Judy Payne - APM Knowledge SIG Conference 2018
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Managing knowledge in project environments discusses key principles for knowledge management (KM) in project settings. KM involves optimizing the use of knowledge to improve organizational outcomes according to standards. It is part of project management and everyone does it already, though not always consciously. There is no one-size-fits-all approach to KM, which is highly dependent on context. KM aims to improve outcomes at project, program, portfolio and organizational levels by looking at work through a knowledge lens rather than just adding KM activities. Principles for effective KM in projects include defining goals and knowledge, distinguishing KM from information management, creating environments suited to different knowledge work, focusing on strategic goals over tools, and learning from experiment
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Judy Payne - APM Knowledge SIG Conference 2018
- 1. Managing knowledge in project environments Judy Payne, Hemdean Consulting KM
- 3. © Judy Payne, Steve Simister and Eileen Roden, 2018
- 4. project delivery method knowledge boundaries big picture definitions • key messages • KM principles
- 5. KM is... management with regard to knowledge BS ISO 30401 (2018)
- 6. KM is... a multi-disciplinary approach to improving organisational outcomes and learning by optimising the use of knowledge based on Standards Australia (2005)
- 7. Key messages © Judy Payne, Steve Simister and Eileen Roden, 2018 Managing knowledge is part of project management. Everyone is doing it already – just not always consciously. KM is highly dependent on context. There is no one-size-fits-all way of doing it. Managing knowledge isn’t about adding a few KM activities to projects. It’s about looking at project work through a knowledge lens. Everything depends on everything else. KM is done to improve project, programme, portfolio and organisational outcomes. KM thinking can be applied at any level in a project environment.
- 8. © Judy Payne, Steve Simister and Eileen Roden, 2018 KM Principles Principle #1 Be clear about what you want to achieve with KM Principle #2 Develop working definitions of knowledge and KM Principle #3 Be clear about the difference between KM and IM Principle #4 Create different working environments for different kinds of knowledge work Principle #5 Focus on the big KM picture rather than the detailed tools and techniques Principle #6 Experiment and use feedback to discover what works in practice Principle #7 Beware of elephant traps
- 9. Principle #1 Be clear about what you want to achieve with KM knowledge no inherent value value something that matters KM means to an end © Judy Payne, Steve Simister and Eileen Roden, 2018
- 10. Principle #1 Be clear about what you want to achieve with KM use existing knowledge create new knowledge nature of work (strategic KM purpose) © Judy Payne, Steve Simister and Eileen Roden, 2018
- 11. Principle #3 Be clear about the difference between KM and IM KNOWLEDGE KNOWLEDGE KNOWLEDGE CODIFIED KNOWLEDGE (INFORMATION) © Judy Payne, Steve Simister and Eileen Roden, 2018
- 13. Shut up and LEARN! SwearPoint Principle #4 Create different working environments for different kinds of knowledge work
- 14. Principle #4 Create different working environments for different kinds of knowledge work use existing knowledge create new knowledge nature of work (strategic KM purpose) working environment standard processes control order shared purpose autonomy trust © Judy Payne, Steve Simister and Eileen Roden, 2018
- 15. use existing knowledge create new knowledge nature of work (strategic KM purpose) © Judy Payne, Steve Simister and Eileen Roden, 2018 PharmaCo Local authority
- 16. Oops, we’ve got a problem... © Judy Payne, Steve Simister and Eileen Roden, 2018 use existing knowledge create new knowledge nature of work (strategic KM purpose) knowledge boundaries semantic syntactic pragmatic
- 17. Nature of work – linear lifecycle concept planning benefits realisation execution handover & closure need concept planning execution handover & closure benefits realisation R RRR use existing knowledge create new knowledge nature of work (strategic KM purpose)standard processes control order shared purpose autonomy trust© Judy Payne, Steve Simister and Eileen Roden, 2018
- 18. Working environment governance leadership roles and responsibilities assurance time relationships culture project delivery method physical and virtual environments © Judy Payne, Steve Simister and Eileen Roden, 2018
- 19. Knowledge flows and boundaries concept planning handover & closure benefits realisation execution need © Judy Payne, Steve Simister and Eileen Roden, 2018
- 20. Nature of work – iterative lifecycle need © Judy Payne, Steve Simister and Eileen Roden, 2018 use existing knowledge create new knowledge nature of work (strategic KM purpose)standard processes control order shared purpose autonomy trust
- 21. © Judy Payne, Steve Simister and Eileen Roden, 2018