Projects require their own KM Framework. Here's one view of what this might look like.
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"Knowledge Management for Teams and Projects" contains a bullet-point summary of how Knowledge Management should be applied in a project-based organisation, addressed to the three main stakeholder groupings of Project Manager, SMEs, and Management. This describes an ideal project-level Knowledge Management Framework
The last chapter of my book Advice for the project manager and project knowledge manager
- The project manager needs to ensure that the project staff are "Learning Before Doing" (this is part of the simple project-based Knowledge Management model of Learning Before, During and After).
- The project should create a project Knowledge Management Plan or Knowledge Gap Analysis plan to determine what knowledge the project needs before they start.
- This should include a clear knowledge of the customers’ needs and context.
- This should include knowledge from past similar projects, including a review of their cost and schedule data, and their lessons learned.
- The earlier you can bring in contractors’ knowledge, the better.
- Peer Assist is one of the simplest and most effective ways of bringing in existing knowledge from past projects.
- If there is no existing knowledge, some level of business-driven action learning (or other innovation process) may be needed to create any new knowledg which is needed.
- The project manager needs to ensure that the project staff are ‘Learning While Doing".
- The After Action Review (AAR) is an excellent way of doing this (as part of a Project Learning System).
- AARs can be built into project review meetings.
- Communities of practice are a crucial resource for learning while doing.
- The project manager will need to appoint a knowledge manager for the project.
- Knowledge engineers and/or learning historians may also be needed in major projects or projects which are "pioneer" projects for the organisation (these are a specific type of knowledge manager dedicated to recording the details of the project, and the detailed lessons).
- A lessons and action log will be needed.
- The project manager needs to ensure that the project staff are "Learning After Doing".
- Retrospects need to be scheduled after each project stage (and perhaps more frequently).
- On a large, unique, pioneering or dispersed project, a Learning History may be needed.
- Knowledge management needs to be linked with performance management, risk management, and SSHE management
Advice for the Communities of Practice and Knowledge Owners
- There should be a community of practice covering all main work topics in the organisation
- There should be a "Knowledge Owner" for all main knowledge topics.
- Best practices, knowledge assets and corporate standards should be constructed for key areas of knowledge (potentially hosted on wikis).
- Any individual on the project working on these topics should join the community of practice and get familiar with the community knowledge and the community discussions
Advice for Management
- The organisation needs a knowledge management framework.
- Knowledge management standards (for example a KM policy) need to be developed.
- Knowledge management plans should be introduced at project level.
- Some sort of audit or assessment of Knowledge management capability is needed.
- A small resource is needed for monitoring, support, and coordination of Knowledge Management (including performance measurement and the provision of training).
- A Lesson Learning System will be needed to cover all projects (including Lessons Management software and a Lesson Management team to manage this).
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