Knowledge Transfer Needs and Methods

INE/AUTC 12.3

Research and Applications of the Processes of Performance Appraisal: A Bibliography of Recent Literature, 1981-1989

[Excerpt] There have been several recent reviews of different subtopics within the general performance appraisal literature. The reader of these reviews will find, however, that the accompanying citations may be of limited utility for one or more reasons. For example, the reference sections of these reviews are usually composed of citations which support a specific theory or practical approach to the evaluation of human performance. Consequently, the citation lists for these reviews are, as they must be, highly selective and do not include works that may have only a peripheral relationship to a given reviewer\u27s target concerns. Another problem is that the citations are out of date. That is, review articles frequently contain many citations that are fifteen or more years old. The generation of new studies and knowledge in this field occurs very rapidly. This creates a need for additional reference information solely devoted to identifying the wealth of new research, ideas, and writing that is changing the field

SPICE 3: Facilitating organisational process improvement through good practice sharing

This paper describes the latest iteration of the SPICE research. SPICE 3 explains the process maturity framework to address the level III of the SPICE model. Building upon the developments of level II, SPICE 3 advocates establishment of a process improvement infrastructure to facilitate good practice sharing in construction organisations. To achieve SPICE level III process maturity, organisations should posses four key processes and five process enablers. The model developed helped the case study organisations to identify their process strengths and also areas requiring improvement

Decision Management Process Improvement Project

A Project Submitted in Partial Fulfillment of the Requirements for the Degree of MASTER OF SCIENCE in Project ManagementIt has become all too common that questions are raised during the execution of a project pertaining to the decisions that were made early on. Without having maintained a concise, accessible record of project decisions, the project manager and team members would find it difficult to provide hard evidence as to how they got to this point and what impacts specific decisions had on the project’s trajectory. This paper introduces the Decision Management Process Improvement Project (DMPIP), which focuses on improving decision management process throughout the lifecycle of a project with the aim of adding value to project performance and helping obtain project success. This new tool was inspired due to a lack of appropriate methods involving complex projects at a local consulting firm. The process along with the tool is being added to the toolset of a local Consulting Firm. This Firm plans to introduce the tools and techniques to clients that will benefit from an increased Project Management maturity level with improvements to its decision-tracking processes and demonstration of downstream effects of important decisions. The final product is a contribution to the Project Management Body of Knowledge (PMBOK) in the form of creating a Project Decision Management knowledge area in the PMBOK format. A decision log that follows a decision throughout the whole process from problem identification and analysis to the eventual outcome is at the core of the created knowledge area.Title Page / Table of Contents / List of Exhibits / Abstract / Keywords / Introduction / Project Purpose / Project Benefits / Research Methodology / Research Results Analysis / Project Management Approach / Final Products / Conclusion and Recommendations / Opportunities for Future Development / Reference

Collaborative knowledge management - A construction case study

Due to the new threats and challenges faced by the construction industry today, construction companies must seek new solutions in order to remain ahead of the competition. Knowledge has been identified to be a significant organisational resource, which if used effectively can provide competitive advantage. A lot of emphasis is being put on how to identify, capture and share knowledge in today's organisations. It has been argued over the years that due to the fragmented nature of the construction industry and ad-hoc nature of the construction projects, capture and reuse of valuable knowledge gathered during a construction project pose a challenge. As a result critical mistakes are repeated on projects and construction professionals have to kee