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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
52. Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 52
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