Difference between revisions of "Implementation of a KM system"

Revision as of 06:38, 30 July 2013

,

Template:Pages,

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:

1. Nuclear power plants (NPP)
2. Radioactive waste management organisations (RWM)
3. Research and development (R&D) and technical support (TSO) organisations
4. Regulatory bodies
5. 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]

Related articles