An aspect that becomes more and more important of organizations today is the management of knowledge. Learning from past mistakes is crucial and no organization can afford not to look for ways of to make the best use of its knowledge.

The purpose of this case-study has been to analyze project managers experience of Lessons Learned in a multiproject-organization. In this study the motivation of the Lessons Learned is highlighted. The ambition has been to increase the understanding of project managers in the light of learning thru Lesson Learned. The research approach of this case-study was of a qualitative character including semi-structed interviews with 10 project managers in the same organization.

The result generated four themes: Feedback creates meaning, Frustration of not being able to influence, Consensus and commitment, and Lessons Learned - a requirement but still not. The results indicate that the project managers are not satisfied with the process Lessons Learned and that they feel a lack of motivation. One of the main reasons was because inadequate feedback from top management and other departments in the organization. They also felt unclear processes in handling Lessons Learned and saw no visible results after the procedure that affected the motivation. Therefore, self-determination theory is linked to the result which shows that the project managers feel external motivation and amotivation.