Difference between revisions of "Nuclear knowledge management"
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==Definition== | ==Definition== | ||
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== Summary== | == Summary== | ||
| − | Nuclear knowledge management is an integrated, | + | Nuclear knowledge management is an integrated, systemic approach applied to all stages of the nuclear knowledge cycle. It impacts on human resources, information and communication technology, process and document management systems. Thus, corporate and national strategies relating to nuclear safety can be significantly influenced by our ability to manage knowledge both now and in the future. Managing knowledge is an essential enabler of any nuclear power programme. |
==Description== | ==Description== | ||
| − | Knowledge is the nuclear energy industry’s most valuable asset and resource, without which the industry cannot operate safely and economically. In addition to being essential, nuclear knowledge is also very complex, expensive to acquire and maintain, and easily lost. Member states, suppliers, and operating organizations that wish to obtain the benefits of peaceful applications of nuclear technology must also accept the responsibilities that go with it, and this includes a primary responsibility to ensure that the associated nuclear knowledge is sustainable and is sustained. | + | Knowledge is the nuclear energy industry’s most valuable asset and resource, without which the industry cannot operate safely and economically. In addition to being essential, [[Nuclear knowledge|nuclear knowledge]] is also very complex, expensive to acquire and maintain, and easily lost. Member states, suppliers, and operating organizations that wish to obtain the benefits of peaceful applications of nuclear technology must also accept the responsibilities that go with it, and this includes a primary responsibility to ensure that the associated nuclear knowledge is sustainable and is sustained. |
| − | + | The industrial infrastructure required to create and maintain the full scope of nuclear knowledge. It can represent a significant economic and technical burden for many Member States. This infrastructure includes research and development (R&D) and technical support organizations, laboratories to handle a wide variety of nuclear materials, research and power reactors, hot cells, reprocessing plants, demonstration facilities and disposal sites. These have to be supported by skilled operators, health physicists, regulatory and licensing bodies, quality and financial controllers. In recent years, the cost of maintaining such an infrastructure has risen. Willingness to share nuclear knowledge means more Member States, particularly in | |
| + | developing regions, are likely to have access to life-changing technology without the crippling burden of infrastructure costs. | ||
| + | Effective management of nuclear facilities requires suitably qualified personnel. An important element of human resource management is the management of knowledge — the knowledge that individuals need as part of the competence requirements for assigned tasks and the additional knowledge they acquire in carrying out those tasks. This knowledge will be needed by several generations of the workforce during the lifetime of the nuclear energy programme. As the nuclear workforce ages and retires, the number of suitably qualified and experienced staff will decline and the knowledge they possess may be lost. Action is being taken to address this with the development of higher education programmes that focus, specifically, on nuclear technology and its application. However, many of these programmes in many countries are still in their infancy, and rely on concerted government and academic support — and both bodies are under constant pressure to demonstrate that they make best use of public funding. In some case it could take decades of support before the benefits are realised and, in the meantime, nuclear safety and security may be at risk. Furthermore, innovation will be compromised. Specialist knowledge is needed to apply nuclear technology in medicine, agriculture, industry, disease prevention, water management, electricity production and mineral exploration. If the knowledge accumulated to date is lost, applications will stall and many generations could have a less secure and sustainable future. These factors have led to the need for effective [[Knowledge management strategy|strategies and policies for knowledge management]] in [[Nuclear organization|nuclear organizations]] [1]. | ||
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| + | Nuclear knowledge management is the management of nuclear [[Knowledge process | knowledge processes]] to achieve NKM goals. It supports the organization's business processes, and involves applying knowledge management practices to address the characteristics and specific needs of [[Nuclear knowledge | nuclear knowledge]] and nuclear organizations. It can include the application of knowledge management practices at any stage of the nuclear knowledge life cycle: research and development, design and engineering, construction, commissioning, operations, maintenance, refurbishment and life time extension, waste management, and decommissioning. Nuclear knowledge management issues and priorities are often unique to the particular circumstances of individual Member States and their nuclear industry organizations. Nuclear knowledge management may focus on knowledge creation, identification, sharing, transfer, protection, validation, storage, dissemination, preservation or utilization. Nuclear knowledge management practices may involve the application of any of a wide range of knowledge management practices to enhance and support traditional business functions and goals such as human resource management, training, planning, operations, maintenance, projects, innovation, performance and risk management, information management, process management, organizational learning and information technology support. | ||
| − | + | Nuclear organizations need to develop and implement a [[NKM strategy|nuclear knowledge management strategy]] that provides a framework for establishing principles, policy, priorities and plans to apply knowledge management practices in the workplace. Clearly defined [[NKM objectives | objectives]] will help establish the role of knowledge management in the nuclear organization. | |
