By Hai Chen Tan, Chimay J. Anumba, Patricia M. Carrillo, Dino Bouchlaghem, John Kamara, Chika Udeaja
An organisation’s aggressive virtue lies within the wisdom of its staff and the organisation’s skill to harness that wisdom to fulfill company targets. wisdom administration is known within the development as a possible instrument for delivering organisational advantages, yet for a couple of purposes – quite the undertaking established nature of building, the place groups are brief, multidisciplinary and sometimes from diversified businesses – implementation has been merely marginally successful.Capture and Reuse of undertaking wisdom in building describes a strategy for the 'live' catch of reusable venture wisdom that displays either the organisational and human dimensions of data catch and reuse, in addition to exploiting some great benefits of expertise. this technique used to be built in line with the shortcomings of present practices in coping with undertaking wisdom, the advantages provided by means of taking pictures and sharing wisdom instantly after it truly is generated, and the organisational good thing about reusing wisdom inside a undertaking dependent setting.
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Extra info for Capture and Reuse of Project Knowledge in Construction
Benchmarking KM practice in construction The project’s primary objectives were to provide a deeper understanding of successful KM programmes and the approaches used to successfully overcome the challenges, and to identify effective ways to improve both the short- and long-term competitiveness of participating companies, all through benchmarking the activities of the group’s members (Dent and Montague, 2004). e. strategy, processes and tools) and measurement and application was published. Business case for KM: Guidance & toolkit for construction This project aimed to provide good practice guidance and a supporting management toolkit for practitioners to develop business plans and metrics for KM within their company (CIRIA, 2004).
Hari et al. (2005) noted that the speed of technological advancement requires construction organisations to ‘quickly’ capture, assimilate and use their knowledge in order to remain competitive. Furthermore, the need for ‘live’ capture of knowledge has also been indirectly addressed by Whetherill et al. (2002). They assert that the construction organisation’s only sustainable advantage lies in its capability to learn faster than its competitors and the rate of change imposed by the external environment, and that there is a need to ‘integrate learning within day-to-day work processes’.
2004). 4 Knowledge maintenance – archiving and retirement Knowledge may become obsolete over time (Pakes and Schankerman, 1979; Rich and Duchessi, 2001). The development of a discipline often constitutes new information, rules and theories, which may render part of the old information, rules, theories and hence the relevant knowledge obsolete (Nonaka and Takeuchi, 1995; Bhatt, 2001). In addition, when new sets of tools and technologies, and processes and procedures are employed by an organisation, these also often result in the need to update and refine the skills of its employees so that they can swiftly switch to the new competitive realities (Bhatt, 2001).