3 Understand factors
Data and information management
Problem solving and decision-making
Project risk assessment
Identification and assessment
Reporting
Brainstorming process
Consensus
Ranking
Risk matrix
Recording
Risk registry
Mitigation, contingency and allowances
Decisions and hypothesis
Risk management plan
Risk model
Scenarios
Hypothesis
Regular update and review
Risk assessment report
Mitigation actions
Knowledge Categorisation
Hierarchy (Ackhoff)
Information
Knowledge
Wisdom
Data
Tacit /vs/ Explicit
Tacit = personal embedded in people
Explicit = factual data or information
Current status
e.g. Knowledge/Information audit
Current DM processes
Examples of good practices
Key skills, qualifications and experience
Skills and knowledge gaps
critical knowledge and information needed
External sources of knowledge
Contextual factors
Organisational
Commitment
support from higher level of hierarchy
top and middle levels of hierarchy
Good practice example - group, project, department
cultural/organisational change?
Barriers
Incentives
Implementation
Resources
Perspectives
Knowledge sharing and transfer
Situational opportunities
networking
visits/transfer
cross-functional teams/projects
physical and architectural layout
atrractive spaces for information gatherings
meetings
activities
telephone conversations
informational knowledge networks/groups
communities of practice
departmental knowledge maps
Capture and store knowledge
Straightforward process for explicit knowldege
more challenging for tacit knowledge
role of person
tacit knowledge they possess
nature of their netiwork
value of the knowledge transmitted
Technological tools:
intranets, extranets, wikis, social media platforms
! Make sure employees know how to use and access it !
development activities
induction, training and development programmes
organisational learning strategies
job rotation, work shadowing initiatives
inter-departmental/site/organisational teams and partnerships
adequate recruitment
recognise and reward creativity and innovation
capture knowledge of contractors and consultants
safeguards when individuals leave
encourage knowledge sharing and transfer
support, trust and rewards
Protect knowledge
patents
trademarks
operational policies
codes of conduct
contract
Monitoring and measurement
Intellectual capital measurement tools and approaches
Investors in People
Tobin's Q value
EFQM - business excellencce model
Balanced scorecards
Value-based measurement (VBM)
Define and understand the problem
Assess the scale of the problem
How urgent and how soon
fix-it /vs/ do-it
"Fix-i"t = quick solution
"Do-it" optimal solution
Gather relevant information about
factors that may have an influence
on the problem
what
why
how
where
who
when
identify root cause
and test hypothesis
Fishbone/Ishikawa driagram
From problem-solving
to decision-making
Brainstorming
multiple scenarios
causes and solutions
consequences and outcomes
constraints on implementation
Test proposed solution
theoretically via scenarios
physically via pilot
plan to schedule actions
Champion the final decision
fact prersentation - visuals
focus on benefits
wider timing
Monitor impact
re-assess
open-ended decissions
constant review
Brainstorming techniques
Mindmapping
Brain writing
Reversals
A to Z
Role playing / teleportation / time travel
goal-centered
branches
different facets / topics
each person starts off with a piece of paper
begins to work on an idea
circulate papers to build on and finish
how could I possibly cause a problem?"
"how could I achieve the opposite to the desired effect?"
an answer to the problem for
every letter of the alphabet
adopt a different point of view:
specific person,
person with different attributes,
different time,
different space
Rational decision-making process
"Musts"
exclusion criteria
"Wants"
Prioritisation ranking
FInal assessment combining
qualitative ranking of all wants
Cause and Effect diagram
Hierarchy showing relationships
between contributory causes
Deming wheel /
Shewart cycle
Plan
Do
Check
Act