Well after seven years of research which started with a Master of Project Management (2010-12) with a research focus (thanks to USQ Project Management Business faculty) closely followed by a PhD (2012-2017) Doctor of Philosophy, I am now able to end phase one of the journey and start phase two. I look forward to working with researchers and knowledge management practitioners who want to take the Syllk model to the next phase and show how an organisation can learn how lessons from past projects experiences can be embedded in organisational artefacts, processes, practices, and culture. The thesis demonstrates that action research can benefit project management and knowledge management researchers and practitioners. The research program serves to support dialogue on the primacy of people (learning, culture and social) and systems (technology, process, and infrastructure).
To my followers, you are the first to have access to the thesis before I open it up to a wider audience. Enjoy the reading and if you have any questions, PLEASE do not hesitate in getting back to me.
VINE vol.46 Issue 2 now released.
Thank you to all who helped to get this one over the line;
Stephen Mark Duffield , (2016),”Application of the Syllk model wiring an organisation for the capability of an online Community of Practice”, VINE Journal of Information and Knowledge Management Systems, Vol. 46 Iss 2 pp. 267-294
Here is a working copy that you can use if you do not have access to VINE.
application of Syllk for online CoP proof
Thanks Onest, enjoyed your interpretation of the Syllk model
Up until now knowledge management and lessons learned have typically been highlighted in project management bodies of knowledge (PMBoK, APM Knowledge, PRINCE2, ISO21500 etc).
Very soon (~end of 2015) we will see the release of ISO 9001:2015 ‘the world’s leading quality management standard‘. There is a new clause on organizational knowledge as a new requirement:
7.1.6 Organizational Knowledge Requirements:
• Determine the knowledge necessary for the operation of processes and to achieve conformity of products and services.
• Maintain this knowledge and make it available to the extent necessary.
• Consider current knowledge and determine how to acquire or access the necessary additional knowledge (when addressing changing needs and trends).
• NOTE 1: Organizational knowledge can include information such as intellectual property and lessons learned.
• NOTE 2: To obtain the knowledge required, consider: a) Internal Sources (e.g., learning from failures and successful projects, capturing undocumented knowledge and experience of topical experts within the organization); b) External Sources (e.g., standards, academia, conferences, gathering knowledge with customers or providers).
“Knowledge” is defined in the terms section as the available collection of information being a justified belief and having a high certainty to be true.
When addressing changing needs and trends, the organization shall consider its current knowledge and determine how to acquire or access the necessary additional knowledge…Understanding, Knowledge,and Awareness of ISO 9001:2015 Dr Nigel H Croft Chair, ISO/TC176/SC2 (Quality Systems). …remember Deming – “There is no substitute for profound knowledge of the business”
A new opportunity for organizations to be wired for knowledge using the #Syllk model.
Until next time…
I will be presenting the Syllk model at the 2015 AIPM conference. Looking forward to sharing with the PM Community. More updates to follow…
Application of a Systemic Lessons Learned Knowledge Model for Organisational Learning through Projects
A significant challenge for organisations is to ensure that lessons are learned and that mistakes of the past are not repeated. Both the knowledge and project management literature suggests that the lessons learned process in practice rarely happens, and when it does it is usually concerned with lessons identification rather than organisational learning taking place. It appears that there are limited models for management to use to conceptualise what organisational learning is and therefore how to enable it. This paper describes how a Systemic Lessons Learned Knowledge (Syllk) model (a variation of the Swiss cheese model) can enable project organisations to conceptualise how they can learn from past project experiences and distribute successful project know-how across an organisational network of elements such as learning, culture, social, technology, process and infrastructure.
Keywords: Project Management; Knowledge Management; Lessons Learned; Organisational Learning, Action Research, Syllk model
For those of you who follow my interest in locating public domain lessons learned material you will enjoy the latest addition to ‘Lessons learned in the public domain‘:
NASA Chief Knowledge Officer Ed Hoffman announces the implementation of the Critical Knowledge (CK) Gateway.
The CK Gateway is a portal connecting the NASA community to a vast array of NASA video-based lessons learned resources and serving as an index to broadly applicable lessons learned that enable mission success. The goal of the CK initiative is to stimulate critical thinking and assist users in formulating questions that need to be considered at various phases in a project life-cycle.
Managing Large Infrastructure Projects
Research on Best Practices and Lessons Learnt in Large Infrastructure Projects in Europe
Hi to the Syllk followers,
Developing a systemic lessons learned knowledge model for organisational learning through projects
…is now available on-line at International Journal of Project Management.
More information can be found at pmlessonslearned publications – IJPM 2014-2015 page.
Now working on the next research journal paper – Application of the Syllk model in an organisation using Story telling…
Jasper Coetzee posted the following discussion on PM Community
As always the common threads are raised….Looking forward to when I can start to share my PhD research work and findings.
Not long now.. R/Stephen