Robert C. Moehler Faculty of Engineering and Environment Northumbria University Wynne Jones Centre...

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).

http://media.ft.com/cms/3e3b6ca8-7a08-11de-b86f-00144feabdc0.pdf

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-


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-


Standar

dised


for individualised-

codification mechanisms


for institutionalised-

codification mechanisms

(Boh, 2007, p.36)(Boh, 2007, p.36)

Knowledge contributorKnowledge contributor





StrategyStrategy

RoleRole

PushPush XX

PullPull

Knowledge Sharing BehaviorKnowledge Sharing Behavior

Knowledge ReceiverKnowledge Receiver


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 Sharing BehaviorKnowledge Sharing BehaviorCodification StrategyCodification Strategy




StrategyStrategy

RoleRole

PushPush

Matching contributor and receiver Matching contributor and receiver strategies!strategies!

PullPull

(Push)(Push)



Personification StrategyPersonification Strategy




StrategyStrategy

RoleRole

PushPush

Matching contributor and receiver strategies!Matching contributor and receiver strategies!

PullPullPullPull( )( )



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),


• 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


• 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),


• 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)

Robert C. Moehler Faculty of Engineering and Environment Northumbria University Wynne Jones Centre...

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