Capture and Reuse of Project Knowledge in Construction in .NET

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author of a knowledge entry with those who need it for the sharing of that knowledge The methodology may seem to incline towards a codi cation strategy, but it also caters for tacit tacit exchanges According to Hansen et al (1999), this is the approach adopted by rms who have excelled in managing their knowledge A standard format for representing the reusable project knowledge captured (ie one of the requirements identi ed) was proposed and subsequently validated in the workshop conducted The concept of a Project Knowledge File (PKF) is introduced which contains relevant project information and project knowledge that can be reused both during the execution (eg in subsequent phases) and after the completion of the project The PKF covers: (a) Background information on the project: These include project title, project location, project sector, type of project, start and completion dates, duration, companies involved and date on which the knowledge is captured (which is included as an attempt to address the knowledge obsolescence issue) (b) Abstract: This is a short description of the knowledge captured (c) Details: This is the detailed explanation of the knowledge so as to help others to understand and hence reuse the knowledge Video clips, diagrams and photographs can also be used to help explain the details about the knowledge, or to capture the tacit knowledge (d) Conditions for reuse: This spells out the condition(s) for reusing a particular knowledge entry (e) Reference: This contains the reference to other relevant knowledge captured in the system, project documents, publications (eg books and reports), websites, where further details may be obtained A hyperlink to Web pages showing the contact details of the author (eg phone number, email and photo) to aid the transfer of tacit knowledge is also provided here There is a consensus between the ndings from the literature review (Maier, 2002; Rollett, 2003) and case studies (ie Companies A and D) that knowledge has to be put into theme-speci c categories to ease understanding and retrieval The reusable project knowledge identi ed can be organised in the hierarchy as depicted in Figure 51 In addition to the organisation of knowledge, a knowledge map and an index can be provided to give users an overview of the knowledge available as suggested by Maier (2002) This can be met through the creation of an index table as depicted in Table 52 Further to the strategy that the methodology should be built on existing practice in the construction industry for the capture of reusable project knowledge, the next section focuses on the details and the capability of current practice in meeting the design requirements for the methodology identi ed
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Methodology for live knowledge capture and reuse of project knowledge
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Knowledge category
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For example, process knowledge and costing knowledge
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Knowledge type
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For example, design and construction knowledge which fall under the process knowledge category
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Knowledge topic
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For example, knowledge about clean room design which falls under design knowledge
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Figure 51 The hierarchy for the organisation of reusable project knowledge captured
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523 Current practice for the capture of reusable project knowledge
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The development of a methodology for live capture of reusable project knowledge in construction requires an understanding of the current practice for capturing project knowledge and the capability of current practice to help facilitate it The case studies revealed that post project reviews (PPRs) are still the single most important KM tool to capture project knowledge It also revealed that there was no single KM technique or technology that could meet all the requirements for knowledge capture in construction organisations A very pragmatic approach was therefore adopted by the construction organisations to capture and reuse project knowledge with a combination of KM techniques and technologies used The details of the ndings on each of the current methods for capturing reusable project knowledge are presented below: Post Project Review The scope of knowledge to be captured in PPR is very wide as it covers almost all types of project knowledge Company D conducts PPR within 6 months of the completion of its projects PPR was chaired by project managers, and a report recording what went well and lessons learned was then prepared The ndings would be assessed to identify the learning which was reusable in other projects PPR was made mandatory through the ISO 9000 system implemented by Company C The PPR report was shared directly through its intranet and indirectly through its communities of practice (COPs) Company B s PPRs were conducted within 1 3 months of the end of a project, and took half or one full day depending on the complexity of the project and issues that emerged The key learning was captured in point forms (ie do s and don ts) which the company acknowledged as lacking in detail
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