Uow 2008 Project Managementfinal

Knowledge Management aka Knowledge Sharing

– A Project Management Tool for Project Teams?Kerrie Anne ChristianMaterials & Quality Systems Manager Engineering Technology & Environment - BlueScope Steel Ltd

2Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 2

So many story tellers & bodies who inspired me in PM / KS / KM / Web 2.0 .. Have a look !

• Barbara Nedderfield (Busch) ex Janus• Les Robinson (Enabling Change)• Bob Innes (ex ANSTO – Standards Australia)• Laurie Lock Lee (Optimice ex CSC)• Arthur Shelley (The Organizational Zoo)• Michelle Lambert (KMRT Vic)• Peter Todd (NSW IMRT)• David Snowden (Cynefin)• Steve Denning• David Gurteen )• Project Management Institute• Kepner Tregoe• Russell Lloyd • Luke Naismith

• Mike Dwyer – ex northerns suburbs resident• Bruce Reyburn – northern suburbs resident• Sandra Rowe• Nasim Taleb• Jim Bright• Nicole Engard• Terry Hagan –northerns suburbs resident• David Jeffrey – ex northern suburbs resident• David Christian (ANSTO)• Kate Andrews• Mark Rogers• Matt Moore• Ron Johnston• & Many, many colleagues from BlueScope

Steel

And my first steps in PM /KM/KS were In UOW 1st Year Engineering Creative Design Project Team – run by Bob Wheway

http://www.linkedin.com/pub/4/520/11

http://www.enablingchange.com.au/

http://www.engineersaustralia.org.au/shadomx/apps/fms/fmsdownload.cfm?file_uuid=6584BEBF-B102-C7E1-0903-9EF3EAEB8B90&siteName=ieaust

http://www.sai-global.com/newsroom/tgs/2003-11/tgsnov03/TGS_Nov03.pdf

http://www.optimice.com.au/about.php

http://www.organizationalzoo.com/

http://kmrt.vic.googlepages.com/home

http://imrt.nsw.googlepages.com/home

http://www.cognitive-edge.com/

http://www.stevedenning.com/

http://www.gurteen.com/

http://www.pmichapters-australia.org.au/home.asp

http://www.kepner-tregoe.com/theKTWay/OurProcesses-PM.cfm

http://www.lgfocus.com.au/editions/2007/october/achievers.shtml

http://www.actkm.org/userfiles/File/presentations/actKM May 2006 Naismith for website.ppt

http://www.flickr.com/photos/87933509@N00/2885525397/

http://members.optusnet.com.au/reyburn/New paradigm.doc

http://www.pmi.org/Marketplace/Pages/ProductDetail.aspx?GMProduct=00101020500&iss=1

http://www.c4chaos.com/

http://www.brightandassociates.com.au/wordpress/

http://www.slideshare.net/nengard/the-20-office-more-than-just-wikis-blogs?type=powerpoint

http://faraday.elec.uow.edu.au/subjects/annual/ECTE350/Lecture-5.pdf

http://www.actkm.org/userfiles/File/actkm2003conf/ANDREWS_Kate.ppt

http://www.actkm.org/userfiles/File/actkm2003conf/ROGERS_Mark.ppt

http://www.actkm.org/userfiles/File/actkm2007conf/Day 2, Activity 2 - Improvisational Approaches to Knowledge Sharing - Matt Moore.pps

http://www.actkm.org/userfiles/File/actkm2003conf/JOHNSTON_Ron.ppt


Project Management & Knowledge Management

““Leadership is the art of accomplishingmore than the science of management

says is possible.” - General Colin Powell …

Managing the people in your project requires specific

knowledge, skills, practice


Engineering: ”Hard” Technical Skills & / or Touchy/Feely ???

Engineering Solutions …. “Design/Construct Things” … or much more …..– getting all the information on the problem - communication, skills, experience

– define / design / develop the “fix” - creativity, logic, skills, experience, finance, safety– selling the “fix” to client & community / regulatory stakeholders – communication,

negotiation – implementing the “fix” - tenacity, logic, skills, experience, finance, safety, leadership,

management, teamwork, conflict resolution, industrial relations– tweaking the “fix” - communication, creativity, logic, skills, experience

– maintaining the asset - communication, skills, experience, finance, negotiation– problem solving – technical, equipment, organisational & people issues– recording the learnings - communication - to avoid repeating the problem

– sharing the learnings - communication - to avoid similar problems

“Engineering needs all personality types … good communicators, outgoing, creative & naturally attuned to the human aspects of any situation”


Absolutely breathtaking – amazing engineering project management


Translated from Portuguese by Mark Harrison, Adelaide

Absolutely breathtaking – amazing engineering project management


Project Management : Rebuilding the Parthenon on the Acropolis in Athens how do you capture knowledge from its original project construction team?


Explaining the Rebuilding of the Parthenon - Project Management - Knowledge Sharing with Key Stakeholders aka “Tourists”


Risk is a fact of life – it’s how we manage it that matters- KM / KS is aimed at reducing Project Risk


PM & KM : Gaudi’s La Sagrada Familia, Barcelona : Imagine a Project Unfinished ? Stopped due to lack of funds, Gaudi run over by a tram & later the blueprints destroyed …

http://www.sagradafamilia.cat/docs_instit/images.htm# Erin Lock Lee : Flickr.com


How we deal with risk …….. “Our take on reality is constrained by 4 things” Prof Jim Bright, ACU

:• What we know that we know

– based on experience, training & education – manage risk• What we know that we don’t know

– enables us to identify gaps & close them – reduce risk• What we don’t know that we actually know

– may stop us taking calculated risks & rejecting opportunities• What we don’t know that we don’t know

– “The Black Swan Effect”….Nasim Taleb – ignorant of risk• http://www.forbes.com/2007/05/23/nicholas-taleb-innovation-tech-cz_07rev_nt_0524taleb.html

• “Before the discovery of Australia, Europeans thought all swans were white, • It would have been unreasonable to imagine swans of any other color. • The first sighting of a black swan in Australia, where black swans are, in fact, rather

common, shattered that notion.• Black swan - exceptional unpredictable event that, unlike the bird, carries a huge impact.”

http://www.forbes.com/2007/05/23/nicholas-taleb-innovation-tech-cz_07rev_nt_0524taleb.html


http://www.cognitive-edge.com

Sense making of Complexity & Chaos : David Snowden : Cynefin : Manga / Anime / Otaku

• For David Snowden - this is “sensemaking” – to create understanding of a complex world• “Sensemaking in our turbulent world today”, for many teenage girls all around the world, is being derived through Otaku via manga & Anime genre comic book stories, as they even create their own stories. These stories vary with some reflecting the classical Japanese Noh tradition, with some also similar to Puccini’s Opera “Madam Butterfly”

漫画まんがマンガアニメ

Today’s manga descend from

Hokusai manga containing assorted drawings from the sketchbook of the

famous ukiyo-e artist Hokusai

http://en.wikipedia.org/wiki/Otaku

http://en.wikipedia.org/wiki/Manga

http://www.animenewsnetwork.com/

http://en.wikipedia.org/wiki/Ukiyo-e

http://en.wikipedia.org/wiki/Hokusai


So What is Project Management & Why do Knowledge Management ?

