CAPTURING AND SHARING LESSONS LEARNED ACROSS BOUNDARIES: A VIDEO-BASED APPROACH

In light of emerging product development trends, such as Product-Service Systems, manufacturing organizations are obliged to collaborate across functional and organizational borders. Hence, companies are increasingly investigating how to leverage knowledge management practices to enhance their dynamic learning capabilities to achieve continuous process improvements. Many researchers assert that lessons learned practices are possible ways for organizational learning, which allows for continuous capturing and sharing of experiential knowledge across boundaries in order to learn both from mistakes and successes. However, many organizations fall short in capturing and sharing lessons from projects and applying them in new situations. The purpose of this paper is to propose a video-based approach and related guidelines for capturing and sharing lessons learned in a dynamic manner across functional and organizational boundaries. Based on laboratory experiments as well as validation activities conducted in collaboration with an aerospace manufacturer, this paper compares the video-based approach with a more traditional text-based approach of documenting lessons learned from projects. The paper describes the results of testing activities conducted with a video-based lessons learned prototype and the authors reflect on its implications for design practice management in the aerospace industry

Designing the IT Course Within an Executive MBA Program

By combining knowledge management concepts with standard MBA course elements (technology, applications, systems development, and IT management), explicit and tacit knowledge can be created and diffused within the Management of Information Technology course designed for executive MBA students. The article, based on lessons learned over a ten-year period, discusses the course and presents a set of pedagogical principles. The paper includes a discussion of the appropriate role of technology in executive MBA courses and a detailed generic course syllabus

The integration of lessons learned knowledge in Building Information Modelling (BIM)

Lessons learned systems are vital means for integrating construction knowledge into the various phases of the construction project life cycle. Many such systems are tailored towards the owner organisation’s specific needs and workflows to overcome challenges with information collection, documentation and retrieval. Previous works have relied on the development of conventional local and network/cloud-based database management systems to store and retrieve lessons gathered on projects. These lessons learned systems operate independently and have not been developed to take full advantage of the benefits of integration with emerging building information modelling (BIM) technology. As such construction professionals are faced with the shortcomings of the lack in efficient and speedy retrieval of context-focused information on lessons learned for appropriate utilization in projects. To tackle this challenge, we propose the integration of lesson learned knowledge management in BIM in addition to existing 2D-8D modelling of project information. The integration was implemented through the embedding of non –structured query system, NoSQL (MongoDB), in a BIM enabled environment to host lessons learned information linked to model items and 4D modelling project tasks of the digitised model. This is beyond existing conventional text-based queries and is novel. The system is implemented in .NET Frameworks and interfaced with a project management BIM tool, Navisworks Manage. The demonstration with a test case of a federated model from a pre-design school project suggests that lessons learned systems can become an integral part of BIM environments and contribute to enhancing knowledge reuse in projects

Investigation into current industrial practices relating to product lifecycle management in a multi-national manufacturing company

Product Lifecycle Management (PLM) systems have gained growing acceptance for managing all information relating to products throughout their full lifecycle, from idea conceptualisation through operations to servicing and disposal. This paper, through an in-depth exploratory study into a leading power generation manufacturing organisation, presents current PLM issues experienced by manufacturing companies, exploring three separate topics: 1) PLM, 2) Knowledge Management and Lessons Learnt and 3) Product Servicing and Maintenance. Following a review of published literature, results of the investigation are presented, analysing the responses of 17 employees interviewed. With respect to Product Development, it was found that information traceability is time consuming and change management requests take too long to complete. Results relating to knowledge management indicate that the Company operates a ‘who you know’ culture, but do aim to capture lessons learned on the manufacturing shop floor and assembly lines. Therefore, a prototype design is proposed to integrate the capturing of lessons learnt within the existing PLM system

An advanced systemic lesson learned knowledge model for project organisations

The research study described in this thesis was inspired by many years as a project manager, watching the failure of organisation projects, and the lessons learned. This led to the research idea of how can the lessons learned enable organisations to learn from past project experiences to drive continuous improvement. The thesis is based on five published publications that collectively make a significant contribution to knowledge of the development of the Systemic Lessons Learned Knowledge (Syllk) model (Paper One) and application of the Syllk model (Papers Two, Three and Four) and the research methodology (Paper Five). I have applied an action research study which addressed the dual imperatives of both the research and problem solving by using a series of action research cycles on three separate projects. The research method consisted of multiple spiral action research cycles. I have demonstrated how to apply the Syllk model to enable the organisations to disseminate and apply knowledge/lessons learned. The initial planning stage consisted of interviews, followed by focus groups, to identify the facilitators and barriers that impact upon the initial design of the Syllk model within the organisation. Established knowledge management practices were aligned with each of the Syllk elements to address the identified barriers and facilitate learning as the action cycles progressed. Initiatives were implemented, and actions were observed, monitored, and then evaluated after a period of reflection using an after-action review process. The results from this research showed how knowledge capability can be wired (distributed) across organisational systems (capability networked) and how the Syllk model can be used to conceptually facilitate this. The research study described in this thesis provides insights into how an organisation learns and how it can be effectively wired to acquire and accumulate knowledge, including from lessons learned. The thesis highlights that the variables of the Syllk model (learning, culture, social, technology, process and infrastructure) were found to be the most dynamic and influential for the organisation participating in the action research. The action research outcomes showed that an organisation is not a simple structure, but rather, a complex interweaving and coupling (capability network) of the Syllk elements of people and systems. Processes in the organisation need to align with the elements of the Syllk model. Using action research is one possible way forward. One needs to understand how the organisation is wired for knowledge and lessons learned. The findings from this research form a sound structure for future research studies based on the application of the Syllk model. This research supports the premise that to successfully manage projects and day-to-day business activities, the learning process is challenged by many barriers. The thesis demonstrates that action research can benefit project management and knowledge management researchers and practitioners

