Difference between revisions of "NKM objectives"
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The objective of knowledge management is to facilitate the achievement of oganizational goals, whatever these are. Some of the organizational goals can be strongly enabled and influenced by managing knowledge well, others less strongly. | The objective of knowledge management is to facilitate the achievement of oganizational goals, whatever these are. Some of the organizational goals can be strongly enabled and influenced by managing knowledge well, others less strongly. | ||
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==Related articles== | ==Related articles== | ||
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[[Nuclear knowledge]] | [[Nuclear knowledge]] | ||
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[[Nuclear knowledge management]] | [[Nuclear knowledge management]] | ||
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[[Category:Knowledge management objective]] | [[Category:Knowledge management objective]] | ||
Revision as of 21:33, 13 February 2015
Contents
- 1 Definition
- 2 Summary
- 3 Description
- 3.1 To inform risk management
- 3.2 To inform decision making
- 3.3 To ensure benefits are realised
- 3.4 To communicate to society transparently
- 3.5 To protect people and the environment
- 3.6 To improve Security
- 3.7 To ensure Non-proliferation
- 3.8 To transfer knowledge over the Long term
- 3.9 To improve efficiency
- 3.10 To help continuous improvement
- 4 References
- 5 Related articles
Definition
NKM objectives are a set of business goals in a nuclear organization that can be facilitated by knowledge management
Summary
The objective of knowledge management is to facilitate the achievement of oganizational goals, whatever these are. Some of the organizational goals can be strongly enabled and influenced by managing knowledge well, others less strongly.
Description
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. The objective of knowledge management is to facilitate the achievement of oganizational goals, whatever these are. Some of the organizational goals that can be strongly enabled and influenced by managing knowledge well are listed below:
To inform risk management
Nuclear technology is complex and brings with it inherent high-consequence hazards that must be managed to acceptably low levels of risk. Many nuclear organizations, in particular licensed nuclear facilities, are dependent on the ongoing availability and maintenance of the advanced and specialized engineering and scientific knowledge that is required for the safe and economic design, construction, licensing, commissioning, operation, maintenance, and decommissioning of nuclear technology-based energy systems. Appropriate technical expertise and experience must be developed and be available throughout the nuclear technology life-cycle.
To inform decision making
Objective: To ensure safety and economics over the entire life-cycle of nuclear facilities, decision-making at all levels of the organization needs to be risk-informed and knowledge-driven. An adequate understanding of the potential safety consequences of all decisions and actions related to the application and use of nuclear technology and systems exists, and the risks that safety will be compromised can be kept to acceptably low levels.
To ensure benefits are realised
Objective: Nuclear knowledge management strategies are formulated, adopted and implemented at a level aimed at enhancing the benefits of nuclear power systems to society at large. Maximizing the return on intellectual and informational resources, can ensure that the full benefits from using nuclear energy are assured and maintained through succeeding workforce lifetimes [2, 6].
To communicate to society transparently
Objective: Knowledge management programmes provide for the use of nuclear knowledge in a transparent way and also for its social acceptance. A better understanding of the implications of nuclear activities on the part of society, as well as communicating the scientific and technical knowledge base of nuclear development [2, 6].
To protect people and the environment
Objective: Dedicated knowledge management programmes are applied, which are aimed at enhancing the safety of nuclear installations and the protection of people and the environment. Safety is critical to the successful operation of nuclear power plants as well as other nuclear installations. [2, 5, 7]. For organizations to operate successfully and safely, they must understand the vital link between nuclear knowledge and safety.
To improve Security
Objective: Knowledge management programmes are designed and implemented to exclude information thefts and other malicious acts affecting nuclear installations and materials, and with the aim of enhancing security. Provide stewardship of sensitive information and contribute to enhancing the security of nuclear installations [2, 6].
To ensure Non-proliferation
Objective: Knowledge management programmes identify and protect confidential and classified knowledge and information and ensure that their use is in accordance with international obligations in relation to the non-proliferation of nuclear weapons and ensures continuity of safeguards information. While knowledge sharing is a stimulus for innovation and development, knowledge protection in some specific areas is also an important element of the overall knowledge management strategy [2].
To transfer knowledge over the Long term
Objective: Knowledge management systems maximize the flow of nuclear knowledge from one generation to the next, and attract, maintain and further develop a dedicated body of highly competent professional staff, in order to sustain nuclear competence over the entire lifetime of nuclear installations. Implementing a nuclear energy programme is a long term commitment, involving repeated intergenerational transfer of accumulated knowledge and skills. This is achieved by means of a long term knowledge management strategy, which needs periodic updating [2–4, 6]. Further, nuclear facilities may have very long life-cycles with changing operational conditions. The ability of nuclear operating organizations to take safe decisions and actions is continually being threatened by the risk of knowledge loss.
To improve efficiency
Objective: Nuclear knowledge is managed as a basic economic resource, and includes three fundamental components: personnel, processes and technology, for all stages of the nuclear fuel cycle.
To help continuous improvement
Objective: Knowledge management is applied as a key driver for continuous improvement. Continuous improvement is a key element of any knowledge management strategy [2, 6].
References
- [1] INTERNATIONAL ATOMIC ENERGY AGENCY, Nuclear Energy Basic Principles, IAEA Nuclear Energy Series No. NE-BP, IAEA, Vienna (2008).
- [2] INTERNATIONAL ATOMIC ENERGY AGENCY, Introduction to the Use of the INPRO Methodology in a NESA, IAEA Nuclear Energy Series No. NP-T-1.12, IAEA, Vienna (2010).
- [3] INTERNATIONAL ATOMIC ENERGY AGENCY, Nuclear Energy Development in the 21st Century: Global Scenarios and Regional Trends, IAEA Nuclear Energy Series No. NP-T-1.8, IAEA, Vienna (2010).
- [4] INTERNATIONAL ATOMIC ENERGY AGENCY, IAEA Tools and Methodologies for Energy System Planning and Nuclear Energy System Assessment, brochure, IAEA, Vienna (2009).
- [5] INTERNATIONAL ATOMIC ENERGY AGENCY, Legal and Governmental Infrastructure for Nuclear, Radiation, Radioactive Waste and Transport Safety Requirements, IAEA Safety Standards Series No. GS-R-1, IAEA, Vienna (2000).
- [6] INTERNATIONAL ATOMIC ENERGY AGENCY, The Management System for Facilities and Activities, IAEA Safety Standards Series No. GS-R-3, IAEA, Vienna (2006).
- [7] EUROPEAN ATOMIC ENERGY COMMUNITY, FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS, INTERNATIONAL ATOMIC ENERGY AGENCY, INTERNATIONAL LABOUR ORGANIZATION, INTERNATIONAL MARITIME ORGANIZATION, OECD NUCLEAR ENERGY AGTENCY, PAN AMERICAN HEALTH ORGANIZATION, UNITED NATIONS ENVIRONMENT PROGRAMME, WORLD HEALTH ORGANIZATION, Fundamental Safety Principles, IAEA Safety Standards Series No. SF-1, IAEA, Vienna (2006).
