Difference between revisions of "Process oriented knowledge management"
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{{PAGENAME}} is {{POKM}} | {{PAGENAME}} is {{POKM}} | ||
| + | an integrated approach, based on processes within the context of an overall Managed System for identifying, acquiring, transforming, developing, disseminating, using, sharing and preserving knowledge to achieving specified objectives. Knowledge management helps an organization, and the associated process owners, to gain insight and understanding from its own experience as well as from other process owners within their associated Communities of Practice. Specific activities in knowledge management, including benchmarking and performance improvement help the organization to better acquire, store and utilize knowledge. In addition performance improvement in the nuclear industry incorporates general KM concepts such as taking a systems approach with feedback, ‘after action reviews’ (debriefings and lessons learned) and self-assessment. Knowledge management consists of three fundamental components: People, Processes and Technology. | ||
== Description== | == Description== | ||
Revision as of 07:27, 20 October 2013
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Contents
Definition
Process oriented knowledge management is An approach to knowledge management that is designed to provide employees with task-related knowledge in the organization's business processes
Summary
Process oriented knowledge management is Template:POKM an integrated approach, based on processes within the context of an overall Managed System for identifying, acquiring, transforming, developing, disseminating, using, sharing and preserving knowledge to achieving specified objectives. Knowledge management helps an organization, and the associated process owners, to gain insight and understanding from its own experience as well as from other process owners within their associated Communities of Practice. Specific activities in knowledge management, including benchmarking and performance improvement help the organization to better acquire, store and utilize knowledge. In addition performance improvement in the nuclear industry incorporates general KM concepts such as taking a systems approach with feedback, ‘after action reviews’ (debriefings and lessons learned) and self-assessment. Knowledge management consists of three fundamental components: People, Processes and Technology.
Description
Background
Drivers for justification for a POKM approach include the need to continuously and reliably improve NPP efficiency and effectiveness while maintaining high overall levels of safety. These improvements are required despite challenges such as an aging workforce, specific equipment challenges and the need to periodically adopt improvement technology and modified plant systems. POKM methods are also accompanied by improved measurement frameworks for productivity, quality and cost effectiveness as well as an improved ability to integrate work elements into a high-performing management system.
The origins of ‘Knowledge management’ can be traced to work pioneered in the early 1990s by the US Department of Defence. Business methods were popularized in the mid 1990s by The American Productivity and Quality Centre and methods spread from there to the global business community in general. Within the energy sector, deregulation within the USA caused more attention to being placed on having utilities being operated as business enterprises with an increased attention being placed on process management, activity-based costing, benchmarking and communities of practice between 1995 and 2004. In this way many elements of what was originally known as ‘Benchmarking and performance improvement’ came to be more properly understood as ‘Knowledge management’ by 2002. In fact, the IAEA Nuclear Knowledge Management Programme was originally formulated based on work done in human resources benchmarking in such best practices as workforce planning and knowledge retention.
Benefits of process oriented knowledge
References
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