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This report provides a review and analysis of issues affecting the design of a lessons learned system for defense acquisition professionals. It draws both upon studies of existing lessons learned systems and upon the literature of organizational learning and knowledge management. While the discussion focuses on the enterprise of defense acquisition, the report's conclusions may be extended to lessons learned and knowledge management systems in other areas as well. The exploration of these issues suggests that attention to social processes within organizations is as important, if not more so, as the development of information technology processes in the success of a lessons learned system. The conclusions provide a resource for decision makers in considering and determining appropriate requirements for and resources to Support an acquisition lessons learned system.

This report provides a review and analysis of issues affecting the design of a lessons learned system for defense acquisition professionals. It draws both upon studies of existing lessons learned systems and upon the literature of organizational learning and knowledge management. While the discussion focuses on the enterprise of defense acquisition, the report's conclusions may be extended to lessons learned and knowledge management systems in other areas as well. The exploration of these issues suggests that attention to social processes within organizations is as important, if not more so, as the development of information technology processes in the success of a lessons learned system. The conclusions provide a resource for decision makers in considering and determining appropriate requirements for and resources to Support an acquisition lessons learned system.