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More About This Textbook
Overview
An organisation's competitive advantage lies in the knowledge of its employees and the organisation's ability to harness that knowledge to meet business objectives. Knowledge management is recognised in the construction industry as a potential tool for providing organisational benefits, but for a number of reasons - particularly the project based nature of construction, where teams are transient, multidisciplinary and often from different organisations - implementation has been only marginally successful.
Capture and Reuse of Project Knowledge in Construction describes a methodology for the 'live' capture of reusable project knowledge that reflects both the organisational and human dimensions of knowledge capture and reuse, as well as exploiting the benefits of technology. This methodology was developed in response to the shortcomings of current practices in managing project knowledge, the benefits offered by capturing and sharing knowledge immediately after it is generated, and the organisational benefits of reusing knowledge within a project based environment.
Written for all practitioners in project-based industries who have struggled with the capture and reuse of knowledge on their projects, it will also be of interest to students and researchers in construction management and allied disciplines.
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Meet the Author
Hai Chen Tan is Assistant Professor in the Department of Built Environment, Universiti Tunku Abdul Rahman, Malaysia
Chimay J. Anumba is Professor of Architectural Engineering and Head of the Department of Architectural Engineering at the Pennsylvania State University, USA.
Patricia M. Carrillo is Professor of Strategic Management in Construction in the Dept. of Civil & Building Engineering, Loughborough University, UK
Dino Bouchlaghem is Professor of Architectural Engineering in the Dept. of Civil & Building Engineering, Loughborough University, UK
John Kamara is Senior Lecturer and Director of Postgraduate Research in the School of Architecture, Planning and Landscape, University of Newcastle, UK
Chika Udeaja is Senior Lecturer in the School of the Built Environment, Northumbria University, UK
Table of Contents
Author details vii
Foreword ix
Acknowledgements xi
1 Introduction 1
1.1 Background 1
1.2 The need for live capture and reuse of project knowledge 2
1.3 The objectives and contents of the book 4
2 Knowledge Management-Key Concepts 7
2.1 Defining knowledge 7
2.2 Knowledge management 8
2.2.1 Functionalist vs. interpretivist 8
2.2.2 Information systems vs. human resource management 10
2.2.3 Interdisciplinary perspective 10
2.2.4 Combined soft and hard approaches 11
2.3 Benefits and barriers to KM 13
2.4 KM processes 14
2.4.1 Knowledge capture 15
2.4.2 Knowledge sharing 16
2.4.3 Knowledge reuse-adapting and applying 17
2.4.4 Knowledge maintenance-archiving and retirement 17
2.5 KM in construction 17
2.5.1 Shortcomings of current practice 18
2.5.2 KM research projects in construction 20
2.6 The importance of 'live' capture and reuse of project knowledge 23
3 Reusable Project Knowledge-Generation and Capture 29
3.1 Reusable project knowledge 29
3.1.1 Types of reusable project knowledge 31
3.1.2 Characteristics of reusable project knowledge 32
3.2 Learning situations 35
3.2.1 Formal learning situations 35
3.2.2 Ad hoc learning situations 35
3.3 Current practice on capture and reuse of project knowledge 39
3.3.1 Post project reviews 39
3.3.2 Communities of Practice 41
3.3.3 Training 43
3.3.4 Recruitment 44
3.3.5 Face-to-face interaction 45
3.3.6 Mentoring 46
3.3.7 Succession planning and management 48
3.3.8 Reassignment of people 50
3.3.9 Knowledge bases 50
3.3.10 Intranets 51
3.3.11 Groupware 52
3.3.12 Project extranets 53
3.3.13 Case-based reasoning 54
3.3.14 Text mining 55
3.4 Soft issues in KM 56
3.4.1 People issues 56
3.4.2 Organisational issues 58
3.4.3 Cultural issues 59
3.5 Summary 61
4 Collaborative Learning in Construction 63
4.1 Introduction 63
4.2 Collaborative learning 64
4.3 CL in construction 66
4.4 Previous research in CL 68
4.5 Implementing CL in construction projects 73
4.6 Summary/conclusions 75
5 Methodology for Live Knowledge Capture and Reuse of Project Knowledge 77
5.1 Background of case study companies 77
5.2 Findings from the case studies 77
5.2.1 End-users' requirements for knowledge capture and reuse 78
5.2.2 Analysis of the end-users' requirements for knowledge capture and reuse 79
5.2.3 Current practice for the capture of reusable project knowledge 83
5.2.4 Analysis of current practice for the capture of reusable project knowledge 90
5.3 Structure of the 'live' capture and reuse of project knowledge methodology 96
5.3.1 Integrated workflow system 98
6 The Capri.net System 103
6.1 System architecture of prototype application 103
6.2 Development of the Web-based knowledge base 103
6.2.1 Selection of development environment 104
6.2.2 User interface and programme codes development 106
6.2.3 Database design 119
6.3 Refinement of the IWS and user interface 120
6.4 Operation of the prototype application 120
6.4.1 Logging in 121
6.4.2 Browsing the Summary Page 121
6.4.3 Exploring the content of the system through the 'Index Page' 124
6.4.4 Exploring and validating the details of a knowledge item 125
6.4.5 Add and Edit project details 129
6.4.6 Adding new knowledge category and type 131
6.4.7 Create account for new user 132
6.4.8 Add New Knowledge 134
6.4.9 Conducting a search 136
6.5 Testing and evaluation of Capri.net 139
6.5.1 Prototype testing 140
6.5.2 Prototype evaluation 143
7 Concluding Notes 149
7.1 Summary 149
7.2 Conclusions 153
7.3 Limitations of the research 154
7.4 Further work 155
7.5 Concluding remarks 157
Appendix A Table Comparing the Various Knowledge Management Process Models 159
Appendix B Details of the Types of Reusable Project Knowledge Identified 161
Appendix C Additional Learning Situations Related to Change Management, Problem-Solving and Innovation 167
Appendix D Companies' Practice and Requirements on Knowledge Representation 169
References 171
Index 187