• PM is about knowledge, tools, techniques, and skills, • PM is about identifying our goals and objectives, • PM is about a focused and disciplined approach that would

help us achieve our objectives• Good resources:

– PMBOK – Project Management Body of Knowledge from PMI – Project Management Institute– Kepner Tregoe – Project Management

• KM is managing what we know• KM is creating a knowledge-sharing environment• KM is developing a standard knowledge-base for consistent

decision-making• KM is about organisational learning• KM is managing shared contexts

http://www.pmi.org/Marketplace/Pages/ProductDetail.aspx?GMProduct=00100035801


Making Steel at BlueScope Steel’s PKSW plant – 6mtpa

CokemakingCoke Ovens Gas

Sintering

IronmakingBlast Furnace

BF Gas

Slag Plant

Basic OxygenSteelmakingBOS Off Gas

Slabcasting

ReheatFurnace

Hot StripMill

Plate Mill

PickleLine

Cold Reduction

Cold Rolled Strip

FinishedCoils

Liquid Iron

LiquidSteel

TRTEnergy ServicesTurbines

Blast Furnace & Coke Ovens Waste Gases used as Heating & Process Fuel – BOS Off Gas to be used in the future


1SAP Project PKSW – Execution Phase TimelineSept Oct Nov Dec Jan Feb

5 12 19 26 3 10 17 24 31 7 14 21 28 5 12 19 26 2 9 16 23 30 6 13 21Build Activities

Configure & Unit Test SAP SoftwareDevelop RICEF Technical SpecificationsBuild & Unit Test RIEF Components

Testing Activities Plan & Execute Product TestPlan & Execute Integration TestPlan & Execute User Acceptance TestPlan & Execute Regression Test

Business Readiness Conduct Legacy System Data Cleansing

Data Conversion Build & Unit Test Conversion

Components Plan & Exec Trial Conv (TC) & LIVE Conduct Conversion Data Testing

DeploymentCutovers - Dress Rehearsals (DR) &

LIVETransition Team

Develop TrainingDeliver TrainingConduct Change Mgmt & Comnct

ActivitiesTechnical Team

Setup/Support Tech Env (SAP & Legacy)

Plan & Execute Stress & Performance TestBudgeting Fast-Track

ExecuteExecut

e

Data Test Data Test Data Test

DR1 Live Cutover

Develop Material / Data Build Busi Leave / Shut Down

Training Delivery

BudgetTrainin

gDeliver

y

Build Test TrainDevelop Training Budget Preparation Budget Load by Business

XmasNew Year

Break

Non-project Activities

DR2Cutover Planning

E E ESE S SS

TST/PPS

Execute

Plan TC1 TC2 TC3 TC4 Live

Plan

Plan

Plan

DR1TRNDev DR2

Plan Execut e

Plan Execut e

Support

Mar28 6 13 20

GOLIVE

Material / Data Build PKSW new

Data Test

Final extract

TC2

IntfSolMng and eCATT operational

GSAP ready PlanExecut

e

Execut e

Training Room Fit Out

Transport Process operational Performance Testing Tool operational

Critical Path

PROD Frz 1 PROD Freeze 2


BlueScope Steel - Requisite Behaviours – Managers as Leaders & Coaches

Making Assignmen

t

Giving Direction

Follow Up

Positive Feedback

Negative Feedback

Coaching & Support

Problem Solving

Reporting


Fortnightly Newsletter –

“This Week, Next Week”

Posters

Key Messages

Requisite Model

Regular Meetings

BSL SAP Project Communications Kit

http://webdev02.bluescopesteel.net:81/CMPilot/portals/19/This Week Next Week Edition7 May.doc


Inventory of Knowledge Sharing Practices at BlueScope Steel

• Informal conversations• Telephone conversation• Teleconferences• Video-conferences• Team meetings• Group meetings• All-staff meetings

• COPs• Networks• Tech Talks• Seminars• Internal company conferences• External conferences• Technology Exchanges• Technology Encyclopedia

1. How often are these practices employed?2. What is staff perception of their value for knowledge sharing?3. How can they be improved?4. What other Knowledge Sharing practices should we adopt?

19Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian

PM / KM / KS : Beating the 20 Year Effect : Web 2.0 : COP’s, Networks, SNA & KS

aka “Yokoten” (Toyota’s sharing Knowledge around)

• What is Web 2.0? Should we use it? Does it work with ECM applications ?

• Are COP’s operating only as Information Storage repositories vs a truly effective Knowledge Sharing tool ? Documentum?

• What do our networks look like?• Can we do it better ?• Engineering, Tech & Environment Online Help

line • Barriers Buster – Young Guns• Would Wiki’s work? Sharepoint ? Blogs?• How do we manage our knowledge &

information for the future – creation, capture, structure, share, apply ?

BSL’s SNA – Social Network Analysis – B Nedderfield, L Lock Lee, C Kjaer


LEVE L

UNDERSTAN DING

INVOLVEM ENT

MEASUREM ENT

PROCESS INTEGRATI

ON

PROJECT S

COMMUNICATI ON

RECOGNITI ON

VALUE ADDITION

5 KS principles understood by all staff

KS is a natural way of working

both formally and

informally

The department

has reviewed its measures to maximise

value

KS occurs between all

relevant players to

maximise the learning from the process

KS activities routinely deliver

improved project

outcomes

KS outcomes are regularly and

routinely shared to relevant

players outside the department

Deptment recognised

by Site management -excellence

in knowledge sharing

Plans are made to leverage the benefits of KS

Time spent on KS is not seen

as “wasted”4 KS Principles

understood by 70% staff

KS occurs regularly in

team meetings

The department is responding to the measures it generates

Processes/ projects are not deemed

complete until KS has

occurred

KS activities

occur in an effective manner

KS outcomes are regularly/

routinely shared across the department

Those who share

information - valued more highly than hoarders

Department knows the cost benefit of KS

” as right people involved

3 KS Principles Coached by

leaders

KS in Job Goals

The department is

actively participating in measuring

KS

KS activities occur but only those formally

required by the process

KS activities

occur since they are in documentat

ion

KS outcomes are routinely shared

in formal sessions

Individuals get positive feedback for sharing and

recognition in salary review

Some concrete evidence of

cost benefit of KS – but

KS often just waste time

2 KS Principles Deployed

KS in PDs Department has some KS

measures developed

KS included in our formal

process documentati

on

KS included in

project documentat

ion

KS outcomes are formally shared when requested by management

Individuals recognised

for good adhoc KS

Anecdotal evidence of

costs benefit is obtained

1 Minimal awareness and deployment of KS principles

KS is the domain of

others

The use of KS is not

known in the department

KS is not a part of our

formal processes

KS- not formal part

Project manageme nt process

KS successes and opportunities

are rarely communicated

Little or no formal

recognition for KS activity

Cost/ benefit of KS is unknown

Knowledge Sharing Matrix – BlueScope Steel Engineering, Technology Environment Dept


