Management and facilitation networks
-
Upload
dnv-gl-old-account -
Category
Documents
-
view
219 -
download
0
description
Transcript of Management and facilitation networks
to share is to multiply
DNV | KNOWLEDGE MANAGEMENT
Management and Facilitation of Project Networks
1+1=36÷3=18 12/2=24 6÷8=48 100/10=1000
2 32 3
to share is to multiplyCOST OF IGNORANCE /// Costly mistakes are repeated, as earlier ones were not recorded or analysed
■ achieve their goals more effectively by reusing
experiences of other projects;
■ adapt wider experiences to their local, sector or
market conditions;
■ consider and fuel new areas for innovation;
■ respond more quickly to project needs and mobilise
expertise to support project teams;
■ transfer new knowledge to accelerate ramp-up in
operations.
Organisations are seeking to leverage the benefits of
project-based work by harvesting and sharing newly
gained project knowledge. Systematic learning from
project activities contributes to acceleration of project
delivery, increase of deliverable quality and reduction
of project cost across the company.
1+1=3 /// do you share your experiences and lessons learned across projects?
to share is to multiply to share is to multiplyto share is to multiplyModern organisations deliver many of their products
and services through projects and programmes, in
which a multitude of stakeholders might be involved,
both internal as well as external. A wealth of
experiences and lessons learned are developed in
these project environments every day. Reality however
shows that ‘local’ knowledge developed in projects is
heavily underused and remains untapped, especially in
multi-national or multi-location contexts. As a
consequence, opportunities to reuse knowledge across
the project landscape or in operations are missed.
Capturing and sharing of experiences and lessons
between projects should enable organisations to:
■ prevent unnecessary duplication of effort and
thus reduce project costs;
■ learn from mistakes and avoid them in future or
parallel initiatives;
4 5
COST OF IGNORANCE /// 1 or 2 key employees hold crucial knowledge, putting continuity at risk1+1=3 /// project networking
Project networking is about making connections between professionals in a project environment.
It is about capturing and sharing the wealth of knowledge gained in projects and includes support of
emerging communities of people with common interests, knowledge and practical experiences.
Project networking is focused on three areas:
1 /// Learning in projects: the organisation of lessons learning at key milestones and critical points
on the project timeline.
2 /// Learning between projects: the identification, capture and sharing of good practices,
joint problem solving and exchange of lessons learned between concurrent projects.
3 /// Learning from projects: the capture, validation and dissemination of project knowledge
to inform a wider community of practice and future projects.
We believe that in a project environment, lessons learning and knowledge sharing should be integral
to programme and project management discipline and not be left to coincidence.
Since 1998, DNV has developed and deployed a suite of tools that support project networking.
The examples provided on the following pages show a selection that illustrates the variety of
methods and results that DNV can offer.
6 7
COST OF IGNORANCE /// Good ideas and best practices are not shared, raising costs and missing opportunities1+1=3 /// project networking
Knowledge Markets are informal but structured
events that help a project community to efficiently
match knowledge needs and knowledge offers.
Participants can establish and explore common
themes that deserve joint knowledge development
and sharing. As a by-product, participants get to
know each other better or deepen already existing
relationships. At the end of the knowledge market,
an analysis of key sharing themes is undertaken
and knowledge sharing activities can be initiated.
Debriefs follow a structured format and seek to
capture reusable experiences and lessons learned in
agreed areas. Outputs inform others in the project
community to enhance their own project progress.
Project debriefs seek to build reflective capacities in
projects and instil lessons learned from others into
the project’s next phase. Successful debriefs require
an open and honest atmosphere and are best
facilitated by experienced debrief facilitators.
Sharing Events are designed to help learn
how others are tackling thematic issues that are
common to the project community. Sharing events
are participative, interactive and lead to concrete
outcomes to be readily re-used. A sharing event
enables participants to work with peers in their
field, thus accelerating what they otherwise would
be doing alone or in a smaller group. Well-timed
events prevent the duplication of effort and the
repetition of mistakes.
Peer Assists are sessions in which a problem
holder is assisted by peers to resolve a project issue.
Peer assists follow a structured, 10-step format that
guides participants to formulate the root problem,
identify underlying causes and offer a systematic
way of proposing alternative problem resolutions.
98
COST OF IGNORANCE /// Employees use outdated and non-validated information in action1+1=3 /// project networking
Lessons Learning tools include guidelines for
undertaking systematic project learning and include
tools such as the AAR (After Action Review), SMILE
(Significant Milestone Review) and PPR (Post-Project
Review). DNV lessons learned toolkits include
templates for capturing and tagging the resulting
lessons learned.
Benchmarking through the capture of agreed
project data against individual project plans.
The data shared focusses on important criteria
from an organisational perspective. Leaders
in a project community can be identified and
approached to share the underlying success
factors. Equally, the wider project community
can be linked to good practice, that when shared,
further enhances overall programme delivery.
Webinars are short, online, facilitated sharing
events that aim to quickly address a knowledge
gap or to exchange ideas or information. Webinars
provide an opportunity to draw on expertise from
outside the community, without the burden of
travel for both participants and presenters. As
webinars can be recorded for future scrutiny, the
content can be re-used.
