Difference between revisions of "Implementation of a KM system"
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=== Description === | === Description === | ||
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| + | ''To talk more detailed about the specifics for different type of organizations refer to 2.3.) To define roles and responsibilities in KM (different ways: one org unit, or not) Specific approach depends on the type of Organization and national culture, the tools can be tailored, make a self-assessment, try to translate the sheet into something meaningful to your organization, ( if you are just starting, to have some external expert in the team may be useful, you may ask for an assist visit to the Agency ) Based on your Self-Assessment, identify Strengths and Weaknesses, Develop Project plans, Try to focus on the deficiencies, prioritize, make a pilot project, ………….'' | ||
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| + | The chapter provides guidelines in designing and implementing NKM strategies. The approach will depend on the type of organization; this may call for tailoring the tools such as the assessment sheets to specific needs (language, organizational culture), or/and assistance from outside experts. The suggested approach starts from a self-assessment to identify the strengths and weaknesses of KM in the organizations. According to the outcome of that assessment, pilot projects can be developed and started, involving key personnel in management and subject experts. | ||
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| + | Each type of organization requires a specific approach. These approaches are outlined for: | ||
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| + | #[[Nuclear power plants]] (NPP) | ||
| + | #[[Radioactive waste management]] organisations (RWM) | ||
| + | #[[R&D/TSO|Research and development (R&D) and technical support (TSO) organisations]] | ||
| + | #[[Regulatory bodies]] | ||
| + | #[[Academic organisations]] | ||
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| + | The guideline for each of these organizations will concentrate on specific challenges, the key elements required, and a road map for the implementation of the KM strategies. | ||
| + | This chapter provides guidelines in designing and implementing NKM strategies in nuclear organizations. Specific guidelines are outlined for NPPs, radioactive waste management, R&D, TSOs, regulatory bodies and academic organizations. Tailored approaches and tools are used to address differences in applications, organizational and national culture, language, and other variations. | ||
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| + | The guidelines for each of these organizations concentrate on specific challenges, the key elements required, and a road map for the implementation of the NKM strategies. The suggested approach includes a self-assessment to identify the strengths and weaknesses of knowledge management in the organization. Based on the results of the self-assessment (identified gaps), pilot projects can be developed and started involving key personnel in management and subject experts. | ||
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| + | The level of information technology sophistication and complexity may vary considerably from one facility to another. The suggestions and recommendations for each type of facility must therefore likely be adapted to the facility’s current and anticipated IT infrastructure and technology deployments. In this case, the facility must consider this requirement, as well as the particular organization and culture of the facility. | ||
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| + | ===[[NKM for nuclear power plants (NPP)|Nuclear power plants (NPP)]]=== | ||
| + | ===[[NKM for radioactive waste management organisations (RWM)|NKM for radioactive waste management organisations (RWM)]] === | ||
| + | ===[[NKM for research and development (R&D) and technical support (TSO) organisations|Research and development (R&D) and technical support (TSO) organisations]] === | ||
| + | ===[[NKM for regulatory bodies|Regulatory bodies]]=== | ||
| + | ===[[NKM for academic organisations|Academic organisations]] === | ||
== References == | == References == | ||
Revision as of 06:37, 30 July 2013
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Contents
- 1 Definition
- 2 Summary
- 3 Description
- 3.1 Description
- 3.2 Description
- 3.3 Nuclear power plants (NPP)
- 3.4 NKM for radioactive waste management organisations (RWM)
- 3.5 Research and development (R&D) and technical support (TSO) organisations
- 3.6 Regulatory bodies
- 3.7 Academic organisations
- 4 References
- 5 Related articles
Definition
Implementation of a KM system is Installing a Knowledge Management System within an organization
Summary
Description
Description
Five stage implementation process
Stage 1 — Orientation
Stage 2 — Strategy formulization
Stage 3 — Design and launch
Stage 4 — Expand and support
Stage 5 — Institutionalize knowledge management
Governance and project reporting structures
Avoiding common pitfalls
Insufficient management commitment
Incorrect business alignment
Underestimating resource requirements
Failing to address cultural issues
Poor communication
Underestimating implementation timescales
Source: Knowledge Management for Nuclear Research and Development Organizations
Description
To talk more detailed about the specifics for different type of organizations refer to 2.3.) To define roles and responsibilities in KM (different ways: one org unit, or not) Specific approach depends on the type of Organization and national culture, the tools can be tailored, make a self-assessment, try to translate the sheet into something meaningful to your organization, ( if you are just starting, to have some external expert in the team may be useful, you may ask for an assist visit to the Agency ) Based on your Self-Assessment, identify Strengths and Weaknesses, Develop Project plans, Try to focus on the deficiencies, prioritize, make a pilot project, ………….
The chapter provides guidelines in designing and implementing NKM strategies. The approach will depend on the type of organization; this may call for tailoring the tools such as the assessment sheets to specific needs (language, organizational culture), or/and assistance from outside experts. The suggested approach starts from a self-assessment to identify the strengths and weaknesses of KM in the organizations. According to the outcome of that assessment, pilot projects can be developed and started, involving key personnel in management and subject experts.
Each type of organization requires a specific approach. These approaches are outlined for:
- Nuclear power plants (NPP)
- Radioactive waste management organisations (RWM)
- Research and development (R&D) and technical support (TSO) organisations
- Regulatory bodies
- Academic organisations
The guideline for each of these organizations will concentrate on specific challenges, the key elements required, and a road map for the implementation of the KM strategies. This chapter provides guidelines in designing and implementing NKM strategies in nuclear organizations. Specific guidelines are outlined for NPPs, radioactive waste management, R&D, TSOs, regulatory bodies and academic organizations. Tailored approaches and tools are used to address differences in applications, organizational and national culture, language, and other variations.
The guidelines for each of these organizations concentrate on specific challenges, the key elements required, and a road map for the implementation of the NKM strategies. The suggested approach includes a self-assessment to identify the strengths and weaknesses of knowledge management in the organization. Based on the results of the self-assessment (identified gaps), pilot projects can be developed and started involving key personnel in management and subject experts.
The level of information technology sophistication and complexity may vary considerably from one facility to another. The suggestions and recommendations for each type of facility must therefore likely be adapted to the facility’s current and anticipated IT infrastructure and technology deployments. In this case, the facility must consider this requirement, as well as the particular organization and culture of the facility.
Nuclear power plants (NPP)
NKM for radioactive waste management organisations (RWM)
Research and development (R&D) and technical support (TSO) organisations
Regulatory bodies
Academic organisations
References
[1]
