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| | ==Definition== | | ==Definition== |
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| − | '''Source:''' [[]]
| + | == Description == |
| − | | + | Process-oriented knowledge management (POKM) focuses on organizational [[Process|processes]]. At it's heart is a workflow management subsystem that [[Capture|captures]] knowledge in context as it is created and presents [[Information|information]] to the user at the right step of the process. Its repository contains information created and manipulated in the process and that of the process itself in the form of process designs, case histories and [[Lessons learned|lessons learned]] from past experiences. |
| − | == Summary==
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| − | {{PAGENAME}} is {{POKM}}
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| − | | + | |
| − | == Description== | + | |
| − | ===Background===
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| − | {{Drivers for POKM}}
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| − | {{The origins of knowledge management}}
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| − | ===[[Benefits of process oriented knowledge management|Benefits of process oriented knowledge]]===
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| − | ====[[Human resource management | Human resource benefits of process oriented knowledge management]]====
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| − | ====General benefits for POKM====
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| − | General benefits of POKM include reduced risks to overall operations by understanding important concepts such as ‘Risk of [[Knowledge loss]]’ and to retain valuable ‘[[Knowledge worker|knowledge workers]]’ to sustain high levels of performance. Also benefits include achieving greater safety and productivity by making [[Knowledge management|KM]] considerations part of the organization’s process design and improvement efforts.
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| − | Failure to apply POKM concepts increases the risk of ‘repeat events’ in operational terms but also it can be reflected in increased training costs or other plant inefficiency expenses involving preservation, location, retrieval and application of knowledge. Critical failures to manage [[Nuclear knowledge|nuclear knowledge]] could amount to losses in US $Billions. (Three Mile Island unit 2 accident, Chernobyl accident, Davis-Besse Degraded Reactor Head Material Condition Event, to name a few of example events that have happened in the past).
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| − | The new benefit in overall risk management means continued or increasing levels of safety and achieving a higher return on invested capital, as well as understanding important factors needed to manage a more profitable business.
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| − | Specific capabilities of POKM include:
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| − | * How to make better use of human resources;
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| − | * How to integrate work activities into a managed system;
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| − | * How to be more consistent and systematic;
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| − | * How to leverage and measure overall performance of a group of NPPs (‘Fleet Concept’).
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| − | To accomplish the above, the organization must recognize the need to define what information and data are needed to effectively accomplish work and design systems (procedures, information technology and a skilled workforce) that applies the right data available when needed.
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| − | ====Benefits for decision makers====
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| − | Decision makers often have to decide important things in areas where they may have low levels of experience or insufficient data. But in a POKM framework there is more in-depth support for the following outcomes:
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| − | * Builds [[Teamwork|teamwork]] because ‘We is more important than You or Me’;
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| − | * Creates the background for error free decisions;
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| − | * Gives executives a tool to apply their leadership role. The best leaders are the knowledgeable leaders;
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| − | * Shows plant managers how to reach excellence and also how to stay there;
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| − | * Creates opportunity for the managers to ‘Be an example’:
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| − | * The manager knows that he must trust the employees because he knows they know;
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| − | * Establishes employees accountability;
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| − | * Creates an opportunity for leaders to cultivate the benefits of knowledge-sharing:
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| − | * NPP performance demonstrates how good management is [[Sharing|knowledge sharing]];
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| − | * Financial rewards should be linked to results and knowledge sharing;
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| − | * Improved safety is like ‘Getting a bonus from the regulator’;
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| − | * Communicate the score by management to show safety is the final success;
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| − | * Key message — The Knowledge Manager of the plant is the Chief Nuclear Officer (CNO);
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| − | * The CNO and Chief Engineer (CE) are managing the most expensive resource in the plant — the [[Knowledge|knowledge]], skills and expertise needed to run the plant safely and efficiently.
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| − | ====Benefits for employees====
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| − | Employees must believe in [[Nuclear knowledge management|NKM]]. If they do not believe in it, they will not [[Sharing|share]] and sharing is the most important as aspect of NKM. If they understand the concepts such that they will see that it will help them to do their daily business easier, faster and with fewer problems, and then they will support it. NKM is also more supported by employees if the processes that produce, archive and use improve their overall quality of life. Specific benefits targeted at employees are:
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| − | * How to be more efficient and effective;
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| − | * How to do a job better;
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| − | * How to make better use of human resources;
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| − | * How to access knowledge easier;
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| − | * How to be more consistent and systematic;
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| − | * How to get help with an issue when personal knowledge is insufficient.
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| − | '''Source:''' [[Process oriented knowledge management for nuclear organizations]]
| + | Ref. [1] gives a detailed description of process oriented knowledge management in nuclear organizations. |
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| | == References == | | == References == |
| − | [1] | + | [1] Process oriented knowledge management for nuclear organizations (to be published) |
| − | ==Related articles==
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| − | [[Benefits of process oriented knowledge management]]
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| − | [[category:Tools]] | + | [[Category:Knowledge management]] |
| − | [[category:KM systems]]
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An approach to knowledge management that is designed to provide employees with task-related knowledge in the organization's business processes
Ref. [1] gives a detailed description of process oriented knowledge management in nuclear organizations.
[1] Process oriented knowledge management for nuclear organizations (to be published)
