Capture and Reuse of Project Knowledge in Construction by Hai Chen Tan, Chimay J. Anumba, Patricia M. Carrillo, Dino

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 satisfy enterprise goals. wisdom administration is regarded within the development as a possible device for delivering organisational merits, yet for a few purposes – really the venture dependent nature of building, the place groups are temporary, multidisciplinary and infrequently from diverse enterprises – implementation has been basically marginally successful.Capture and Reuse of undertaking wisdom in development describes a technique for the 'live' catch of reusable venture wisdom that displays either the organisational and human dimensions of information catch and reuse, in addition to exploiting some great benefits of know-how. this system was once constructed based on the shortcomings of present practices in dealing with undertaking wisdom, the advantages provided through shooting and sharing wisdom instantly after it truly is generated, and the organisational good thing about reusing wisdom inside of a venture dependent atmosphere.

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This process can be passive, such as publishing a newsletter or populating a knowledge repository for users to browse, or active, such as ‘pushing’ knowledge via an electronic alert to those who need to know (Markus, 2001), which may also be known as knowledge-pull and knowledge-push (Rollett, 2003: p. 83) respectively. e. serial, near, far, strategic and expert transfer), based on who the intended receiver is, the nature of the tasks and the types of knowledge to be transferred. The details are summarised as follows (Dixon, 2000): ● ● ● Serial transfer is a process that moves the unique knowledge that each individual has constructed into a group or public space so that the knowledge can be integrated and made sense of by the whole team.

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).

Knowledge of reusable details • Standard design details • Specifications • Method statements • • • • • • • • • • • • • • • 6. Knowledge of best practices and lessons learned 7. Knowledge of performance of suppliers 8. Knowledge of who knows what 9. Other types of knowledge • Risk management • Team working • Project management • • • • • • • • • • • • respectively. However, both companies acknowledged that there is still some knowledge which is difficult to externalise and hence remains tacit (in the heads of people).

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