Knowledge Management: From Brain to Business (PDF 5.5 - Asian ...

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Project Profile Debriefing Reports Lessons Learned Knowledge Asset Candidates Urgent Request 2. Collaboration Figure 4: Lessons Learned Workshop Figure 5: Knowledge Flow in a Learning Organization Use & creation of knowledge, collaboration Project Acquisition Project Planning & Definition Standardized Project Management Process Sharing and assessment of knowledge Teams, employees in the daily business Project Project Project Evaluation Realization Completion & Transfer Knowledge Base / Pool Another important driver for the establishment of knowledge sharing is the reduction of barriers within a team. Therefore, knowledge sharing within a project starts with collaboration within the project. Transparency about the status of the project concerned, a common base of knowledge about the customer requirements, customer-specific decision making processes or a stakeholder landscape might be essential to the project’s success. Urgent Requests Answers Find Search Reusables Best Practices Solutions to Problems Experiences Methods Ideas Mandatory Standards Guidelines Templates Checklists Corporate Functions Competence Centres Support Functions Standardization and distribution of knowledge Check Page 75
On a global basis this requires a great deal of standardization (Figure 5.) This standardization includes standardized project file structures and the provision of templates. To enable this collaboration, organization-wide multipliers have to be trained to support the operational projects. While knowledge sharing on an organizational basis has to follow centralized concepts, the provision of a collaboration base or platform is decentralized. 3. Sharing and Assessment of Knowledge The phase of sharing and assessment of knowledge is the second major milestone in the framework. Based on the results provided by reflection, the so-called “knowledge assets” are made available to everybody in the organization or to specific groups only. These specific groups could be either special interest groups or “communities of practice.” The most important aspect is that the results are not limited to explicit knowledge, such as documentation and records, but that the method of sharing also allows pointers to the experts and competencies behind the documents. If for any reason (e.g., contractual or legal,) full sharing is not suitable, it is important that as a minimum requirement a project overview—like a door sign—is created that shows some basic project information. The content of the different knowledge domains is now stored in the technical basis of the holistic framework, which could be a document management system or a groupware solution. It is important to note that the storage is itself a challenging process, because the “use” phase is related to the fact that project team members identify the document as possibly coming from different contexts or being in different languages. Assessment of the content happens via feedback from the people that have reused a document, by communities, and perhaps by corporate functions that are responsible for a certain knowledge domain. Without this check, members of project teams still have to invest time in their own checks and validation of the documents they have found. However, after checking by a community or corporate function, the documents are standardized, condensed and their quality improved, and perhaps packaged at standard or guideline level. They show the direction to move in. 4. Urgent Request The “urgent request” can be a very efficient additional instrument to create trust and to achieve sustained success of the loop already described (Figure 5.) The urgent request works like an emergency call, but one does not have to know who one should call. It is a marketplace (with electronic support) that people within the organization can use to ask questions, as they may already have searched the knowledge base or their personal network unsuccessfully. The questions might take the form, “Who has done this before?” “Do we have experience of this?” “Who know something about this product?” The answers are in many cases not exactly what the people looking for, but they point out people within the organization with the required competence or experience. Once the marketplace is established and people have understood the benefit, the response time goes down to a couple of hours. Ideally, if people ask a question in the evening, the mechanism “follows the sun,” so that those returning to the office the next morning have an answer from overseas colleagues who are at work during the period concerned. The urgent request process is also an example of a process with a sustained level of energy from the outside; i.e. to keep the response level up, moderation is necessary that facilitates the marketplace and brokers the “in-time” creation of answers. Once this external effort is reduced, for example due to restructuring, the usage of the urgent request forum goes down. Page 76
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From: Knowledge Management: From Br
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Proceedings of the International Pr
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WELCOME ADDRESS Dr. Phanit Laosirir
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WELCOME ADDRESS Mr. Shigeo Takenaka
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as the theme for IPC 2007 to commem
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our daily practices. Every employee
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Strategy as Distributed Phronesis:
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knowledge is converted into explici
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The model starts with a “vision.
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Every year I go to Finland. The bes
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Ability to Share Contexts with Othe
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Souichiro Honda argues, Action with
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Figure 6: Multilayered Ba at Seven-
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Collaborative Enterprise- Wide Know
Page 30 and 31: place across the organization. Simi
Page 32 and 33: Figure 5: Fred or Fredricka This is
Page 34 and 35: set training standards that are nec
Page 36 and 37: important but it is something that
Page 38 and 39: As the leadership of the organizati
Page 40 and 41: • Total market capitalization: $4
Page 42 and 43: Phase 2: 2000-2001 • Knowledge co
Page 44 and 45: So what Tata Chemicals did was to c
Page 46 and 47: ole and responsibilities they have
Page 48 and 49: YouTube; just imagine how they mana
Page 50 and 51: several tools a like document manag
Page 52 and 53: upgrade from Windows XP to Vista,)
Page 54 and 55: outside. So it is very difficult fo
Page 56 and 57: Knowledge Transfer Department. The
Page 58 and 59: visible artifacts in place. So in k
Page 60 and 61: anything about what they have—I t
Page 62 and 63: Question: Is it true that we can ca
Page 64 and 65: Eight knowledge performance criteri
Page 66 and 67: wealth or some similar form of weal
Page 68 and 69: As the table shows, when we complet
Page 70 and 71: 3M Apple Computer Caterpillar Fluor
Page 72 and 73: and development and innovation. The
Page 74 and 75: I think in terms of measurements, o
Page 76 and 77: From Knowledge Management to Operat
Page 78 and 79: The next step is to identify the kn
Page 82 and 83: 5. Community of Practice A “commu
Page 84 and 85: Reporting Figure 7 The goals of any
Page 86 and 87: Integration of Knowledge Management
Page 88 and 89: invention; it could be small or eve
Page 90 and 91: irregular basis. We had to study, d
Page 92 and 93: set of products that when put into
Page 94 and 95: Figure 6: Knowledge Management Work
Page 96 and 97: Case Study: SCG Paper SCG Paper is
Page 98 and 99: knowledge that they want to keep an
Page 100 and 101: and with other units of SCG, we org
Page 102 and 103: Question: What is the driver of new
Page 104 and 105: Chaovalit Ekabut: I agree with the
Page 106 and 107: Chaovalit Ekabut: May I elaborate a
Page 108 and 109: together with competitors to move t
Page 110 and 111: knowledge-sharing network, helping
Page 112 and 113: Dirk holds a diploma degree in Busi
Page 114: -o- Conference Rapporteur-Editor: D
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