awmitchell#kmlf Company probably underquoted for project 2. On assumption that we know how to build ships. (Ignoring complexity of new products.)
43 minutes ago
from dabr
awmitchell#kmlf So easy to lack visibility of embedded knoweldge. "Isn't it obvious." "Not if you haven't designed it."
about 1 hour ago
from web
awmitchell#kmlf Failing to understand and manage people and knowledge and culture led to destruction of organisational value.
about 1 hour ago
from web
awmitchell#kmlf Arthur talking about experience of having USERS do integration testing. Key point of knowledge transfer.
about 1 hour ago
from web
awmitchell#kmlf Absolutely critical to document failures. Only way knowledge is going to grow. Know what not to do, even if you don’t know what TO do.
about 1 hour ago
from web
awmitchell#kmlf “..happy to give us a year’s salary to get us off their books. Nett result was to get rid of so much useful knowledge.”
about 1 hour ago
from web
awmitchell#kmlf “.. we were told that there was no way managers would release staff for a couple of hours to listen to other staff tell war stories”
about 1 hour ago
from web
awmitchell#kmlf Knowledge workers conditioned to "nose in furrow" mentality. Mgs selected new people rather than reuse knowledgeable staff.
about 1 hour ago
from dabr
awmitchell#kmlf Decision makers did not talk to knowledeable people. Were not encouraged to. Too much command and control.
about 1 hour ago
from dabr
awmitchell#kmlf Over-centralisation of decision making lead to decisions without understanding of implications (except financial).
about 1 hour ago
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kdelarue#kmlf The "nose in furrow" mentality of serial production does not work in a novel environment - no-one can see problems when they emerge.
about 1 hour ago
from dabr
awmitchell#kmlf People with knowledge were very happy to share knowledge but they were not asked and the structure meant they wld not volunteer.
about 1 hour ago
from dabr
awmitchell#kmlf Project 2 not started with right concepts. 5 months into 3 yr project they were already stuffed. (eg config management)
about 1 hour ago
from dabr
awmitchell#kmlf ... or met over lunch, after work, etc. Some people still tried to help others but no one was looking for major issues.
about 1 hour ago
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awmitchell#kmlf People started to need cost codes and signed approvals to talk to each other for half an hour. So people stopped talking.
about 1 hour ago
from dabr
awmitchell#kmlf Owners appointed exec-GM a "close-out" specialist to manage squeeze of last $$ out of serial production project.
about 1 hour ago
from dabr
awmitchell#kmlf Documentation management was a MAJOR issue. Sorted out and worked OK. Via 'feral knowledge management' without exec knowledge.
about 1 hour ago
from dabr
awmitchell#kmlf Mostly managed by sub-contracts. Org had responsibilyt to deliver all IP, including for sub-contracted components.
about 1 hour ago
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kdelarue#kmlf Money spent on a portal, but money for modules needed to make it work not spent, & *no* money or time spent training people to use it.
about 1 hour ago
from dabr
awmitchell#kmlf Project 1 not impacted by management. People left to do what they needed to do. Management were focused on acquisition.
about 1 hour ago
from dabr