporate/strategic level were:
- NZDF policy that clearly outlines corporate intent and drives a lessons learned culture and objectives;
- the need to provide EARLLS with a greater degree of importance and resourcing,
- the need to ascertain the best location for sponsoring EARLLS as a corporate application.
4.7
The NZDF has found that it is not enough to simply make EARLLS available and expect the system to be operated effectively. There is a need for tailored processes that fit the requirements of a particular area and the communities of interest that are going to make use of it. This requires commitment, education and resourcing.
4.8
Uncertainty over whether the original intent of CDF Directive 31/2005 was for EARLLS to be a corporate application, as opposed to a largely tactical/operational tool, has resulted in Capability Branch restricting its immediate consideration to the development of a system implementation strategy for Capability Branch and the wider HQ NZDF.
4.9
In our view, the successful introduction of EARLLS to facilitate lessons learned within the NZDF project management framework, and in particular the process of developing policy and procedures for this purpose, could provide an example for other areas within the organisation. As such, this could provide a starting point for the step by step expansion of EARLLS and its broader use as a NZDF lessons learned application. It could also provide the basis of a lessons learned centre of excellence within HQ NZDF for providing enhanced support to future EARLLS users.
4.10
Of particular note are Boards/Courts of Inquiry, identified in the CDF Directive as activities to be included in EARLLS. The HQ NZDF Chief of Staff organisation is at present developing a stand alone register to monitor progress in implementing the recommendations (essentially lessons to be learned) of all Courts of Inquiry. While each of the organisations that are responsible for assembling Courts of Inquiry currently undertake their own monitoring, the significance and profile of recent enquiries has prompted HQ NZDF to improve its oversight of the situation.
4.11
There is potential for the use of EARLLS as a register for capturing all inquiry recommendations. It would provide the tool to direct recommendations to the appropriate personnel for action.
4.12
The recent organisational changes that have centralised the human resources, logistics, capability, and certain training functions should result in greater standardisation of management practices across the NZDF, including processes involving lessons learned. In time, therefore any future initiatives to coordinate or cross-link information through EARLLS for sharing information on lessons learned should be easier to achieve.
4.13
If expansion of EARLLS is to be a goal for the NZDF, it is probable that a single champion or sponsor of the system would be necessary. The absence of such leadership at present is likely to be contributing to the uncertainty about the scope and purpose of EARLLS, and the continuing need to address the requirements noted in para 4.6.
EARLLS enhancements
4.14
Certain technical improvements are planned for EARLLS to overcome some of its current restrictions and enhance its usability generally.
4.15
A search engine facility is shortly to be introduced enabling users to undertake word based searches to seek relevant reports and observations relating to an area or item of interest. Currently, information can only be sought using standard metadata topic (classifications) that need to be assigned at the time activity reports and observations are entered into the system.
4.16
The NZDF intends to interface EARLLS fully with SharePoint 3®, the document management system it is introducing. Currently EARLLS is a stand alone application that sits alongside SharePoint 3. Interfacing will provide visibility to folders held within EARLLS for SharePoint users, making the exchange of information between the two applications easier. The timescale for this is currently unknown as it depends on HQ NZDF Communications and Information Systems Branch priorities.
4.17
The introduction of SharePoint 3 may reduce the desire of other areas in the NZDF to utilise EARLLS given the advanced filing and search facilities that SharePoint 3 offers. This may be adequate for supporting lessons learned processes in certain circumstances. SharePoint 3 is however simply a document management application and does not offer the overall benefits of a dedicated lessons learned management system.
Conclusion
4.18
The NZDF has a variety of processes and systems through which lessons are learned. Of these only EARLLS provides a dedicated lessons learned management system.
4.19
Under the auspices of HQ JFNZ, EARLLS supports an effective lessons learned process used predominantly for missions, exercises and readiness or collective training activities. Other main lessons learned processes that do not utilise EARLLS appear to be effective for the functional areas and activities they support but there is little sharing of information from these across the NZDF.
4.20
The Army is further developing its Centre for Army Lessons to promote awareness, and achieve better coordination, of its various lessons learned processes. The platform based organisations of the Navy and Air Force means that there is not the same need for a central coordination entity.
4.21
Capability Branch is assessing the potential utility and functionality of EARLLS for capability management processes within the NZDF project management framework.
4.22
Consideration was also given by the Capability Branch as to whether EARLLS should be further promoted as a global lessons learned system. Clearly some other areas and activities could benefit from utilising the system and sharing information. As well as the development of policy that clearly outlines the corporate intent and drives the lessons learned culture and objectives, additional resourcing would be required to support the effective management of an expanded lessons learned process. There is a need for a single senior sponsor or champion for lessons learned to coordinate future policy and development, who could also promote the effective and useful expansion of EARLLS across the NZDF.
Recommendation
4.23
It is recommended that the NZDF:
- appoints a sponsor or champion to coordinate future policy and development on lessons learned and promote the wider use of EARLLS across the NZDF; and
- considers the use of EARLLS for registering and monitoring the implementation of all Boards/Courts of Inquiry recommendations.
