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Knowledge Management
aka Knowledge Sharing

– A Project Management
Tool for Project Teams?
Kerrie Anne Christian
Materials & Quality Systems Manager
Engineering Technology &
Environment - BlueScope Steel Ltd
So many story tellers & bodies who inspired me in PM / KS / KM / Web 2.0 .. Have a look !




       •    Barbara Nedderfield (Busch) ex Janus                                  •     Mike Dwyer – ex northerns suburbs resident
       •    Les Robinson (Enabling Change)                                        •     Bruce Reyburn – northern suburbs resident
       •    Bob Innes (ex ANSTO – Standards Australia)                            •     Sandra Rowe
       •    Laurie Lock Lee (Optimice ex CSC)                                     •     Nasim Taleb
       •    Arthur Shelley (The Organizational Zoo)                               •     Jim Bright
       •    Michelle Lambert (KMRT Vic)                                           •     Nicole Engard
       •    Peter Todd (NSW IMRT)                                                 •     Terry Hagan –northerns suburbs resident
       •    David Snowden (Cynefin)                                               •     David Jeffrey – ex northern suburbs resident
       •    Steve Denning                                                         •     David Christian (ANSTO)
       •    David Gurteen )                                                       •     Kate Andrews
       •    Project Management Institute                                          •     Mark Rogers
       •    Kepner Tregoe                                                         •     Matt Moore
       •    Russell Lloyd                                                         •     Ron Johnston
       •    Luke Naismith                                                         •     & 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
           Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   2
Project Management & Knowledge Management


        “Leadership is the art of accomplishing
        more than the science of management
      says is possible.” - General Colin Powell …

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


Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   3
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”
        Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   4
Absolutely breathtaking – amazing engineering project management




Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   5
Absolutely breathtaking – amazing engineering project management




Translated from Portuguese by Mark Harrison, Adelaide
          Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   6
Project Management : Rebuilding the Parthenon on the Acropolis in Athens
how do you capture knowledge from its original project construction team?




     Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   7
Explaining the Rebuilding of the Parthenon - Project Management -
     Knowledge Sharing with Key Stakeholders aka “Tourists”




      Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   8
Risk is a fact of life – it’s how we manage it that matters
         - KM / KS is aimed at reducing Project Risk




Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   9
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

          Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   10
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.”
               Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   11
Sense making of Complexity & Chaos : David Snowden : Cynefin : Manga / Anime / Otaku

                                                                                                http://www.cognitive-edge.com



                                                                                                                                              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

• 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”
              Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian        12
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

      Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   13
Making Steel at BlueScope Steel’s PKSW plant – 6mtpa

                                                                                                                                               Hot Strip
                 Sintering                                                                                                                       Mill
                                                 Basic Oxygen
                                                 Steelmaking                                                                                           Pickle
                                                 BOS Off Gas                                                                                            Line
              Cokemaking
             Coke Ovens Gas
                                                                                                                      Plate
                                                                                                                       Mill
                                    TRT
                                               Energy                Liquid                                                                                  Cold
                                               Services               Steel
                                                                                                                  Reheat                                   Reduction
                                               Turbines                                                           Furnace
  Ironmaking                                                                                                                                                  Cold
 Blast Furnace                                                                                                                                               Rolled
    BF Gas                                                          Slabcasting                                                                               Strip
                                                               Liquid
                                                                Iron
Slag Plant                                                                                                                                  Finished
                                                                                                                                              Coils


  Blast Furnace & Coke Ovens Waste Gases used as Heating & Process Fuel – BOS Off Gas to be used in the future
              Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian              14
1SAP Project PKSW – Execution Phase Timeline
                                                  Sept                  Oct                 Nov                  Dec                          Jan                      Feb               Mar
                                            5 12 19 26 3 10 17 24 31 7 14 21 28 5 12 19 26 2 9 16 23 30 6 13 21 28 6 13 20
Build Activities                                                                                                          Xmas
                                                                                                                                                                                         Critical Path
                                                                                                                          New
   Configure & Unit Test SAP Software
                                                                                                                          Year
   Develop RICEF Technical Specifications                                                                                 Break
   Build & Unit Test RIEF Components                                                       Intf
Testing Activities                                SolMng and
   Plan & Execute Product Test                    eCATT           Plan               Execute
                                                  operational                                                                         Execut
   Plan & Execute Integration Test                                                                Plan    Execute                       e
                                                                                                                                                    Execut
   Plan & Execute User Acceptance Test                             GSAP ready                                                             Plan        e
   Plan & Execute Regression Test                                                                                                                Execut            Execut
                                                                                                               Plan                                e
                                                                                                                                                          Plan
                                                                                                                                                                     e
Business Readiness
   Conduct Legacy System Data Cleansing
Data Conversion
   Build & Unit Test Conversion
                                                                                                           Final
Components                                                       Plan           TC1            TC2        extract
                                                                                                                                          TC3                    TC4             Live
   Plan & Exec Trial Conv (TC) & LIVE                                                                     Data Test                         Data Test            Data Test   Data Test
   Conduct Conversion Data Testing                                                                                                                                                       GO
                                                                                                                                                                                         LIVE
Deployment                                                                Budget
                                                                          Trainin           Cutover Planning                                DR1                  DR2         Live Cutover
                                                                             g
    Cutovers - Dress Rehearsals (DR) &                                    Deliver                         Material
                                                                             y
LIVE                                                                                                       / Data
                                                        Develop Material / Data Build                      Build          Busi Leave / Shut Down
Transition Team                                              Training Room Fit                            PKSW                                          Training Delivery
                                                                    Out                                     new
    Develop Training
    Deliver Training                         Transport Process                                                                            PROD Frz
                                                                               Performance Testing Tool operational                                             PROD Freeze 2
                                             operational                                                                                     1
    Conduct Change Mgmt & Comnct                                                                                                                                       Support
Activities                                                                                                                                Plan
                                                                                                                                                    Execut
                                            Dev                 TST/PPS             TC2           TRN                                                 e
Technical Team                                                                                                                   DR1                         DR2
                                                                                                                 Non-project Activities
    Setup/Support Tech Env (SAP &                                           Develop
                                              Build           Test                     Train Budget Preparation   Budget Load by Business
Legacy)                                                                     Training