2002 : Steel Industry Survival : FOG Teams Markets / Plant Equipment Technologies / Finance / Processes

THE DEMISTERS


Demisters’ Inspiration : Shackleton : with the Endurance crushed by Pack Ice in Antarctica – his project mission changed from heroic exploration to SURVIVAL

Source : Frank Hurley


Oct 23 2008 – Rescue of an Seriously Injured Man from Davis Base, Antarctica – Aurora Australis – Australia’s Antarctic Flag Ship


• Great Communicator – verbal &written

• Committed to Others

• Confident

• High Self Awareness

• High Integrity

• Insightful

• Able to Set Goals and Articulate a Vision

• Can motivate and Influence

• Coachable

Ideas are not enough Ideas are not enough -- Project Leaders must be Coaches Project Leaders must be Coaches

-- Qualities of a Great CoachQualities of a Great Coach


LESSON 2LESSON 2

General Colin Powell on Leadership :General Colin Powell on Leadership :"The day soldiers stop bringing you their problems is the"The day soldiers stop bringing you their problems is the

day you have stopped leading them. They have either lostday you have stopped leading them. They have either lostconfidence that you can help them or concluded that youconfidence that you can help them or concluded that you

do not care. Either case is a failure of leadership."do not care. Either case is a failure of leadership."If this were a litmus test, the majority of CEOs would fail. One, they build somany barriers to upward communication that the very idea of someone lowerin the hierarchy looking up to the leader for help is ludicrous. Two, thecorporate culture they foster often defines asking for help as weakness orfailure, so people cover up their gaps, and the organization suffers accordingly.Real leaders make themselves accessible and available. They show concernfor the efforts and challenges faced by underlings, even as they demand highstandards. Accordingly, they are more likely to create an environment whereproblem analysis replaces blame.


LESSON 5LESSON 5

"Never neglect details. When everyone's mind is dulled"Never neglect details. When everyone's mind is dulledor distracted the leader must be doubly vigilant."or distracted the leader must be doubly vigilant."

Strategy equals execution. All the great ideas and visions in the world areworthless if they can't be implemented rapidly and efficiently. Good leadersdelegate and empower others liberally, but they pay attention to details, everyday. (Think about supreme athletic coaches like Jimmy Johnson, Pat Rileyand Tony La Russa). Bad ones, even those who fancy themselves as progressive "visionaries," think they're somehow "above" operational details.Paradoxically, good leaders understand something else: an obsessive routinein carrying out the details begets conformity and complacency, which in turndulls everyone's mind. That is why even as they pay attention to details, theycontinually encourage people to challenge the process. They implicitlyunderstand the sentiment of CEO leaders like Quad Graphic's HarryQuadracchi, Oticon's Lars Kolind and the late Bill McGowan of MCI, who allindependently asserted that the Job of a leader is not to be the chief organizer,but the chief dis-organizer.


LESSON 13LESSON 13

"Powell's Rules for Picking People:"Powell's Rules for Picking People:””Look for intelligence and judgment, and most critically,Look for intelligence and judgment, and most critically,a capacity to anticipate, to see around corners. Alsoa capacity to anticipate, to see around corners. Also

look for loyalty, integrity, a high energy drive, a balancedlook for loyalty, integrity, a high energy drive, a balancedego, and the drive to get things done.ego, and the drive to get things done.

How often do our recruitment and hiring processes tap into these attributes?More often than not, we ignore them in favor of length of resume, degrees andprior titles. A string of job descriptions a recruit held yesterday seem to bemore important than who one is today, what they can contribute tomorrow, orhow well their values mesh with those of the organization. You can train abright, willing novice in the fundamentals of your business fairly readily, butit's a lot harder to train someone to have integrity, judgment, energy, balance,and the drive to get things done. Good leaders stack the deck in their favorright in the recruitment phase.


LESSON 18LESSON 18

"Command is lonely.""Command is lonely."

Harry Truman was right. Whether you're a CEO or the temporary head of aproject team, the buck stops here. You can encourage participativemanagement and bottom-up employee involvement, but ultimately theessence of leadership is the willingness to make the tough, unambiguouschoices that will have an impact on the fate of the organization. I've seentoo many non-leaders flinch from this responsibility. Even as you createan informal, open, collaborative corporate culture, prepare to be lonely.


Notes from Kepner Tregoe Project Management : Project Success or Failure – One Company’s Lessons ??

• Project Headaches – Promised outcomes not delivered, overdue & over budget

• Nominate One Project Manager – responsible & accountable– Not a committee

• Project Communications are vital throughout the project– Project Objectives & Project Plan – form basis for all project

meetings– Project Meetings

• Resolve predefined project concerns• Make modifications to project plan• List next steps for project

• Don’t ignore social context of your organisation


Notes from Kepner Tregoe Project Management : Why are we doing this project ???

• PROJECT DEFINITION– Why we are doing it – Situation appraisal - Threats, opportunities, needs – driving the project

– STATE THE PROJECT - purpose – result, target date, cost• What Is The Overall Project Statement

– DEVELOP THE OBJECTIVES – specific results & project value + constraints• What are the Project Objectives – musts & wants• What are the Project Boundaries

– DEVELOP PROJECT SCOPE – WBS – WORK BREAKDOWN STRUCTURES • What needs to be accomplished to complete the project & deliverables – sequencing / resource levelling ?• Deliverables/Subdeliverables, Components, Achievements• Product/Process/Phase/Resource based? • How to group work that should be logically managed together

– Work Packages– IDENTIFY RESOURCE REQUIREMENTS

• What resources are needed to complete the project – responsibility for Work Packages?• Type, Amount, Cost• Human, Facilities, Equipment, Materials/Supplies, Special (uncommon in org.)

– PRELIMINARY COST BENEFIT ANALYSIS• Achieve objectives, value delivered > costs, fit for purpose not overkill, another way of accomplishing

– PROBLEMS & OPPORTUNITIES• Important to capture these as part of project management knowledgement management processes


Kepner Tregoe Project Management : Managing People In Projects – communication matters !!!

• INFLUENCING– Understand, create & modify conditions in project environment for successful

human performance– Starting point – believe that people on your team want to perform to the best of

their abilities – that they do not intend to fail– How clear are the performance expectations & are they agreed to ?– How well does work environment support performance– How well do the consequences encourage desired outcomes?– Are the consequences +/- immediate ?– Performance feedback – frequent, timely, relevant, specific & accurate

• INVOLVING & COMMITMENT OF TEAM MEMBERS– Determining the level of involvement of others in your project decisions

• COMMUNICATING & LISTENING


Kepner Tregoe Project Management : Project Stages

• Start to implement

• Monitor the project – what will be monitored & when, how communicated & reported – to whom

• Modify the project – issues & concerns will surface – must be addressed

• Closeout & evaluate - compare objectives with actual completed deliverables – part of project management knowledgement management


Kepner Tregoe Project Management : PROJECT IMPLEMENTATION

• How will the project start?

• How will project team & contributers communicate – what documentation?

• How will project be monitored & how will progress be reported?

• How will concerns, emerging during implementation, impact the plan?

