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| | ==Definition== | | ==Definition== |
| − | {{PAGENAME}} is {{ {{PAGENAME}} }}
| + | {{ {{PAGENAME}} }} |
| − | '''Source: ''' [[Planning and Execution of Knowledge Management Assist Missions for Nuclear Organizations]]
| + | |
| − | | + | |
| − | == Summary==
| + | |
| − | One paragraph summary which summarises the main ideas of the article.
| + | |
| | | | |
| | ==Description== | | ==Description== |
| − | ====Common perspectives on knowledge preservation====
| + | As an organization matures, the preservation of [[Implicit knowledge|implicit]] and [[Tacit knowledge|tacit knowledge]] will become more dominant, leading to preservation of process knowledge (work flow). |
| − | Different KP processes can be readily identified within most organizations. Non-experts in the field can
| + | |
| − | usually relate to and understand these, whether or not their organization has any formalized KP strategy or
| + | |
| − | programme in place. Most people have a perspective of KP based on the business or work systems and processes
| + | |
| − | (and their inherent knowledge process needs) that they work with and with which are familiar. Some examples
| + | |
| − | include:
| + | |
| | | | |
| − | *The archival perspective: this view of KP is based on objectives and processes associated with traditional digital or paper based [[Document|documents]] or [[Record|records]] of archival and [[Storage|storage]] processes and systems (such as library and records services in many organizations);
| + | The main purpose of all KP efforts is to develop a KP mechanism in which knowledge is being preserved as it is created. In this way all types of knowledge — including explicit, implicit and tacit — will be captured. In order to achieve this, different methods and tools must be employed. Within the KM context, it is obvious that nuclear KP plays a vital role. Preserving existing [[Nuclear knowledge|nuclear knowledge]], specialist expertise, and in general preventing the loss of vital technical and historical information is starting to be recognized as strategically important to the nuclear industry, in particular for nuclear facilities. As such, the development of KP approaches and tools based on innovative approaches, including the use of modern |
| − | *Business process re-engineering (BPR) and the transaction theory perspective: this view of KP emphasizes on-line information systems (also referred to as OMS) such as enterprise application software (EAS),enterprise resource planning (ERP) systems, information systems (IS), information and communications technology (ICT), and information management systems (IMS) collectively. These systems enable integrated work flow and cross-functional processes in organizations and support institutional memory by [[Capture|capturing]] and preserving the transactional history of work flow and business processes within a firm;
| + | |
| − | *Human resource and [[Organizational learning|organizational learning]] perspective: this view of KP focuses on those programmes, processes, and initiatives within a firm that ensure human resource capability is maintained and core competencies are sustained (such as formal training programmes and supporting methods, processes, and technology that facilitate tacit knowledge retention via knowledge transfer and sharing mechanisms);
| + | |
| − | *Project based perspective: this view of KP focuses on the processes and tools needed to ensure adequate capture of design detail and rationale, project records and documentation, and to safely preserve this information in a repository that will be accessible (and hopefully maintainable) in the future. Most project groups focused on design and engineering use this view. The knowledge preserved will be important and utilized throughout the life cycle of a facility;
| + | |
| − | *Production process data perspective: this view of KP focuses on operational history data (e.g. data collected from real time monitoring and control systems, system health monitoring data, laboratory information systems, on-line monitoring systems, statistical process control systems, etc.) and is used to support [[Information|information]] and knowledge needed for sustained equipment or production reliability, economics and safety;
| + | |
| − | *[[Design basis information management|Design basis information maintenance]] perspective: this view of KP focuses on the ongoing maintenance and configuration management of design data, requirements, constraints, assumptions and rationale, change history, etc., as changes are required to maintain a plant (such as maintenance of design manuals, drawings, licensing submittals, safety requirements, safety cases, equipment qualification records, etc.).
| + | |
| − | | + | |
| − | It is not uncommon for individuals within an organization that has not implemented any coordinated,
| + | |
| − | company wide KP policies and programmes to view KP quite differently (and sometimes quite narrowly),
| + | |
| − | depending upon which of these processes primarily involve them, and the associated perspectives.
