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The document discusses Knowledge Management (KM) plans and their importance for projects. KM plans:
1) Provide clarity on learning goals and who is accountable for specific learning actions.
2) Allow KM to be fully integrated into project controls and management in a rigorous way, on par with risk management.
3) Facilitate the evolution of KM into a true management discipline that is a core part of project management rather than an optional add-on.
KM plans have three main components: a knowledge register, KM protocol, and implementation plan. They provide a tailored definition for each project of who should do what and when to manage knowledge.
The document discusses Knowledge Management (KM) plans and their importance for projects. KM plans:
1) Provide clarity on learning goals and who is accountable for specific learning actions.
2) Allow KM to be fully integrated into project controls and management in a rigorous way, on par with risk management.
3) Facilitate the evolution of KM into a true management discipline that is a core part of project management rather than an optional add-on.
KM plans have three main components: a knowledge register, KM protocol, and implementation plan. They provide a tailored definition for each project of who should do what and when to manage knowledge.
The document discusses Knowledge Management (KM) plans and their importance for projects. KM plans:
1) Provide clarity on learning goals and who is accountable for specific learning actions.
2) Allow KM to be fully integrated into project controls and management in a rigorous way, on par with risk management.
3) Facilitate the evolution of KM into a true management discipline that is a core part of project management rather than an optional add-on.
KM plans have three main components: a knowledge register, KM protocol, and implementation plan. They provide a tailored definition for each project of who should do what and when to manage knowledge.
However, there is often a lack of definition as to what this learning entails as well as a lack of focus and clarity on who is accountable for what learning. KM plans deliver that clarity The concept of a project-level Knowledge Management plan is one of the most exciting new ideas to come out of Knowledge Management in the past 5 years. It is a device that allows Knowledge Management to be fully embedded into project controls, at the same level of rigour as risk management or document management. Additionally, it allows the assignment of accountabilities to individual project team members and enables these accountabilities to be monitored and reviewed. Knowledge Management plans facilitate the evolution of Knowledge Management to become a true management discipline - a component part of an integrated project management approach rather than a mere add-on or an aspirational after- thought.
Purpose A Knowledge Management (KM) Plan is an organized, systematic and focused approach to identifying and implementing the knowledge goals and objectives of a project. It is a document for a specific project, department or function, which details: "What knowledge is needed by the project?" What knowledge will be created by the project "What system of processes, technologies and roles will be used to manage knowledge within the project? "What actions need to be taken to implement the system? "Which people are accountable for individual actions? Contents A KM plan has three main components: 1. A Knowledge Register this defines the key areas of knowledge needed by the project (i.e. key knowledge inputs), and the assigned actions to make sure this knowledge is accessed. It also defines the key areas of knowledge which the project will be learning about and which they need to share with the rest of the organisation (i.e. key knowledge outputs) as well as the actions to make sure this sharing happens.
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Knowledge Management Plans An organized, systematic and focused approach to identifying and implementing the knowledge goals and objectives of a project.
2. A KM Protocol this defines: The system by which knowledge will be managed in the project; Roles and accountabilities for KM within the projecyt, Technologies (i.e. such as lessons databases) to be used; Processes to be applied and when, as part of the project timeline. The KM protocol for the project will need to conform to corporate KM standards and it is quite likely that all projects within a single business area will conform to a similar protocol. 3. An implementation plan for the project, to make sure the protocol is ready to use - this will require: Training of staff in the tools and technologies; Induction of new staff; Registration of staff onto the relevant communities of practice; Installation of technology onto peoples desktops. Creating a plan The plan is created at a KM planning workshop, held as part of the set-up activities early in the project. This is about the same time the team are developing their risk management plan, their document management plan, and other front-end planning activities. The KM planning workshops follow a standard process, where: Key knowledge inputs and outputs are identified and ranked; Actions are assigned for seeking and for sharing knowledge; The project KM protocol is introduced and agreed, and the tools introduced; KM accountabilities are discussed and assigned.
Using the plan The plan is used by senior management to review whether a project is applying KM and has identified all the critical knowledge inputs and outputs. Along with other reporting mechanisms, it is reviewed at project stage gates. The plan is also used by the project KM champion to track learning actions, and the close-out of lessons learned, Benefits of the KM plan A Knowledge Management plan therefore takes the broad topic of Knowledge Management and turns it into a specific definition, tailored for the project, of who should be doing what, by when, using which tools, in order to manage knowledge for the benefit of the project, and for the benefit of the company. As an analogy, a Knowledge Management plan contains the same degree of detail, process and rigour as a Risk Management plan. Knowledge and Risk are two of the main intangibles that need to be managed through the project. Knowledge Management Plans as part of Project Learning. The Knowledge Management plan is a governance document, setting expectations and accountabilities for KM within the project, and focusing KM efforts on the knowledge which is critical for project success. It should be applied as part of an integrated project learning system, incorporating roles, processes and supporting technologies. You can learn more about project learning systems from our website.