*School of Chemistry, UOW **School of Earth and Environment, UOW **Harvard University
Uow 2008 Project Managementfinal
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Transcript of Uow 2008 Project Managementfinal
Knowledge Management aka Knowledge Sharing
– A Project Management Tool for Project Teams?Kerrie Anne ChristianMaterials & Quality Systems Manager Engineering Technology & Environment - BlueScope Steel Ltd
2Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 2
So many story tellers & bodies who inspired me in PM / KS / KM / Web 2.0 .. Have a look !
• Barbara Nedderfield (Busch) ex Janus• Les Robinson (Enabling Change)• Bob Innes (ex ANSTO – Standards Australia)• Laurie Lock Lee (Optimice ex CSC)• Arthur Shelley (The Organizational Zoo)• Michelle Lambert (KMRT Vic)• Peter Todd (NSW IMRT)• David Snowden (Cynefin)• Steve Denning• David Gurteen )• Project Management Institute• Kepner Tregoe• Russell Lloyd • Luke Naismith
• Mike Dwyer – ex northerns suburbs resident• Bruce Reyburn – northern suburbs resident• Sandra Rowe• Nasim Taleb• Jim Bright• Nicole Engard• Terry Hagan –northerns suburbs resident• David Jeffrey – ex northern suburbs resident• David Christian (ANSTO)• Kate Andrews• Mark Rogers• Matt Moore• Ron Johnston• & 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
3Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 3
Project Management & Knowledge Management
““Leadership is the art of accomplishingmore than the science of management
says is possible.” - General Colin Powell …
Managing the people in your project requires specific
knowledge, skills, practice
4Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 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”
5Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 5
Absolutely breathtaking – amazing engineering project management
6Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 6
Translated from Portuguese by Mark Harrison, Adelaide
Absolutely breathtaking – amazing engineering project management
7Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 7
Project Management : Rebuilding the Parthenon on the Acropolis in Athens how do you capture knowledge from its original project construction team?
8Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 8
Explaining the Rebuilding of the Parthenon - Project Management - Knowledge Sharing with Key Stakeholders aka “Tourists”
9Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 9
Risk is a fact of life – it’s how we manage it that matters- KM / KS is aimed at reducing Project Risk
10Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 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
11Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 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.”
12Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 12
http://www.cognitive-edge.com
Sense making of Complexity & Chaos : David Snowden : Cynefin : Manga / Anime / Otaku
• 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”
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
13Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 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
14Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 14
Making Steel at BlueScope Steel’s PKSW plant – 6mtpa
CokemakingCoke Ovens Gas
Sintering
IronmakingBlast Furnace
BF Gas
Slag Plant
Basic OxygenSteelmakingBOS Off Gas
Slabcasting
ReheatFurnace
Hot StripMill
Plate Mill
PickleLine
Cold Reduction
Cold Rolled Strip
FinishedCoils
Liquid Iron
LiquidSteel
TRTEnergy ServicesTurbines
Blast Furnace & Coke Ovens Waste Gases used as Heating & Process Fuel – BOS Off Gas to be used in the future
15Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 15
1SAP Project PKSW – Execution Phase TimelineSept Oct Nov Dec Jan Feb
5 12 19 26 3 10 17 24 31 7 14 21 28 5 12 19 26 2 9 16 23 30 6 13 21Build Activities
Configure & Unit Test SAP SoftwareDevelop RICEF Technical SpecificationsBuild & Unit Test RIEF Components
Testing Activities Plan & Execute Product TestPlan & Execute Integration TestPlan & Execute User Acceptance TestPlan & Execute Regression Test
Business Readiness Conduct Legacy System Data Cleansing
Data Conversion Build & Unit Test Conversion
Components Plan & Exec Trial Conv (TC) & LIVE Conduct Conversion Data Testing
DeploymentCutovers - Dress Rehearsals (DR) &
LIVETransition Team
Develop TrainingDeliver TrainingConduct Change Mgmt & Comnct
ActivitiesTechnical Team
Setup/Support Tech Env (SAP & Legacy)
Plan & Execute Stress & Performance TestBudgeting Fast-Track
ExecuteExecut
e
Data Test Data Test Data Test
DR1 Live Cutover
Develop Material / Data Build Busi Leave / Shut Down
Training Delivery
BudgetTrainin
gDeliver
y
Build Test TrainDevelop Training Budget Preparation Budget Load by Business
XmasNew Year
Break
Non-project Activities
DR2Cutover Planning
E E ESE S SS
TST/PPS
Execute
Plan TC1 TC2 TC3 TC4 Live
Plan
Plan
Plan
DR1TRNDev DR2
Plan Execut e
Plan Execut e
Support
Mar28 6 13 20
GOLIVE
Material / Data Build PKSW new
Data Test
Final extract
TC2
IntfSolMng and eCATT operational
GSAP ready PlanExecut
e
Execut e
Training Room Fit Out
Transport Process operational Performance Testing Tool operational
Critical Path
PROD Frz 1 PROD Freeze 2
16Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 16
BlueScope Steel - Requisite Behaviours – Managers as Leaders & Coaches
Making Assignmen
t
Giving Direction
Follow Up
Positive Feedback
Negative Feedback
Coaching & Support
Problem Solving
Reporting
17Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 17
Fortnightly Newsletter –
“This Week, Next Week”
Posters
Key Messages
Requisite Model
Regular Meetings
BSL SAP Project Communications Kit
18Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 18
Inventory of Knowledge Sharing Practices at BlueScope Steel
• Informal conversations• Telephone conversation• Teleconferences• Video-conferences• Team meetings• Group meetings• All-staff meetings
• COPs• Networks• Tech Talks• Seminars• Internal company conferences• External conferences• 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?
19Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian
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
20Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian
LEVE L
UNDERSTAN DING
INVOLVEM ENT
MEASUREM ENT
PROCESS INTEGRATI
ON
PROJECT S
COMMUNICATI ON
RECOGNITI ON
VALUE ADDITION
5 KS principles understood by all staff
KS is a natural way of working
both formally and
informally
The department
has reviewed its measures to maximise
value
KS occurs between all
relevant players to
maximise the learning from the process
KS activities routinely deliver
improved project
outcomes
KS outcomes are regularly and
routinely shared to relevant
players outside the department
Deptment recognised
by Site management -excellence
in knowledge sharing
Plans are made to leverage the benefits of KS
Time spent on KS is not seen
as “wasted”4 KS Principles
understood by 70% staff
KS occurs regularly in
team meetings
The department is responding to the measures it generates
Processes/ projects are not deemed
complete until KS has
occurred
KS activities
occur in an effective manner
KS outcomes are regularly/
routinely shared across the department
Those who share
information - valued more highly than hoarders
Department knows the cost benefit of KS
” as right people involved
3 KS Principles Coached by
leaders
KS in Job Goals
The department is
actively participating in measuring
KS
KS activities occur but only those formally
required by the process
KS activities
occur since they are in documentat
ion
KS outcomes are routinely shared
in formal sessions
Individuals get positive feedback for sharing and
recognition in salary review
Some concrete evidence of
cost benefit of KS – but
KS often just waste time
2 KS Principles Deployed
KS in PDs Department has some KS
measures developed
KS included in our formal
process documentati
on
KS included in
project documentat
ion
KS outcomes are formally shared when requested by management
Individuals recognised
for good adhoc KS
Anecdotal evidence of
costs benefit is obtained
1 Minimal awareness and deployment of KS principles
KS is the domain of
others
The use of KS is not
known in the department
KS is not a part of our
formal processes
KS- not formal part
Project manageme nt process
KS successes and opportunities
are rarely communicated
Little or no formal
recognition for KS activity
Cost/ benefit of KS is unknown
Knowledge Sharing Matrix – BlueScope Steel Engineering, Technology Environment Dept
21Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 21
2002 : Steel Industry Survival : FOG Teams Markets / Plant Equipment Technologies / Finance / Processes
THE DEMISTERS
22Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 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
23Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian
Oct 23 2008 – Rescue of an Seriously Injured Man from Davis Base, Antarctica – Aurora Australis – Australia’s Antarctic Flag Ship
24Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 24
• 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
Ideas are not enough Ideas are not enough -- Project Leaders must be Coaches Project Leaders must be Coaches
-- Qualities of a Great CoachQualities of a Great Coach
25Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian
LESSON 2LESSON 2
General Colin Powell on Leadership :General Colin Powell on Leadership :"The day soldiers stop bringing you their problems is the"The day soldiers stop bringing you their problems is the
day you have stopped leading them. They have either lostday you have stopped leading them. They have either lostconfidence that you can help them or concluded that youconfidence that you can help them or concluded that you
do not care. Either case is a failure of leadership."do not care. Either case is a failure of leadership."If this were a litmus test, the majority of CEOs would fail. One, they build somany barriers to upward communication that the very idea of someone lowerin the hierarchy looking up to the leader for help is ludicrous. Two, thecorporate culture they foster often defines asking for help as weakness orfailure, so people cover up their gaps, and the organization suffers accordingly.Real leaders make themselves accessible and available. They show concernfor the efforts and challenges faced by underlings, even as they demand highstandards. Accordingly, they are more likely to create an environment whereproblem analysis replaces blame.
26Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian
LESSON 5LESSON 5
"Never neglect details. When everyone's mind is dulled"Never neglect details. When everyone's mind is dulledor distracted the leader must be doubly vigilant."or distracted the leader must be doubly vigilant."
Strategy equals execution. All the great ideas and visions in the world areworthless if they can't be implemented rapidly and efficiently. Good leadersdelegate and empower others liberally, but they pay attention to details, everyday. (Think about supreme athletic coaches like Jimmy Johnson, Pat Rileyand Tony La Russa). Bad ones, even those who fancy themselves as progressive "visionaries," think they're somehow "above" operational details.Paradoxically, good leaders understand something else: an obsessive routinein carrying out the details begets conformity and complacency, which in turndulls everyone's mind. That is why even as they pay attention to details, theycontinually encourage people to challenge the process. They implicitlyunderstand the sentiment of CEO leaders like Quad Graphic's HarryQuadracchi, Oticon's Lars Kolind and the late Bill McGowan of MCI, who allindependently asserted that the Job of a leader is not to be the chief organizer,but the chief dis-organizer.
27Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian
LESSON 13LESSON 13
"Powell's Rules for Picking People:"Powell's Rules for Picking People:””Look for intelligence and judgment, and most critically,Look for intelligence and judgment, and most critically,a capacity to anticipate, to see around corners. Alsoa capacity to anticipate, to see around corners. Also
look for loyalty, integrity, a high energy drive, a balancedlook for loyalty, integrity, a high energy drive, a balancedego, and the drive to get things done.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 andprior titles. A string of job descriptions a recruit held yesterday seem to bemore important than who one is today, what they can contribute tomorrow, orhow well their values mesh with those of the organization. You can train abright, willing novice in the fundamentals of your business fairly readily, butit'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 favorright in the recruitment phase.
28Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian
LESSON 18LESSON 18
"Command is lonely.""Command is lonely."
Harry Truman was right. Whether you're a CEO or the temporary head of aproject team, the buck stops here. You can encourage participativemanagement and bottom-up employee involvement, but ultimately theessence of leadership is the willingness to make the tough, unambiguouschoices that will have an impact on the fate of the organization. I've seentoo many non-leaders flinch from this responsibility. Even as you createan informal, open, collaborative corporate culture, prepare to be lonely.
29Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 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
30Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 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
31Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 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
32Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 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
33Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 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
34Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 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?
35Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 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
36Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 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
37Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 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
38Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 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
39Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 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”
40Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 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
41Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 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
42Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 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
43Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 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
44Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 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?
45Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 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
46Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 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
47Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 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
48Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 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
49Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 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
50Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 50
Who says Engineers can’t be Creative ? But were the project criteria met ?
51Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 51
52Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 52
53Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 53
The 7 Phases of a Project from Hell
1. Wild enthusiasm2. Disillusionment3. Confusion 4. Panic 5. Search for the guilty 6. Punishment of the innocent 7. Promotion of non-participants
54Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 54
Acominas – South America – Blast Furnace Stove Catastrophic Failure 2002– first for 15 - 20 years
Proje ção de refrat ários
Corre ia S1BCRege nerad ores
Regenera dor 2
Regenera dor 1
"The significant problems we face cannot be solved at the same level of thinking we had when we created them.” …..
Albert Einstein
55Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 55
What does Failure Look Like - Human Factors in Engineering 1980’s – Financial Drivers & Engineering Decisionmaking …. Counting the Cost
“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) 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.
Terry Hagan
Terry Hagan had repeatedly complained about geotechnical risks to his Coledale property in the 1980’s during project activities …. but his
concerns went unheeded….
56Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 56
Analysis of a Tragedy : Why? How ? Could it have been prevented or lives saved?
