robert c. moehler faculty of engineering and environment northumbria university wynne jones centre...
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Robert C. Moehler
Faculty of Engineering and EnvironmentNorthumbria UniversityWynne Jones Centre (106a)Ellison PlaceNewcastle upon Tyne NE1 8ST+44 0 191 227 [email protected]
BE1170 Project, Programme and Portfolio Management:
Knowledge Management
Setting the Scene: Why Knowledge Management
““So in summary, Your Majesty, the So in summary, Your Majesty, the failure to foresee the timing, extent and failure to foresee the timing, extent and severity of the crisis and to head it off, severity of the crisis and to head it off, while it had many causes, was while it had many causes, was principally a failure of the collective principally a failure of the collective imagination of many bright people, both imagination of many bright people, both in this country…”in this country…” ((Besley & Hennessy, 2009))..
Besley, T. & Hennessy, P. (2009) Apology Letter form the British Academy to Her Majesty The Queen: British Academy Forum, 17 June 2009 The Global Financial Crisis – Why Didn’t Anybody Notice?, 22 July 2009 [Online]. Available at: http://media.ft.com/cms/3e3b6ca8-7a08-11de-b86f-00144feabdc0.pdf (Accessed on the : 28th of October 2012).
Knowledge As A Resource Of Competitive Advantage
“The increasing knowledge-intensity of work contents and the projectification of businesses give rise to a need for the management of knowledge in and between temporary organizations” (Lindner and Wald,
2010, p.11).
Why Manage Knowledge
Project Knowledge Management
““knowledge will be used for developing new knowledge, knowledge will be used for developing new knowledge, ideas, and insights” (Petter, Mathiassen and ideas, and insights” (Petter, Mathiassen and Vaishnavi, 2007, p.43).Vaishnavi, 2007, p.43).
Objectives for Project Knowledge Management
1 Avoiding duplication of work
2 Learning by repetition
3 Promoting innovation
4 Harmonising of methods/standardising
5 Allocating resources
(Source: Hanisch(Source: Hanisch et al. et al., 2009, p.152), 2009, p.152)
A company's intellectual capital represents its ability to change in the face of adversity.
Develop new products. Cut research and develop time. Provide quality customer service. Share knowledge with employees, partners and
customers.
Knowledge as a capacity
Source: (Chen-Burger, 2010)Source: (Chen-Burger, 2010)
Where is the Knowledge
Source: (Chen-Burger, 2010)Source: (Chen-Burger, 2010)
The concept of Project Knowledge Management
Project Project Knowledge Knowledge
ManagemenManagementt
““...knowledge management in project situations and thus the link ...knowledge management in project situations and thus the link between the principles of knowledge management and project between the principles of knowledge management and project
management” (Hanisch management” (Hanisch et al.,et al., 2009, p.149). 2009, p.149).
Categories of knowledge sharing in Project Knowledge Management
(Source: Lindner and Wald, 2010, p.3)
What is Knowledge?1.1. Knowledge is neither data nor information, though it is Knowledge is neither data nor information, though it is
related to both, and the differences between these terms are related to both, and the differences between these terms are often a matter of degree. often a matter of degree.
2.2. Data, information and knowledge are not interchangeable Data, information and knowledge are not interchangeable concepts. concepts.
3.3. Knowledge is a fluid mix of framed experience, values, Knowledge is a fluid mix of framed experience, values, contextual information, and expert insight that provides a contextual information, and expert insight that provides a framework for evaluating and incorporating new framework for evaluating and incorporating new experiences and information. It originates and is applied in experiences and information. It originates and is applied in the minds of knowers. In organizations, it often becomes the minds of knowers. In organizations, it often becomes embedded not only in documents or repositories but also in embedded not only in documents or repositories but also in organizational routines, processes, practices and norms. organizational routines, processes, practices and norms.
Davenport & Prusak (1998) Working Knowledge: How organisations manage what they know Davenport & Prusak (1998) Working Knowledge: How organisations manage what they know Harvard Business School Press, 2000Harvard Business School Press, 2000
Knowledge idealised: Intellect Transition
(Bellinger (Bellinger et al.et al., 2004), 2004)
Information
Wisdom
Knowledge
Connectedness
understandingunderstandingdatadata
Why care about data and info?
