How to Use Discovery Learning to Improve Project Management Skills

Reading a book is one tool of discovery learning.

There are many resources from which individuals may use discovery learning for improvement of project management skills. Discovery learning is also called exploratory learning,in which an individual conducts research, reads or listens to audio devices in efforts to acquire knowledge without the aid of an instructor. It is a process whereby an individual explores and discovers learning that is naturally enjoyable and easy to apply to his own capabilities. According to Learning-Theories.com, learners manipulate objects and conduct experiments using learning models such as problem-based learning, simulation-based learning, guided discovery and incidental learning.

Things You'll Need

• Books
• Computer
• Pen
• Highlighter

Instructions

Using Learning Models

1. Use problem-based learning to improve project management skills. This learning model focuses on hands-on learning based on realistic problems. Learners must focus on a specific area of project management and develop a question about a topic that must be answered after exploration of the topic. For example, an individual may desire to discover what type of situations can cause a change in project scope. Reading books and online information about causes of scope change in projects will allow individuals to acquire knowledge about this particular topic in project management.

2. Explore simulation-based learning. TenStep.com offers an online simulation workshop for individuals to manage a project from beginning to end with project management software. The simulation teaches individuals about managing risks, project budgets, schedules and how to improve processes in project management. Books with CDs are another resource for project management simulations.

3. Use guided discovery learning to enhance project management skills. Guided discovery relates to the way learners perceive information, so you must determine your favorite ways to learn. Ask yourself: How do you process information? Do you like to answer questions? How would you describe your processes of thinking? If you read a book about developing a work breakdown diagram in project management, you may begin to realize that you enjoy seeing actual diagrams with lines showing how work is broken down as opposed to reading text that does not have a substantial amount of pictures or images.

4. Explore incidental learning. According to Florida State University (FSU), incidental learning is a byproduct of an activity such as task accomplishment or interpersonal interactions. This means that to improve an individual's project management skills, he should consider participating in meetings held by professional organizations that focus on project management. Valuable information can be obtained from such a setting. The Project Management Institute offers many classes and activities to assist individuals with learning more about the field of project management.

Tips & Warnings

• Advantages to discovery learning to improve project management skills include active engagement, increased motivation, responsibility and sense of independence and development of problem-solving skills and creativity. Another advantage is that discovery learning is customized to an individual's personal learning preference.

• One disadvantage to discovery learning is that learners may not have an understanding of adult learning principles that prevent cognitive overload. Without this understanding, learners do not consider the fact the learning about project management skills requires an introduction of information in small chunks. The chunks of information should not be comprised of more than seven facts at a time. However, learners may attempt to study or read too much information at a time, which does not assist with memory recall of the facts learned.

References

• Learning-Theories: Discovery Learning (Bruner)
• Ten Step: Project Management Simulation Workshop

Resources

• FSU: Informal and Incidental Learning Victoria J. Marsick, Karen E. Watkins