The Project Learning Hub is a secure, information
exchange website that enables users to connect
with peers, retrieve key documentation and to
collaborate on joint knowledge products. The HUB
also promotes the aims and benefits of each project
and helps to showcase its achievements
and expertise.
/// Le
sso
ns
lear
nin
g in
th
e Pr
oje
ct le
arn
ing
cyc
le
DN
V’s
pro
ject
net
wo
rkin
g se
rvic
es a
re u
nd
erp
inn
ed b
y D
NV
’s m
od
el f
or
lear
nin
g
in p
roje
cts
that
co
mb
ines
ind
ivid
ual p
roje
ct le
arni
ng
wit
h co
llect
ive
lear
nin
g.
Key
to
ou
r m
od
el is
a c
ont
inu
ou
s cy
cle
of a
skin
g,
lear
nin
g,
shar
ing
and
stru
ctu
rin
g. W
ithi
n ea
ch o
f th
ese
acti
viti
es a
ser
ies
of t
asks
is e
xecu
ted,
of w
hich
exa
mp
les
are
pro
vid
ed t
his
fig
ure
:
WE LEARN
1 ■ Create a learning plan: what do you expect to learn, when are
you capturing the lessons, with whom and how?
2 ■ Execute the learning plan, through use of project learning tools
e.g. After Action Reviews / Critical Incident Analysis, etc.;
3 ■ Review lessons with peers identified earlier;
4 ■ Update improved project plan drawing on lessons to date.
/// Capture new knowledge
WE STRUCTURE
1 ■ Validate project knowledge assets e.g. CVs, project references, etc.;
2 ■ Tag assets for easier access and re-use;
3 ■ Identify any needs to amend corporate procedures,
systems, training etc;
4 ■ Liaise with owners of the Corporate Learning Cycle.
/// Safeguard new knowledge for wider use
WE SHARE
1 ■ Arrange project close-out and lessons hand-over to
the organisation or programme management office;
2 ■ Process, annotate and submit key activity
documentation. Address issues relating
to IP and confidentiality;
3 ■ Post project close out report to intranet and
promote new knowledge assets to stakeholders;
4 ■ If activity is selected for a broader dissemination,
nominate speaker(s) for training courses or sharing days.
/// Undertake planned sharing activities
WE ASK
1 ■ Check: standard procedures and guidelines;
2 ■ Identify knowledge gaps, training needs, coaching and mentoring
needs and implement;
3 ■ Identify colleagues with knowledge and experience who can offer
peer assistance and ensure you have a budget to engage them;
4 ■ Review lessons of previous, similar activities.
/// Adopt existing knowledge and adapt project plan accordingly
WE ASK ▶ WE LE
AR
N ▶ WE SHARE ▶ W
E STR
UC
TU
RE ▶
/// P
roje
ct-t
o-p
roje
ct le
arn
ing
cyc
le
Wh
en c
om
bin
ing
thes
e p
roje
ct le
arni
ng
acti
viti
es in
a p
roje
ct n
etw
ork
ing
pro
gra
mm
e, t
he
colle
ctiv
e ex
per
ien
ce o
f a
com
mu
nity
of
pro
ject
s is
leve
rag
ed
to m
utu
ally
acc
eler
ate
and
enha
nce
th
e en
tire
po
rtfo
lio o
f p
roje
ct a
ctiv
ity,
see
fig
ure
2.
WE ASK ▶ WE LE
AR
N ▶ WE SHARE ▶ W
E STR
UC
TU
RE ▶
PROJECT
WE ASK ▶ WE LE
AR
N ▶ WE SHARE ▶ W
E STR
UC
TU
RE ▶
PROJECT
PROJECT NETWORKING
KNOWLEDGE MARKETS
SHARING DAYS
DEBRIEFS
CLINICS
COMMUNITY WEBSITE
DISSEMINATE KNOWLEDGETO WIDER (ORGANISATIONAL)
COMMUNITY
14 15
COST OF IGNORANCE /// Loss of critical knowledge due to retirement and mobility of workforce1+1=3 /// project networking
DNV has developed significant international experience across a variety of industries in designing,
coordinating and facilitating project networking for joint industry projects, research and development
portfolios, technology demonstration programmes and project networks.
Clients who benefit from project networking and learning are those responsible for:
■ New onshore or offshore installations;
■ Large decommissioning programmes and projects;
■ R&D programmes;
■ Joint Industry Projects;
■ Sharing best practice across organisational and geographic boundaries.
DNV provides the following services that cover all aspects of effective project networking programmes:
■ Design and facilitation of knowledge sharing activities for individual projects;
■ Organisation and facilitation of (large-scale) knowledge markets, sharing events and peer assists;
■ Supporting programme management offices with benchmarking for learning;
■ Design and implementation of effective joint industry projects and project networks;
■ Recommending and managing IT environments that support project networking and knowledge
dissemination.
Our delivery modes are consultancy, programme management, coaching and (in house) training.
WHAT ARE YOUR COSTS OF IGNORANCE?
iris
des
ign
.eu
For more information please contact Rob van der Spek, Director of Knowledge Management Advisory Services
/// t +31 (0)6 54781900 /// e [email protected], [email protected] /// w www.dnv.com/knowledgemanagement