Knowledge Transfer – A Study on Construction Projects in a Norwegian Public Sector Organisation

1. Knowledge Transfer – A Study on Construction Projects in a Norwegian Public Sector Organisation European Conference on Knowledge Management Famalicão, Portugal, 2-3 September 2010 Anandasivakumar Ekambaram Jan Alexander Langlo Agnar Johansen

2. Context of the study • Organisational context • Statsbygg: The largest Norwegian public sector organisation • The PUS-project: Practical management of uncertainty seen from the project owner perspective • The SUS-project: Management of uncertainty in Statsbygg • Research methods • Qualitative research

3. Defining the terms – knowledge and knowledge transfer • Knowledge is a fluid mix of framed experience, values, contextual information and expert insight that provides a framework for evaluating and incorporating new experiences and information. It originates and is applied in the minds of knowers. In organizations, it often becomes embedded not only in documents or repositories but also in organizational routines, processes, practices and norms. Davenport, Thomas and Prusak, Laurence (1998): Working knowledge – How organizations manage what they know, Harvard Business School press (The underline is made by the presenters of the paper) • Theory: Objectivist and practice-based perspectives on knowledge • Information and interpretation of information Ekambaram, Anandasivakumar (2008): The role of knowledge transfer in reducing reinvention of the wheel in project organizations, Doctoral thesis, Norwegian University of Science and Technology

4. Knowledge transfer in projects • How important is it to focus on knowledge transfer in projects? • Xerox corporation • Chevron • Theseus International Management Institute • How challenging is it to focus on knowledge transfer in projects? • Externally hired project participants • Project sub-culture • Attitudes towards knowledge transfer

5. Existing initiatives to transfer knowledge in the organisation • The organisation • “The House” • Statsbygg School • Meetings and seminars • Research activities • The projects • Following up contracts • Routines for reporting and meetings • Uncertainty analyses • Instances of knowledge transfer in individual projects

6. The five levels of maturity Process Improvement Level 5: Continuous Improvement Process Control Level 4: Benchmarking Process Definition Level 3: Singular Methodology Basic Knowledge Level 2: Common Processes Level 1: Common Language Kerzner, Harold (2009): Project Management – A systems approach to planning, scheduling and controlling, John Wiley & Sons, Inc.

7. What does the study show – The main conclusion • Learning and knowledge transfer in 3 levels: Individual, group and organisational levels • At individual and group levels, the extent of knowledge transfer is good; for example: • Developing own tools to manage uncertainty in their respective projects based on their previous project experiences • Knowledge transfer is not good at the organisational level as it is at the individual and group levels • The tools that were used in different projects were similar

8. Suggestion for practical solutions - I An approach to institutionalising knowledge: • Establish a knowledge strategy: The knowledge strategy must be associated with management’s responsibility and in harmony with the organisation’s strategy • Take tactical decisions in order to fulfil strategic objectives • Establish supporting tools and supporting functions • Make the conditions favourable for direct, firsthand knowledge sharing • Make the conditions favourable for sharing processed / edited / formalised knowledge

9. Suggestion for practical solutions - II Methods to institutionalising knowledge: • Take tactical decisions in order to fulfil strategic objectives • Knowledge managers • Conducting a knowledge audit • Establish supporting tools and supporting functions • Knowledge repositories • Knowledge mapping • Make the conditions favourable for direct, firsthand knowledge sharing • Communities of practice • Mentoring • Make the conditions favourable for sharing processed / edited / formalised knowledge • Storytelling • Identifying and sharing best practices

10. Reflection • The phenomenon of reinventing the wheel is complex • Availability of information on knowledge sources • Attitudes toward knowledge transfer • Dealing with contextual elements of knowledge • Exploiting knowledge versus exploring knowledge

11. Thank you • Contact information: • A. Ekambaram: siva@sintef.no • J. A. Langlo: Jan.A.Langlo@sintef.no • A. Johansen: Agnar.Johansen@sintef.no • Norwegian Center of Project Management (NSP): http://www.nsp.ntnu.no • Questions