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Knowledge Management System Implementation within Regulatory Bodies Benoît BERNARD (Bel V)

Knowledge Management System Implementation within Regulatory Bodies Benoît BERNARD (Bel V) Training and Tutoring Second Coordination Meeting EC June 15 2016. Main messages. KM is a conceptual approach but tailored KM tools could be effectively implemented in practice

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Knowledge Management System Implementation within Regulatory Bodies Benoît BERNARD (Bel V)

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  1. Knowledge Management System Implementation within Regulatory Bodies Benoît BERNARD (Bel V) Training and Tutoring Second Coordination Meeting EC June 15 2016

  2. Main messages • KM is a conceptualapproach but tailored KM toolscouldbeeffectivelyimplemented in practice • Knowledge challenges are connected to identifying what essential knowledge is at risk and which solutions are useful to address K-retention issues • KM shouldbefullyintegrated to the Regulatory Body Management system

  3. Outlines • Why NKM is important? • KM building blocks • The “Knowledge Critical Grid”

  4. I. Why NKM is important? Knowledge Management • “The integrated, systematic approach to the identification, acquisition, transformation, development, dissemination, use, sharing and preservation of knowledge relevant to achievement of specified objectives.” People Process Technology

  5. I. Why NKM is important?

  6. I. Why NKM is important? • 4.1.1. The regulatory body has to have appropriately qualified and competent staff. A human resources plan shall be developed that states the number of staff necessary and the essential knowledge, skills and abilities for them to perform all the necessary regulatory functions. • 4.1.3. A process shall be established to develop and maintain the necessary competence and skills of staff of the regulatory body, as an element of knowledge management.

  7. I. Why NKM is important? • 3.19. Information and knowledge are part of the corporate memory of the regulatory body and should be managed as a key resource that is embedded in the regulatory body’s processes, activities and functions • 3.20. Dedicated processes should be established to acquire, use, maintain, store and retrieve information and knowledge, from the early stages of development of the regulatory body’s integrated management system. These processes should be supported by specific adequate tools and techniques, tailored for the present and anticipated needs of the regulatory body.

  8. I. Why NKM is important? Principle 4: Implementing a holistic approach to safety is ensured by working in a systematic manner. Attribute c) Knowledge management to build a healthy safety culture. • As part of the regulatory body’s knowledge management programme, careful attention should be paid to the transfer of knowledge and history of nuclear programmes to a new generation of staff. The corporate knowledge of past experience and decision making should be captured (for example, in recordings or databases) and these tools should be easy to use by anyone in the organisation. […]

  9. I. Why NKM is important? Knowledge « Leaking » Knowledge « Sticking »

  10. Outlines • Why NKM is important? • KM building blocs • The “Knowledge Critical Grid” Paper: « Knowledge Management Practices Applied within a TSO: the Role of Technical Responsibility Centers ». International Journal of Nuclear Knowledge Management, 5, 4,2011, 348-360. http://www.inderscience.com/info/inarticle.php?artid=45711

  11. Links with Competence-based Management (Training, Staffing, Recruting) What we must know (present and future) What we know / do not know K identification TRC ID Card + KSA (SARCoN model) K goals K assessment TRCs Objectives + Values and Mission Statement + R&D Strategy TRC annual report including the Knowledge Critical Grid (KCG) + SARCoN gap analysis + Training programme evaluation + KPI related to KM + Documentation Users Group (DOCUS) Tacit knowledge Explicit knowledge K transfer K acquisition K development K sharing TRC as COPs (K insideTRCs) + Coaching + Mentoring + K book R&D programme within TRCs + Collaboration with Universities K utilisation TRCs as COPs (K between TRCs) + Training program + Reports circulation + Intranet Multidisciplinary Safety Analysis (several TRCs) + Inspections K retention Generate TRC documentation within an EDMS (Hummingbird) + Knowledge Transfer Form (KTF) + Retired people involvement Store Apply Distribute Capture

  12. Outlines • Why NKM is important? • KM building blocks • The “Knowledge Critical Grid” Paper: « Assessing the Risk of K-loss within CoPs: the “Knowledge Critical Grid” Model Applied within the Belgian TSO ». International Journal of Nuclear Knowledge Management, forthcoming issue. http://www.inderscience.com/info/ingeneral/forthcoming.php?jcode=ijnkm

  13. III. The “Knowledge Critical Grid”

  14. III. The “Knowledge Critical Grid”

  15. Fitforpurpose solutions

  16. References • IAEA GSR Part 1 Rev.1 (2016). Governmental, Legal and regulatory Framework for Safety. • IAEA GSGXXX-DS472 (2015). Organization, Management and Staffing of a Regulatory Body for Safety. • IAEA (2015). IAEA Report on Knowledge Management for Regulators (version 2). • IAEA NG-T-6.7 (2011). Comparative Analysis of Methods and Tools for Nuclear Knowledge Preservation. Nuclear Energy Series. • IAEA NG-G-2.1 (2009). Managing Human Resources in the Field of Nuclear Energy. Nuclear Energy Series. • IAEA NG-G-3.1 (2007). Milestones in the Development of a National Infrastructure for Nuclear Power. • IAEA TECDOC-1586 (2008). Planning and Execution of Knowledge Management Assist Missions for Nuclear Organizations. • IAEA TECDOC-1510 (2006). Knowledge Management for Nuclear Industry Operating Organizations. • IAEA (2006). Risk management of knowledge management loss in nuclear industry organizations. • OECD-NEA n°7247 (2016). The Safety Culture of an Effective Nuclear Regulatory Body.

  17. IV. Appendix • Bel V : • Belgian TSO • Subsidiary of the FANC (Federal Agency for Nuclear Control) • +/- 65 engineers • 3 technical departments • Nuclear Safety and Radiation Protection Inspection • Nuclear Safety and Radiation Protection Assessment • Nuclear Safety and Radiation Protection Projects • Technical Responsibility Centres (TRCs) • Attached to a branch manager but Non-hierarchical • Typically 4 to 8 persons • Responsible for developing and maintaining expertise in specific domain • Integrated in QMS (ISO 9001)

  18. IV. Appendix Expert Waste and releases Safety MGMT Expert Expert Expert Expert Expert Expert

  19. TRCs

  20. IV. Appendix

  21. IV. Appendix • K documentation •  Aim: Identify the availability of documented resources concerning the K domain • Question: Do we have internal guidances or procedures defining our assessment methods in this K domain? • K complexity • Aim: Assess the difficulty of appropriation • Question: How much experience is required to apply this K domain? • Number of internal possesors • Aim: Identify the availability of Bel V experts concerning the K domain • Question: How much experts are able to deal with the K domain? • Profile rarity on the job market • Aim: Assess the availability of expert on the job market • Question: Could we find an external expert able to deal with the K domain? • Risk of loss • Aim: Identify a risk of loss that could cause problems in terms of K retention or workload management • Question: Is there a risk of loss?

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