Difference between revisions of "Document management"
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'''Source: ''' [[Planning and Execution of Knowledge Management Assist Missions for Nuclear Organizations]] | '''Source: ''' [[Planning and Execution of Knowledge Management Assist Missions for Nuclear Organizations]] | ||
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[[Knowledge Management for Nuclear Research and Development Organizations]] | [[Knowledge Management for Nuclear Research and Development Organizations]] | ||
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Documentation process is strongly linked to business process. We can’t design good document management system without business process model. For example, If we design document management system with document search application and data such as PDF, .doc etc. That system is a kind of electric document storage box, not document management system. One of the important parameter for manage documents is document circulation route. e.g. Some expert written information notice memo then he distributed it to a few colleague. This is a clear knowledge share or transfer process. Therefore, We should think documentation process with refer business process model. | Documentation process is strongly linked to business process. We can’t design good document management system without business process model. For example, If we design document management system with document search application and data such as PDF, .doc etc. That system is a kind of electric document storage box, not document management system. One of the important parameter for manage documents is document circulation route. e.g. Some expert written information notice memo then he distributed it to a few colleague. This is a clear knowledge share or transfer process. Therefore, We should think documentation process with refer business process model. | ||
Revision as of 10:08, 5 August 2013
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Contents
Definition
Document management is/are Systems and processes for managing documents including the creation, editing, production, storage, indexing and disposal of documents. This often refers to electronic documents and uses specific document management software. Source: Process oriented knowledge management
Document management is Template:Document management 2 Source: Planning and Execution of Knowledge Management Assist Missions for Nuclear Organizations
Document management is Template:Document management 3 Source: Comparative Analysis of Methods and Tools for Nuclear Knowledge Preservation
Document management is/are Template:Document management 4 Source: Comparative Analysis of Methods and Tools for Nuclear Knowledge Preservation
Source: Process oriented knowledge management
Summary
Description
The publication IAEA-TECDOC-1284, April 2002, ‘Information Technology Impact on Nuclear Power Plant documentation’ addresses all aspects of documentation associated with various life-cycle phases of NPPs and the information technology (IT) that are relevant to the documentation process. It also provides a guide for planning, designing, and executing an IT documentation project. This report includes examples that demonstrate successful implementations at NPPs and also discusses issues related to the application of IT at NPPs and the trends for applications of IT at NPPs as well as the technology itself.
Source: Planning and Execution of Knowledge Management Assist Missions for Nuclear Organizations
Description
Document and content management systems have been used for many years to hold explicit knowledge in the form of documentation. Such systems are particularly important in R&D organizations to help maintain in electronic format items such as research papers, results of experiments, design information, component data, drawings and other data and information relating to the research centre and its operations. Most systems incorporate a workflow module that allows the circulation of documentation amongst users maintaining configuration control for document updates following check and approve cycles. Examples of the most frequently deployed systems include:
- Documentum (www.documentum.com);
- Hummingbird (www.hummingbird.com);
- Microsoft SharePoint (www.microsoft.com);
- FileNet (www.ibm.com);
- Livelink (www.opentext.com).
Source:
Knowledge Management for Nuclear Research and Development Organizations
Description
Documentation process is strongly linked to business process. We can’t design good document management system without business process model. For example, If we design document management system with document search application and data such as PDF, .doc etc. That system is a kind of electric document storage box, not document management system. One of the important parameter for manage documents is document circulation route. e.g. Some expert written information notice memo then he distributed it to a few colleague. This is a clear knowledge share or transfer process. Therefore, We should think documentation process with refer business process model.
I have commented this issue earlier. Let me make clear what is key technology and mind set about improve document process by NMK. In other words, What is key technology and method to improve existing document management system to intelligent NK information management process?
- Analyze existing process. (Select target process e.g. Fuel inspection, LOCA analysis, etc)
- Decomposite target process element. e.g. People, Document, Data, Workflow route.
- Identify tacit knowledge owner, written knowledge, data and workflow route.
- Assess tacit knowledge value and risk
- K-Loss Risk by Retirement. (Expert age. Retirement plan. Successor, etc.)
- K-Loss Risk by Accident. (Fire, Traffic accident, etc. Expert injury.)
- Prepare knowledge retention plan about target process.
- Capture tacit knowledge by interview, Web service, etc. then store it to the K repository.
- Edit captured tacit knowledge to usable form for process knowledge support IT service.
- Transfer, Share captured knowledge for the target process staff and so on.
An important aim of KM is to transform implicit knowledge into explicit knowledge by documentation in order to be understood and utilized by others; this is often denoted as knowledge externalization. The most practicable way to achieve this is to integrate KM into everyday work, i.e. into work processes and procedures, in contrast to treating documentation of work steps as an add-on task. This integration is easiest if the work process is a very structured one. In those cases, the process might lend itself even to a high degree of automation by devising workflows supported by IT tools. The documentation of such workflows (e.g. documentation of field work in a nuclear power plant, approval of documents) is usually well supported by the workflow system. Less structured processes will require greater effort at documentation. As an example, a project implementation plan usually defines milestones for which certain types of documents (e.g. lessons learned, state of art reports) will have to be produced.
A prerequisite for continuous improvement of work processes is the feedback from all actors. Many organizations have included feedback mechanisms such as after-action reviews, lessons learned or knowledge audits into their work processes and procedures. Again, an appropriate IT-based documentation management system is instrumental in administrating documented feedback. On a broader, organization-wide scale, portals usually include forums open to all employees for expressing new ideas or proposals for improvements, often combined with a reward system for the best and most effective ideas. An efficient feedback system will prove invaluable for planning and carry through corrective action.
A problem often encountered concerns the actuality and completeness of the knowledge. The dismissal of out-dated information and knowledge is not straightforward, since it runs counter the attempt to store all relevant information in an organizational memory. Document management systems will offer the feature of defining a lifetime for a document, after which it may be automatically archived. However, this is just a small contribution to renewing knowledge domains and archiving or deleting obsolete knowledge. For this purpose, regular self-assessments should be conducted, taking into account not only the explicit documentation but also the full knowledge activities in the domain. If knowledge mapping is part of the KM system, then maps will be reviewed, changed and enhanced by means of the self-assessment.
A knowledge assessment should however not be limited to the organization; it should extend to external good practices and state-of-art. This holds true in particular for industrial organizations, when competition has to be closely watched, and for R&D organizations, since the state of art in research is always measured by international standards. Regular benchmarks comparing the knowledge level with external organizations and practices may well aid in maintaining and enhancing organizational knowledge. Integrating KM into work processes and procedures will produce a vast amount of documents. IT tools for document management such as portals and content management systems are mandatory for storing, annotating, retrieving and structuring these documents; over time, the inventory will build up a corporate memory. Today’s IT tool strongly support features such efficient search and retrieval, annotation with metadata, versioning, rights management, and archiving (see also the paragraph on IT-tools).
Efficient IT-tools are indispensable in change management. As many organizations have to adhere to rigorous policies regarding the documentation of changes in procedures, software, input data, codes, drawings, lesson plans. A document management system will provide an appropriate storing place for the related document, provided that a versioning feature is available recording all changes to a document. For software related activities, version and configuration control systems are available for software development and change management.
Documentation is generally restricted to successful activities that are it concentrates on ‘how to do things properly’. But organizations also learn from failures. It is important to document also the experience on ‘how things should not be done’, as a way of avoiding in the future the repetition of failures. This implies a deep cultural change, as well as modifying reward systems, where more moving towards cooperation. Emphasis should be made on transparency and experience and not only on success.
Source: Guide on nuclear knowledge management
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