    Plan & Execute Stress & Performance
Test                                                E S                   E S        E S                E       S
                    Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian                                         15
Budgeting Fast-Track
BlueScope Steel - Requisite Behaviours – Managers as Leaders & Coaches



                                                                          Positive
                                                                         Feedback

                                                                                                                  Coaching
      Making                                                                                                      & Support
     Assignmen                                Follow Up
          t

                                                                                                 Problem                                Reporting
                           Giving                                                                Solving
                          Direction
                                                                          Negative
                                                                          Feedback


        Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   16
BSL SAP Project Communications Kit
                                       Fortnightly Newsletter –
                                        “This Week, Next Week”



Posters
Key
Messages


                     Requisite Model
                     Regular Meetings
     Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   17
Inventory of Knowledge Sharing Practices at BlueScope Steel



•    Informal conversations                                                       •    COPs
•    Telephone conversation                                                       •    Networks
•    Teleconferences                                                              •    Tech Talks
•    Video-conferences                                                            •    Seminars
•    Team meetings                                                                •    Internal company conferences
•    Group meetings                                                               •    External conferences
•    All-staff meetings                                                           •    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?

     Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   18
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
               Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   19
Knowledge Sharing Matrix – BlueScope Steel Engineering, Technology Environment Dept


    LEVE   UNDERSTAN            INVOLVEM          MEASUREM             PROCESS          PROJECT           COMMUNICATI           RECOGNITI              VALUE
     L        DING                 ENT               ENT              INTEGRATI            S                  ON                   ON                 ADDITION
                                                                         ON
     5     KS principles           KS is a             The             KS occurs             KS          KS outcomes are          Deptment          Plans are made
           understood by        natural way         department        between all         activities       regularly and         recognised         to leverage the
           all staff            of working        has reviewed          relevant          routinely      routinely shared           by Site          benefits of KS
                               both formally      its measures         players to          deliver          to relevant         management
                                    and            to maximise       maximise the        improved         players outside        -excellence        Time spent on
                                 informally           value          learning from         project        the department        in knowledge        KS is not seen
                                                                      the process        outcomes                                  sharing           as “wasted”
     4     KS Principles         KS occurs              The           Processes/            KS           KS outcomes are         Those who             Department
           understood by        regularly in      department is       projects are       activities         regularly/              share            knows the cost
             70% staff             team           responding to       not deemed        occur in an      routinely shared       information -         benefit of KS
                                 meetings         the measures         complete          effective          across the          valued more         ” as right people
                                                   it generates       until KS has       manner            department            highly than            involved
                                                                       occurred                                                   hoarders

     3     KS Principles         KS in Job              The           KS activities         KS           KS outcomes are          Individuals       Some concrete
           Coached by             Goals           department is        occur but         activities      routinely shared        get positive        evidence of
             leaders                                 actively          only those       occur since          in formal           feedback for       cost benefit of
                                                   participating        formally        they are in          sessions             sharing and         KS – but
                                                  in measuring        required by       documentat                              recognition in       KS often just
                                                        KS            the process           ion                                 salary review         waste time

     2     KS Principles         KS in PDs         Department         KS included            KS          KS outcomes are        Individuals           Anecdotal
            Deployed                              has some KS         in our formal     included in       formally shared       recognised           evidence of
                                                    measures             process           project        when requested          for good          costs benefit is
                                                   developed          documentati       documentat       by management           adhoc KS              obtained
                                                                            on               ion
     1        Minimal           KS is the           The use of         KS is not a        KS- not          KS successes          Little or no       Cost/ benefit of
           awareness and        domain of            KS is not          part of our     formal part      and opportunities          formal          KS is unknown
           deployment of         others            known in the           formal           Project           are rarely         recognition
            KS principles                           department         processes        manageme           communicated             for KS
                                                                                         nt process                                activity
            Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian                       20
2002 : Steel Industry Survival : FOG Teams
Markets / Plant Equipment Technologies / Finance / Processes




              THE DEMISTERS




  Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   21
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 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian                           22
Oct 23 2008 – Rescue of an Seriously Injured Man from Davis Base, Antarctica –
               Aurora Australis – Australia’s Antarctic Flag Ship




         Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   23
Ideas are not enough - Project Leaders must be Coaches
                                   - Qualities of a Great Coach


                 • 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

Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   24
LESSON 2

              General Colin Powell on Leadership :
     quot;The day soldiers stop bringing you their problems is the
    day you have stopped leading them. They have either lost
     confidence that you can help them or concluded that you
        do not care. Either case is a failure of leadership.quot;
If this were a litmus test, the majority of CEOs would fail. One, they build so
many barriers to upward communication that the very idea of someone lower
in the hierarchy looking up to the leader for help is ludicrous. Two, the
corporate culture they foster often defines asking for help as weakness or
failure, so people cover up their gaps, and the organization suffers accordingly.
Real leaders make themselves accessible and available. They show concern
for the efforts and challenges faced by underlings, even as they demand high
standards. Accordingly, they are more likely to create an environment where
problem analysis replaces blame.

        Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   25
LESSON 5

        quot;Never neglect details. When everyone's mind is dulled
           or distracted the leader must be doubly vigilant.quot;
Strategy equals execution. All the great ideas and visions in the world are
worthless if they can't be implemented rapidly and efficiently. Good leaders
delegate and empower others liberally, but they pay attention to details, every
day. (Think about supreme athletic coaches like Jimmy Johnson, Pat Riley
and Tony La Russa). Bad ones, even those who fancy themselves as
progressive quot;visionaries,quot; think they're somehow quot;abovequot; operational details.
Paradoxically, good leaders understand something else: an obsessive routine
in carrying out the details begets conformity and complacency, which in turn
dulls everyone's mind. That is why even as they pay attention to details, they
continually encourage people to challenge the process. They implicitly
understand the sentiment of CEO leaders like Quad Graphic's Harry
Quadracchi, Oticon's Lars Kolind and the late Bill McGowan of MCI, who all
independently asserted that the Job of a leader is not to be the chief organizer,
but the chief dis-organizer. Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian
          Oct 23 2008 – UOW - Master of Engineering                                                                      26
LESSON 13

                quot;Powell's Rules for Picking People:”
     Look for intelligence and judgment, and most critically,
      a capacity to anticipate, to see around corners. Also
    look for loyalty, integrity, a high energy drive, a balanced
               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 and
prior titles. A string of job descriptions a recruit held yesterday seem to be
more important than who one is today, what they can contribute tomorrow, or
how well their values mesh with those of the organization. You can train a
bright, willing novice in the fundamentals of your business fairly readily, but
it'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 favor
right in the recruitment phase.
        Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   27
LESSON 18


                                               quot;Command is lonely.quot;



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




      Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   28
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


  Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   29
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
         Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   30
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


    Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   31
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




       Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   32
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

 Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   33
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?


    Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   34
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


  Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   35
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

 Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   36
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
   Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   37
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

  Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   38
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”




    Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   39
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


          Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   40
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


         Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   41
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



          Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   42
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


          Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   43
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?

          Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   44
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
       Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   45
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




       Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   46
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



      Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   47
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



Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   48
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
    Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   49
Who says Engineers can’t be Creative ? But were the project criteria met ?




        Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   50
Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   51
Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   52
The 7 Phases of a Project from Hell


           1. Wild enthusiasm
           2. Disillusionment
           3. Confusion
           4. Panic
           5. Search for the guilty
           6. Punishment of the innocent
           7. Promotion of non-participants


Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   53
Acominas – South America – Blast Furnace Stove
 Catastrophic Failure 2002– first for 15 - 20 years


                                                                                Proje
                                                                                ção
                                                                                de
                                                                                refrat
                                                                                ários



                                                                     Regenera
                             Regenera                                  dor 1
                               dor 2                                                                                                    Corre
                                                                                                                                        ia
                                                                                                                                        Rege
                                                                                                                                        S1BC
                                                                                                                                        nerad
                                                                                                                                        ores



                                                 quot;The significant problems we face cannot be solved at the
                                                  same level of thinking we had when we created them.” …..
                                                                        Albert Einstein
Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian      54
What does Failure Look Like - Human Factors in Engineering 1980’s –
Financial Drivers & Engineering Decisionmaking …. Counting the Cost

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

         Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   55
Analysis of a Tragedy : Why? How ?
                        Could it have been prevented or lives saved?

                         Sinkings –                                                                                                        West Gate
Titanic                                                        Cyclone                           Hurricane
                         Santorini &                            Tracy                             Katrina
                                                                                                                                            Bridge
                         Antarctica

                                                       Longford                                                                          King St
     Challenger &                                                                              Boxing Day
                                                                                                Tsunami                                  Bridge
    Columbia Space
        Shuttles
                                                                  Three Mile                                                       Arthur’s Seat
                                     Thredbo                        Island                                                            Chairlift
 WTC Sept                           Landslide
   11                                                                                         Chernobyl

                                             “The China Syndrome”                                       What can we learn?
    Bali Bombings                                                                                       Can we prevent these?
                                                            “Seconds from                               Can we lessen the impacts?
               President JF                                 Disaster” Series
                Kennedy
                                                                                                        How do we save lives?
                                                  Ghandi
    Benazir
                                                                                                                Scenario
    Bhutto                                                                                                    Development
          Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian        56
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.


  Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   57
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                                                                          Swiss Cheese Model
                                                                                                            - how defences, barriers, and
                  •     Just and fair
                                                                                                            safeguards may be penetrated
                                                                                                            by an accident trajectory


                  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


 Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian      58
And PKSW’s Blast Furnaces Repair Project ?
       – lots of testing & a new skin for the stoves in 2006
                         Stoves




                                                                             No 5 Blast Furnace Stoves
                                                                      Stress Corrosion Cracking Repair Project

View of No.6 BF




                                                                          21st June 2006
                                                            51 Stove Double Shell System Commissioned!
                                                  Safety Performance:                                                            Welding Performance:
                                                  1 LTI & 4 MTI’s for >290,000 Manhours                                          13.5t or 205,000 electrode
                                                  MTIFR = 3.5 & AIFR = 31                                                        30 km of welding
                                                  22 months & 175,000 manhours LTI Free                                          ~435 t of plate used
                                                  7 months & 45,000 manhours MTI Free                                            0.0001% Rework (30m


SCC confirmed
    Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian            59
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 ….
             Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   60
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




            Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   61
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

          Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   62
Have you ever been to a chocolate factory ?
What would be their Project KPI’s ? Happy stories ?




Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   63
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


          Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   64
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
       Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   65
NSW KMRT - Key Speaker - Arthur Shelley – Cadbury Schweppes

          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?”


     Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   66
NSW KMRT - Key Speaker - Arthur Shelley – Cadbury Schweppes

                    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
      Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   67
NSW KMRT - Key Speaker - Arthur Shelley – Cadbury Schweppes

    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
         Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   68
Project Management & Knowledge Management Lessons




                 Managing Projects in your
                           Zoo
                    Arthur Shelley
                                  February 2006

                                  Illustrations John
                                         Szabo
                          Source : Arthur Shelley : The Organizational Zoo
Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   69
Source : Arthur Shelley : The Organizational Zoo
Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   70
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!

                                 Source : Arthur Shelley : The Organizational Zoo
       Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   71
Relationships in Projects
 How do                                                                                                                             How do we
the roles                           Perspectives and Needs                                                                          make this
 change?                                                                                                                             process
                               Communications & Influence
                                                                                                                                   work for us?
                                                     2 way dialog

                                                          Level 0


                                       Level 1            Level 1             Level 1
                                             Process Alignment                                                                 Business Units
Key Stakeholders




 How do I influence                                                                                                                Alignment
                                                            Corporate Functions
   the business                                                             Source : Arthur Shelley : The Organizational Zoo
                                                                                                                                  of behaviour
     Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian        72
Project Success is understanding the beast




                          Source : Arthur Shelley : The Organizational Zoo
Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   73
Zoo Metaphor for Project team building

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




                          Source : Arthur Shelley : The Organizational Zoo
Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   74
Knowledge Transfer in Projects

                          Application                                                                                      Consultancy
                          Services
Systems Knowledge




                                                                                             Project
                                                                                             Teams
                                                                                                                                    Process
                                                                   Champions                                                        Experts
                         Helpdesk

                                     “Users”
                                                                        Operators
                                                                Process Knowledge
                                              Source : Arthur Shelley : The Organizational Zoo
                    Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   75
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
    Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   76
Knowledge Management Arrives


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


         Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   77
Innovation, Knowledge Management and
                      Organisational Capability




                                                                                                            Entrepreneurial
                                                                                                               Knowledge
                                                                                                 •    Know-what
                                                                                                 •    Know-why
      ACT KM Forum                                                                               •    Know-how
         Canberra
      27 October 2003                                                                            •    Know-who
                                                                                                 •    Know-when
    Professor Ron Johnston
Australian Centre for Innovation                                                                 •    Know-where
      University of Sydney




          Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   78
Knowledge Ecosystem
                                                                                    From Knowledge Management Standard, AS 5037-2005, p 22




Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian    79
KM / KS at TATA Steel India Relation with Formal
                       Organization

    Formal organizational structure
                                                                                        Informal networks




                                                                  +

It is the addition to the formal structure that makes a
   Communities such a powerful way of sharing and
                  creating knowledge!
   Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   80
FROM                                                                                 TO
   Narrower and shallower Silos                                                       Deeper, wider and permeable
                                                                                       Knowledge sharing Pools
     Making too many mistakes.                                                        Learning from few mistakes.


Depth of
functional
knowledge

                                                                                                             Communities




                          Departments




                                                              Breadth of Organisational Knowledge
        Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   81
Project Communication : Clarity, Simplicity, Concise … what about Factual?

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

   Knowledge in the                                       Message containing                                             Knowledge in the
   mind of person A                                          information                                                 mind of person B




                                                                                                                               Seek feedback to
                                                                                                                                Seek feedback to
                                                                                                                                 check ififyour
                                                                                                                                  check your
                                                                                                                                 message has
                                                                                                                                  message has
                                                                                                                                gotten through
                                                                                                                                 gotten through




         Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian     82
Navigating the BSL Information Maze
                                                                                                                                                 PC’s,
                                       Event                                      SAP
                                                                                                                                                 Emails
     Event                             Mills                                                               Steel Direct
    Primary
                                                                                                                                    BSL Networks
                                                                          BSL                               First
 Communities                  Documentum                                  Intranet                          Priority
  of Practice