• What activities will be completed to evaluate & finalize the plan?– Project Management Knowledge Management Processes


Kepner Tregoe Project Management : PROJECT IMPLEMENTATION – GROUND RULES

• Decision making authority of each member• Who will be responsible for making changes • How conflicts should be resolved?• How feedback on individual performance will be communicated?• How new ideas or suggestions will be handled?• How team members will communicate amongst themselves?• How project status & customer feedback will be reported to the team?• How problems & potential problems will be reported?• How changes to the project plan will be documented & reported?• Who possesses the authority to approve changes?• What information should be reported back to the project manager, how often &

in what format?• How team will record their time & expenses?


Kepner Tregoe Project Management : Starting the Project : It’s all communication

• Set ground rules

• Join together

• Kick off meeting for team

• Socialize your project plan,•• Review commitments,

• Team members ask questions

• Clarify potential misunderstandings


Kepner Tregoe Project Management : Monitor the Project

– Critical path focus, plus work packs not on critical path - delays, lag time– What will tell us if we are meeting the project objectives How well is our

performance meeting the objectives – Formal reporting & informal reporting to avoid stakeholder alienation

• Spend plan vs actual• Work plan vs actual• Planned commitments vs actual• Cost, schedule, or performance by account, work order or performer• Costs by cost centre• Potential problems & opportunities• How to return actual to plan• Executive summary• Involve team members – consider sharing milestones with team

members


Kepner Tregoe Project Management : Modify the Project – Communication - issues & concerns will surface

• Situation Appraisal– What is the data telling you about this concern?

• How was this concern surfaced?• When is the earliest point in the project that it will become a concern?• What is meant by …. (name this concern)?• What exactly is it?• What evidence do we have about it?• What different problems, decisions, or actions are part of it?• What else concerns you about …. (name this concern)?

– What should you do about this concern?• Identify the work packs affected & if they are on the critical path• Determine if other work packs or objectives may be affected• Situation appraisal to separate & clarify the issues

– How will this affect the project plan– Will you change

• Project objectives, • Project schedule, • Launch a new project, • Change entire scope of project,• Request additional resources


Kepner Tregoe Project Management : Project Closeout Checklist – absolutely crucial !

• Deliverables all completed

• Owners, sponsors, vendors notified of close

• Team members recognised

• Project accounts closed

• Contingent actions disabled

• Results documented


KT Project Management – Knowledge Management – Knowledge Capture : Project Closeout & Evaluate

• Compare objectives with actual completed deliverables

• Did actual deliverables satisfy the project objectives – how well

• If yes – customers & sponsors satisfied – report & congratulate the team

• If not – record why & what needs to be done– Too often forgotten or deliberately buried – eg USA’s World War II Submarine Programme & later USS Thresher “lost”


KT Project Management – Knowledge Management – Knowledge Capture : How well did you, project team & contributors work together to manage the project

– Project schedule - on time or delayed – if delayed – why? Impact of changes on team ?– Accuracy of resource estimates– Impact of resource availability or shortages on project– Timeliness & accuracy of reporting by team – maintaining performance expectations– Timeliness & accuracy of feedback provided to team – satisfying expectations during

project– Individual performance of team members & contributors– Internal obstacles that impeded work– Resolution of conflicts – including changes to project– Acquisition of new capabilities or skills– What went particularly well & should be repeated – each person provides 1 or 2– What went particularly badly & shouldn’t be repeated – each person provides 1 or 2– Do the above individually & also join together – make sure no issues overlooked– How will you improve the next project you do


KT Project Management Managing Project Team Involvement – Leader Behaviour – utilising past project experience knowledge helps

• Leader decisionmaking approaches – which is best when ?– Resolves it alone– Questions individuals– Consults individuals– Consults group– Allows it to be resolved by the group

• Consider• Superior solution – does it matter which approach is taken• Information – does leader have adequate information to analyse situation• Structure – does leader know which info is missing, how to get it & analyse it• Commitment – is commitment of team members crucial to implementation• Commitment without participation – will others commit to leader’s conclusion without

their active participation• Goal Agreement – is there general agreement about goals in the group• Conflict about alternatives – is there likely to be conflict about alternatives within the

group


Kepner Tregoe Project Management : People & Projects : Knowledge & Communications– utilising past project experience knowledge helps

• Managing the people in your project requires specific knowledge, skills, practice

• You need to understand your people– What motivates them & how they will react

• You need to understand & build, within the context of your project, a performance system that will help people succeed

• You need to determine when you will involve others, in what situations, & when you will go solo

• Questioning & Listening are key, no matter whether– Gathering information, gaining consensus, or making further progress on your project


Kepner Tregoe Project Management : Communicating with people in Projects - Questioning – Knowledge Capture

• Open vs Closed Questions – avoiding yes / no answers– what where why when who how

• Fact finding questions when emotions are running high– What specific evidence do you have that marketing is responsible for the late

product launch• Questioning to the void

– Turn around questions – re ask the question based on the answer – What else …. ???– Why ….???

• Listening• Hearing the message• Interpreting the message – verbal/non verbal cues• Evaluating the message• Respond to the message – Acknowledging & confirming & feedback


A Note from KT Project Management … Project Meetings – questions to ask yourself

• Is a meeting the best way of achieving the primary meeting objective• What is the value of accomplishing the primary meeting objective• How else could the meeting objective be achieved• Is the meeting worth the cost• What could people be doing instead of the meeting

• What concerns do you have about conducting this meeting• What concerns need to be addressed during this meeting• Given your concerns what do you hope to accomplish in the meeting• Given what you hope to accomplish, who should be in the meeting

• Afterwards– Have agreed upon actions been added to project plan– Are actions being accomplished by their target date– Are the results on target– Has the primary meeting objective been met? If not, what can we do?


Kepner Tregoe Project Management : Communicating – Project Meetings – common complaints

• No clearly stated purpose for the meeting• Participants are ill prepared• Right people are not present, or people present have no real involvement• Meeting does not focus on one issue at a time• Results could have been achieved as well or better without a meeting• The meeting runs too long• The meeting dissolves rather than ends• Participants are unclear on the next steps following the meeting• People unable to communicate openly – bias, hidden agenda, competing

commitments• People unable to work around emotions that might influence their ability to get along

with others• People jump to conclusions about other people, cause of problem, best alternative• People may want to assume responsibility for issues beyond their skills/training• People describe in broad language rather than precise, specific language• Rumour & opinion are presented as face• People are unfamiliar or uncomfortable with content or process being used


Kepner Tregoe Project Management : Project Meetings – Dealing with Emotions – utilising past project experience knowledge helps

• If emotions are present but not brought to the surface, people can become resentful & good working relationships can be destroyed

• So let people vent their emotions– Something seems to be bothering you– Reflect other people’s feelings … “You feel that……. ?”– Not interrupting pauses, which can allow for expression of emotions– Identifying the source of emotions – If problem is outside the discussion’s scope then resolve it outside– If problem relates directly to the immediate discussion then the feelings

must be resolved


Lessons Learned – KM For Project Management

A review of Sandra Rowe’s :

Lessons learned – taking it to the next level”– PMI Global Congress 2007 – Budapest Hungary

- Source “PM Network Magazine” Feb 2008 Vol 22 No.2

• Leadership has to be involved

• Knowledge gained should be engrained into everyday procedures

• Certain things will ultimately become second nature & become best practices


Lesson Learned – KM For Projects Management

Recognise & document for the future– Identify recommendations – Document & share findings with stakeholders– Analyse & organise lessons – Establish training & set up metrics – Store findings in a repository – software– Use

• Consistent procedures & forms• Searchable repository using set keywords

– Retrieve lessons on current projects– Repository must be maintained /updated


Lesson Learned – KM For Project Management Project Criteria – Rate Performance

• Clarity of project vision, objectives, requirements, assumptions, constraints ?• Schedule duration & client expectations realistic ?• Project sponsors & clients communicated with regularly & able to understand

project status ?

