Decision Support Systems
Major Projects: Competitiveness and Profitability
White Paper – 2009
Executives & senior management of organisations who deliver major projects. Applicable across industries such as aerospace, defence, public sector, engineering, construction, petrochemical, oil, gas, nuclear, mining, telecommunications, IT, pharmaceuticals
(Of interest to individuals and teams responsible for selling, winning and delivering projects which impact the success of the organisation; those responsible for business performance through talent management; those in IT responsible for supporting people productivity, efficiency and effectiveness through IT infrastructure and tools.)
Results come from action. Actions come from decisions. Decisions are based on experience, knowledge and information.
People, Knowledge and Information are the key assets which impact performance and competitiveness for companies involved in major projects. This white paper considers the practical steps organizations involved in major projects can take to improve their competitiveness and profitability through the effective implementation of information architectures and systems to support productive knowledge management. Such improvements need to be made as part of a strategic plan incorporating human factors if they are to be successful. As such they work best when sponsored by a business executive such as the CEO or COO in combination with HR and IT executives.
Much has been written about knowledge management and a great deal of what has been written is very interesting and informative. Some of it spans back centuries; and yet there is little practical advice about how to actually make a difference in the short-to-medium term. This white paper aims to start addressing this and to provide some practical steps to improving information and knowledge management to impact bottom line results, particularly for organisations engaged in major projects.
We shall start with ‘what is knowledge?’ and then consider why ‘knowledge management’ is important by looking at the impact of effective knowledge management. Then we will look at the underlying factors that impact and support effective knowledge management (including information management, communication enablement and ‘human factors’ such as motivation, environment, perspective and empowerment) and conclude with some practical steps which organisations can take to improve their information management and knowledge management for greatest benefit.