““Order, [… ] with regard to places for things, papers, etc., I Order, [… ] with regard to places for things, papers, etc., I found extremely difficult to acquire. [… ] I had not been early found extremely difficult to acquire. [… ] I had not been early accustomed to it, […] having an exceeding good memory accustomed to it, […] having an exceeding good memory [… ]. Now I am grown old, and my memory bad, I feel very [… ]. Now I am grown old, and my memory bad, I feel very sensibly the want of it” sensibly the want of it” (Franklin, 1787)(Franklin, 1787)..
Information Management includes the manipulation, re-organisation, analysis, visualisation (charting), and presentation of data for specific management and decision-making purposes.
Differentiation:– Textual information (narrative)– Data (raw numbers or values)
Information Management
The management of the systems, activities, and data that allow information to be effectively acquired, stored, processed, accessed, communicated and archived.
Information Management
First encounter
Information management approach
Collection
– Identification of requirementsIdentification of requirements– Evaluation of the existingEvaluation of the existing– Designing of a methodology Designing of a methodology – Setting a tool/form for collectionSetting a tool/form for collection– Field testing (piloting) tool/formField testing (piloting) tool/form– Allocating data collecting to rolesAllocating data collecting to roles– Access to survey populationAccess to survey population
When collecting: Know the questions you are trying to answerDon’t reinvent the wheel, use existing
structuresFocus on “what” is neededThink about “why” people should give you the
information
Collection
Collection
Barriers:Barriers:
Technical issuesTechnical issuesPolitical issuesPolitical issuesBureaucracy Bureaucracy SecuritySecuritySometimes they just don’t have it...Sometimes they just don’t have it...
Entering, reformatting and clearingCompiling Verifying quality (... lack)Storing and assessing meta dataArchiving, back up, retrieval
Processing
Processing
• Focus on the value added• Create standard products (avoid
ad hoc)• Consider speed over perfection• Balance resources and time
management
Analysis
1.1. Recognising the underling details of important Recognising the underling details of important facts or patterns that are not always readily facts or patterns that are not always readily visiblevisible
2.2. Separate the matter into key parts, essential Separate the matter into key parts, essential elements, break things down, consider the elements, break things down, consider the details, identify causes. Key factors or features details, identify causes. Key factors or features and possible results.and possible results.
3.3. Scrutinise information or data with the intention Scrutinise information or data with the intention of identifying patterns, trends or anomalies to of identifying patterns, trends or anomalies to solve existing problems.solve existing problems.
SpatialPoliticalStatistical ContextualEtc.
Analysis
Consider copyright, language, policy (security)
Use the most appropriate technology
Acknowledge information sources
Use the people
Dissemination
Spiral of Knowledge creation
(Nonaka & Takeuchi, 1995, p. 130)(Nonaka & Takeuchi, 1995, p. 130)
1) Socialization (tacit to tacit) - sharing experience via direct conveyance
2) Externalization (tacit to explicit) - articulating tacit knowledge into explicit concepts
3) Combination (explicit to explicit) - structuring conceptions into knowledge system
4) Internalization (explicit to tacit) - embodying explicit into tacit operational knowledge
Spiral of Knowledge creation
Key PerspectivesKey Perspectives
FormalFormal
WisdomWisdomKnowledgeKnowledge
SkillsSkillsCompetencCompetenc
ee
Economic Economic perspectiveperspective
SocioculturalSocioculturalperspectiveperspective
InformalInformal
(Moehler and Chan, 2009)(Moehler and Chan, 2009)
Knowledge management process described by different authors
Kavsi, Vartiainen
and Hailikari
(2002)
Liebowitz and
Megbolugbe
(2003)
Lindner and Wald
(2010)
Anantatmula
(2010)
CreationIdentification and
captureGeneration
Acquisition and
creation
Administration Sharing Storage Organisation
Dissemination Application DisseminationStorage, retrieval
and transfer
Utilisation and
productisationCreation Retrieval
Presentation and
application
Theoretical framework for Project Knowledge Management
(Johansson and Moehler, Forthcoming 2013)(Johansson and Moehler, Forthcoming 2013)
ContributorContributor ReceiverReceiver
CodificationCodification
PersonificationPersonification
StrategyStrategy
RoleRole
CultureCulture
TechnologyTechnology
ProcessProcess
Knowledge Sharing BehaviorKnowledge Sharing Behavior Key Success FactorsKey Success Factors
Codification and Personalisation
Description of the codification and personalisation strategies. (Source: Kasvi, Description of the codification and personalisation strategies. (Source: Kasvi, Vartiainen and Hailikari, 2003, p.572)Vartiainen and Hailikari, 2003, p.572)
Project memory system Project memory
Codification strategy
Traditional and new
information and
communication technologies
(e.g. documents, databases,
email)
Explicit and declarative
knowledge (e.g. specifications,
instructions, definitions)
Personalisation
strategy
Memory representations,
personal interaction (e.g.
