Statistics
Overview

Total Lessons
42

Approved Lessons
16

Pending Lessons
25

Rejected Lessons
1
Most Viewed Lessons
| No. | Title | Total View |
|---|---|---|
| 1 | Low utilisation of digital resources | 26 |
| 2 | Lack of centralised documentation control | 17 |
| 3 | No proper handover when staff resign | 4 |
| 4 | Pharmacy drug inventory management oversight | 4 |
| 5 | Scattered information | 4 |
| 6 | Website Downtime Troubleshooting | 3 |
| 7 | Misconfigured Roles and Permissions | 2 |
| 8 | Tool Chosen Without Community Fit | 2 |
| 9 | Ambiguous Project Scope and Functionality | 2 |
| 10 | Monitoring Was Passive | 1 |
| 11 | Backups Were Not Tested | 1 |
| 12 | Poor Search Relevance | 1 |
| 13 | Poor Environment Replication | 1 |
| 14 | Unclear Object Relationships | 1 |
| 15 | Medication dispensing error of lookalike and soundalike (LASA) medicines | 1 |
| 16 | Lessons from a Fundraiser Gone Wrong: Planning, People, and Communication | 1 |
| 17 | Website updating activities | 1 |
| 18 | Lessons from an Insufficient Subject Matter Expertise (SME) | 0 |
| 19 | Soft Launch Feedback Was Ignored | 0 |
| 20 | Documentation Became Outdated Quickly | 0 |
| 21 | Training Skipped for Non-Technical Staff | 0 |
| 22 | Counselling on Wound Care | 0 |
| 23 | Metadata Harvesting Failed | 0 |
| 24 | No Fixity Checks in Place | 0 |
| 25 | QC Introduced Too Late | 0 |
| 26 | Submission Steps Too Complex | 0 |
| 27 | Branding Overshadowed Usability | 0 |
| 28 | Code Conflicts and Unmanageable Collaboration | 0 |
| 29 | Research Ethics Plagiarism in Research | 0 |
| 30 | Inadequate Data Cleaning | 0 |
| 31 | Schema Not Aligned with Repository Users | 0 |
| 32 | Demanding Clients, led to delayed deal | 0 |
| 33 | Overengineered Architecture | 0 |
| 34 | Ambiguous Requirements | 0 |
| 35 | Incomplete Stakeholder Engagement | 0 |
| 36 | UAT Process Documentation for CMS Upgrades | 0 |
| 37 | Unpredictable Crashes and Difficult Debugging | 0 |
| 38 | Lack of centralised documentation control | 0 |
Most Downloaded Lessons
| No. | Title | Total Download |
|---|---|---|
| 1 | QC Introduced Too Late | 0 |
| 2 | Overengineered Architecture | 0 |
| 3 | Tool Chosen Without Community Fit | 0 |
| 4 | Schema Not Aligned with Repository Users | 0 |
| 5 | Unclear Object Relationships | 0 |
| 6 | Inadequate Data Cleaning | 0 |
| 7 | Poor Environment Replication | 0 |
| 8 | Misconfigured Roles and Permissions | 0 |
| 9 | Branding Overshadowed Usability | 0 |
| 10 | Submission Steps Too Complex | 0 |
| 11 | Ambiguous Requirements | 0 |
| 12 | No Fixity Checks in Place | 0 |
| 13 | Poor Search Relevance | 0 |
| 14 | Metadata Harvesting Failed | 0 |
| 15 | Backups Were Not Tested | 0 |
| 16 | Training Skipped for Non-Technical Staff | 0 |
| 17 | Documentation Became Outdated Quickly | 0 |
| 18 | Soft Launch Feedback Was Ignored | 0 |
| 19 | Monitoring Was Passive | 0 |
| 20 | Website updating activities | 0 |
| 21 | Lack of centralised documentation control | 0 |
| 22 | No proper handover when staff resign | 0 |
| 23 | Medication dispensing error of lookalike and soundalike (LASA) medicines | 0 |
| 24 | Pharmacy drug inventory management oversight | 0 |
| 25 | Counselling on Wound Care | 0 |
| 26 | Lessons from a Fundraiser Gone Wrong: Planning, People, and Communication | 0 |
| 27 | Lessons from an Insufficient Subject Matter Expertise (SME) | 0 |
| 28 | Research Ethics Plagiarism in Research | 0 |
| 29 | Scattered information | 0 |
| 30 | Low utilisation of digital resources | 0 |
| 31 | Demanding Clients, led to delayed deal | 0 |
| 32 | Ambiguous Project Scope and Functionality | 0 |
| 33 | Unpredictable Crashes and Difficult Debugging | 0 |
| 34 | Code Conflicts and Unmanageable Collaboration | 0 |
| 35 | Lack of centralised documentation control | 0 |
| 36 | Website Downtime Troubleshooting | 0 |
| 37 | UAT Process Documentation for CMS Upgrades | 0 |
| 38 | Incomplete Stakeholder Engagement | 0 |
Top Contributors
| No. | Top Contibutor | Total Views |
|---|---|---|
| 1 | Administrator | 26 |
| 2 | Administrator | 17 |
| 3 | Administrator | 4 |
| 4 | Dilhara | 4 |
| 5 | Administrator | 4 |
| 6 | Administrator | 3 |
| 7 | Administrator | 2 |
| 8 | Administrator | 2 |
| 9 | Administrator | 2 |
| 10 | Administrator | 1 |
| 11 | Administrator | 1 |
| 12 | Administrator | 1 |
| 13 | Administrator | 1 |
| 14 | Administrator | 1 |
| 15 | Dilhara | 1 |
| 16 | Administrator | 1 |
| 17 | Administrator | 1 |
| 18 | Administrator | 0 |
| 19 | Administrator | 0 |
| 20 | Administrator | 0 |
| 21 | Administrator | 0 |
| 22 | Dilhara | 0 |
| 23 | Administrator | 0 |
| 24 | Administrator | 0 |
| 25 | Administrator | 0 |
| 26 | Administrator | 0 |
| 27 | Administrator | 0 |
| 28 | Administrator | 0 |
