Post-Project Reviews are highly rated as a process to evaluate project outcomes and to leverage learning. Nevertheless they have remained the least-developed area of project management although the incidence of failed projects remains persistently high. The purpose of this research was to determine factors which affect the slow uptake and often ineffectual application of Post-Project Reviews. A case study was undertaken in a large, multinational, mobile Services Provider with an ad-hoc approach to Post-Project Reviews. Storytelling was the approach employed to extract information from stakeholders and role-players, representing both project and business areas. Thematic analysis of the stories revealed that business personnel and project teams had widely opposing views. It was also determined that although there were sufficient frameworks available most of the stakeholders required executive direction to compel them into action, which was not forthcoming. Areas identified for further research are methods for effective transference of tacit data into organisational learning, and development of strategies to align project outputs to expected and successful business outcomes.