mental models, dialogues,
workshops, seminars)
Tacit and procedural
knowledge (e.g. competences,
values, norms)
Types of knowledge sharing mechanisms
Individualised Institutionalised
Personalisation
Quadrant 1: individualised-
personalisation mechanisms
e.g. individual networks
Quadrant 4: institutionalised-
personalisation mechanisms
e.g. providing access to
experts
Codification
Quadrant 2: individualised-
codification mechanisms e.g.
documents produced during the
project and stored on individual
hard disks are transferred
through social networks
Quadrant 3: institutionalised-
codification mechanisms e.g.
databases and repositories
Tool for assessing the strategy
Size and geographical dispersion
Small and collocated Large and geographically
dispersed
Nature of
work or
problems
Unique Quadrant 1: most suitable
for individualised-
personalisation
mechanisms
Quadrant 4: most suitable
for institutionalised-
personalisation mechanisms
Standar
dised
Quadrant 2: most suitable
for individualised-
codification mechanisms
Quadrant 3: most suitable
for institutionalised-
codification mechanisms
(Boh, 2007, p.36)(Boh, 2007, p.36)
Knowledge contributorKnowledge contributor
(Johansson and Moehler, Forthcoming 2013)(Johansson and Moehler, Forthcoming 2013)
ContributorContributor ReceiverReceiver
CodificationCodification
PersonificationPersonification
StrategyStrategy
RoleRole
PushPush XX
PullPull
Knowledge Sharing BehaviorKnowledge Sharing Behavior
Knowledge ReceiverKnowledge Receiver
(Johansson and Moehler, Forthcoming 2013)(Johansson and Moehler, Forthcoming 2013)
Ask colleagues Ask colleagues
Blank sheet approachBlank sheet approach
Search externallySearch externally
Find internal written materialFind internal written material
=> Effort-to-benefit ratio=> Effort-to-benefit ratio
ReceiverReceiver
XX
Knowledge ReceiverKnowledge Receiver
(Johansson and Moehler, Forthcoming 2013)(Johansson and Moehler, Forthcoming 2013)
Knowledge Sharing BehaviorKnowledge Sharing BehaviorCodification StrategyCodification Strategy
ContributorContributor ReceiverReceiver
CodificationCodification
PersonificationPersonification
StrategyStrategy
RoleRole
PushPush
Matching contributor and receiver Matching contributor and receiver strategies!strategies!
PullPull
(Push)(Push)
Knowledge ReceiverKnowledge Receiver
(Johansson and Moehler, Forthcoming 2013)(Johansson and Moehler, Forthcoming 2013)
Personification StrategyPersonification Strategy
ContributorContributor ReceiverReceiver
CodificationCodification
PersonificationPersonification
StrategyStrategy
RoleRole
PushPush
Matching contributor and receiver strategies!Matching contributor and receiver strategies!
