Episode 443: Project Knowledge Sharing for Innovation (Free)
Employees get 50-75% of their relevant information directly from other people. All project management begins with knowledge; one of the most critical organizational assets—intellectual capital—is held captive in the minds of individuals. How to capture, share, retain and reuse this knowledge is the greatest challenge facing organizations today.
This interview with Benjamin Anyacho (LinkedIn Profile) and Bruce Moore (LinkedIn Profile) was recorded at the PMI® Global Conference 2019 in Philadelphia, Pennsylvania, USA. We discuss how to create/establish a robust knowledge-sharing environment intelligently, leveraging it for exponential growth, competitive advantage, and innovation.
Our discussion also looks at intelligent approaches to managing competencies, capabilities, and critical knowledge assets of the organization strategies for converting, capturing, sharing, as well as ways to retaining/reusing project knowledge to achieve innovative solutions, and value
Below are the first few pages of the transcript. The complete transcript is available to Premium subscribers only.
Cornelius Fichtner: In this episode of The Project Management Podcast™, we explore how to establish a robust knowledge-sharing environment in your organization and we go to the knowledge café.
Hello and welcome back to The Project Management Podcast™ at www.pm-podcast.com. I am Cornelius Fichtner.
We are coming to you live from the hallways here at the PMI 2019 Global Conference. We are sitting at a table and lots of people around us so don’t be surprised if you suddenly hear people on their phones or somebody walking by.
Cornelius Fichtner: With me today, I have Benjamin Anyacho. Hello, Benjamin!
Benjamin Anyacho: Hello!
Cornelius Fichtner: You have been in the program before.
Benjamin Anyacho: Yes.
Cornelius Fichtner: We’re glad to have you back. We’re once again talking about knowledge management but this time the knowledge evolution.
And with you is Bruce Moore. You are his co-presenter, I understand.
Bruce Moore: Yes.
Cornelius Fichtner: And you just walked out of the presentation, right, literally a few minutes ago?
Bruce Moore: Exactly.
Cornelius Fichtner: How did it go?
Benjamin Anyacho: We’re looking at each other, Cornelius.
Bruce Moore: It went phenomenally well actually. We didn’t know what to expect with the topic and Benjamin and I were saying how wonderfully it went. We had over a hundred people that participated.
Cornelius Fichtner: That’s good.
Bruce Moore: Excellent!
Cornelius Fichtner: So the topic was “Knowledge Revolution --- Creating the Right Environment for Shared Project Knowledge and Innovation.”
Benjamin Anyacho: Yes.
Cornelius Fichtner: And you had two learning objectives. Let’s start with those maybe. I’ll read them out and then whoever wants to take that, you can talk us through a little bit why you have chosen that one. So the first one is: Identify intelligent approaches to manage incompetencies, capabilities and critical knowledge assets of the organization. Why did you choose that first one?
Benjamin Anyacho: Yes, well, thank you so much for having us, Cornelius. Basically, knowledge is one of those big things. Everybody seems to understand what it means but nobody understands what it means. Yeah, so many competencies, capabilities, work skills, expertise, gift smart of the employee, project managers, but these knowledge asset is so hard to transfer. Before you transfer a knowledge, the first thing you do is identify the knowledge. You have to identify and the exception to that, ask them: How many people here know all that they know? One hand went up.
So the most important thing is to understand the knowledge that is resident in their employees. Part of the employee knowledge is part of the asset, knowledge asset of the organization including intellectual capitals and so on and so forth.
So knowledge management gives us the tool to identify this knowledge. When you identify them, you analyze them then you can capture the ones that are capturable. You cannot capture every knowledge. And then what you can capture, you cannot dump them into SharePoint or Telerik. You correct this knowledge. Index the knowledge. Make the knowledge accessible. Make the knowledge findable, usable, reusable across the enterprise. That’s when it becomes knowledge management. So one of the objectives is to identify approaches, how to do this.
And the next one is to develop the strategies to combat…the most important thing is to combat data to information, information to knowledge, knowledge to wisdom or to new knowledge. So because you can make decision with just data or information. Knowledge is the only information that is contextualized. So you have to contextualize information before it becomes knowledge then you can make a reasonable decision or a judgement, and management decision with the information.
Cornelius Fichtner: And I think the second learning objective that Benjamin just talked about, Bruce, this is probably where you come in as well because you are actually with PM Ware and if I understood this correctly from what I saw about the presentation, you, Benjamin, you are more on the conceptual side, the framework, whereas you, Bruce, you are applied. How do we actually develop a software that then allows us to manage?
Above are the first few pages of the transcript. The complete transcript is available to Premium subscribers only. Please subscribe to our Premium Podcast to receive a PDF transcript.
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