| 29 | Administrator | 0 |
| 30 | Administrator | 0 |
| 31 | Administrator | 0 |
| 32 | Administrator | 0 |
| 33 | Administrator | 0 |
| 34 | Administrator | 0 |
| 35 | Administrator | 0 |
| 36 | Administrator | 0 |
| 37 | Administrator | 0 |
| 38 | Administrator | 0 |
Top Classifications
| No. | Subject Area | Total Lessons |
|---|---|---|
| 1 | 004 Data processing & computer science | 10 |
| 2 | 001 Knowledge | 8 |
| 3 | 005 Computer programming, programs & data | 7 |
| 4 | 003 Systems | 4 |
| 5 | 002 The book | 1 |
| 6 | 007 [Unassigned] | 1 |
Challenges by Topics
| No. | Topic / Title | Challenges |
|---|---|---|
| 1 | Branding Overshadowed Usability | Navigation became less intuitive. |
| 2 | Low utilisation of digital resources | IT literacy gap Preference for physical resources such as books, magazines, newspaper, etc Latest or updated information are not being referred to |
| 3 | Code Conflicts and Unmanageable Collaboration | Crippled Productivity and Project Delays: The sheer time spent resolving conflicts drains developer morale and productivity. Developers get stuck waiting for complex merges to be handled, leading to significant delays in delivering new features and pushing back release dates, ultimately hurting the project's progress and reputation. Lost Code and Broken Features: In the chaos of resolving complex merges, valuable code changes get accidentally overwritten or deleted. This means features that once worked suddenly break, or previously fixed bugs reappear, making the main codebase unreliable and causing frustrating rework. Massive, Frequent Merge Conflicts: Instead of minor hiccups, the team constantly faces huge, complex conflicts. This happens because developers work for too long on separate branches without integrating, often touching the same files simultaneously, and only merging vast changes infrequently. It becomes a major time sink to untangle these intricate conflicts. |
| 4 | Unpredictable Crashes and Difficult Debugging | Undetected Critical Errors: Beyond crashes, significant errors in core business logic or data processing went unnoticed until found manually or reported by customers, leading to financial losses and reputational damage. Endless Debugging: Intermittent bugs became nearly impossible to fix because of insufficient logged information about user actions or system states, resulting in long, unproductive debugging sessions. Silent Crashes: The application frequently crashed in production, but without proper logging or alerting, the development team was left in the dark, leading to extended downtime and user frustration. |
| 5 | Ambiguous Project Scope and Functionality | Client Dissatisfaction and Trust Erosion: The continuous cycle of building, presenting, and then reworking features created frustration for the client. They felt their vision wasn't being understood, leading to a loss of confidence in the development team's ability to deliver, even though the root cause was the undefined scope from the outset. This strained the professional relationship and made future collaborations more challenging. Missed Deadlines and Budget Overruns: The constant discovery of new requirements and the resulting rework directly led to the project timeline stretching far beyond initial estimates. Each new "surprise" requirement pushed back the completion date, and the additional development hours accumulated, causing the project to significantly exceed its allocated budget. Extensive Rework and Refactoring: Due to the initial high-level and vague requirements, significant portions of the codebase had to be rewritten or heavily modified multiple times. For example, a "user profile" feature might have initially been built with basic fields, only for the client to later specify complex social media integrations, custom privacy settings, and a multi-level approval workflow, forcing a complete overhaul of the underlying data model and UI. |
| 6 | Demanding Clients, led to delayed deal | Team Fatigue from Prolonged Uncertainty: The extended timeline and shifting demands led to demotivation and burnout, affecting morale and productivity. Failure to Manage Stakeholder Expectations: The team was reactive instead of proactive, lacking a strategy to manage or push back against escalating demands. No Clear Limits Set Early On: Without predefined negotiation parameters, the customer kept pushing for more, dragging out the process unnecessarily. |