                                                                                                                                                 TSS
                                                                                                           Harminie
 Servers                                                                 Sharepoint
                          Engineering
                          Records                                                                                              Books, articles,
                                                                                                                               manuals,
                                                      Hatch Network                                                            procedures, trade
Wiki’s                                                                                       Dept Hard                         info, newsletters
                            Dept
                                                                                             copy records
                           Reports
                                                                                             files
                                                     Divisional
  Library                                           Procedures

         Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian            83
ELECTRONIC RECORDKEEPING SYSTEMS & THEIR
    RELATIONSHIP TO KM - Where did KM Come From



Information                                             People                                                    Quality
Management                                            Management                                                Management




•Economics
                                                       Knowledge
•Sociology
•Psychology                                           Management
                                                                                                                               Mark Rogers,
                                                                                                                    Director Information Policy and IT
                                                                                                                          Security, IP Australia
     From: L.Prusak, IBM Systems Journal Vol. 40, No4, 2001
  Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian                  84
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

                                    A hierarchy of knowledge

                               Information + individual context = Knowledge
                                                                Each individual interprets a particular
                                                                piece of information based on their own
                                                                unique collection of skills and experiences.

                                                                It is this interpretation that allows
                                            Knowledge           information to become knowledge.

                                            Information         Knowledge resides within the individual.
                               Useability




                                                                Attempting to make knowledge explicit
                                            Data                turns it back into information.



    Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   85
Integrate Knowledge Management with our other systems

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




            Human                                                 Knowledge
           Resources                                              Management                                           Financial System
            System                                                  System
• Departmental matrix structure:
                                                                                                                • Establishment (and closure) of work orders
     Project Leader
     Project Team Leader                                                                                        • Purchasing, etc
     Project Cluster Leader                                          Safety System                              • Simple capture of costs (labour and DPC) to
     Program Leader                                                                                               projects
• Performance management                                       IP, Technical Services,                          • Simple reporting for R&D tax requirements
• Career development                                                                                            • Reporting on financial management (accountability)
                                                             Product Stewardship etc
• Remuneration



             Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian                  86
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, 2007
Metadata Librarian
Princeton Theological Seminary Library




   Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian   87
Uow 2008  Project Managementfinal
Uow 2008  Project Managementfinal
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Uow 2008  Project Managementfinal
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Uow 2008  Project Managementfinal
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Uow 2008  Project Managementfinal
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Uow 2008 Project Managementfinal

