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Knowledge Management

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7/8/13

1.What it mean by “communities of practice” in the context of knowledge management? Why is important to have “proven/best practices”? What are the basic functions of communities and associated examples? What are the approaches that make the “communities of practice” work for ConocoPhillips, Fluor, and Schlumberger? (p61-64) Knowledge retention has been a top priority for the Aerospace Corporation since its founding in 1960. Most of the programs in which Aerospace is involved go on for decades, making knowledge retention critical in the face of rapid staff turnover at customer organizations. The types of knowledge that are critical to retain within the technical and programmatic areas of the organization are also the elements that are most valued by Aerospace’s customers. The Aerospace knowledge retention strategy is organization-wide and integrates with both its KM strategy and its workforce planning strategy. Aerospace’s KM office is charged with leading a KM sub council that coordinates KM approaches through a customer council, whose members represent across-section of business interests throughout the organization. Aerospace has dealt with the challenges of retaining and transferring key knowledge through: * The development of intensive content and document management resources and systems * A governance and organizational structure aligned with knowledge needs The acculturation and orientation of new employees * A robust and long-standing retiree work program

* A strong focus on communities of practice in engineering and programs to cut across the organizational structure 2. What are the traits of successful communities and how does these train related to your personal and business experience? What are the unique characteristics of communities approaches that ConocoPhillips, Fluor, and Schlumberger were taking? What are the Success factors for the “Communities of Practice”? (p64-68) 1. A compelling, clear value proposition for all involved

2. A dedicated, skilled facilitator or leader
3. A coherent, comprehensive knowledge map for the core content of the community 4. An outlined, easy-to-follow knowledge-sharing process
5. An appropriate technology medium that facilitates knowledge exchange, retrieval, and collaboration 6. Communication and training plans for members and interested stake­holders 7. An up-to-date, dynamic roster of community members

8. Several key metrics of success to show results
9. A recognition plan for participants
10. An agenda of critical topics to cover for the first—and next—three to six months of existence Communities of practice are KM’s killer application. This approach most comprehensively addresses the raison d’être of KM: connecting employees to get answers at a teachable moment, collecting content important to a community of employees, retaining content when employees leave the community, and keeping content fresh by capturing ongoing dialogue. Consider communities to be boundary-spanning units responsible for finding and sharing best practices, stewarding knowledge, and helping employees work better. Communities are important because they nurture and harness the raw material of this millennium—knowledge—in the service of your organization. 3. What is “Lessons Learned”? How does it relate to Knowledge Management? How should we approach “Lessons Learned”? What are the challenges of “Lessons Learned”? How can “Lessons Learned help our organization? What are the common problems of lessons learned approach? What are the typical steps of lessons learned approach? Explain “Path A or Path B” and how can we apply? Please use examples to elaborate if possible.(p68-74) KM’s antidote is to provide approaches to aid collective memory and capture lessons, experiences, and practices. Sometimes called after-action reviews, project milestone reviews, post-mortems, or event debriefs, these lessons-learned approaches capture knowledge from projects, events,... Show More

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