An initial framework of competency-based knowledge management
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Transcript of An initial framework of competency-based knowledge management
An initial Framework of a Competency-based project management
Mikhail RozhkovPhD Candidate, PolyUmail: [email protected]
Mikhail ROZHKOV, C.F. Cheung and Eric Tsui Knowledge Management Research Centre,
Department of Industrial and Systems Engineering, The Hong Kong Polytechnic University
What I’m going to talk about?
1. The role of employee’s competencies in innovation projects
2. Framework of a Competency-based project management
3. Framework’s application
Current project management issues: literature review…
1) Requirements of being open-innovative, active in the web environment, flexible
2) Using virtual and remote workers3) Organization network cooperation is required4) High project complexity
Human resources are the critical factor to handle these issues
Success factors of innovation projects: research results…
• Croatian Community Innovation Survey (2004 – 2009)
• The sample: 979 – Potential innovators – Successful innovators
* “Surmounting innovation project failure”, Ljiljana Božić and Sonja Radas The Institute of Economics, Zagreb. MEIDE 2010, 27 28 May 2010‐
Failure and success factors for innovations projects
• Lack of qualified personnel• Lack of information on technology• Problems with finding a partner for cooperation
• New design and packaging• Continuous R&D• Presence on international market• Cooperation (for new product new to the market only)
• Lack of internal sources of finances • Lack of external sources of finances • Innovation costs too high• Lack of demand• Strong competition
• New distribution methods• Total R&D• Public funding
Failures predictors Success enablers
Significant
Not related
* “Surmounting innovation project failure”, Ljiljana Božić and Sonja Radas The Institute of Economics, Zagreb. MEIDE 2010, 27 28 May 2010‐
Failure and success factors for innovations projects
• Lack of qualified personnel• Lack of information on technology• Problems with finding a partner for cooperation
• New design and packaging• Continuous R&D• Presence on international market• Cooperation (for new product new to the market only)
• Lack of internal sources of finances • Lack of external sources of finances • Innovation costs too high
• Lack of demand• Strong competition
• New distribution methods• Total R&D• Public funding
Failures predictors Success enablers
Significant
Not related
* “Surmounting innovation project failure”, Ljiljana Božić and Sonja Radas The Institute of Economics, Zagreb. MEIDE 2010, 27 28 May 2010‐
Finance-based factors
Market-based factors
• Lack of qualified personnel• Lack of information on technology• Problems with finding a partner for cooperation
• New design and packaging• Continuous R&D• Presence on international market• Cooperation (for new product new to the market only)
• Lack of internal sources of finances • Lack of external sources of finances • Innovation costs too high• Lack of demand• Strong competition
• New distribution methods• Total R&D• Public funding
Failures predictors Success enablers
Significant
Not related
* “Surmounting innovation project failure”, Ljiljana Božić and Sonja Radas . The Institute of Economics, Zagreb. MEIDE 2010, 27 28 May 2010‐
Human-based factors
Failure and success factors for innovations projects
What is «competency»?
The observed behavior
Knowledge and skills
Motivation and attitudesPersonal traits
Competency
*adopted from presentation of Gregory Finkelshtein, ECOPSY Consulting
Task i
C1
C2
Employee A
C1
C2C3
Task j
C3
C4
C1
C2
C3
Employee BC1C2C3C4
30%
70%
30%
70%
10%
90%
80%
20%
Predicted performance level for A and B for
tasks i and j
A
B
A
B
Required competences
Available competences
Competency-based performance prediction
Compatibility to
requirements
*adopted from presentation of Anton Trunovich, Willgrade
Ways to improve of competency-based project management…
1. Consider competencies as dynamic parameter
2. Consider mutual correspondence (matching) between manager, team, project and environment
3. Consider structures (diversity) of competencies as significant factor
Number of “learning units“(production units, time periods)
Resource using level (hours, money)
Coefficient b values
Learning curves
Number of “learning units” (projects, time periods)
Competency level
Coefficient b values
Competency developing curves
Project ManagerProject
Environment
Project Performance
Team
Mutual correspondence (matching) of framework factors
Mutual correspondence
(MC)
• Competencies required (level)
• Size/value • Cooperation required• Competencies required
• Competencies required (level, structure)
• Strategy• Cooperation network• Project support•HR-management
• Management style• Culture (values)
• Culture (values)• Motivation system
• Competencies (level)
• Management style• Values• Motivation
• Personality• Learning style• Communication and management style
• Competencies (level, structure)
•Personality•Learning style• Communication and working style
• Values• Motivation
Project ManagerProject
Environment Team
• Competencies required (level)
• Size/value • Cooperation required• Competencies required
• Competencies required (level, structure)
• Strategy• Cooperation network• Project support•HR-management
• Management style• Culture (values)
• Culture (values)• Motivation system
• Competencies (level)
• Management style• Values• Motivation
• Personality• Learning style• Communication and management style
•Competencies (level, structure)
•Personality•Learning style• Communication and working style
• Values• Motivation
Project ManagerProject
Environment Team
• Competencies required (level
• Size/value • Cooperation required• Competencies required
• Competencies required (level, structure)
• Strategy• Cooperation network• Project support•HR-management
• Management style• Culture (values)
• Culture (values)• Motivation system
• Competencies (level)
• Management style• Values• Motivation
• Personality• Learning style• Communication and management style
• Competencies (level, structure)
•Personality•Learning style• Communication and working style
• Values• Motivation
Project ManagerProject
Environment Team
• Competencies required (level)
• Size/value • Cooperation required• Competencies required
• Competencies required (level, structure)
• Strategy• Cooperation network• Project support•HR-management
• Management style• Culture (values)
• Culture (values)• Motivation system
• Competencies (level)
• Management style• Values• Motivation
• Personality• Learning style• Communication and management style
• Competencies required (level, structure)
•Personality•Learning style• Communication and working style
• Values• Motivation
Project ManagerProject
Environment Team
Applications Single innovation projects / start-upsCorporations
Completed projects analysis
(failure/success analysis)
Decision supporting for hiring of project
team and/or manager
Training and learning needs assessment
Current projects’ “bottlenecks”
analysis/prediction
Project management practice improving
Framework applications
Less risk of failure
Cost efficiencyMore flexible teams
Hiring “right” peopleBetter project portfolio and
cooperation network management
Benefits
Target pr jects!
Product development
projects
Software development
projects
Other Innovation projects
Marketing projects