| + | |
| − | | + | |
| − | '''Source:''' [[Comparative Analysis of Methods and Tools for Nuclear Knowledge Preservation]]
| + | |
| − | | + | |
| − | == Description ==
| + | |
| − | Within the KM context, it is obvious that nuclear KP plays a vital role. Preserving existing [[Nuclear knowledge|nuclear knowledge]], specialist expertise, and in general preventing the loss of vital technical and historical information is | + | |
| − | starting to be recognized as strategically important to the nuclear industry, in particular for nuclear facilities. As | + | |
| − | such, the development of KP approaches and tools based on innovative approaches, including the use of modern | + | |
| | information technology, are becoming a necessity. | | information technology, are becoming a necessity. |
| | | | |
| − | The IAEA has formalized the definition of knowledge preservation to state (see Refs [1, 13]): “a process of
| + | Organizations that do not pay attention to KP may face negative consequences (such as suffering losses or |
| − | maintaining an organizational system of knowledge and capabilities that preserves and stores perceptions, actions
| + | even worse, bankruptcy) if [[Critical knowledge|critical knowledge]] required by an organization is not preserved. In the case of the |
| − | and experiences over time and secures the possibility of recall for the future.” | + | nuclear industry, if critical knowledge associated with regulation, construction, design, maintenance, operation and decommissioning is not preserved it can lead to incidents, accidents and other significant events. An example is the |
| | + | Okiluto-3 EPR NPP currently being constructed in Finland. The project experienced construction and welding |
| | + | problems because critical knowledge associated with methods and quality assurance had been lost among local |
| | + | contractors in Finland. This resulted in delays in construction. |
| | | | |
| − | In this report, KP is viewed as including the processes required to [[Capture|capture]], understand, archive, retrieve and
| + | One of the questions being raised concerning the 'nuclear renaissance' is the availability of critical knowledge |
| − | protect [[Explicit knowledge|explicit]] and [[Tacit knowledge|tacit knowledge]] and to maintain accessibility and readability of it as technology evolves for as
| + | required to forge large pressure vessels and steam generators. Recent surveys of suppliers indicate this capability |
| − | long as the knowledge remains useful. KP can be seen as a process of maintaining an organizational system of | + | has been lost in many countries because there was a long period of time in which no new reactors were built. It is |
| − | knowledge and capabilities that preserves and stores perceptions, actions and experiences over time and secures the
| + | believed that organizations which pay attention to KP and make it a part of their objectives tend to keep a |
| − | possibility of recall for the future. The preservation of knowledge is an important phase within the KM cycle, from
| + | competitive edge. This is likely the reason that more mature organizations are now concerned about the |
| − | creation to implementation (see Fig. 1). KP, as a component of KM, plays an important role in supporting the entire
| + | preservation of institutional memory. An underlying benefit of KP is that it helps to improve work processes and |
| − | management system, which ensures the effectiveness of industrial business processes. The main factors and driving
| + | therefore aids in transforming a regular organization into a ‘learning organization’. |
| − | forces of such a management system are human resources, organizational structure and responsibilities, IT,
| + | |
| − | leadership, and cooperative culture.
| + | |
| | | | |
| − | [[File:Fraunhofer.PNG|thumb|right|500px|Fig. 1. [[Fraunhofer reference model]] for knowledge management]]
| + | Depending on an organization’s level of KM maturity (i.e. the phase of development in KM processes), it may |
| − | | + | need to embark on KP as a means of preserving critical knowledge to secure its future. |
| − | Organizations that intentionally manage their experiences for them to be available for the future have to master three basic processes of knowledge management:
| + | <!-- '''Source:''' [[Comparative Analysis of Methods and Tools for Nuclear Knowledge Preservation]] --> |
| − | *Select from the large number of organizational events, persons or experts and processes only those worth preserving;
| + | |
| − | *Store their experience in a suitable form;
| + | |
| − | *Ensure the setting up and operation of organizational memory.
| + | |
| − | | + | |
| − | The preservation of tacit knowledge assumes the [[Maintenance|maintenance]] of core competencies, specialized expertise,
| + | |
| − | and experience within an organization or industry. This is often referred to as [[Retention|knowledge retention]] and focuses on
| + | |
| − | the human aspects of KM. The preservation of explicit knowledge, on the other hand, by definition assumes a
| + | |
| − | knowledge repository or organizational memory system (OMS). A knowledge repository is a place to store and
| + | |
| − | from which to retrieve explicit knowledge. A set of file folders are an example of a low technology knowledge
| + | |
| − | repository. A high technology knowledge repository might be an OMS in the form of a database. Thus, KP
| + | |
| − | underlies all aspects of KM, including the creation or generation of new knowledge (e.g. capturing knowledge as it
| + | |
| − | is produced).