• An independent facilitator may help• First focus on “What went right ?”• Gently move onto “What went wrong?”• Then “What needs to be improved?”• Participants may criticise process not other project team members • Not a finger pointing exercise !!• Develop metrics to track

– do same old issues arise in projects that succeed or flop ?• Otherwise may miss opportunity to implement good practices & weed out bad

ones


Who says Engineers can’t be Creative ? But were the project criteria met ?


The 7 Phases of a Project from Hell

1. Wild enthusiasm2. Disillusionment3. Confusion 4. Panic 5. Search for the guilty 6. Punishment of the innocent 7. Promotion of non-participants


Acominas – South America – Blast Furnace Stove Catastrophic Failure 2002– first for 15 - 20 years

Proje ção de refrat ários

Corre ia S1BCRege nerad ores

Regenera dor 2

Regenera dor 1

"The significant problems we face cannot be solved at the same level of thinking we had when we created them.” …..

Albert Einstein


What does Failure Look Like - Human Factors in Engineering 1980’s – Financial Drivers & Engineering Decisionmaking …. Counting the Cost

“In the fierce storms of that month (April 1988) a young mother, Jenny Hagan, and her infant son, James, died in a mudslide at

Coledale a mudslide caused by the collapse of an embankment along the

Illawarra rail line in a heavy rain storm. - The Coledale-Wombarra area has high rainfall, steep slopes and

unstable ground, and experiences severe drainage problems during intense storms.”

….. Brian Langton (MP Kogarah - Minister for Transport, and Minister for Tourism) http://www.parliament.nsw.gov.au/prod/parlment/hansart.nsf/V3Key/LA19951206031

Following the Coronial Inquiry ….. a Geotechnical Engineer was prosecuted even though he was not a manager for the area

… IE Aust & APESMA gave him legal support.

Terry Hagan

Terry Hagan had repeatedly complained about geotechnical risks to his Coledale property in the 1980’s during project activities …. but his

concerns went unheeded….


Analysis of a Tragedy : Why? How ? Could it have been prevented or lives saved?

Titanic Cyclone Tracy

King St Bridge

Bali Bombings

Hurricane Katrina

West Gate Bridge

Benazir Bhutto

Ghandi

“Seconds from Disaster” Series

Challenger & Columbia Space

Shuttles

Sinkings – Santorini & Antarctica

“The China Syndrome”

WTC Sept 11

Scenario Development

LongfordBoxing Day

Tsunami

Arthur’s Seat Chairlift

Three Mile IslandThredbo

Landslide Chernobyl

President JF Kennedy

What can we learn?Can we prevent these?Can we lessen the impacts?How do we save lives?


Lessons from Challenger Colonel Mike Mullane Denver, CO 1999

We had been blinded and deafened to these warnings by a phenomena that can be at work on any team

anywhere - yours included. It’s very difficult to detect. It operates over a long period

of time. It’s very insidious. It’s like a slow growing cancer just slowly eating away at

the team but if left undetected ultimately it will prove fatal to the team.

What is that phenomena? It is known in the literature as the normalisation of

deviance.


High Performance Organisations – Prof James Reason

Research has shown that a high performing safety culture has the following characteristics (applicable to equipment reliability) :

• Informed• Reporting• Learning• Mindful• Flexible• Integrated• Just and fair

Mindful - One in which the concept of always thinking about what can go wrong is embedded across all levels of the organisation.

NB. Toyota “PokeYoke” Concept – idiot or foolproof

BlueScope Steel is working to embed the Mindful approach

Swiss Cheese Model- how defences, barriers, and safeguards may be penetrated by an accident trajectory


And PKSW’s Blast Furnaces Repair Project ? – lots of testing & a new skin for the stoves in 2006

No 5 Blast Furnace Stoves Stress Corrosion Cracking Repair Project

Safety Performance:1 LTI & 4 MTI’s for >290,000 ManhoursMTIFR = 3.5 & AIFR = 3122 months & 175,000 manhours LTI Free7 months & 45,000 manhours MTI Free

Welding Performance:13.5t or 205,000 electrode30 km of welding~435 t of plate used0.0001% Rework (30m

21st June 200651 Stove Double Shell System Commissioned!

SCC confirmed

View of No.6 BF

Stoves


Project Management & Knowledge Management : “The Telling of War Stories”

• The use of a writing implement did not make Shakespeare a great writer• It is not just a matter of providing wikis, repositories, e-Tools so people will embrace them• People don’t learn just by reading rules and project history reports• Stories from past projects have a more compelling impact and embed in people’s

consciousness – although they need the data to provide the objective backup• Barbara Nedderfield, Laurie Lock Lee, David Gurteen, David Snowden, Steve Denning, Arthur

Shelley& Les Robinson all focus on the vital role of organisation cultural change to embrace a more knowledge sharing basis – with the telling of organisational stories crucial

• Knowledge Sharing & Story Telling, supported by e-accessible repositories, intranet/internet, have the greatest potential impact to pass on the lessons of the past

• Les Carlyon’s The Great War recounts the history of the numerous WWI battles. He overlays these with stories of individual Australian soldiers & others with seemingly minor or junior roles in the war, eg Adolf Hitler, Ho Chi Minh, Lenin, Mustafa Kemal

• Personal stories of mudcaked injured soldiers arriving at London railway stations, transported from the trenches of the Western Front, began to count more than censored media stories in WW1, & so recruitment figures plummeted as the War continued far longer than predicted

• The story may vary in the telling ….


A Digression – Knowledge Management & Sacred Stories : Creation of Nationhood – Australia & Turkey 1915

For both Turkey and Australia, 1915 represents a defining year in the 20th Century :For Australia it was a crucial early step in loosening its ties with England & creating its own

independent identity with NZ, through heroic sacrifice & enduring mateship – creating the enduring ANZAC legend at Gallipoli (actually Gelibolu) in the Dardanelles

For Turkey it is remembered as the Canakkale war, an early step in passing from the centuries old Ottoman Empire, and on to the creation of the modern Turkish state

– its 57th Regiment heroically defending its sovereign territory from invading UK & ANZAC forces, with Turkey’s defence at Canakkale, led by its future leader Mustafa Kemal (Ataturk)

Both nations would forever honour & mourn their fallen

http://en.wikipedia.org/wiki/Battle_of_Gallipoli


Back to Project Management & Knowledge Management : NSW KMRT 2007: A Modern Turkish Story - by Arthur Shelley, an Australian

The 5 day Cadbury Schweppes Turkish project :• Production line problems at Istanbul factory needed fixing• Key executive at Istanbul had past positive experience with KM• Team members came from Cadbury Schweppes sites around the

globe • They worked together during the day & socialised at night• Their project outcome ->20% increase in productivity• Afterwards, Team members continued to work on other projects • Eg alternative sweeteners – found out that previously all working on

it individually • So after Istanbul they pooled their ideas by e-technology eg email• Together they came up with a new alternative sweetener • There were no real costs to doing this extra bit of work !!• This creation of a virtual environment enabled them to share what

they know – with people they knew & trusted


Have you ever been to a chocolate factory ? What would be their Project KPI’s ? Happy stories ?


