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Learning Through Reflective Practice—Ahmad Alshehri

Learning Through Reflective Practice While Deploying a Load Management System In a Famous Cement Industry
This paper explains the topics of ‘reflective practice and ‘learning through reflection’ in a practical project environment at one of Australia’s major Cement manufacturing companies (referred as ‘X-Cement Ltd’ in this paper). The project was to develop and deploy a comprehensive new load management system including the equipment and software logic automation in X-Cement Ltd using Agile Methodology and Approach of Project Management.

Implementing Agile methodology within X-Cement Ltd involved:
—Analysis of the project management approach already implemented at the X-Cement Ltd.
—Responsibilities assignment to Staff and vendors teams to develop a project management system based on Agile Methodology which met the specific future needs of X-Cement Ltd.
—Training of staff on Agile and operation of the load management system within the Power House department of The X-Cement Ltd.
—The implementation of new logic metrics and measures to validate the success of, the new methodology.

The project explains reflective practice in the form of brainstorming sessions and fortnightly meetings referred here as “Project review meetings” arranged by the project team to discuss the status of the project success so far or time elapsed by a project iteration, what could be improved, and how to achieve more success in the future/ next project objective. These meetings purely represent Social learning as well as Experiential learning.

The project report explains the benefits achieved by X-Cement Ltd through reflection practice as:
—Increased collaboration and trust among staff and vendor project teams
—Increased work performance due to effective reflection
—No loop holes left unattended during the project
—Increased effective and detailed briefing on the project

Author: Ahmad Alshehri
Review status: Postgraduate assignment (University of Technology Sydney)

June 17, 2014

Project Performance Improvement—Charlotte Tanner

Project Performance Improvement
The emergence of Open Source Software and the broader Communities of Practice are leading the way in terms of creating new dynamics and paths to knowledge creation. Whilst these communities of practice increasingly include global virtual teams, the teams themselves have not yet reflected the highly connected, non-hierarchical structures of Communities of Practice in their own methods and approaches to managing projects. Through the process of reflective practice, global virtual teams have within their power the ability to seek out new ways of thinking and collaborating not just within their own virtual teams, but also within the broader Open Source Software Community.

The project environment of global virtual teams can create barriers to communication, but the shared context of the team itself, can act as a catalyst for transforming knowledge from tacit to explicit by increasing the points of connection within the team. By the sharing of knowledge, teams are able to build trust within the team, which leads to improved performance of the team. Whilst the emergence of new methodologies such as Agile within Project Management seeks to deal with the rapidly evolving development of new software, whereby the end ‘product’ is not always clearly defined when a project commences, does provide a workable approach to Project Management, problems can still arise within the way the team interrelates with one another. The next stage of the process should be a reflection on the way in which teams interact and how new knowledge is created.

Author: Charlotte Tanner
Review status: Postgraduate assignment (University of Technology Sydney)

June 16, 2014