  • 1. Knowledge Management aka Knowledge Sharing – A Project Management Tool for Project Teams? Kerrie Anne Christian Materials & Quality Systems Manager Engineering Technology & Environment - BlueScope Steel Ltd
  • 2. So many story tellers & bodies who inspired me in PM / KS / KM / Web 2.0 .. Have a look ! • Barbara Nedderfield (Busch) ex Janus • Mike Dwyer – ex northerns suburbs resident • Les Robinson (Enabling Change) • Bruce Reyburn – northern suburbs resident • Bob Innes (ex ANSTO – Standards Australia) • Sandra Rowe • Laurie Lock Lee (Optimice ex CSC) • Nasim Taleb • Arthur Shelley (The Organizational Zoo) • Jim Bright • Michelle Lambert (KMRT Vic) • Nicole Engard • Peter Todd (NSW IMRT) • Terry Hagan –northerns suburbs resident • David Snowden (Cynefin) • David Jeffrey – ex northern suburbs resident • Steve Denning • David Christian (ANSTO) • David Gurteen ) • Kate Andrews • Project Management Institute • Mark Rogers • Kepner Tregoe • Matt Moore • Russell Lloyd • Ron Johnston • Luke Naismith • & 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 Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 2
  • 3. Project Management & Knowledge Management “Leadership is the art of accomplishing more than the science of management says is possible.” - General Colin Powell … Managing the people in your project requires specific knowledge, skills, practice Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 3
  • 4. 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” Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 4
  • 5. Absolutely breathtaking – amazing engineering project management Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 5
  • 6. Absolutely breathtaking – amazing engineering project management Translated from Portuguese by Mark Harrison, Adelaide Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 6
  • 7. Project Management : Rebuilding the Parthenon on the Acropolis in Athens how do you capture knowledge from its original project construction team? Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 7
  • 8. Explaining the Rebuilding of the Parthenon - Project Management - Knowledge Sharing with Key Stakeholders aka “Tourists” Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 8
  • 9. Risk is a fact of life – it’s how we manage it that matters - KM / KS is aimed at reducing Project Risk Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 9
  • 10. 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 Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 10
  • 11. 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.” Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 11
  • 12. Sense making of Complexity & Chaos : David Snowden : Cynefin : Manga / Anime / Otaku http://www.cognitive-edge.com 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 • 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” Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 12
  • 13. 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 Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 13
  • 14. Making Steel at BlueScope Steel’s PKSW plant – 6mtpa Hot Strip Sintering Mill Basic Oxygen Steelmaking Pickle BOS Off Gas Line Cokemaking Coke Ovens Gas Plate Mill TRT Energy Liquid Cold Services Steel Reheat Reduction Turbines Furnace Ironmaking Cold Blast Furnace Rolled BF Gas Slabcasting Strip Liquid Iron Slag Plant Finished Coils Blast Furnace & Coke Ovens Waste Gases used as Heating & Process Fuel – BOS Off Gas to be used in the future Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 14
  • 15. 1SAP Project PKSW – Execution Phase Timeline Sept Oct Nov Dec Jan Feb Mar 5 12 19 26 3 10 17 24 31 7 14 21 28 5 12 19 26 2 9 16 23 30 6 13 21 28 6 13 20 Build Activities Xmas Critical Path New Configure & Unit Test SAP Software Year Develop RICEF Technical Specifications Break Build & Unit Test RIEF Components Intf Testing Activities SolMng and Plan & Execute Product Test eCATT Plan Execute operational Execut Plan & Execute Integration Test Plan Execute e Execut Plan & Execute User Acceptance Test GSAP ready Plan e Plan & Execute Regression Test Execut Execut Plan e Plan e Business Readiness Conduct Legacy System Data Cleansing Data Conversion Build & Unit Test Conversion Final Components Plan TC1 TC2 extract TC3 TC4 Live Plan & Exec Trial Conv (TC) & LIVE Data Test Data Test Data Test Data Test Conduct Conversion Data Testing GO LIVE Deployment Budget Trainin Cutover Planning DR1 DR2 Live Cutover g Cutovers - Dress Rehearsals (DR) & Deliver Material y LIVE / Data Develop Material / Data Build Build Busi Leave / Shut Down Transition Team Training Room Fit PKSW Training Delivery Out new Develop Training Deliver Training Transport Process PROD Frz Performance Testing Tool operational PROD Freeze 2 operational 1 Conduct Change Mgmt & Comnct Support Activities Plan Execut Dev TST/PPS TC2 TRN e Technical Team DR1 DR2 Non-project Activities Setup/Support Tech Env (SAP & Develop Build Test Train Budget Preparation Budget Load by Business Legacy) Training Plan & Execute Stress & Performance Test E S E S E S E S Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 15 Budgeting Fast-Track
  • 16. BlueScope Steel - Requisite Behaviours – Managers as Leaders & Coaches Positive Feedback Coaching Making & Support Assignmen Follow Up t Problem Reporting Giving Solving Direction Negative Feedback Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 16
  • 17. BSL SAP Project Communications Kit Fortnightly Newsletter – “This Week, Next Week” Posters Key Messages Requisite Model Regular Meetings Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 17
  • 18. Inventory of Knowledge Sharing Practices at BlueScope Steel • Informal conversations • COPs • Telephone conversation • Networks • Teleconferences • Tech Talks • Video-conferences • Seminars • Team meetings • Internal company conferences • Group meetings • External conferences • All-staff meetings • 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? Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 18
  • 19. 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 Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 19
  • 20. Knowledge Sharing Matrix – BlueScope Steel Engineering, Technology Environment Dept LEVE UNDERSTAN INVOLVEM MEASUREM PROCESS PROJECT COMMUNICATI RECOGNITI VALUE L DING ENT ENT INTEGRATI S ON ON ADDITION ON 5 KS principles KS is a The KS occurs KS KS outcomes are Deptment Plans are made understood by natural way department between all activities regularly and recognised to leverage the all staff of working has reviewed relevant routinely routinely shared by Site benefits of KS both formally its measures players to deliver to relevant management and to maximise maximise the improved players outside -excellence Time spent on informally value learning from project the department in knowledge KS is not seen the process outcomes sharing as “wasted” 4 KS Principles KS occurs The Processes/ KS KS outcomes are Those who Department understood by regularly in department is projects are activities regularly/ share knows the cost 70% staff team responding to not deemed occur in an routinely shared information - benefit of KS meetings the measures complete effective across the valued more ” as right people it generates until KS has manner department highly than involved occurred hoarders 3 KS Principles KS in Job The KS activities KS KS outcomes are Individuals Some concrete Coached by Goals department is occur but activities routinely shared get positive evidence of leaders actively only those occur since in formal feedback for cost benefit of participating formally they are in sessions sharing and KS – but in measuring required by documentat recognition in KS often just KS the process ion salary review waste time 2 KS Principles KS in PDs Department KS included KS KS outcomes are Individuals Anecdotal Deployed has some KS in our formal included in formally shared recognised evidence of measures process project when requested for good costs benefit is developed documentati documentat by management adhoc KS obtained on ion 1 Minimal KS is the The use of KS is not a KS- not KS successes Little or no Cost/ benefit of awareness and domain of KS is not part of our formal part and opportunities formal KS is unknown deployment of others known in the formal Project are rarely recognition KS principles department processes manageme communicated for KS nt process activity Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 20
