Stewart, The reason reports, lessons learned and completion documents languish unread is because they are virtually useless to anyone other than the team who participated in their creation. All the tacit knowledge has been stripped out of them, and the participants are too busy to think about what they learned in order to offer more generalized insights with a strong base of experience. Oracle was desperate for us to put our completed project documents into the KM system, but I talked to the KM folks and pointed out that the final project plan is absolutely worthless without the original plan and every event that cause the plan to change along the way. What works better is access to experienced people. In '97 I started the first worldwide PM listserver designed to share real experience. People asked questions. then the vocal minority responded with our experience. We all learned something because, as is no surprise, my software-centric answer turned out to be different than Roger's construction-oriented answer. We became a tribe and to my surprise membership was self-limiting. When I asked someone once why no one else from his company was part of NewGrange, he replied "and give away my secret weapon? He had found a competitive advantage in keeping NewGrange a secret, to be shared with only his closest friends. The group existed for 14 years until Gartner made me shut it down as a "conflict of interest".