PullPullPullPull( )( )
Knowledge ReceiverKnowledge Receiver
(Johansson and Moehler, Forthcoming 2013)(Johansson and Moehler, Forthcoming 2013)
ReceiverReceiverContributorContributor
XX
““Better” Better” ContributorContributor
Receiver’sReceiver’spersonal networkpersonal network
Domains of Knowledge Domains of Knowledge ManagementManagement
(Holtshouse, 1999)(Holtshouse, 1999)
1. Sharing knowledge and best practices2. Instilling responsibility for knowledge sharing
3. Capturing and reusing past experiences4. Embedding knowledge in products, services, and processes
5. Producing knowledge as a product6. Driving knowledge generation for innovation
7. Mapping networks of experts8. Building and mining customer knowledge bases
9. Understanding and measuring the value of knowledge10.Leveraging intellectual assets
Techniques of Knowledge Techniques of Knowledge ManagementManagement
• Forming Communities of Practice (COP’s) (Cox, 2005)
• Creation and utilization of knowledge database (Uriarte Jr., 2008)
• Incorporation of Lessons Learnt into strategies (Koskinen, 2010)
• Brainstorming sessions (Chawla & Joshi, 2010)
• Establishing Knowledge Maps (Neef, 2005)
• Performing Knowledge Audit (Jones, 2005)
• Benchmarking (Chawla & Joshi, 2010)
• Usage Of Rewards (knowledge sharing through motivation)
• Storytelling (for transferring tacit knowledge),
Techniques of Knowledge Techniques of Knowledge ManagementManagement
• Cross-project Learning Through Knowledge Transfer And People Transfer,
• After Action Reviews (For The Formation Of Best Practices),
• Knowledge Fairs (For Stakeholder Involvement), • Using Collaborative Technologies (Groupware, Etc.), • By Means Of Social Software (Wikis, Social
Bookmarking, Blogs, Etc.), • Delegating Designations Such As Knowledge Workers, • Ckos (Chief Knowledge Officers) & • Knowledge Brokers (Individuals Acting As A Reference
For Information On Specific Topics, Fields Or Subjects)
Unavailability of informationUnavailability of information
Absence of a mutually defined Absence of a mutually defined contextcontext
Inadequate Information FlowInadequate Information Flow
Lack of Framework of ReferenceLack of Framework of Reference
Ineffective Linkage SystemsIneffective Linkage Systems
Success factors for PKMSuccess factors for PKMHanisch et al.
(2009)
Anantatmula
(2010)
Lindner and
Wald (2010) Nomenclature
used in this
dissertation
Qualitative study Qualitative
study
Quantitative
study
Culture and
communicationPeople
Culture and
LeadershipCulture
Information- and
communication
technology
Technology
toolsICT-systems Technology
Organisation ProcessesOrganisation and
Processes Processes
Methods
Success factors for PKMSuccess factors for PKMOrganisational culture Organisational culture is defined as “shared is defined as “shared
beliefs, values, and practices of a group or beliefs, values, and practices of a group or groups within the organization” groups within the organization” (Anantatmula, 2010, (Anantatmula, 2010, p.242).p.242).
Hanisch Hanisch et al.et al. (2009, p.154), (2009, p.154), “the support by “the support by information information technology technology tools has proven to be a necessary tools has proven to be a necessary but not sufficient factor for the quality of but not sufficient factor for the quality of project knowledge management”.project knowledge management”.
““Easy-to-use standards and Easy-to-use standards and processesprocesses should be should be chosen on purpose, since the aim is an easy chosen on purpose, since the aim is an easy usage with as little as possible additional usage with as little as possible additional effort” effort” (Hanisch (Hanisch et al.,p.156et al.,p.156).).
Thank you very much, indeed!
Robert Moehler
School of the Built and Natural Environment, Wynne Jones Centre room 106a
Northumbria University, Newcastle upon Tyne
Email: [email protected]
Questions and Answers
In groups, come up with a list of the good, the bad and the ugly examples that you can think of.
1. Think of your past experience: How is information communicated? And how should it be?
2. Reflect: How did this information enable you to carry out informed practice?
Seminar
Consider your last project that you have worked on:Have you used any of the following mechanisms? Identify the ones that you usedDid you recognise cultural indicators? Was it a “pro-knowledge sharing” culture?
Seminar
Techniques of Knowledge Techniques of Knowledge ManagementManagement
• Forming Communities of Practice (COP’s) (Cox, 2005)
• Creation and utilization of knowledge database (Uriarte Jr., 2008)
• Incorporation of Lessons Learnt into strategies (Koskinen, 2010)
• Brainstorming sessions (Chawla & Joshi, 2010)
• Establishing Knowledge Maps (Neef, 2005)
• Performing Knowledge Audit (Jones, 2005)
• Benchmarking (Chawla & Joshi, 2010)
• Usage Of Rewards (knowledge sharing through motivation)
• Storytelling (for transferring tacit knowledge),
Techniques of Knowledge Techniques of Knowledge ManagementManagement
• Cross-project Learning Through Knowledge Transfer And People Transfer,
• After Action Reviews (For The Formation Of Best Practices),
• Knowledge Fairs (For Stakeholder Involvement), • Using Collaborative Technologies (Groupware, Etc.), • By Means Of Social Software (Wikis, Social
Bookmarking, Blogs, Etc.), • Delegating Designations Such As Knowledge Workers, • Ckos (Chief Knowledge Officers) & • Knowledge Brokers (Individuals Acting As A Reference
For Information On Specific Topics, Fields Or Subjects)