Knowledge Management in Construction

A key problem facing the construction industry is that all work is done by transient project teams, and in the past there has been no structured approach to learning from projects once they are completed. Now, though, the industry is adapting concepts of knowledge management to improve the situation. This book brings together 13 contributors from research and industry to show how managing construction knowledge can bring real benefits to organisations and projects. It covers a wide range of issues, from basic definitions and fundamental concepts, to the role of information technology, and engendering a knowledge sharing culture. Practical examples from construction and other industry sectors are used throughout to illustrate the various dimensions of knowledge management. The challenges of implementing knowledge management are outlined and the ensuing benefits highlighted.

A key problem facing the construction industry is that all work isdone by transient project teams, and in the past there has been nostructured approach to learning from projects once they arecompleted. Now, though, the industry is adapting concepts ofknowledge management to improve the situation.This book brings together 13 contributors from research andindustry to show how managing construction knowledge can bring realbenefits to organisations and projects. It covers a wide range ofissues, from basic definitions and fundamental concepts, to therole of information technology, and engendering a knowledge sharingculture. Practical examples from construction and other industrysectors are used throughout to illustrate the various dimensions ofknowledge management. The challenges of implementing knowledgemanagement are outlined and the ensuing benefits highlighted.

Chapter 1 INTRODUCTION.Chapter 2 NATURE AND DIMENSIONS OF KNOWLEDGE MANAGEMENT.2.1 Introduction; 2.2 Why knowledge management now? The Drivers;2.3 Nature of knowledge; 2.4 Extra organisational knowledge andabsorptive capacity; 2.5 Key knowledge processes; 2.6Conclusions.Chapter 3 CONSTRUCTION AS A KNOWLEDGE-BASED INDUSTRY.3.1 Introduction; 3.2 Construction industry and knowledgeintensive products and services; 3.3 Knowledge production inConstruction; 3.4 Communicating and sharing knowledge; 3.5 Creatingand sustaining a knowledge culture; 3.6 Conclusions.Chapter 4 THE BUSINESS CASE FOR KNOWLEDGE MANAGEMENT.4.1 Introduction; 4.2 What does Knowledge Management mean toConstruction?; 4.3 What Knowledge Management strategy should beadopted?; 4.4 Delivering Knowledge Management in practice; 4.5 Abusiness case for Knowledge Management; 4.6 The Future.Chapter 5 ORGANISATIONAL READINESS FOR KNOWLEDGE MANAGEMENT.5.1 Introduction; 5.2 Importance of knowledge lifecyclemanagement (KLM); 5.3 Preparing the organisational context for KLM;5.4 Conclusions.Chapter 6 TOOLS AND TECHNIQUES FOR KNOWLEDGE MANAGEMENT.6.1 Introduction; 6.2 Knowledge management tools; 6.3 SelectingKnowledge management tools; 6.4 The SeLEKT approach; 6.5Conclusions.Chapter 7 CROSS-PROJECT KNOWLEDGE MANAGEMENT.7.1 Introduction; 7.2 Nature of projects; 7.3 Constructionprojects; 7.4 Cross project knowledge transfer; 7.5 Live captureand re-use of project knowledge; 7.6 Conclusions.Chapter 8 KNOWLEDGE MANAGEMENT AS A DRIVER FOR INNOVATION.8.1 Introduction; 8.2 Knowledge management and innovationsbuilding and maintaining capabilities; 8.3 Knowledge management andimproved innovations: Issues of strategy, process, structureculture and technology; 8.4 Managing knowledge for exploitations:Implications for managers; 8.5 Conclusions.Chapter 9 PERFORMANCE MEASUREMENT IN KNOWLEDGE MANAGEMENT.9.1 Introduction; 9.2 Why measure the performance of knowledgemanagement and knowledge assets; 9.3 Types of performance measures;9.4 Measurement approaches; 9.5 Application tools; 9.6Conclusions.Chapter 10 KM STATEGY DEVELOPMENT: A CLEVER APPROACH.10.1 Introduction; 10.2 The CLEVER project; 10.3 The CleverFramework; 10.4 Utilisation and Evaluation of the Framework; 10.5Conclusions;.Chapter 11 CORPORATE MEMORY.11.1 Introduction; 11.2 Research Methodology; 11.3 RelatedResearch; 11.4 Tacit knowledge, capture, sharing and reuse; 11.5Tacit and explicit knowledge capture, sharing and reuse; 11.6Conclusions.Chapter 12 BUILDING A KNOWLEDGE SHARING CULTURE IN CONSTRUCTIONPROJECT TEAMS.12.1 Introduction; 12.2 Case study; 12.3 Discussion; 12.4Conclusions.Chapter 13 CONCLUDING NOTES.13.1 Introduction; 13.2 Summary; 13.3 Benefits of knowledgemanagement to construction organisations; 13.4 Issues in knowledgemanagement implementation; Future directions