| + | |
| − | | + | |
| − | '''Source:''' [[Comparative Analysis of Methods and Tools for Nuclear Knowledge Preservation]] | + | |
| − | | + | |
| − | == Description ==
| + | |
| − | The preservation of knowledge is an important building block within the [[Knowledge management|knowledge management]] field. Organizations that intentionally manage their experiences for them to be available for the future have to master three basic processes of knowledge management:
| + | |
| − | *select, from the large number of organizational events, persons or experts and processes, only those that are worth preserving;
| + | |
| − | *store their experience in a suitable form;
| + | |
| − | *ensure the setting up and operation of the organizational memory.
| + | |
| − | | + | |
| − | '''Source: ''' [[Planning and Execution of Knowledge Management Assist Missions for Nuclear Organizations]]
| + | |
| − | | + | |
| − | ==References==
| + | |
| − | [1] INTERNATIONAL ATOMIC ENERGY AGENCY, Knowledge Management for Nuclear Industry Operating Organizations,
| + | |
| − | IAEA-TECDOC-1510, IAEA, Vienna (2006).
| + | |
| − | | + | |
| − | [13] INTERNATIONAL ATOMIC ENERGY AGENCY, Nuclear Knowledge Management Glossary, IAEA, Vienna (2005).
| + | |
| | | | |
| | ==Related articles== | | ==Related articles== |
| | | | |
| − | [[Implementation of preservation tools]] | + | [[Maintenance]] |
| − | | + | |
| − | [[Preservation tools]]
| + | |
| − | | + | |
| − | [[Preservation strategy]]
| + | |
| − | | + | |
| − | [[Long term preservation of knowledge]]
| + | |
| − | | + | |
| − | [[Long term preservation of records]]
| + | |
| − | | + | |
| − | [[Importance of preservation]]
| + | |
| − | | + | |
| − | [[Assessment of preservation tools]]
| + | |
| − | | + | |
| − | [[Fraunhofer reference model]]
| + | |
| − | | + | |
| − | [[Tacit knowledge preservation at the institute of nuclear research, Romania]]
| + | |
| − | | + | |
| − | [[Explicit knowledge preservation at the EC Joint Research Centre, Petten]]
| + | |
| | | | |
| − | [[Tacit and explicit knowledge preservation at United Technical College and Kozloduy NPP, Bulgaria]]
| |
| | | | |
| − | [[Category:Knowledge processes]] | + | [[Category:Preservation]] |
The main purpose of all KP efforts is to develop a KP mechanism in which knowledge is being preserved as it is created. In this way all types of knowledge — including explicit, implicit and tacit — will be captured. In order to achieve this, different methods and tools must be employed. Within the KM context, it is obvious that nuclear KP plays a vital role. Preserving existing nuclear knowledge, specialist expertise, and in general preventing the loss of vital technical and historical information is starting to be recognized as strategically important to the nuclear industry, in particular for nuclear facilities. As such, the development of KP approaches and tools based on innovative approaches, including the use of modern
information technology, are becoming a necessity.
Organizations that do not pay attention to KP may face negative consequences (such as suffering losses or
even worse, bankruptcy) if critical knowledge required by an organization is not preserved. In the case of the
nuclear industry, if critical knowledge associated with regulation, construction, design, maintenance, operation and decommissioning is not preserved it can lead to incidents, accidents and other significant events. An example is the
Okiluto-3 EPR NPP currently being constructed in Finland. The project experienced construction and welding
problems because critical knowledge associated with methods and quality assurance had been lost among local
contractors in Finland. This resulted in delays in construction.
One of the questions being raised concerning the 'nuclear renaissance' is the availability of critical knowledge
required to forge large pressure vessels and steam generators. Recent surveys of suppliers indicate this capability
has been lost in many countries because there was a long period of time in which no new reactors were built. It is
believed that organizations which pay attention to KP and make it a part of their objectives tend to keep a
competitive edge. This is likely the reason that more mature organizations are now concerned about the
preservation of institutional memory. An underlying benefit of KP is that it helps to improve work processes and
therefore aids in transforming a regular organization into a ‘learning organization’.
Depending on an organization’s level of KM maturity (i.e. the phase of development in KM processes), it may
need to embark on KP as a means of preserving critical knowledge to secure its future.