| 7 | Website updating activities | Budget and timeline overruns: Unforeseen challenges or complications during the update process can result in delays and increased costs. Poor planning or underestimating the resources required for updates can lead to budget and timeline overruns. Downtime and website unavailability: In some cases, updates can cause unexpected downtime, making the website inaccessible to users. This can result from server issues, conflicts between updates and existing components, or errors during the update deployment process. Technical glitches: Updates can sometimes result in technical glitches or errors, such as broken links, missing content, layout issues, or compatibility problems with different browsers or devices. |
| 8 | Scattered information | Errors occurred due to reliance on incorrect or obsolete information. Inconsistent answers given to customers and stakeholders due to outdated or incorrect information. Time wasted searching for information across multiple locations. |
| 9 | Research Ethics Plagiarism in Research | Education on Ethical Standards is Essential: Teaching proper ethical guidelines helps prevent mistakes like plagiarism and ensures the integrity of research. Proper Attribution is Critical: Failing to give credit where it’s due can lead to plagiarism, damaging credibility and trust in the work. Integrity in Non-Negotiable: Lack of integrity leads to plagiarism, damaging trust, reputation, and causing legal or academic issues. |
| 10 | Lessons from an Insufficient Subject Matter Expertise (SME) | Increase Risk Exposure: Without expert guidance and proper training, the team couldn’t identify or manage risks effectively. They missed important details and made uninformed choices, which increased the chances of failure, financial loss, and non-compliance with regulations. Reduced Quality and Accuracy: Because there were no subject matter experts, the team made decisions without enough knowledge. This led to mistakes, poor-quality work, and information that wasn’t always accurate. As a result, the project didn’t meet expected standards and lost credibility. Delayed Decision Making and Execution: The project was delayed because the team didn’t have the right experts to guide decisions. They had trouble understanding rules and planning effectively. Without proper training, they were slow to act, which caused setbacks and made stakeholders lose confidence in the project. |
| 11 | Lessons from a Fundraiser Gone Wrong: Planning, People, and Communication | Poor Communication Practices: Important information wasn’t shared consistently, resulting in confusion, misunderstandings, and a lack of coordination. Insufficient Volunteers and Undefined Roles: Too few people were involved, and tasks weren’t assigned, causing uneven workloads and missed responsibilities. Lack of Clear Goals and Planning: The team began without defined targets or a structured plan, leading to disorganised efforts and unclear direction. |
| 12 | Counselling on Wound Care | There was no standard counseling checklist in place for wound care counselling High workload caused the pharmacist to give a brief explanation without follow-up question Pharmacist assumed the patient already knew basic wound care |
| 13 | Pharmacy drug inventory management oversight | Pharmacist forgot to perform routine checks on stock inventory Didn’t follow the store’s stock monitoring procedure or reorder threshold |
| 14 | No proper handover when staff resign | Underutilization of Senior Staff: During key meetings or project milestones, senior employees are not effectively engaged or supported in sharing their expertise Loss of Expert Knowledge: Valuable insights and expertise are not shared, documented, or handed down, resulting in organizational knowledge gaps. Absence of Knowledge-Sharing Practices: There are no established mechanisms to capture and transfer critical knowledge, especially from experienced employees. Lack of Proper Handover Processes: Staff resignations or transfers often occur without a structured handover, leading to disruption in project continuity. |
| 15 | Lack of centralised documentation control | Security risks escalate when sensitive information is stored in unregulated locations, exposing it to unauthorized access, data breaches, and accidental loss. The simultaneous existence of multiple conflicting versions of critical documents causes miscommunication and errors, ultimately disrupting operations and reducing productivity. Employees struggle to locate important documents, resulting in duplicated efforts, inconsistent records, and delays in decision-making. |
| 16 | Medication dispensing error of lookalike and soundalike (LASA) medicines | Patient requested to refill a prescription for Janumet XR 50/1000mg but due to the LASA nature, busy dispensary during peak hour and the lack of a counter check practice, the trainee pharmacist was not aware at the time of dispensing that the wrong formulation was dispensed which was Janumet 50/1000mg immediate release instead of the extended release. |