Titanic Cyclone Tracy
King St Bridge
Bali Bombings
Hurricane Katrina
West Gate Bridge
Benazir Bhutto
Ghandi
“Seconds from Disaster” Series
Challenger & Columbia Space
Shuttles
Sinkings – Santorini & Antarctica
“The China Syndrome”
WTC Sept 11
Scenario Development
LongfordBoxing Day
Tsunami
Arthur’s Seat Chairlift
Three Mile IslandThredbo
Landslide Chernobyl
President JF Kennedy
What can we learn?Can we prevent these?Can we lessen the impacts?How do we save lives?
57Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 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.
58Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 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• Just and fair
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
Swiss Cheese Model- how defences, barriers, and safeguards may be penetrated by an accident trajectory
59Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 59
And PKSW’s Blast Furnaces Repair Project ? – lots of testing & a new skin for the stoves in 2006
No 5 Blast Furnace Stoves Stress Corrosion Cracking Repair Project
Safety Performance:1 LTI & 4 MTI’s for >290,000 ManhoursMTIFR = 3.5 & AIFR = 3122 months & 175,000 manhours LTI Free7 months & 45,000 manhours MTI Free
Welding Performance:13.5t or 205,000 electrode30 km of welding~435 t of plate used0.0001% Rework (30m
21st June 200651 Stove Double Shell System Commissioned!
SCC confirmed
View of No.6 BF
Stoves
60Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 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 ….
61Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 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
62Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 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
63Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 63
Have you ever been to a chocolate factory ? What would be their Project KPI’s ? Happy stories ?
64Oct 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
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
65Oct 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 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
66Oct 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
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?”
67Oct 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
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
68Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 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
69Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 69
Arthur Shelley Arthur Shelley
February 2006February 2006
Illustrations John Illustrations John SzaboSzabo
Managing Projects in your Zoo
Source : Arthur Shelley : The Organizational Zoo
Project Management & Knowledge Management Lessons
70Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 70Source : Arthur Shelley : The Organizational Zoo
71Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 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
72Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 72
Relationships in Projects
Level 1 Level 1 Level 1
Level 0
Business Units
How do we make this process
work for us?
Key Stakeholders
How do I influence the business Corporate Functions
How do the roles change?
Alignment of behaviour
Perspectives and Needs
Communications & Influence
2 way dialog
Process Alignment
Source : Arthur Shelley : The Organizational Zoo
73Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 73
Project Success is understanding the beast
Source : Arthur Shelley : The Organizational Zoo
74Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 74
Zoo Metaphor for Project team building
Team dynamics assessmentWhat does your team look like?Do you have the right balance of behaviours to deliver?
Source : Arthur Shelley : The Organizational Zoo
75Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 75
Knowledge Transfer in ProjectsSy
stem
s Kn
owledg
e
Process Knowledge
“Users”Operators
ConsultancyApplication Services
HelpdeskChampions
Process Experts
Project Teams
Source : Arthur Shelley : The Organizational Zoo
76Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 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
77Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 77
Knowledge Management Arrives
‘Silly me. I thought knowledge management meant it’s not what you know but who you know.’
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
78Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 78
Innovation, Knowledge Management and Organisational Capability
ACT KM ForumCanberra
27 October 2003
Professor Ron JohnstonAustralian Centre for Innovation
University of Sydney
Entrepreneurial Knowledge
• Know-what• Know-why• Know-how• Know-who• Know-when• Know-where
79Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 79
Knowledge Ecosystem
From Knowledge Management Standard, AS 5037-2005, p 22
80Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 80
Formal organizational structureInformal networks
+
It is the addition to the formal structure that makes a Communities such a powerful way of sharing and
creating knowledge!
KM / KS at TATA Steel India Relation with Formal Organization
81Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 81
Departments
Depth of functional knowledge
Breadth of Organisational Knowledge
Narrower and shallower Silos
Communities
Deeper, wider and permeable Knowledge sharing Pools
Making too many mistakes. Learning from few mistakes.
FROM TO
82Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 82
Project Communication : Clarity, Simplicity, Concise … what about Factual?
Knowledge in the mind of person A
Message containing information
Knowledge in the mind of person B
Question : Do we all see the world the same way : or do we filter facts based on our personal experience, bias & priorities ?
