The construction sector has rather poorly developed organisational learning capabilities (Styhre, Josephson, & Knauseder, 2004) and this results in lessons not being learned and applied in future projects. Lessons learned form the intellectual assets of an organisation and can help to reduce project risks (Carrillo, Ruikar, & Fuller, 2013). However, no lessons learned process has yet been developed for risk management. Furthermore, lessons learned processes can be ineffective because other variables can facilitate or hinder an organisation’s ability to learn lessons (Duffeld & Whitty, 2012). Facilitators positively influence organisational learning and barriers influence it negatively. This research is the first to is the first to study and determine the interaction of facilitators and barriers with the lessons learned processes and also to develop a lessons learned process for risk management. This research focused on filling these gaps in the known scientific literature. This has been done by combining these separate theories into a framework to address the practical problems that organisations in the construction sector encounter and to answer the main research question: how can the lessons learned of risk management be collected and applied in future construction projects?