| 17 | Cost of study Being too old Socıo- economıc group Famılıy constraınt Lack of time | |
| 18 | Time Constraints: The tight schedule of the workshop limited the time available for in-depth exploration of certain topics. | |
| 19 | It was challenging to pinpoint the exact causes of performance issues due to the complexity of the system. | |
| 20 | Technical Debt: Rapid development cycles led to an accumulation of technical debt, which required significant effort to address post-launch. Scope Creep: There were multiple instances where additional features were requested mid-sprint, causing delays and resource strain. | |
| 21 | Monitoring Was Passive | Data loss risks increased. Users reported outages instead of staff discovering issues. Downtime went unnoticed for hours. |
| 22 | Soft Launch Feedback Was Ignored | Staff felt overworked fixing issues post-launch. Users reported issues that persisted into production. |
| 23 | Documentation Became Outdated Quickly | Support teams spent time correcting users. New staff were misinformed. Users followed outdated steps. |
| 24 | Training Skipped for Non-Technical Staff | Helpdesk calls increased. Non-librarians couldn’t complete basic tasks. |
| 25 | Backups Were Not Tested | Documentation for recovery was missing. Restores took longer than acceptable. |
| 26 | Metadata Harvesting Failed | Visibility and discoverability suffered. Records appeared incomplete externally. Harvesters couldn’t index repository content. |
| 27 | Poor Search Relevance | Confidence in the system dropped. Search returned too many irrelevant results. Users couldn’t find desired records. |
| 28 | No Fixity Checks in Place | Restoration of corrupted files was impossible. Silent corruption affected files over time. |
| 29 | QC Introduced Too Late | Cleanup required significant effort. Users reported issues publicly. Many errors went live unnoticed. |
| 30 | Submission Steps Too Complex | System adoption lagged. Staff spent excessive time assisting users. Contributors abandoned submissions. |
| 31 | Misconfigured Roles and Permissions | Compliance risks arose. Legitimate users were locked out. Users accidentally had access to restricted areas. |
| 32 | Poor Environment Replication | Troubleshooting took significant time. Code worked in development but broke in production. |
| 33 | Inadequate Data Cleaning | Users questioned the reliability of the system. Duplicate records were imported. Inconsistent metadata appeared in search results. |
| 34 | Unclear Object Relationships | Maintenance became error-prone. Search results displayed incorrectly grouped items. Navigation between records was confusing. |
| 35 | Schema Not Aligned with Repository Users | Records were inconsistent and incomplete. Users avoided filling in optional fields. Metadata entry was complex and slow. |
| 36 | Tool Chosen Without Community Fit | Training materials were scarce or irrelevant. Delays occurred because issues couldn’t be solved in-house. Lack of skilled local support resources. |
| 37 | Overengineered Architecture | Many advanced features went unused. Maintenance complexity increased unnecessarily. Development took longer and cost more. |
| 38 | Ambiguous Requirements | Users felt the system didn’t fit real workflows. Features were developed that weren’t truly needed. Led to scope creep during development. |
| 39 | Incomplete Stakeholder Engagement | Staff felt excluded, reducing support for the project. Important user requirements emerged too late. Timelines conflicted with peak workloads in other departments. |
| 40 | UAT Process Documentation for CMS Upgrades | The same bugs were reported by different clients due to missed learnings from past UATs. Developers were not recording how issues were fixed, leading to inefficient knowledge transfer. Prior upgrades lacked structured documentation, causing teams to re-diagnose recurring issues. |
| 41 | Website Downtime Troubleshooting | No proactive monitoring led to unexpected website downtime. Initial troubleshooting was delayed due to the absence of a clear step-by-step incident response procedure. Server reached maximum capacity due to log file growth. |
| 42 | Lack of centralised documentation control | Security risks escalate when sensitive information is stored in unregulated locations, exposing it to unauthorized access, data breaches, and accidental loss. The simultaneous existence of multiple conflicting versions of critical documents causes miscommunication and errors, ultimately disrupting operations and reducing productivity. Employees struggle to locate important documents, resulting in duplicated efforts, inconsistent records, and delays in decision-making. |