  • 21. 2002 : Steel Industry Survival : FOG Teams Markets / Plant Equipment Technologies / Finance / Processes THE DEMISTERS Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 21
  • 22. 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 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 22
  • 23. Oct 23 2008 – Rescue of an Seriously Injured Man from Davis Base, Antarctica – Aurora Australis – Australia’s Antarctic Flag Ship Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 23
  • 24. Ideas are not enough - Project Leaders must be Coaches - Qualities of a Great Coach • 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 Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 24
  • 25. LESSON 2 General Colin Powell on Leadership : quot;The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.quot; If this were a litmus test, the majority of CEOs would fail. One, they build so many barriers to upward communication that the very idea of someone lower in the hierarchy looking up to the leader for help is ludicrous. Two, the corporate culture they foster often defines asking for help as weakness or failure, so people cover up their gaps, and the organization suffers accordingly. Real leaders make themselves accessible and available. They show concern for the efforts and challenges faced by underlings, even as they demand high standards. Accordingly, they are more likely to create an environment where problem analysis replaces blame. Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 25
  • 26. LESSON 5 quot;Never neglect details. When everyone's mind is dulled or distracted the leader must be doubly vigilant.quot; Strategy equals execution. All the great ideas and visions in the world are worthless if they can't be implemented rapidly and efficiently. Good leaders delegate and empower others liberally, but they pay attention to details, every day. (Think about supreme athletic coaches like Jimmy Johnson, Pat Riley and Tony La Russa). Bad ones, even those who fancy themselves as progressive quot;visionaries,quot; think they're somehow quot;abovequot; operational details. Paradoxically, good leaders understand something else: an obsessive routine in carrying out the details begets conformity and complacency, which in turn dulls everyone's mind. That is why even as they pay attention to details, they continually encourage people to challenge the process. They implicitly understand the sentiment of CEO leaders like Quad Graphic's Harry Quadracchi, Oticon's Lars Kolind and the late Bill McGowan of MCI, who all independently asserted that the Job of a leader is not to be the chief organizer, but the chief dis-organizer. Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian Oct 23 2008 – UOW - Master of Engineering 26
  • 27. LESSON 13 quot;Powell's Rules for Picking People:” Look for intelligence and judgment, and most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced 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 and prior titles. A string of job descriptions a recruit held yesterday seem to be more important than who one is today, what they can contribute tomorrow, or how well their values mesh with those of the organization. You can train a bright, willing novice in the fundamentals of your business fairly readily, but it'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 favor right in the recruitment phase. Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 27
  • 28. LESSON 18 quot;Command is lonely.quot; Harry Truman was right. Whether you're a CEO or the temporary head of a project team, the buck stops here. You can encourage participative management and bottom-up employee involvement, but ultimately the essence of leadership is the willingness to make the tough, unambiguous choices that will have an impact on the fate of the organization. I've seen too many non-leaders flinch from this responsibility. Even as you create an informal, open, collaborative corporate culture, prepare to be lonely. Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 28
  • 29. 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 Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 29
  • 30. 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 Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 30
  • 31. 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 Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 31
  • 32. 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 Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 32
  • 33. 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 Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 33
  • 34. 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? Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 34
  • 35. 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 Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 35
  • 36. 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 Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 36
  • 37. 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 Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 37
  • 38. 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 Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 38
  • 39. 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” Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 39
  • 40. 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 Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 40
  • 41. 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 Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 41
  • 42. 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 Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 42
  • 43. 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 Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 43
  • 44. 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? Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 44
  • 45. 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 Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 45
  • 46. 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 Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 46
  • 47. 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 Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 47
  • 48. 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 Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 48
  • 49. 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 Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 49
  • 50. Who says Engineers can’t be Creative ? But were the project criteria met ? Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 50
  • 51. Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 51
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  • 53. The 7 Phases of a Project from Hell 1. Wild enthusiasm 2. Disillusionment 3. Confusion 4. Panic 5. Search for the guilty 6. Punishment of the innocent 7. Promotion of non-participants Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 53
  • 54. Acominas – South America – Blast Furnace Stove Catastrophic Failure 2002– first for 15 - 20 years Proje ção de refrat ários Regenera Regenera dor 1 dor 2 Corre ia Rege S1BC nerad ores quot;The significant problems we face cannot be solved at the same level of thinking we had when we created them.” ….. Albert Einstein Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 54
  • 55. What does Failure Look Like - Human Factors in Engineering 1980’s – Financial Drivers & Engineering Decisionmaking …. Counting the Cost Terry Hagan had repeatedly complained about geotechnical risks to his Coledale property in the 1980’s during project activities …. but his concerns went unheeded…. “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) Terry Hagan 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. Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 55
  • 56. Analysis of a Tragedy : Why? How ? Could it have been prevented or lives saved? Sinkings – West Gate Titanic Cyclone Hurricane Santorini & Tracy Katrina Bridge Antarctica Longford King St Challenger & Boxing Day Tsunami Bridge Columbia Space Shuttles Three Mile Arthur’s Seat Thredbo Island Chairlift WTC Sept Landslide 11 Chernobyl “The China Syndrome” What can we learn? Bali Bombings Can we prevent these? “Seconds from Can we lessen the impacts? President JF Disaster” Series Kennedy How do we save lives? Ghandi Benazir Scenario Bhutto Development Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 56
