The Syllk model can assist an organization meet the revised ISO 9001:2015(E) QMS requirements

Up until now knowledge management and lessons learned have typically been highlighted in project management bodies of knowledge (PMBoK, APM Knowledge, PRINCE2, ISO21500 etc).

With the 15 September 2015 release of ISO 9001 the world’s leading quality management standard’. There is a new requirement clause on organizational knowledge:

7.1.6 Organizational knowledge

The organization shall determine the knowledge necessary for the operation of its processes and to achieve conformity of products and services.
This knowledge shall be maintained and be made available to the extent necessary.
When addressing changing needs and trends, the organization shall consider its current knowledge and determine how to acquire or access the necessary additional knowledge and required updates.
NOTE 1: Organizational knowledge is knowledge specific to the organization; it is generally gained by experience. It is information that is used and shared to achieve the organization’s objectives.
NOTE 2: Organizational knowledge can be based on:
a) internal sources (e.g. intellectual property; knowledge gained from experience; lessons learned from failures and successful projects; capturing and sharing undocumented knowledge and experience; the results of improvements, products and services);
b) external sources (e.g., standards, academia, conferences, gathering knowledge from customers or external providers).

[A.7] 7.1.6 of the ISO standard addresses the need to determine and manage the knowledge maintained by the organization, to ensure the operation of its processes and that it can achieve conformity of products and services.
Requirements regarding organizational knowledge were introduced for the purpose of:
a) safeguarding the organization from loss of knowledge, e.g.
– through staff turnover;
– failure to capture and share information;
b) encouraging the organization to acquire knowledge, e.g.
– learning from experience;
– mentoring;
– bench marking.

With the release of the revised ISO 9001:2015 standard, there is an opportunity for organizations to be wired for knowledge using the #Syllk model. The Syllk model elements are aligned with ISO 9001:2015 Quality management systems (QMS) requirements.

sylk and iso9001 v2The Syllk model highlights the importance in understanding organizational knowledge facilitators and barriers and the associated knowledge management practices to understand how well they support or hinder learning lessons. By reconceptualising knowledge and lessons learned the Syllk model can influence organization learning. The Syllk model enables management to conceptualize how organizational know-how is wired (distributed) across various people and system elements of an organization. Research associated with the Syllk model has established that the alignment of the people and system elements (learning, culture, social, technology, process and infrastructure) can positively influence organization learning.

Duffield_GraphicalAbstract_V0.01syllk stUntil next time…

Stephen


Print pagePDF pageEmail page

LinkedIn post ‘People, Process, Technology, and Associated Barriers to KM’

Another interesting post on LinkedIn, worth a read…

People, Process, Technology, and Associated Barriers to KM

(posted by Timothy Maciag Knowledge Analyst at eHealth Saskatchewan)

Barriers To Knowledge Sharing steve-dale.net

Knowledge sharing is the corner-stone of many organisations‚Äô knowledge-management (KM) strategy. Despite the growing significance of knowledge sharing‚Äôs practices for organisations‚Äô competitiveness and market performance, several barriers make it difficult for KM to achieve the goals and deliver a positive return on investment….

 

Hi Stephen,

thanks for your comments. I‚Äôve just had a quick read-through of your PMOZ paper ‚Äď looks very useful ‚Äď I‚Äôve down-loaded so that I can properly digest. It never ceases to amaze me why organizations still pay lip service to learning lessons, but in reality don‚Äôt appear to learn anything. Some examples that come to mind are the UK‚Äôs National Health System (NHS), and Social Care. Many instances of systematic child abuse, where ‚Äúlessons will be learned‚ÄĚ by police and social services‚Ķuntil the next time the same things happen in the same area involving the same authorities. ‚ÄúLessons will be learnt‚ÄĚ seems to be a mantra trotted out by those n authority, but nothing really seems to change.

I look forward to seeing further work in this area, and particularly the papers you mention that are currently being peer-reviewed.

Steve Dale

– See more at: http://steve-dale.net/2014/05/19/barriers-to-knowledge-sharing/#sthash.WOq37Lxc.dpuf


Print pagePDF pageEmail page

A systemic lessons learned and captured knowledge (SLLCK) model for project organizations

A systemic lessons learned and captured knowledge (SLLCK) model for project organizations will be presented at PMOz 2012.

Duffield SM, Whitty S J (2012). A systemic lessons learned and captured knowledge (SLLCK) model for project organizations. In: Proceedings of the Annual Project Management Australia Conference Incorporating the PMI Australia National Conference (PMOz), Melbourne, Australia, 15-16 August 2012.

Duffield_Whitty_2012_A systemic lessons learned and captured knowledge SLLCK model for project organizations


Print pagePDF pageEmail page