NSW KMRT - Key Speaker - Arthur Shelley – Cadbury Schweppes

KM in Cadbury Schweppes – Why Do It?• Increase productivity – increase quality• Increase innovation – reduced errors – solve issues• Increase creativity – increase adaptability• Motivate the workforce – attract & retain talent• Build relationships, trust & positive attitudes –

– (KAC footnote – like the Hong Kong DBA Knowledge Yum Cha)• Set up a Candy Network – a monthly international phone conference• Started with 5 people – well connected, well respected, right balance of

behaviours & disciplines • Grew to 50 people in a year & so had to cap participants

– people busting to get in – insisting that they needed to participate• Secure the Support of all Stakeholders

– manage up, manage down, manage sideways– align with business goals & generate regular results


NSW KMRT - Key Speaker - Arthur Shelley – Cadbury Schweppes – “The Organisational Zoo – A Survival Guide to Workplace Behaviour”

• Cadbury Schweppes - collaboration of 800 scientists across 36 sites globally• Started KM 3 years ago – “tossing over bits & pieces” of past failed initiatives• Realised the need to focus on cultural attitudinal change• Developed Organizational “Zoo” Charts with different types of animals• Strategy – need to know the type of animal • Then you can understand how they operate & how to influence them• Lions, eagles, hyenas, mice

– eg lions are good for competing with other organizations but may create too much fear in their own team)

• Logo : 3C’s Triangle : Connect ->Collaborate-> Capitalise– Connect groups & people with each other to Share– Get them Socialising so that they are more likely to Share– Then work out what they need to actively Collaborate – identify a mutual ly

important project area & get a small group together– When project outcomes achieved - Capitalise - 30 second “elevator pitch” to sell

business benefits of KM to management & beyond




The 30 second elevator conversation : to continue to add value you need to close the loop

– ie Capitalise on project success – communicate the business benefits of the projects widely in different ways to different stakeholders

• Kudos for team members• Make their boss look good & you’ll get all the project funding that

you will need• Get your “elevator conversation” right• Eg Financial benefits for accountants• Eg Storytelling for scientists & technology• And do not tallk on about tacit, explicit & taxonomies• Pull approach not push - ask the manager in the elevator

- “Would you be interested in how the organization could be far more productive?”



Basics of Collaboration in Cadbury Schweppes• Create the right Environment • Focus on specific measurable outcomes – S.M.A.R.T. objectives • Understand Team Motives & Team Dynamics • Need the right behaviours to deliver skills needed for optimal collaboration - not just

best technical experts– persistent, praise, participation, support interactions & encourage fun!!– Stimulate & encourage socialising & encourage fun– ferment the zoo to mature interactions & participation

Remember• Sometimes you need face to face contacts • Use right Delivery Platforms to embed KM into projects & processes

– Discover, Leverage, Learning, Knowledge • Innovation – making the most of what you’ve got to help others• Stealing ideas with pride from sites from other countries in the organization

– sometimes best to make a product at one site – sometimes it is best to take a basic product & modify it slightly to suit different

markets– flexible approach not rigid one size fits all



Answers to KA Christian’s Measuring Business Benefits of KM Question – Metrics

• No. of unique visitors to portal• No. of items uploaded• No. of items downloaded• What do they do onsite• Who do they talk to • How many COP’s• How active are these COP’s• How many people turn up to a monthly international phone conference

meeting• Measures of people interactions• Turkish project measures – $’s benefit• New alternative sweeteners project – $’s benefit


Arthur Shelley Arthur Shelley

February 2006February 2006

Illustrations John Illustrations John SzaboSzabo

Managing Projects in your Zoo

Source : Arthur Shelley : The Organizational Zoo

Project Management & Knowledge Management Lessons


70Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 70Source : Arthur Shelley : The Organizational Zoo



The Barriers for Project Engagement

• Independent business units or silos• Limited incentive for interaction• “Many hats”, too busy, need to deliver for my boss• Too hard … Nice Idea, but idealistic!• Too much resistance to change• “Tried that before, failed last time” no benefits• Risk to career path• One page flyer mentality (forget detailed plans!)• Don’t know (trust) how I can benefit• MS ERP!

Fact: People make decisions on emotions!




Relationships in Projects

Level 1 Level 1 Level 1

Level 0

Business Units

How do we make this process

work for us?

Key Stakeholders

How do I influence the business Corporate Functions

How do the roles change?

Alignment of behaviour

Perspectives and Needs

Communications & Influence

2 way dialog

Process Alignment




Project Success is understanding the beast




Zoo Metaphor for Project team building

Team dynamics assessmentWhat does your team look like?Do you have the right balance of behaviours to deliver?




Knowledge Transfer in ProjectsSy

stem

s Kn

owledg

e

Process Knowledge

“Users”Operators

ConsultancyApplication Services

HelpdeskChampions

Process Experts

Project Teams




Be the best PM you can be!Dare to be different.

Lead more than do.

Engage and build

relationships.

Have fun.. …Enjoy!

Source : Arthur Shelley : The

Organizational Zoo




Knowledge Management Arrives

‘Silly me. I thought knowledge management meant it’s not what you know but who you know.’

Not only of how to develop new knowledge, BUT

how to locate and acquire others’ knowledge

how to diffuse knowledge in your organisation

how to recognise knowledge interconnections

how to embody knowledge in products

how to get access to the learning experiences of

customers


Innovation, Knowledge Management and Organisational Capability

ACT KM ForumCanberra

27 October 2003

Professor Ron JohnstonAustralian Centre for Innovation

University of Sydney

Entrepreneurial Knowledge

• Know-what• Know-why• Know-how• Know-who• Know-when• Know-where


Knowledge Ecosystem

From Knowledge Management Standard, AS 5037-2005, p 22


Formal organizational structureInformal networks

+

It is the addition to the formal structure that makes a Communities such a powerful way of sharing and

creating knowledge!

KM / KS at TATA Steel India Relation with Formal Organization


Departments

Depth of functional knowledge

Breadth of Organisational Knowledge

Narrower and shallower Silos

Communities

Deeper, wider and permeable Knowledge sharing Pools

Making too many mistakes. Learning from few mistakes.

FROM TO


Project Communication : Clarity, Simplicity, Concise … what about Factual?

