ALL TOGETHER NOW
Managing Knowledge
By Cinda Voegtli
In your company, university,
or government agency, how does past experience get harnessed for future
good? Does your organization learn from its own successes and failures
and those of others?
This kind of learning is termed knowledge management. "Knowledge is information
combined with experience, context, interpretation, and reflection. It
is a high-value form of information that is ready to apply to decisions
and actions." [Davenport, De Long, and Beers, "Successful Knowledge Management
Projects," Sloan Management Review, Winter 1998].
Companies initiate knowledge management projects to find ways to capture,
interpret, organize, disseminate, and capitalize on what they've learned.
For instance, at some companies project teams hold "lessons learned" meetings
during and/or at the end of projects. They reflect on what they did well
("Manufacturing was involved early on, and we resolved manufacturing issues
during design reviews instead of after prototyping!). They also reflect
on what they didn't do so well ("But we didn't invite the right field
support people to our reviews, and ended up with a design that was difficult
to install.") These observations, and the resulting "lessons learned,"
are often very detailed and thorough -- a great source of recommendations
for other project managers. But, these valuable new checklists seldom
get to other managers who need them.
That's where a more full-fledged knowledge management strategy comes in.
For instance, the data from all "lessons learned" meetings can be categorized
by project type, issue type, phase or activity of the project where it
applies, and so forth, then compiled into a simple database. Now, any
project manager has an information source of items to watch for that's
appropriate for the project type or project phase they're currently planning
or executing. Properly used and maintained, these repositories will provide
a wealth of company-specific wisdom and ready-made reminders throughout
the project. No good reason to repeat past mistakes, endure unnecessary
(and usually painful) project setbacks.
Other types of knowledge management initiatives include:
- Facilitating
exchanges among technical experts who have vast company knowledge
stored in their heads
- Cataloguing the
competencies of employees to help match them up with other individuals
or project teams who could use their expertise
- Enhancing the
corporate training program
- Discussion groups
(either in-person or email) where participants share "best practices"
they've picked up from outside reading, conferences etc.
I invite you to
consider how your organization can capture and use its vital knowledge
by managing it. The potential payoff in time and cost savings, everyone's
enjoyment of work, and ultimately the success of the organization is
very significant - a benefit just waiting to be realized.
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