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Knowledge Capture from Projects
Continuous improvement in business results requires that learning from current and past projects be passed on to future projects. Although some of this knowledge transfer can be achieved by moving people, this is slow and inefficient. Relying on human memory is not a good long term plan, and needs to be bolstered and supported by effective, low impact Knowledge Capture
Knoco Ltd. was engaged by a major multinational oil company to help capture knowledge from a major project in the North African desert.
Over a two-day period, we facilitated a discussion between the core members of the project team, members of partner companies and the government, and specialist support resources from head office.
Over 20 key learning areas were identified, discussed, and captured through audio recording and live typing. These were written up into a series of learning resources, loaded to the company knowledge database. These have now been used by other projects to influence their planning processes.
However many companies have had poor experiences of Knowledge Capture. Often this is disappointing, held back by poor quality lessons, often with a political spin, which are never re-used.
With a Retrospect, you can bring out the key knowledge and experience developed by a project team, and capture it for future reuse and the benefit of future projects. By facilitating a dialogue within the whole team, a good coach can bring out the knowledge that comes from the team interactions - knowledge that any one individual may be unaware of, but which the team as a whole knows.
Retrospects are face-to-face or video conference meetings that take place as soon as possible after a project is completed. The duration varies depending on number of people, duration, and complexity of the project. They can be from 30 minutes to an hour for a short, simple project or four or more hours for a 10 person, six month project. A Retrospect of an alliance between several departments or companies may take two days. A general rule of thumb for working out how long to allow, is to multiply the number of people on the team by 30 minutes.
By facilitating a Retrospect at the end of a selected major business project, we will identify, analyse and capture the operational knowledge they have gained. This knowledge is codified in such as way as to be of maximum utility to the team running the next similar project.
Last updated May 2012. Contents Copyright Knoco Ltd.