Seek feedback to check if your message has gotten through
Seek feedback to check if your message has gotten through
83Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 83
Navigating the BSL Information Maze
Event Primary
Event Mills
SAPSteel Direct
Divisional Procedures
Communities of Practice
Engineering Records
Sharepoint
BSL Intranet
Harminie
Documentum
Hatch Network
BSL Networks
Servers
Dept Hard copy records files
Wiki’s
Library
Dept Reports
PC’s, Emails
Books, articles, manuals, procedures, trade info, newsletters
TSS
First Priority
84Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 84
ELECTRONIC RECORDKEEPING SYSTEMS & THEIR RELATIONSHIP TO KM - Where did KM Come From
PeopleManagement
QualityManagement
KnowledgeManagement
InformationManagement
•Economics•Sociology•Psychology
From: L.Prusak, IBM Systems Journal Vol. 40, No4, 2001
Mark Rogers,Director Information Policy and IT
Security, IP Australia
85Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian
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
Data
Information + individual context = Knowledge
Information
Each individual interprets a particular piece of information based on their ownunique collection of skills and experiences.
It is this interpretation that allows information to become knowledge.
Knowledge resides within the individual.
Attempting to make knowledge explicitturns it back into information.
Knowledge
Use
abili
ty
A hierarchy of knowledge
86Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 86
Integrate Knowledge Management with our other systems
• Departmental matrix structure: Project Leader Project Team Leader Project Cluster Leader Program Leader
• Performance management• Career development• Remuneration
• Establishment (and closure) of work orders• Purchasing, etc• Simple capture of costs (labour and DPC) to
projects• Simple reporting for R&D tax requirements• Reporting on financial management (accountability)
• Project authorisation (TPA)• Project management (efficiency) (PMS)• Project reporting (accountability), including MIS• Outcome handover• Value assessment
Project Outcome Delivery System
Financial SystemHuman
Resources System
Safety System
IP, Technical Services,
Product Stewardship etc
Knowledge Management
System
87Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 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, 2007Metadata LibrarianPrinceton Theological Seminary Library
88Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 88
Communication During a Project
And now,everyone knows little bits and
pieces and no one knows
everything.
Where do you store it all?Store them on a shared drive?
Add links to them on your intranet? Store them in your email?
Print them out?
89Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 89
How many of you can say that one year down the line you’ll be able to find that email regarding policy changes?
Then there’s the issue of finding information years down the road
Blogs as an office communication tool Web- based & full-text searchable
Archived & backed upVisible to all staff (depending on permissions) –
no one is left outFewer emails to store/search through
Conversational (email-like) formatDate and time stamps
Ability to link to relevant pages & comments
90Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 90
Why not try a Project Wiki : an office collaboration tool
• Web-based & full-text searchable• Archived & backed up• Visible to and editable by all staff (if permissions allow) – no one is left out• History of edits with date and time stamps• Ability to link to relevant pages & comments• Content management systems (CMS) usually include blogs, wikis and other
office communication and collaboration tools
– Microsoft Sharepoint– Joomla www.joomla.org– Drupal www.drupal.org
– Demo freely available CMSs: www.opensourcecms.com
91Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 91
Crucial Concepts for Knowledge Management
Information = Knowledge
• Information is digitisable • Knowledge exists in intelligent systems
Web 2.0 Ideas for KM / KS applicable to PM are emerging from : •David Gurteen•Matt Hodgson•Serena Joyner
92Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 92
Project Management Achievements : Beijing & Xian : how did they do that ? What about risk of knowledge loss ?
93Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 93
Knowledge Risk- under-utilisation or loss of knowledge critical to organisational performance – especially in Project Managment
Contributors to Knowledge Risk– Downsizing– Outsourcing– Restructuring– Reduced corporate budgets– Generation X preferences
And then we put the age demographics over the top– 30% of APS employees 45 – 54 years old (compared with 19% a
decade ago)– 45 – 54 year olds are clustered at the higher classification levels
• 69% of SES • 46% of Executive Level
– Likely departure of a significant proportion of the workforce (~23%) by 2008
Key Questions– Where does critical expertise lie?– Organisational structure chart– Who do others (in the organisation or outside of it) go to for help? – Who contributes what to your core processes?
94Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian
Blast Furnace – 20 year reline - rebuild cost nearly $400 million
Staves are VIP !!: Steel cooling pipes with a block of cast iron cast around them & attached to the inside of
the blast furnace shell for cooling.
Poached ! : 30 year veteran stave guru & his Gen Y successor !- What do you do ???
Capture reports in DMS, do Techtalks, Storytelling &
Knowledge Café -> Wiki
95Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 95
Knowledge Yum Cha : The Knowledge Café – Asian Style
• Venue : MOON GARDEN TEAHOUSE – Causeway Bay Hong Kong • The Participants
– The Hong Kong Doctor of Business Administration (DBA) Knowledge Management Class of 2005 from the University of Newcastle, NSW Australia.
