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This chapter concludes this book on capture and reuse of project knowledge in construction It summarises the shortcomings of the current practices for managing project knowledge, brie y highlights the importance of a methodology for the live capture and reuse of project knowledge and outlines the main user requirements and the development of the methodology It concludes with salient points that researchers and practitioners need to take cognisance of, and identi es further work that can be conducted to enhance the methodology presented in the book
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This book covers the development of a methodology for live capture and reuse of project knowledge in construction The methodology re ects both the organisational and human dimensions of knowledge capture and reuse, and exploits the bene ts of technology The rationale for conducting the research on which the book is based was to address the knowledge loss problem due to the time lapse in capturing important knowledge from a project The aim was achieved following the successful development and the positive evaluation result received for the aforementioned methodology The methodology developed comprises a Web-based knowledge base, and an Integrated Work ow System (IWS) and a Project Knowledge Manager (PKM) Various methods were used to achieve the objectives of the research, namely extensive literature review, case study, workshop and the evaluation of the methodology developed The results achieved through these methods are summarised below Extensive literature review on knowledge management (KM) was rst carried out to gain the essential understanding on the subject in suf cient detail KM processes which comprise knowledge capture, knowledge sharing, knowledge reuse and knowledge maintenance were proposed The literature review also revealed the heavy reliance on post project reviews, the reassignment of people across projects and the contractual and organisational arrangements for the transfer of knowledge in the construction industry The various shortcomings of the existing practice
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Capture and Reuse of Project Knowledge in Construction
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in managing project knowledge effectively were uncovered Capturing knowledge through post project reviews was found less successful mainly due to the time constraints for conducting it upon the completion of a project and the knowledge loss due to time lapse in capturing the knowledge gained Reassignment of people from one project to another was undermined by the high staff turnover in the industry and the weakness of human memory in memorising facts which it depends on for knowledge transfer The attempt to facilitate the sharing of knowledge through contractual and organisational arrangements also suffered from the fact that organisations collaborating on one project might be in competition in another project which makes them reluctant to share critical knowledge This was further aggravated by corporate restrictions on the transmission of knowledge and information Further review of existing literature suggested the need for a methodology that facilitates the capture and reuse of important knowledge from ongoing projects once it is created or identi ed (ie live ) across geographical boundaries It was established that the methodology could address the aforementioned knowledge loss problem which is due to time lapse in capturing knowledge from projects and staff turnover Furthermore, it would enable the knowledge captured from the initial stages of a project to be reused at the later stages of the project, and help to seize every knowledge reuse opportunity which would, in turn, help to maximise the value of reusing the knowledge captured The novelty of the aforementioned methodology was con rmed in subsequent literature reviews A number of research projects conducted to address the various issues of managing knowledge in construction were identi ed from existing literature However, these research projects were focused at strategic and business perspectives, speci c types of knowledge, speci c project phases or speci c types of construction organisation 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 , has not been adequately addressed Research at Stanford (Reiner and Fruchter, 2000) was considered as being closest to the goal of live capture and reuse of project knowledge Nonetheless, the research did not cover the entire project but focused only on the design evolution stage Hence, a case for developing the methodology was made Various concepts were explored, in particular learning histories (Kleiner and Roth, 1997) and Collaborative Learning (Digenti, 1999), in terms of the capability to facilitate the live capture and reuse of project knowledge The study of Collaborative Learning had indirectly led to the design of the methodology to capture knowledge through project meetings or reviews This was because Collaborative Learning showed that the interactions among the members of a team can help to reveal and share their tacit knowledge An insight was also gained from learning
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