Knowledge in the mind of person A

Message containing information

Knowledge in the mind of person B

Question : Do we all see the world the same way : or do we filter facts based on our personal experience, bias & priorities ?

Seek feedback to check if your message has gotten through

Seek feedback to check if your message has gotten through


Navigating the BSL Information Maze

Event Primary

Event Mills

SAPSteel Direct

Divisional Procedures

Communities of Practice

Engineering Records

Sharepoint

BSL Intranet

Harminie

Documentum

Hatch Network

BSL Networks

Servers

Dept Hard copy records files

Wiki’s

Library

Dept Reports

PC’s, Emails

Books, articles, manuals, procedures, trade info, newsletters

TSS

First Priority


ELECTRONIC RECORDKEEPING SYSTEMS & THEIR RELATIONSHIP TO KM - Where did KM Come From

PeopleManagement

QualityManagement

KnowledgeManagement

InformationManagement

•Economics•Sociology•Psychology

From: L.Prusak, IBM Systems Journal Vol. 40, No4, 2001

Mark Rogers,Director Information Policy and IT

Security, IP Australia


Beating the 20 Year Effect : From Project Archives to Knowledge Sharing

• Hard Copy Files• PC / Mainframe Databases• Main Frame Document Management Systems

– aka Enterprise Content Management Systems ->• Knowledge Management & Sharing Systems• Web 2.0 eg Sharepoint, Confluence – Wiki’s, Blogs

Knowledge Management

Data

Information + individual context = Knowledge

Information

Each individual interprets a particular piece of information based on their ownunique collection of skills and experiences.

It is this interpretation that allows information to become knowledge.

Knowledge resides within the individual.

Attempting to make knowledge explicitturns it back into information.

Knowledge

Use

abili

ty

A hierarchy of knowledge


Integrate Knowledge Management with our other systems

• Departmental matrix structure: Project Leader Project Team Leader Project Cluster Leader Program Leader

• Performance management• Career development• Remuneration

• Establishment (and closure) of work orders• Purchasing, etc• Simple capture of costs (labour and DPC) to

projects• Simple reporting for R&D tax requirements• Reporting on financial management (accountability)

• Project authorisation (TPA)• Project management (efficiency) (PMS)• Project reporting (accountability), including MIS• Outcome handover• Value assessment

Project Outcome Delivery System

Financial SystemHuman

Resources System

Safety System

IP, Technical Services,

Product Stewardship etc

Knowledge Management

System


It's time to start a new project. What do you do: Office Communication the 2.0 Way?

• Set up a meeting with everyone involved?

• Start a list of tasks on your personal calendar?

• Create and email a document assigning specific people to tasks?

Nicole C. Engard - September 20, 2007Metadata LibrarianPrinceton Theological Seminary Library


Communication During a Project

And now,everyone knows little bits and

pieces and no one knows

everything.

Where do you store it all?Store them on a shared drive?

Add links to them on your intranet? Store them in your email?

Print them out?


How many of you can say that one year down the line you’ll be able to find that email regarding policy changes?

Then there’s the issue of finding information years down the road

Blogs as an office communication tool Web- based & full-text searchable

Archived & backed upVisible to all staff (depending on permissions) –

no one is left outFewer emails to store/search through

Conversational (email-like) formatDate and time stamps

Ability to link to relevant pages & comments


Why not try a Project Wiki : an office collaboration tool

• Web-based & full-text searchable• Archived & backed up• Visible to and editable by all staff (if permissions allow) – no one is left out• History of edits with date and time stamps• Ability to link to relevant pages & comments• Content management systems (CMS) usually include blogs, wikis and other

office communication and collaboration tools

– Microsoft Sharepoint– Joomla www.joomla.org– Drupal www.drupal.org

– Demo freely available CMSs: www.opensourcecms.com

http://www.joomla.org/

http://www.drupal.org/

http://www.opensourcecms.com/


Crucial Concepts for Knowledge Management

Information = Knowledge

• Information is digitisable • Knowledge exists in intelligent systems

Web 2.0 Ideas for KM / KS applicable to PM are emerging from : •David Gurteen•Matt Hodgson•Serena Joyner

http://www.slideshare.net/dgurteen/actkm-2008-presentation

http://www.slideshare.net/magia3e/km-20-myth-or-legend-actkm08-presentation/

http://www.slideshare.net/sjjoyner/collaboration-cabaret-act-iii-debrief-presentation/


Project Management Achievements : Beijing & Xian : how did they do that ? What about risk of knowledge loss ?


Knowledge Risk- under-utilisation or loss of knowledge critical to organisational performance – especially in Project Managment

Contributors to Knowledge Risk– Downsizing– Outsourcing– Restructuring– Reduced corporate budgets– Generation X preferences

And then we put the age demographics over the top– 30% of APS employees 45 – 54 years old (compared with 19% a

decade ago)– 45 – 54 year olds are clustered at the higher classification levels

• 69% of SES • 46% of Executive Level

– Likely departure of a significant proportion of the workforce (~23%) by 2008

Key Questions– Where does critical expertise lie?– Organisational structure chart– Who do others (in the organisation or outside of it) go to for help? – Who contributes what to your core processes?


Blast Furnace – 20 year reline - rebuild cost nearly $400 million

Staves are VIP !!: Steel cooling pipes with a block of cast iron cast around them & attached to the inside of

the blast furnace shell for cooling.

Poached ! : 30 year veteran stave guru & his Gen Y successor !- What do you do ???

Capture reports in DMS, do Techtalks, Storytelling &

Knowledge Café -> Wiki


Knowledge Yum Cha : The Knowledge Café – Asian Style

• Venue : MOON GARDEN TEAHOUSE – Causeway Bay Hong Kong • The Participants

– The Hong Kong Doctor of Business Administration (DBA) Knowledge Management Class of 2005 from the University of Newcastle, NSW Australia.

• Lecturer : Laurence Lock Lee

• The Context– Some 40 Hong Kong students undertook a KM course leading up to their

DBA research dissertation. The KM course provided them with a broad ranging suite of KM practices and techniques, helping them to prepare for the business issue research that they are about to embark on. The knowledge Yum Cha was organized as the final event for the course, providing the students with the opportunity to discuss, debate and synthesise their own and their group learning in support of their research journey ahead.

Sources : Dr Laurence Lock Lee & Erin Lock Lee

http://www.optimice.com.au/upload/Laurence_Lock_Lee_CV_Feb_07.pdf



Knowledge Yum Cha : Knowledge Focus Question

Question: How can you use what you have learned on KM to accelerate your DBA research?

•

Consider issues of knowledge acquisition•

Consider issues around sharing vs individual performance

•

Consider issues around reciprocation– balancing your own contribution vs that of advisors

•

Individual vs group work…what is the right balance?•

Innovation…how will KM help you make a unique contribution

The Hong Kong Doctor of Business Administration (DBA) Knowledge Management Class of 2005 from the University of Newcastle, NSW Australia. Lecturer: Laurence Lock Lee

Source : Dr Laurence Lock Lee




• What was achieved … the DBA students said ….• Perhaps the Chinese tea house is the equivalent of a western style café,

though when a DBA class gets to book out the whole restaurant, the ambiance is somewhat closer to Yum Cha than “a quiet cupper”.

