Capture and Reuse of Project Knowledge in Construction

Hai Chen Tan is Assistant Professor in the Department of Built Environment, Universiti Tunku Abdul Rahman, Malaysia Chimay J. Anumba is Professor of Architectural Engineering and Head of the Department of Architectural Engineering at the Pennsylvania State University, USA. Patricia M. Carrillo is Professor of Strategic Management in Construction in the Dept. of Civil & Building Engineering, Loughborough University, UK Dino Bouchlaghem is Professor of Architectural Engineering in the Dept. of Civil & Building Engineering, Loughborough University, UK John Kamara is Senior Lecturer and Director of Postgraduate Research in the School of Architecture, Planning and Landscape, University of Newcastle, UK Chika Udeaja is Senior Lecturer in the School of the Built Environment, Northumbria University, UK

• Author details Preface1 Introduction1.1 Background1.2 The need for live capture and reuse of project knowledge1.3 The objectives and contents of the book2 Knowledge Management – Key Concepts2.1 Defining knowledge2.2 Knowledge management2.2.1 Functionalist vs. interpretivist2.2.2 Information systems vs. human resource management2.2.3 Interdisciplinary perspective2.2.4 Combined soft and hard approaches2.3 Benefits and barriers to KM2.4 KM processes2.4.1 Knowledge capture2.4.2 Knowledge sharing2.4.3 Knowledge reuse – adapting and applying2.4.4 Knowledge maintenance – archiving and retirement2.5 KM in construction2.5.1 Shortcomings of current practice2.5.2 KM research projects in construction2.6 The importance of ‘live’ capture and reuse of project knowledge3 Reusable Project Knowledge – Generation and Capture3.1 Reusable project knowledge3.1.1 Types of reusable project knowledge3.1.2 Characteristics of reusable project knowledge3.2 Learning situations3.2.1 Formal learning situations3.2.2 Ad hoc learning situations3.3 Current practice on capture and reuse of project knowledge3.3.1 Post project reviews3.3.2 Communities of Practice3.3.3 Training3.3.4 Recruitment3.3.5 Face-to-face interaction3.3.6 Mentoring3.3.7 Succession planning and management3.3.8 Reassignment of people3.3.9 Knowledge bases3.3.10 Intranets3.3.11 Groupware3.3.12 Project extranets3.3.13 Case-based reasoning3.3.14 Text mining3.4 Soft issues in KM3.4.1 People issues3.4.2 Organisational issues3.4.3 Cultural issues3.5 Summary4 Collaborative Learning in Construction4.1 Introduction4.2 Collaborative learning4.3 CL in construction4.4 Previous research in CL4.5 Implementing CL in construction projects4.6 Summary/conclusions5 Methodology for Live Knowledge Capture and Reuse of Project Knowledge5.1 Background of case study companies5.2 Findings from the case studies5.2.1 End-users’ requirements for knowledge capture and reuse5.2.2 Analysis of the end-users’ requirements for knowledge capture and reuse5.2.3 Current practice for the capture of reusable project knowledge5.2.4 Analysis of current practice for the capture of reusable project knowledge5.3 Structure of the ‘live’ capture and reuse of project knowledge methodology5.3.1 Integrated workflow system6 The Capri.net System6.1 System architecture of prototype application6.2 Development of the Web-based knowledge base6.2.1 Selection of development environment6.2.2 User interface and programme codes development6.2.3 Database design6.3 Refinement of the IWS and user interface6.4 Operation of the prototype application6.4.1 Logging in6.4.2 Browsing the Summary Page6.4.3 Exploring the content of the system through the ‘Index Page’6.4.4 Exploring and validating the details of a knowledge item6.4.5 Add and Edit project details6.4.6 Adding new knowledge category and type6.4.7 Create account for new user6.4.8 Add New Knowledge6.4.9 Conducting a search6.5 Testing and evaluation of Capri.net6.5.1 Prototype testing6.5.2 Prototype evaluation7 Concluding Notes7.1 Summary7.2 Conclusions7.3 Limitations of the research7.4 Further work7.5 Concluding remarksAppendix A Table Comparing the Various Knowledge Management Process ModelsAppendix B Details of the Types of Reusable Project Knowledge IdentifiedAppendix C Additional Learning Situations Related to Change Management, Problem-Solving and InnovationAppendix D Companies’ Practice and Requirements on Knowledge RepresentationReferencesIndex