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Knowledge management key concepts
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adopting KM practices in the UK construction industry, by raising awareness of the bene ts of KM and by enhancing con dence of construction organisations to apply such practices (CIRIA, 2004) Sharing knowledge between aerospace and construction This project aimed to investigate the extent to which managerial practices can be shared between the aerospace and construction sectors (Green et al, 2004) In addition, it also sought to develop an approach to knowledge sharing that could be implemented as part of a KM initiative within individual companies (Green et al, 2004) The literature reveals that the aforementioned research projects are focused at either:
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Strategic and business perspectives (CLEVER, KnowBiz, Business case for knowledge management: guidance & toolkit for construction and Benchmarking Knowledge Management Practice in Construction ) Speci c types of knowledge, that is knowledge pertaining to sustainability (C-SanD, 2001), PFI projects (Robinson et al, 2004) and management practice (Green et al, 2004) and sustainable competitiveness (wwwknowledgemanagementuknet) Speci c project phases, that is KLICON which focused on the transfer of knowledge from early design to detailed design stages and to the contractor (McCarthy et al, 2000) Speci c type of construction organisation, for example SMEs in Boyd et al (2004)
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The need for an approach which is capable of capturing project knowledge, irrespective of the type of project, the type of construction organisation and project phases and particularly capturing the knowledge live (Kamara et al, 2003), has not been adequately addressed Research at Stanford University (Reiner and Fruchter, 2000) is considered as being closest to the goal of live capture and reuse of project knowledge However, the research does not cover the entire project but focuses only on the design evolution stage The importance of a live methodology proposed by Kamara et al (2003) to address the limitations of current practice is discussed in detail in the next section
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26 The Importance of live capture and reuse of project knowledge
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Kamara et al (2003) contend that in order to overcome the limitations in current industry practice on the capture and reuse of knowledge, it
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Capture and Reuse of Project Knowledge in Construction
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is necessary that learning from projects is captured while it is being executed (ie live ) and presented in a format that will facilitate its reuse both during and after the project, and in other contexts such as professional education and training of new construction staff The imperative of live capture of knowledge is supported by the recent survey result of construction and client organisations involved in PFI projects where the live capture of knowledge is noted as crucial by 76% and 70% of construction and client organisations respectively (Robinson et al, 2004) Hari et al (2005) noted that the speed of technological advancement requires construction organisations to quickly capture, assimilate and use their knowledge in order to remain competitive Furthermore, the need for live capture of knowledge has also been indirectly addressed by Whetherill et al (2002) They assert that the construction organisation s only sustainable advantage lies in its capability to learn faster than its competitors and the rate of change imposed by the external environment, and that there is a need to integrate learning within day-to-day work processes The strategy of the live capture proposed by Kamara et al (2003) adopts the aforementioned combined soft and hard approaches, which attempts to address the cross-organisational knowledge transfer issues (through collaborative learning and learning histories in particular) and to facilitate live capture and reuse of knowledge (through Web-based technology) respectively The live capture and reuse of project knowledge will (Kamara et al, 2003):
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Facilitate the reuse of collective learning on a project by individual rms and teams involved in its delivery In addition, other project teams can use the learning captured from previous/similar projects to deal with problems; re ection on previous learning can also trigger innovative thinking (to think about issues that might be relevant to their project) Provide knowledge that can be utilised at the operation and maintenance stages of the facility s life cycle Help to solve the aforementioned cross-organisational knowledge transfer problems The live methodology involves the members of the supply chain in a collaborative effort to capture learning in tandem with project implementation, irrespective of the contract type used to procure the project from the basis for both ongoing and post-project evaluation Bene t the client organisations with enriched knowledge about the development and construction of their facilities This will contribute to the effective management of facilities and the commissioning of other projects In the longer term, clients will bene t from the increased certainty with which construction rms can predict project outcomes Bene t the construction industry as a whole The construction supply chains will bene t, in both the short- and long-term, through the
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