| − | + | Knowledge Management Systems support nuclear organizations to focus on strengthening and aligning the knowledge. | |
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| − | [[Nuclear | + | == IAEA approach to Nuclear Knowledge Management == |
| + | [[File:NKM holistic model Subject are mapv65.png|thumb|right|500px|Fig. 1. The Nuclear Knowledge Management Framework]] | ||
| + | Many generic models have been developed describing knowledge management. These models are applicable in a general way, independent of the domain to be considered. For the specific domain of Nuclear KM, IAEA has developed a framework based on the experience of the member states and the long engagement of IAEA in knowledge management. This framework is depicted in Fig. 1. The framework models all fundamental components of nuclear knowledge management and their interrelations, thus presenting an integrated or holistic view of KM in the nuclear domain. | ||
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| + | It is well recognized that knowledge management has to serve the mission and purpose of an organization with clearly defined objectives, in contrast to early attempts to just introduce knowledge management in the vague anticipation of possible benefits. Therefore, the nuclear organizations and the business process established to reach their goals are central to the framework. A KM strategy is needed to implement KM, and must be aligned with the organization's objectives and its business processes. KM needs to address the challenges of the organization, and to show the benefits in resolving them. | ||
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| + | The business processes are supported by knowledge processes. Knowledge processes cover a broad scope in knowledge generation, validation, and maintenance: they are keys in building new knowledge, maintaining acquired knowledge and applying knowledge. The knowledge processes are enabled by tools, which include KM methods and the IT environment supportive of knowledge related activities. | ||
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| + | The focus on people as the most important component of KM ("people-focused KM") is underlined by recognition of the need for competent workforce, which is crucial particularly in the nuclear field. Competence management and provisions for education are the means to achieve and maintain a high competence level. The development and growth of knowledge and competence depends substantially on an open organizational culture. | ||
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| + | ==Related articles== | ||
[[NKM objectives]] | [[NKM objectives]] | ||
[[NKM policy]] | [[NKM policy]] | ||
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| − | [[Category: | + | [[Category:Nuclear knowledge management]] |
Latest revision as of 10:20, 7 April 2016
Definition
Knowledge management in the nuclear domain
Summary
Nuclear knowledge management is an integrated, systemic approach applied to all stages of the nuclear knowledge cycle. It impacts on human resources, information and communication technology, process and document management systems. Thus, corporate and national strategies relating to nuclear safety can be significantly influenced by our ability to manage knowledge both now and in the future. Managing knowledge is an essential enabler of any nuclear power programme.
Description
Knowledge is the nuclear energy industry’s most valuable asset and resource, without which the industry cannot operate safely and economically. In addition to being essential, nuclear knowledge is also very complex, expensive to acquire and maintain, and easily lost. Member states, suppliers, and operating organizations that wish to obtain the benefits of peaceful applications of nuclear technology must also accept the responsibilities that go with it, and this includes a primary responsibility to ensure that the associated nuclear knowledge is sustainable and is sustained.
The industrial infrastructure required to create and maintain the full scope of nuclear knowledge. It can represent a significant economic and technical burden for many Member States. This infrastructure includes research and development (R&D) and technical support organizations, laboratories to handle a wide variety of nuclear materials, research and power reactors, hot cells, reprocessing plants, demonstration facilities and disposal sites. These have to be supported by skilled operators, health physicists, regulatory and licensing bodies, quality and financial controllers. In recent years, the cost of maintaining such an infrastructure has risen. Willingness to share nuclear knowledge means more Member States, particularly in developing regions, are likely to have access to life-changing technology without the crippling burden of infrastructure costs. Effective management of nuclear facilities requires suitably qualified personnel. An important element of human resource management is the management of knowledge — the knowledge that individuals need as part of the competence requirements for assigned tasks and the additional knowledge they acquire in carrying out those tasks. This knowledge will be needed by several generations of the workforce during the lifetime of the nuclear energy programme. As the nuclear workforce ages and retires, the number of suitably qualified and experienced staff will decline and the knowledge they possess may be lost. Action is being taken to address this with the development of higher education programmes that focus, specifically, on nuclear technology and its application. However, many of these programmes in many countries are still in their infancy, and rely on concerted government and academic support — and both bodies are under constant pressure to demonstrate that they make best use of public funding. In some case it could take decades of support before the benefits are realised and, in the meantime, nuclear safety and security may be at risk. Furthermore, innovation will be compromised. Specialist knowledge is needed to apply nuclear technology in medicine, agriculture, industry, disease prevention, water management, electricity production and mineral exploration. If the knowledge accumulated to date is lost, applications will stall and many generations could have a less secure and sustainable future. These factors have led to the need for effective strategies and policies for knowledge management in nuclear organizations [1].
