Capture and Reuse of Project Knowledge in Construction in .NET framework

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Capture and Reuse of Project Knowledge in Construction
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tagged as best practices or lessons learned In 3, details of how project extranets can facilitate the capture and reuse of reusable project knowledge were brie y discussed Communities of Practice Two types of CoPs were identi ed from the case studies: the conventional CoPs without the aid of ICT and the CoPs aided by ICT such as intranet and groupware Company B had nine CoPs for nine disciplines: estimating, design management, admin secretarial and so forth, which fell into the former category Knowledge was shared through people-to-people interactions within and across Company B s CoPs In Company C, its CoPs were called skills networks and were aided by ICT The company assisted the setting up of emergent CoPs by providing them with in-house developed groupware to support group interactions and communication To advocate CoPs, registration for joining was not required and there was no restriction over the number of CoPs that one can participate In many instances, people belong to more than one CoP Details of how groupware can facilitate the capture and reuse of reusable project knowledge is presented in 3 Recruitment Two companies (ie Companies C and F) stated that recruitment was used to capture the knowledge which is not available within the company To achieve this, a detailed selection procedure was established in Company F to ensure that the recruits have very good command of the required knowledge and skills Furthermore, the candidates would also be assessed on their willingness to share knowledge Forums There were two types of forums identi ed from the case studies: the conventional and IT-aided In Company A, a conventional forum is conducted on face-to-face basis at monthly intervals for the senior partners to share their knowledge with the associates of the company The company argued that this allows the tacit knowledge residing in the head of the partners to be shared with and captured by others in the company Company C s online forum allows members of staff to post questions and request for assistance from colleagues with the knowledge across the company s intranet The online forum is a very powerful tool in locating and sharing knowledge, particularly when there is no formal record of who knows what in a company Documentation of knowledge There were attempts in four out of the six case study companies to document their design knowledge and best practices For the design knowledge,
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Methodology for live knowledge capture and reuse of project knowledge
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a handbook which spells out the standard procedures to be followed in design, key design issues need to be paid attention (eg health and safety), the forms to be lled and the reference or Web links to relevant information, was created and circulated within Company A The handbook was accessible through the intranet Company C created feedback notes to capture the industry s best practices and lessons learned It is also aimed at investigating how emergent issues are in uencing the company s current practice and to provide suggestions on how to deal with the issues Feedback notes were written in a standard format and were subject to peer review for validation before they could be shared in the company s intranet Company D prepared case studies for each of the projects to record the roles of the company in the project, relevant background knowledge, programme and uniqueness of the particular project The case studies prepared were accessible through intranet For Company F, a knowledge base was created for the capture of knowledge in the format speci ed by the custom-designed software Expert directory Expert directory refers to the Personal Pro le, Divisionary Directory and staff appraisal report of Companies C, F and B respectively for the capture of the knowledge on who knows what This knowledge covers details such as the skills, experience, expertise, contact details and job function of company staff It is crucial in facilitating the connection of people with the right knowledge to the people who need the knowledge, particularly the more tacit knowledge which is notoriously dif cult to codify Personal Pro le was Company C s intranet-based staff pro ling system for capturing this knowledge A standard procedure was established to ensure that members of staff keep their personal pro les up to date Company B conducted staff appraisals at xed intervals (normally annually) to capture this knowledge However, the knowledge was recorded in paper form and there was no established means for other staff to access and hence to bene t from reusing this knowledge Company F s Web-based Divisionary Directory was very similar to the Company C s Personal Pro le The system facilitated the identi cation of the right people with the right knowledge by name and keywords (eg the type of expertise required) for knowledge sharing Research and development team The Research and development (R&D) team within Company D was established to seek room for improvement and encourages members of staff to suggest new topics for research The research carried out could be regarded as one of the practices to acquire new knowledge within the company The team provided brochures on the outcome of its research, and made presentations to the various branches within the company to disseminate this knowledge
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