Developing a Learning Culture in a Project Organisation. Rhomberg Bau GmbH

Inhaltsverzeichnis (Table of Contents)

• 1. Introduction
• 1.1 Background
• 1.2 Aim and Purpose
• 1.3 Structure
• 1.4 Delimination
• 2. The Importance of Organisational Learning
• 3. Learning in Project Organisations
• 3.1 Key Characteristics of Projects
• 3.2 A Learning Model for Project Organisations
• 4. Applying the Learning Model
• 4.1 Testing of Experience
• 4.2 Sharing of knowledge
• 4.3 Advancing Learning
• 4.4 Summary
• 5. Implementing Learning Disciplines at All Levels
• 5.1 Learning of the Project Organisation
• 5.2 Learning of Teams
• 5.3 Learning of Project Personnel
• 5.4 Summary
• 6. Potential Learning Obstacles in Project Organisations
• 7. Implementing the Concept of Learning at Rhomberg
• 7.1 Case Study: Re-Implementing the Project Management Plan
• 7.2 Approach and Methodology
• 8. Findings and Recommendations for Rhomberg
• 8.1 Fostering Learning through Individual Experience
• 8.2 Making Shared Knowledge Available to Teams
• 8.3 Setting the Foundation for Organisational Learning
• 9. Final Review and Critical Appraisal

Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)

This bachelor thesis aims to develop a learning model for project-based organizations, specifically examining its application within Rhomberg Bau GmbH. The research investigates how individual reflection, knowledge sharing, and organizational learning can be fostered in a project context. The case study analyzes the re-implementation of a project management plan at Rhomberg Bau GmbH as a means to promote these learning processes. * Organizational learning in project environments * A model for fostering individual and organizational learning in projects * Knowledge sharing and its impact on project team learning * Implementation of learning disciplines at individual, team, and organizational levels * Challenges and obstacles to implementing a learning culture in project organizations

Zusammenfassung der Kapitel (Chapter Summaries)

1. Introduction: This introductory chapter sets the stage for the thesis. It establishes the background of organizational learning, specifically within project-oriented companies. The chapter clearly defines the aim and purpose of the study, outlining the intention to propose a learning model applicable to project organizations. The structure of the thesis is detailed, providing a roadmap for the reader, and the scope of the study (delimitations) is clearly presented, setting boundaries for the research's focus. 2. The Importance of Organisational Learning: This chapter explores the crucial role of organizational learning in achieving sustainable competitive advantage. It delves into the theoretical foundations of organizational learning, discussing its benefits and its impact on organizational performance. This section likely lays the groundwork for the later development of the proposed learning model by highlighting the importance of continuous learning and adaptation within organizations. 3. Learning in Project Organisations: This chapter focuses on the unique aspects of learning within project organizations. It highlights the key characteristics of projects that influence learning processes and proposes a new learning model specifically tailored to the project environment. This model likely emphasizes individual reflection, knowledge sharing within teams, and the organizational implications of these processes, forming the core framework for the subsequent analysis of the case study. 4. Applying the Learning Model: This chapter delves into the practical application of the proposed learning model, breaking down its key components. It examines how individual experiences are tested, knowledge is shared, and learning is advanced within the framework. The likely discussion of how these aspects interact to create an ongoing cycle of learning is crucial in understanding the thesis’s central argument. 5. Implementing Learning Disciplines at All Levels: This chapter examines the implementation of learning disciplines across individual, team, and organizational levels within the project context. It details specific strategies for fostering learning at each level, exploring how each contributes to overall organizational learning. The synthesis of these multi-level approaches likely highlights the interconnectedness of learning processes across the entire organizational structure. 6. Potential Learning Obstacles in Project Organisations: This chapter addresses the potential challenges and obstacles that organizations may encounter when trying to implement a learning culture. It likely identifies common issues and suggests strategies for overcoming them, adding a critical layer to the overall model. The identification of potential difficulties makes the model more robust and practical. 7. Implementing the Concept of Learning at Rhomberg: This chapter presents a case study of Rhomberg Bau GmbH, focusing on the re-implementation of their project management plan as a means to foster learning. The re-implementation likely serves as a real-world application of the proposed learning model. It describes the methodology used to analyze Rhomberg's experience, providing a concrete example of the model's application. 8. Findings and Recommendations for Rhomberg: This chapter presents the findings from the case study and offers specific recommendations for Rhomberg Bau GmbH based on the analysis. It likely draws connections between the observed outcomes at Rhomberg and the broader implications of the proposed learning model. This serves as a practical conclusion to the research, demonstrating the model’s utility.

Schlüsselwörter (Keywords)

Organizational learning, project management, knowledge management, individual reflection, team learning, organizational culture, case study, Rhomberg Bau GmbH, learning model, project-based organizations, lessons learned, knowledge sharing, double-loop learning.

Frequently Asked Questions: A Learning Model for Project-Based Organizations

What is the main topic of this thesis?

This bachelor thesis develops a learning model for project-based organizations, specifically focusing on its application within Rhomberg Bau GmbH. It investigates how individual reflection, knowledge sharing, and organizational learning can be fostered within a project context, using a case study of a project management plan re-implementation at Rhomberg Bau GmbH.

What are the key themes explored in the thesis?

The key themes include organizational learning in project environments; a model for fostering individual and organizational learning in projects; knowledge sharing and its impact on project team learning; implementation of learning disciplines at individual, team, and organizational levels; and challenges and obstacles to implementing a learning culture in project organizations.

What is the structure of the thesis?

The thesis is structured as follows: Introduction (background, aim, structure, delimitation); The Importance of Organizational Learning; Learning in Project Organizations (key characteristics of projects, a learning model for project organizations); Applying the Learning Model (testing experience, sharing knowledge, advancing learning, summary); Implementing Learning Disciplines at All Levels (learning of the project organization, teams, and personnel, summary); Potential Learning Obstacles in Project Organizations; Implementing the Concept of Learning at Rhomberg (case study, approach and methodology); Findings and Recommendations for Rhomberg (fostering learning through individual experience, making shared knowledge available to teams, setting the foundation for organizational learning); and Final Review and Critical Appraisal.

What learning model is proposed?

The thesis proposes a learning model tailored to project organizations. This model emphasizes individual reflection, knowledge sharing within teams, and the organizational implications of these processes. The model's application is demonstrated through a case study at Rhomberg Bau GmbH.

What is the role of the Rhomberg Bau GmbH case study?

The case study analyzes the re-implementation of a project management plan at Rhomberg Bau GmbH. It serves as a real-world application of the proposed learning model, illustrating how the principles of individual reflection, knowledge sharing, and organizational learning can be implemented and their impact assessed.

What are the key findings and recommendations?

The findings and recommendations are based on the analysis of the Rhomberg Bau GmbH case study and focus on fostering learning through individual experience, making shared knowledge available to teams, and setting the foundation for organizational learning within the company. Specific strategies for implementing these recommendations are likely provided.

What are the potential obstacles to implementing a learning culture in project organizations?

The thesis addresses potential challenges and obstacles that organizations might face when implementing a learning culture. These obstacles are likely discussed in detail, along with strategies for overcoming them, contributing to the practicality and robustness of the proposed learning model.

What keywords best describe the thesis?

Keywords include: Organizational learning, project management, knowledge management, individual reflection, team learning, organizational culture, case study, Rhomberg Bau GmbH, learning model, project-based organizations, lessons learned, knowledge sharing, double-loop learning.