• Lecturer : Laurence Lock Lee
• The Context– Some 40 Hong Kong students undertook a KM course leading up to their
DBA research dissertation. The KM course provided them with a broad ranging suite of KM practices and techniques, helping them to prepare for the business issue research that they are about to embark on. The knowledge Yum Cha was organized as the final event for the course, providing the students with the opportunity to discuss, debate and synthesise their own and their group learning in support of their research journey ahead.
Sources : Dr Laurence Lock Lee & Erin Lock Lee
96Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 96
Knowledge Yum Cha : Knowledge Focus Question
Question: How can you use what you have learned on KM to accelerate your DBA research?
•
Consider issues of knowledge acquisition•
Consider issues around sharing vs individual performance
•
Consider issues around reciprocation– balancing your own contribution vs that of advisors
•
Individual vs group work…what is the right balance?•
Innovation…how will KM help you make a unique contribution
The Hong Kong Doctor of Business Administration (DBA) Knowledge Management Class of 2005 from the University of Newcastle, NSW Australia. Lecturer: Laurence Lock Lee
Source : Dr Laurence Lock Lee
97Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 97
Knowledge Yum Cha : The Knowledge Café – Asian Style
• What was achieved … the DBA students said ….• Perhaps the Chinese tea house is the equivalent of a western style café,
though when a DBA class gets to book out the whole restaurant, the ambiance is somewhat closer to Yum Cha than “a quiet cupper”.
• Starched tablecloths were overlayed with butchers paper, marker pens and post it notes distributed along with some 10 courses of delightful Chinese food and off course a plentiful supply of a variety of Chinese tea:
• The discussion was animated, with tea and food sharing the scarce table real estate with schematics and dot points.
Source : Dr Laurence Lock Lee
98Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 98
Knowledge Yum Cha : The Knowledge Café – Asian Style
The SynthesisThe resulting synthesis surfaced many east verses west distinctions. The need to balance extreme positions in KM like the tacit verses explicit; the
codification verses personalisation; the process verses practice; knowledge stock verses flow; KM as a discipline verses KM as a general
competence were discussed and debated in class. The balance was insightfully captured by the Chinese Yin and Yang Symbol:
Source : Dr Laurence Lock Lee
99Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 99
Knowledge Yum Cha : The Knowledge Café – Asian Style
From the eastern perspective, the road to wisdom is through discipline, bravery, kindness and trust (contrasted to a western perspective of the data, information, knowledge and wisdom hierarchy).
Source : Dr Laurence Lock Lee
100Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 100
Knowledge Yum Cha : The Knowledge Café – Asian Style
Source : Dr Laurence Lock Lee
Western concepts of communities of practice as vehicles for sharing knowledge informally were balanced by the need for structure, taxonomies and categorisation of information and
the literature supporting their research. The issue of the Chinese family clans was highlighted. Clans can be both a
source of trusted sharing, but on the other hand, a restriction in developing trustful knowledge sharing relationships on a
broader, global scale. Loyalty to the clan is seen as a growth limiter for Asian enterprises.
The Knowledge Yum Cha was a great opportunity to explore the opportunities for KM in an eastern culture. The discussion
was active and insightful.
All in all the balance of east and west can only be good for KM.
101Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 101
Technical Report Writing (for projects etc) – they said …
• The University Science Professor said ….
– be concise, precise & clear(writing is hard work)
• The Engineering Manager said ….
– remember the KISS Principle – Keep It Simple Stupid( & keep paragraphs short)
• Noel Cornish, ANZIM PKSW President, Metallurgist, said …. – is valuable – I learnt to do it when I was in the Technology area
– be factual (my wife’s postcards are probably more interesting – but mine do get the facts down)
102Oct 23 2008 – UOW - Master of Engineering Practice or Management – Knowoledge Management in Project Management – KerrieAnne Christian 102
In Summary : Technical Report Writing (for projects etc– key aspects?
