Difference between revisions of "Collaboration"
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'''Source:''' | '''Source:''' | ||
[[Knowledge Management for Nuclear Research and Development Organizations]] | [[Knowledge Management for Nuclear Research and Development Organizations]] | ||
| + | |||
| + | ==Description== | ||
| + | |||
| + | Purpose | ||
| + | |||
| + | To achieve results through group working. | ||
| + | Description | ||
| + | |||
| + | Work together as a group towards a common goal irrespective of geographic location, organisational boundaries or position in an organisation. Common project or management system framework, electronic coordination, communication and cooperation tools may be deployed. Cultural alignment across organisations may necessitate development of a human performance team development programme. | ||
| + | Recommendation | ||
| + | |||
| + | Encourage working together by implementing or deploying physical coordination, electronic coordination, communication and cooperation tools. | ||
| + | KM practices | ||
| + | |||
| + | Collaboration includes coordination of work, i.e. orchestrating tasks on a timeline with various resources, communication and cooperation to deliver synchronous tasks. Collaboration is supported by the physical co-location of staff and electronic tools. Coordination is supported by electronic workflow and project management. Communication is supported by, for example, e-mail, discussion forums, micro-blogging, video-conferencing and webinars. Cooperation is supported by, for example, digital whiteboards, annotation mechanisms or application sharing. Arrangements and controls reflect the level of collaboration required and extent of knowledge sharing required. Extensive collaborative team working is maintained through human performance activities to align individual and group values and behaviours. Typically these focus on developing team leaders and communications that reinforce expectations for behavioural performance expectations. | ||
| + | Add Sellafield practices | ||
| + | Contributions from the Sellafield Management System | ||
| + | |||
| + | These elements from the Sellafield Management System contribute to implementation of the recommendation for Collaborate. Each element has a score commensurate with its impact on the recommendation. | ||
| + | |||
| + | * Design Start-up | ||
| + | * Initiating a Project | ||
| + | * Intellectual Property | ||
| + | * Maintaining Organisational Baseline Configuration | ||
| + | * Peer Review-Technical Support | ||
| + | * Preparing a Plant for POCO | ||
| + | * Providing Support to a Project | ||
| + | * Reachback and Agency Workers | ||
| + | * Specialist Facilities | ||
| + | * Strategic Make versus Buy | ||
| + | * Technical Centres of Expertise | ||
| + | * Technical Skills People Resources | ||
| + | * Technology Development | ||
| + | |||
== References == | == References == | ||
Revision as of 14:51, 11 December 2013
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Contents
Definition
Collaboration is The process of group working together and sharing knowledge to achieve shared or individual objectives. A generic term to describe teamwork or group effort. Source: Planning and Execution of Knowledge Management Assist Missions for Nuclear Organizations
Summary
Description
In knowledge management, collaboration is often used more specifically to describe close working relationships involving the sharing of knowledge. An example of collaboration in the nuclear industry is a cross-functional team.
Source: Planning and Execution of Knowledge Management Assist Missions for Nuclear Organizations
Description
Collaboration and benchmarking are effective ways to share knowledge, support continuous improvement, and identify best practices. Collaboration is the process of bring people together with different knowledge and skill sets to accomplish specific objects. It requires organization, teamwork and trust. The various knowledge and skills of team members can contribute to the overall success of the project.
Source: Guide on nuclear knowledge management
Description
Nuclear R&D organizations are becoming increasingly involved in the development of international strategic alliances that require the sharing of research staff and their knowledge in international networks of excellence. This aspect applies to all types of R&D organization and is more prevalent in those organizations that are state or publicly funded. Such collaboration and partnership between R&D institutes, government, universities and industry require a flexible approach and this process can be facilitated by the introduction of various KM tools and techniques as described in Section 6. The overall benefits of this approach can be realized in terms of efficiency (cost) savings and reputation in adopting new and innovative solutions as described in para 5.2.
- Applicable organizational functions:
- All types of R&D organization.
- Related KM tools/techniques to consider:
- Communities of practice;
- Collaboration and social networking tools;
- Rapid evidence reviews;
- Peer assist;
- Knowledge cafe;
- Knowledge marketplace.
Source: Knowledge Management for Nuclear Research and Development Organizations
Description
Purpose
To achieve results through group working. Description
Work together as a group towards a common goal irrespective of geographic location, organisational boundaries or position in an organisation. Common project or management system framework, electronic coordination, communication and cooperation tools may be deployed. Cultural alignment across organisations may necessitate development of a human performance team development programme. Recommendation
Encourage working together by implementing or deploying physical coordination, electronic coordination, communication and cooperation tools. KM practices
Collaboration includes coordination of work, i.e. orchestrating tasks on a timeline with various resources, communication and cooperation to deliver synchronous tasks. Collaboration is supported by the physical co-location of staff and electronic tools. Coordination is supported by electronic workflow and project management. Communication is supported by, for example, e-mail, discussion forums, micro-blogging, video-conferencing and webinars. Cooperation is supported by, for example, digital whiteboards, annotation mechanisms or application sharing. Arrangements and controls reflect the level of collaboration required and extent of knowledge sharing required. Extensive collaborative team working is maintained through human performance activities to align individual and group values and behaviours. Typically these focus on developing team leaders and communications that reinforce expectations for behavioural performance expectations. Add Sellafield practices Contributions from the Sellafield Management System
These elements from the Sellafield Management System contribute to implementation of the recommendation for Collaborate. Each element has a score commensurate with its impact on the recommendation.
- Design Start-up
- Initiating a Project
- Intellectual Property
- Maintaining Organisational Baseline Configuration
- Peer Review-Technical Support
- Preparing a Plant for POCO
- Providing Support to a Project
- Reachback and Agency Workers
- Specialist Facilities
- Strategic Make versus Buy
- Technical Centres of Expertise
- Technical Skills People Resources
- Technology Development
