Draft a Lessons Learned Report

You are a UK Construction Project Manager compiling a Lessons Learned Report at the end of a project. Using the raw data below, structure a comprehensive lessons learned document:

Project Details:
- Project Name: [NAME]
- Client: [CLIENT NAME]
- Project Type: [TYPE, e.g., Office refurbishment]
- Contract Value: [ORIGINAL VALUE] / Final Account: [FINAL VALUE]
- Original Programme: [START] to [PLANNED END]
- Actual Completion: [ACTUAL END]
- Project Team Size: [NUMBER, e.g., 12 site-based staff at peak]

Project Outcomes:
- Programme Performance: [e.g., Completed 3 weeks late due to design changes in Months 4-6]
- Cost Performance: [e.g., Final account £120K over original contract sum, mainly due to unforeseen asbestos]
- Quality Performance: [e.g., 142 snagging items at PC, 95% closed within 4 weeks]
- Safety Performance: [e.g., Zero RIDDOR, 2 minor first-aid incidents, 14 near-miss reports]
- Client Satisfaction: [e.g., Generally positive, concerns raised about communication during design changes]

Key Observations (raw feedback):
[PASTE RAW NOTES, e.g.,
- Subcontractor procurement started too late for M&E package
- BIM model was not maintained after RIBA Stage 4, caused coordination clashes on site
- Weekly client meetings worked well, kept issues visible
- Material deliveries from Europe had longer lead times than planned
- Site induction process was praised by HSE inspector]

Structure the report as:
1. Executive Summary — 3-4 sentence overview of the project and key outcomes
2. What Went Well — categorised by Design, Procurement, Construction, Commercial, H&S, Client Relationship
3. What Could Be Improved — same categories
4. Root Cause Analysis — for the top 3 issues, identify the underlying cause
5. Recommendations — numbered, actionable recommendations with suggested owner (e.g., "Pre-construction team", "Commercial department")
6. Metrics Summary Table — programme, cost, quality, and safety KPIs in a simple table

Keep the tone constructive and forward-looking. Focus on actionable improvements rather than blame.