An architectural model for software testing lesson learned systems

Software testing is a key aspect of software reliability and quality assurance in a context where software development constantly has to overcome mammoth challenges in a continuously changing environment. One of the characteristics of software testing is that it has a large intellectual capital component and can thus benefit from the use of the experience gained from past projects. Software testing can, then, potentially benefit from solutions provided by the knowledge management discipline. There are in fact a number of proposals concerning effective knowledge management related to several software engineering processes. Objective: We defend the use of a lesson learned system for software testing. The reason is that such a system is an effective knowledge management resource enabling testers and managers to take advantage of the experience locked away in the brains of the testers. To do this, the experience has to be gathered, disseminated and reused. Method: After analyzing the proposals for managing software testing experience, significant weaknesses have been detected in the current systems of this type. The architectural model proposed here for lesson learned systems is designed to try to avoid these weaknesses. This model (i) defines the structure of the software testing lessons learned; (ii) sets up procedures for lesson learned management; and (iii) supports the design of software tools to manage the lessons learned. Results: A different approach, based on the management of the lessons learned that software testing engineers gather from everyday experience, with two basic goals: usefulness and applicability. Conclusion: The architectural model proposed here lays the groundwork to overcome the obstacles to sharing and reusing experience gained in the software testing and test management. As such, it provides guidance for developing software testing lesson learned systems

Information Systems for Disaster Management: The Impact of National Context

Disaster management systems including information systems, differ in each jurisdiction as they are dependent on cultural context, available resources and disaster typology characteristics. As a result, developing knowledge and lessons learned in disaster management, to improve systems and processes is very difficult. By better understanding why systems and processes differ from jurisdiction to jurisdiction development of a body of knowledge for disaster systems and process improvement would become more achievable. To graphically highlight and learn from jurisdictional factors, we take a closer look at flood management practices (systems and processes) in China where there is a high incidence of flood disasters and significant death and damage at a far larger scale that that experienced in Australia. In China, flood preparation is based primarily on information systems predictive models to support critical hydraulic engineering decisions while response is mainly reliant on government resource allocation where the military become a key player

The right stuff ‘v’ the right (safe) thing

This is not the 1950’s where test pilots needed the ‘right stuff’ and certainly not the beginning of aviation where the Wright brother’s early designs needed pilots with more than the right stuff. In those formative years of aviation and jet development, designers and pilots did not have the same design understanding and knowledge that we have today. In addition, they did not have the same understanding and knowledge of Systems Safety engineering and Human Factors expertise that we have today. Manned suborbital flights of today should be undertaken in vehicles that have been designed effectively with appropriately derived safety requirements including fault-tolerance, safe life and design-for-minimum risk approaches – and all to an acceptable level of safety. Therefore, although initial suborbital pilots will originate from flight test schools and still possess similar traits to their earlier test pilot brethren, they should be protected by the right (safe) thing by design and analysis rather than rely on the right stuff due to ineffective design and operating procedures. The paper presents a review of the SpaceShip2 accident as a case study to highlight the right (safe) things that should be considered in the design, analysis and operations for suborbital operators. The authors of this paper contend that suborbital piloted vehicles should be designed with the knowledge and understanding and lessons learned from those early X-plane flights, lessons learned from general space safety, lessons learned from pilot Human Factors/Crew Resource Management training and by understanding that safety management and safety engineering are essential disciplines that should be integrated with the design team from the concept phase

Knowledge-based assistance in costing the space station DMS

The Software Cost Engineering (SCE) methodology developed over the last two decades at IBM Systems Integration Division (SID) in Houston is utilized to cost the NASA Space Station Data Management System (DMS). An ongoing project to capture this methodology, which is built on a foundation of experiences and lessons learned, has resulted in the development of an internal-use-only, PC-based prototype that integrates algorithmic tools with knowledge-based decision support assistants. This prototype Software Cost Engineering Automation Tool (SCEAT) is being employed to assist in the DMS costing exercises. At the same time, DMS costing serves as a forcing function and provides a platform for the continuing, iterative development, calibration, and validation and verification of SCEAT. The data that forms the cost engineering database is derived from more than 15 years of development of NASA Space Shuttle software, ranging from low criticality, low complexity support tools to highly complex and highly critical onboard software

A Knowledge-Engine Architecture for a Competence Management Information System

This paper describes the ongoing project to develop a knowledge-engine architecture that is being specified and developed by a Portuguese software development company called Shortcut. The primary goal of this work is create an architecture suitable for use, initially, in a Competence Management System (CMS) but also scalable for later use in more generic forms of Knowledge Management Systems (KMS). In general, Knowledge Management (KM) initiatives promote the management, i.e. the creation, storage and sharing, of knowledge assets within an organization. The practical focus of our work is to support the management of employees’ competencies through using a KM approach to create a web based CMS based on a structured content management infrastructure. The system is designed using an ontology-driven framework that incorporates expert annotations which integrate aspects of less tangible knowledge, such as contextual information with more structured knowledge such as that stored in databases, procedures, manuals, books and reports. The theoretical focus of the work is on the representation of competence-based knowledge resources, such as human capital, skills, heuristics acquired during project development, best practices and lessons-learned. This work should contribute for improving the understanding and analysis of the collective knowledge, skills and competencies that are created through problem solving in day-to-day activities and could act as a meeting point for issues around problem solving in complex organizations and context-based information retrieval