• Starched tablecloths were overlayed with butchers paper, marker pens and post it notes distributed along with some 10 courses of delightful Chinese food and off course a plentiful supply of a variety of Chinese tea:

• The discussion was animated, with tea and food sharing the scarce table real estate with schematics and dot points.





The SynthesisThe resulting synthesis surfaced many east verses west distinctions. The need to balance extreme positions in KM like the tacit verses explicit; the

codification verses personalisation; the process verses practice; knowledge stock verses flow; KM as a discipline verses KM as a general

competence were discussed and debated in class. The balance was insightfully captured by the Chinese Yin and Yang Symbol:





From the eastern perspective, the road to wisdom is through discipline, bravery, kindness and trust (contrasted to a western perspective of the data, information, knowledge and wisdom hierarchy).






Western concepts of communities of practice as vehicles for sharing knowledge informally were balanced by the need for structure, taxonomies and categorisation of information and

the literature supporting their research. The issue of the Chinese family clans was highlighted. Clans can be both a

source of trusted sharing, but on the other hand, a restriction in developing trustful knowledge sharing relationships on a

broader, global scale. Loyalty to the clan is seen as a growth limiter for Asian enterprises.

The Knowledge Yum Cha was a great opportunity to explore the opportunities for KM in an eastern culture. The discussion

was active and insightful.

All in all the balance of east and west can only be good for KM.



Technical Report Writing (for projects etc) – they said …

• The University Science Professor said ….

– be concise, precise & clear(writing is hard work)

• The Engineering Manager said ….

– remember the KISS Principle – Keep It Simple Stupid( & keep paragraphs short)

• Noel Cornish, ANZIM PKSW President, Metallurgist, said …. – is valuable – I learnt to do it when I was in the Technology area

– be factual (my wife’s postcards are probably more interesting – but mine do get the facts down)


In Summary : Technical Report Writing (for projects etc– key aspects?

• Communicate

• Style - Concise & Clear

• Simple & Effective

• Investigation

• Subject Matter - Factual ( rather than having to be interesting )

• Logical & Creative

• Complex ideas

• May have variety of Audiences

• Skill - requires Practice

• Tool

http://www.clipartconnection.com/clipartconnection.com/showphoto.php?photo=22255&papass=&sort=1&thecat=194


Clarity Measures – Gunning Fog Index aka Years of Education needed for an adult reader to understand a written article

Item GFI Item GFI Item GFI

Goosebumps 7 IM Soccer 15 PKSW Cadets 11

Blinky Bill 8 Medium Tech Article 16 PKSW Cadets 12

The Hobbit 9 SMH Editorial 17 PKSW Cadets 13

Harry Potter 10 Lord of the Rings 17 PKSW Cadets 13

Girlfriend Mag 11 The Bulletin Mag 18 PKSW Cadets 13

SMH Political Article 11 IM Soccer 18 PKSW Cadets 15

Light Tech Article 12 IM Rugby League 18 PKSW Cadets 15

Lonely Planet Guidebook 13 New Scientist 21 PKSW Cadets 15

Australian Geographic 14 Heavy Tech Article 25 PKSW Cadets 18

SMH Political Article 14 Clavell's Whirlwind 25 PKSW Cadets 19

NB. Media articles sometimes have one-sentence paragraphs & surround with lots of white space


Clearer Writing : A Few General Comments

• Use clear, familiar words

• Keep most sentences short & simple : 1 basic idea & 15-25 words

• Use active verbs not passive : I wrote the report

• Personalise your writing where possible – but generally avoid in technical reports

• Use a conversational style (not slang) where possible – but not in technical reports

• The harder the ideas – the greater the need for clarity - so as to be understood

• One main idea or theme per paragraph – use connecting words between sentences

• Gather all the information you need before you start writing – like the chocolate cake

http://www.taste.com.au/recipes/163/rich+chocolate+cake


What if you have to deliver bad news on the Project ?

Management is under pressure to deliver on performance, time, budget & safety

Your report may tell them that they are not going to achieve their kpi’s

• equipment won’t last until the next annual (scheduled) shutdown

• can’t achieve the required mechanical properties of product from the mill

• can’t achieve the budgeted tonnages through the mill

• can’t achieve hot metal chemistry from the furnace in its current state

• budget is blown by maintenance spares costs blowing out (Chinese)

What do you do?


Failed Coke Loader : budgets delayed recommended repairs a few times Failed a week before repairs finally scheduled – operator broke leg & company prosecuted – engineer cleared


The Art of Persuasive Writing – with apologies to Machiavelli’s “The Prince”

• Be accurate & clarify that they have received & understand the bad news• Be respectful of others – be aware of strong views / bias of your readers• If your findings are controversial – identify potential supporters & detractors• Try to avoid a clash with your supervisor or customer & don’t back people into corners • Diplomatically state the past bad practice as a result of constraints, then move on to to

the need for future improvement & acknowledge improvements in that direction• Make the story fit the facts & not the facts suit the story - avoid selective use of facts • Be ethical – don’t alter to suit someone’s agenda if inappropriate• If your recommendation means a change that affects performance negatively – be

diplomatic• Don’t hide bad news for fear of retribution – identify risks & be diplomatic

– Careful Connectors eg unfortunately.., fortunately…, it would appear that…, on weighing up the situation …, consideration should be given to …., a review of all factors has shown…

• Consider confidentiality & legal /privilege issues – there is a Discovery process• Technical reports should not be emotive nor an ego exercise

http://www.taste.com.au/recipes/163/rich+chocolate+cake


More Practical Hints – Also Helpful in Project Bad News Situations

• Gather & keep resource material on hand relevant to your technical area – don’t overdo it

• Resource material may be hard copy articles, handbooks, electronic, web sites• Avoid re-inventing the wheel – it’s okay to get help from others • Develop a network to bounce around ideas & problems• Remember your network may have other information which will help you• Writing is a communication process – remember people may think differently• Don’t ignore past data because you didn’t generate it, or it’s not electronic• Make sure you have weighed up all the evidence, not just what suits your view• Would KT, RCA, FMEA or Five Why’s approaches help, to make sure everything’s covered ?• If results look wrong – check them out – just in case• Be prepared to ask dumb questions to clarify your understanding if necessary• Remember you are part of a team – get help if you need it – you are not flying totally solo !

http://www.clipartconnection.com/clipartconnection.com/showphoto.php?photo=16242&papass=&sort=1&thecat=159


Beating the 20 Year Effect - PM / KM / KS

• Young Graduates – Learning from current Gurus

• Beyond Google - Teaching & Learning: – Consider best use of all data / information / knowledge resources are

available– “older resources” books, journals, people

• Challenge - translating “old” knowledge to “E-format”In order for the lessons of the past to avoid becoming unlearnt ….

It is imperative that succeeding generations of engineers access these past lessons.

“The future competitiveness of global companies will depend on their ability to master two things : logistics and knowledge management.” …..Bill Gates 1997

Uow 2008 Project Managementfinal

Business

Transcript of Uow 2008 Project Managementfinal