1	Project Knowledge: Where Did It Go? Dr David J. Skyrme David Skyrme Associates
2	Topics
3	The Essence Knowledge Management is the explicit and systematic management of vital knowledge - and its associated processes of creation, organization, diffusion, use and exploitation - to help achieve organizational objectives.
4	Essentially Different
5	Essentially Different
6	Essentially Chaordic
7	Shift of Focus
8	KM Maturity Curve
9	10 Myths about KM (1) It’s New It’s A Passing Fad It’s About Knowledge It’s Difficult To Justify It Must Be Led by a CKO
10	10 Myths About KM (2) People Won’t Share their Knowledge It’s Primarily a Technology Solution It’s Just for Large K-intensive Firms Knowledge Assets are Not Measurable Pioneers have “Been There, Done That”
11	What is Project Knowledge? What’s essential? What’s nice to have? Where is it?
12	What Is Project Knowledge? Stakeholder’s Needs (explicit / implicit) Project Histories and Experiences Skills and Teams (personal characteristics) Project Management Processes / Tools Expectations / People Management etc. etc. i.e. process, people, pragmatic knowledge > know-why, know-what, know-how, know-who
13	Case: Schlumberger SINET (started 1991) Shared databases clients, technology, projects, sites etc. Project ‘memory’ synopsis, status, future, lessons learned Smart searching - tracks previous searches ClientLink - links solutions to needs
14	Knowledge Practices
15	Knowledge Capture While You Work AARs, PPRs Client Dialogues Topic Communities
16	AAR (After Action Review) What Should Have Happened? What Actually Happened? Why Were There Differences? What Did We Learn? c.f. CP3 (Prince) – Post Project Review
17	Knowledge Sharing
18	Case: Hewlett-Packard Open, innovative culture “If only HP knew what HP knows” (Lee Platt)
19	Best Practices
20	Is Best Practice The Best? Learn from Peers Tacit Knowledge Transfer Historic – Time Lags – Catch-up to stay still Context Dependent Stretch Goals Breakthrough Thinking … A Recipe for Mediocrity?
21	Is KM a Project? Strong link to business need Knowledge creation and sharing Pilots for ‘proof of concept’ Exploits ICT infrastructure Systematic processes Very people dependent Needs champions, resources, specialist skills Continuous Learning … so what’s the same, what’s different?
22	Challenges and Pitfalls (1) The IT obsession – remember people, processes Single perspective – holistic, multi-disciplined Fragmentation – create a knowledge base of projects Mechanistic (tick box) – flexible framework Impatient for ‘quick fix’ – quick-wins in longer plan
23	Challenges and Pitfalls (2) No time! Wrong time! – prioritize corporate goals Organization in chaos – need basics in place Management ‘nod’ – need active support / commitment Wrong language, skills – adapt, outsource, learn Fail “what’s in it for me” – embed, human psychology!
24	Opportunities Saves ‘reinvention’, right approach quicker Faster transfer of ‘good practice’ Locates critical expertise Captures core knowledge for re-use Solutions to intractable problems Reduces risk Bottom line – higher revenues, lower costs … Net Result: Customer Delight!
25	Final Thought
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27	Reflections
28	Contact Details