  • 57. 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. Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 57
  • 58. 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 Swiss Cheese Model - how defences, barriers, and • Just and fair safeguards may be penetrated by an accident trajectory 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 Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 58
  • 59. And PKSW’s Blast Furnaces Repair Project ? – lots of testing & a new skin for the stoves in 2006 Stoves No 5 Blast Furnace Stoves Stress Corrosion Cracking Repair Project View of No.6 BF 21st June 2006 51 Stove Double Shell System Commissioned! Safety Performance: Welding Performance: 1 LTI & 4 MTI’s for >290,000 Manhours 13.5t or 205,000 electrode MTIFR = 3.5 & AIFR = 31 30 km of welding 22 months & 175,000 manhours LTI Free ~435 t of plate used 7 months & 45,000 manhours MTI Free 0.0001% Rework (30m SCC confirmed Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 59
  • 60. 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 …. Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 60
  • 61. 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 Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 61
  • 62. 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 Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 62
  • 63. Have you ever been to a chocolate factory ? What would be their Project KPI’s ? Happy stories ? Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 63
  • 64. 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 Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 64
  • 65. 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 Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 65
  • 66. NSW KMRT - Key Speaker - Arthur Shelley – Cadbury Schweppes 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?” Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 66
  • 67. NSW KMRT - Key Speaker - Arthur Shelley – Cadbury Schweppes 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 Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 67
  • 68. NSW KMRT - Key Speaker - Arthur Shelley – Cadbury Schweppes 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 Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 68
  • 69. Project Management & Knowledge Management Lessons Managing Projects in your Zoo Arthur Shelley February 2006 Illustrations John Szabo Source : Arthur Shelley : The Organizational Zoo Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 69
  • 70. Source : Arthur Shelley : The Organizational Zoo Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 70
  • 71. 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! Source : Arthur Shelley : The Organizational Zoo Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 71
  • 72. Relationships in Projects How do How do we the roles Perspectives and Needs make this change? process Communications & Influence work for us? 2 way dialog Level 0 Level 1 Level 1 Level 1 Process Alignment Business Units Key Stakeholders How do I influence Alignment Corporate Functions the business Source : Arthur Shelley : The Organizational Zoo of behaviour Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 72
  • 73. Project Success is understanding the beast Source : Arthur Shelley : The Organizational Zoo Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 73
  • 74. Zoo Metaphor for Project team building Team dynamics assessment What does your team look like? Do you have the right balance of behaviours to deliver? Source : Arthur Shelley : The Organizational Zoo Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 74
  • 75. Knowledge Transfer in Projects Application Consultancy Services Systems Knowledge Project Teams Process Champions Experts Helpdesk “Users” Operators Process Knowledge Source : Arthur Shelley : The Organizational Zoo Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 75
  • 76. 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 Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 76
  • 77. Knowledge Management Arrives 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 ‘Silly me. I thought knowledge management meant it’s not what you know but who you know.’ Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 77
  • 78. Innovation, Knowledge Management and Organisational Capability Entrepreneurial Knowledge • Know-what • Know-why ACT KM Forum • Know-how Canberra 27 October 2003 • Know-who • Know-when Professor Ron Johnston Australian Centre for Innovation • Know-where University of Sydney Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 78
  • 79. Knowledge Ecosystem From Knowledge Management Standard, AS 5037-2005, p 22 Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 79
  • 80. KM / KS at TATA Steel India Relation with Formal Organization Formal organizational structure Informal networks + It is the addition to the formal structure that makes a Communities such a powerful way of sharing and creating knowledge! Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 80
  • 81. FROM TO Narrower and shallower Silos Deeper, wider and permeable Knowledge sharing Pools Making too many mistakes. Learning from few mistakes. Depth of functional knowledge Communities Departments Breadth of Organisational Knowledge Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 81
  • 82. Project Communication : Clarity, Simplicity, Concise … what about Factual? Question : Do we all see the world the same way : or do we filter facts based on our personal experience, bias & priorities ? Knowledge in the Message containing Knowledge in the mind of person A information mind of person B Seek feedback to Seek feedback to check ififyour check your message has message has gotten through gotten through Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 82
  • 83. Navigating the BSL Information Maze PC’s, Event SAP Emails Event Mills Steel Direct Primary BSL Networks BSL First Communities Documentum Intranet Priority of Practice TSS Harminie Servers Sharepoint Engineering Records Books, articles, manuals, Hatch Network procedures, trade Wiki’s Dept Hard info, newsletters Dept copy records Reports files Divisional Library Procedures Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 83
  • 84. ELECTRONIC RECORDKEEPING SYSTEMS & THEIR RELATIONSHIP TO KM - Where did KM Come From Information People Quality Management Management Management •Economics Knowledge •Sociology •Psychology Management Mark Rogers, Director Information Policy and IT Security, IP Australia From: L.Prusak, IBM Systems Journal Vol. 40, No4, 2001 Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 84
  • 85. 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 A hierarchy of knowledge Information + individual context = Knowledge Each individual interprets a particular piece of information based on their own unique collection of skills and experiences. It is this interpretation that allows Knowledge information to become knowledge. Information Knowledge resides within the individual. Useability Attempting to make knowledge explicit Data turns it back into information. Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 85
  • 86. Integrate Knowledge Management with our other systems • Project authorisation (TPA) • Project management (efficiency) (PMS) • Project reporting (accountability), including MIS Project Outcome • Outcome handover Delivery System • Value assessment Human Knowledge Resources Management Financial System System System • Departmental matrix structure: • Establishment (and closure) of work orders Project Leader Project Team Leader • Purchasing, etc Project Cluster Leader Safety System • Simple capture of costs (labour and DPC) to Program Leader projects • Performance management IP, Technical Services, • Simple reporting for R&D tax requirements • Career development • Reporting on financial management (accountability) Product Stewardship etc • Remuneration Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 86
  • 87. 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, 2007 Metadata Librarian Princeton Theological Seminary Library Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 87