• Communicate
• Style - Concise & Clear
• Simple & Effective
• Investigation
• Subject Matter - Factual ( rather than having to be interesting )
• Logical & Creative
• Complex ideas
• May have variety of Audiences
• Skill - requires Practice
• Tool
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Clarity Measures – Gunning Fog Index aka Years of Education needed for an adult reader to understand a written article
Item GFI Item GFI Item GFI
Goosebumps 7 IM Soccer 15 PKSW Cadets 11
Blinky Bill 8 Medium Tech Article 16 PKSW Cadets 12
The Hobbit 9 SMH Editorial 17 PKSW Cadets 13
Harry Potter 10 Lord of the Rings 17 PKSW Cadets 13
Girlfriend Mag 11 The Bulletin Mag 18 PKSW Cadets 13
SMH Political Article 11 IM Soccer 18 PKSW Cadets 15
Light Tech Article 12 IM Rugby League 18 PKSW Cadets 15
Lonely Planet Guidebook 13 New Scientist 21 PKSW Cadets 15
Australian Geographic 14 Heavy Tech Article 25 PKSW Cadets 18
SMH Political Article 14 Clavell's Whirlwind 25 PKSW Cadets 19
NB. Media articles sometimes have one-sentence paragraphs & surround with lots of white space
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Clearer Writing : A Few General Comments
• Use clear, familiar words
• Keep most sentences short & simple : 1 basic idea & 15-25 words
• Use active verbs not passive : I wrote the report
• Personalise your writing where possible – but generally avoid in technical reports
• Use a conversational style (not slang) where possible – but not in technical reports
• The harder the ideas – the greater the need for clarity - so as to be understood
• One main idea or theme per paragraph – use connecting words between sentences
• Gather all the information you need before you start writing – like the chocolate cake
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What if you have to deliver bad news on the Project ?
Management is under pressure to deliver on performance, time, budget & safety
Your report may tell them that they are not going to achieve their kpi’s
• equipment won’t last until the next annual (scheduled) shutdown
• can’t achieve the required mechanical properties of product from the mill
• can’t achieve the budgeted tonnages through the mill
• can’t achieve hot metal chemistry from the furnace in its current state
• budget is blown by maintenance spares costs blowing out (Chinese)
What do you do?
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Failed Coke Loader : budgets delayed recommended repairs a few times Failed a week before repairs finally scheduled – operator broke leg & company prosecuted – engineer cleared
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The Art of Persuasive Writing – with apologies to Machiavelli’s “The Prince”
• Be accurate & clarify that they have received & understand the bad news• Be respectful of others – be aware of strong views / bias of your readers• If your findings are controversial – identify potential supporters & detractors• Try to avoid a clash with your supervisor or customer & don’t back people into corners • Diplomatically state the past bad practice as a result of constraints, then move on to to
the need for future improvement & acknowledge improvements in that direction• Make the story fit the facts & not the facts suit the story - avoid selective use of facts • Be ethical – don’t alter to suit someone’s agenda if inappropriate• If your recommendation means a change that affects performance negatively – be
diplomatic• Don’t hide bad news for fear of retribution – identify risks & be diplomatic
– Careful Connectors eg unfortunately.., fortunately…, it would appear that…, on weighing up the situation …, consideration should be given to …., a review of all factors has shown…
• Consider confidentiality & legal /privilege issues – there is a Discovery process• Technical reports should not be emotive nor an ego exercise
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More Practical Hints – Also Helpful in Project Bad News Situations
• Gather & keep resource material on hand relevant to your technical area – don’t overdo it
• Resource material may be hard copy articles, handbooks, electronic, web sites• Avoid re-inventing the wheel – it’s okay to get help from others • Develop a network to bounce around ideas & problems• Remember your network may have other information which will help you• Writing is a communication process – remember people may think differently• Don’t ignore past data because you didn’t generate it, or it’s not electronic• Make sure you have weighed up all the evidence, not just what suits your view• Would KT, RCA, FMEA or Five Why’s approaches help, to make sure everything’s covered ?• If results look wrong – check them out – just in case• Be prepared to ask dumb questions to clarify your understanding if necessary• Remember you are part of a team – get help if you need it – you are not flying totally solo !
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Beating the 20 Year Effect - PM / KM / KS
• Young Graduates – Learning from current Gurus
• Beyond Google - Teaching & Learning: – Consider best use of all data / information / knowledge resources are
available– “older resources” books, journals, people
• Challenge - translating “old” knowledge to “E-format”In order for the lessons of the past to avoid becoming unlearnt ….
It is imperative that succeeding generations of engineers access these past lessons.
“The future competitiveness of global companies will depend on their ability to master two things : logistics and knowledge management.” …..Bill Gates 1997