SCHOOL OF NUCLEAR KNOWLEDGE MANAGEMENT
18-22 September 2006
Introduction to IT tools to support knowledge management
T. MAZOUR
International Atomic Energy Agency
Division of Nuclear Power
Nuclear Power Engineering Section
A-1400 Vienna
AUSTRIA
1 International Atomic Energy Agency
Introduction to
Introduction to
IT Tools to Support Knowledge Management
IT Tools to Support Knowledge Management
Tom Mazour
([email protected])IAEA
Division of Nuclear Power
2 International Atomic Energy Agency
Contents
Contents
•
Review models and context for KM•
Identify where IT has a role in KM•
Discuss lessons learned regarding IT support for KM•
Present some KM projects and their IT support•
Review conclusions regarding IT‘s role in KMAn Organizational Context For KM
An Organizational Context For KM
Processes
Technology
People
Knowledge transfer through a
Knowledge transfer through a
nuclear facility
nuclear facility
’
’
s lifecycle
s lifecycle
Research and Development
Conceptual Design Detail Design
Construction Commissioning
Operations and Maintenance Refurbishment Decommissioning Arrows indicate knowledge flow between phases
DESIGN OPERATIONS &
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Model for knowledge management
Model for knowledge management
Information Technology Organization & Roles Human Resources Leadership Corporate Culture Generate Knowledg e Apply Knowledge Distribute Knowledge Store Knowledge Value-adding Business Processes
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Knowledge Continuum
Knowledge Continuum
Complete Articulability: Strategy ÆCapture Limited Articulability: Strategy ÆConnectivity, People as Knowledge Repositories Explicit Knowledge Tacit KnowledgeCODIFICATION PERSONALIZATION
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Knowledge preservation and transfer strategies
Documentation Exit-Interview De-Briefing CODIFICATION PERSONALIZATION External Experts Internal External Redundancy Communities of Practice Tandem (Mentoring)
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Codification:
Codification:
Creating a Knowledge Repository
Creating a Knowledge Repository
Time
Employee leaves New employee
?
Knowledge Repository
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Knowledge management elements for a
Knowledge management elements for a
nuclear industry operating organization
nuclear industry operating organization
•
Plant policies and procedures•
Document control system•
Configuration management system•
Human resource management•
Training and qualification programmes•
Learning from operating experience•
Work control system•
Corrective action system•
Communication systemsWhat is the role of IT for each of these elements?
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KM should improve the value to the
KM should improve the value to the
organization of existing programmes through:
organization of existing programmes through:
•
Identifying risks due to knowledge gaps•
Increasing the value of existing knowledge•
Converting tacit knowledge to explicit knowledge•
Continually learning in a smart and lasting way•
access to more, and more reliableknowledge/information
What role should IT have regarding these?
IT solutions supporting KM: Lessons Learned
IT solutions supporting KM: Lessons Learned
•
IT strategy should be based upon achieving KM objectives•
IT can be used effectively to share knowledge critical to the organization’s mission•
IT products and services should be developed based upon customer KM needs•
not all KM needs can be addressed through IT solutionsConclusion: IT isn‘t KM, it is a KM tool !
Example KM Project Structure
Example KM Project Structure
Project Sponsor
Project Manager Phase Review Team
Business Rep 1 Business Rep 2 Business Rep 3 Business Rep 4 IT Development Team Database Developer Web Developer
Process Development Team
Business process analyst QA support engineer
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Knowledge: An individual
Knowledge: An individual
’
’
s perspective
s perspective
•
A person’s capacity to act can be seen as the result of a five-fold integration process by which several kinds of knowledge are integrated:- technical expertise - methodological knowledge
- social competence (getting along with others) - meta-knowledge (knowing where)
- experience.
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Knowledge: An Individual
Knowledge: An Individual
’
’
s Perspective
s Perspective
•
All knowledge an individual has is the result of a personal learning history.•
Learning is always shaped by the context in which a person’s learning takes place.•
Learning and knowledge accumulated in a certain context may not be actionable in a different context.•
Thus, organizational context always has to be considered as a variable in knowledge transfer and preservation activities.15 International Atomic Energy Agency
Example E
Example E
-
-
Learning Structure
Learning Structure
E-learning System Needs
Analysis DevelopmentContents DevelopmentTechnology On-line
Study ConnectionMulti-user DutyEducation–related Multi-mediaTechnology TechnologyNetwork Administration Power Transmission Power Distribution Communication Management
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Example E
Example E
-
-
learning contents map
learning contents map
E-learning Contents Road Administration Power Transmission Power Distribution Beginning Advanced Beginning Advanced Beginning Advanced Project Management Transformer Accounting Material Marketing Contract Quality Management Design Analysis Distribution Database Input Internal Distribution Circuit Theory Control Methodology Communication Beginning Advance E-business Model Development Information Technology Multi-media Mobile Business Management Beginning Advanced Ethics Strategy Management Leadership Revolution
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People
People
-
-
Based Knowledge Repository:
Based Knowledge Repository:
Community of Practice
Community of Practice
Time
Employee leaves New employee
?
Community of Practice
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Conclusions
Conclusions
•
IT isn‘t KM, it is a KM tool !
•
KM Projects shouldn‘t be managed