M. Tronea, C. Ciurea, M. Oprisescu, C. Liutiev, P. Ghinea

Transcription

1 M. Tronea, C. Ciurea, M. Oprisescu, C. Liutiev, P. Ghinea Third International : Challenges and Approaches Vienna, Austria, November

2 Outline Knowledge management process and the knowledge management portal developed by CNCAN; The general process for knowledge management, together with itssub-processes; Indicators of the effectiveness of the knowledge management process; The artifacts, espoused values and basic assumptions supporting an effective knowledge management process. 2

3 Organizational context The National Commission for Nuclear Activities Control (CNCAN) is the nuclear safety and security regulatory authority of Romania, responsible for the regulation, licensing and control of nuclear activities, ensuring the peaceful use of nuclear energy and the protection of public and workers from the harmful effects of ionizing radiation; The responsibilities assigned to CNCAN by the Law are concerning solely the regulation, licensing and control of nuclear activities. 3

4 Organizational context CNCAN started to develop its knowledge management process and associated procedure and tools in the framework of a Regional Excellence Project on Regulatory Capacity Building in Nuclear and Radiological Safety, Emergency Preparedness and Response in Romania, supported by the Norway Grants ; One of the subprojects of the excellence project is dedicated to the development and implementation of the integrated management system and knowledge management (KM) of CNCAN. The activities of this project started in

5 Organizational context, why KM? complexity of the regulatory activities, mainly in the area of nuclear safety; relatively high staff turnover; challenge in recruiting highly experienced staff; need for ensuring long term availability of the specific regulatory competences. 5

6 Challenges associated with the establishment and implementation of the KM within CNCAN high workload on the experienced staff; initial investment, qualified and experienced regulatory staff; there was no model of a KM process and / or KM procedure for a regulatory body; almost no information publicly available on regulatory KM portals and on their structure and content. 6

7 KM process Objectives Improve effectiveness and efficiency by reducing the need to (re)discover knowledge; Make sure the right knowledge is available at the right time and right place for those who need it; Create a knowledge repository for ensuring retention of critical knowledge; Support timely acquisition of new knowledge that is relevant for the organization (e.g. research results, operating experience feedback, new codes and standards, etc.); Establish and improve knowledge assets; Enhance the knowledge sharing environment; Manage knowledge as an asset; Reduce the risk of losing knowledge due to staff turnover. 7

8 The expected results of the implementation of the KM process Minimize the risk of knowledge loss through the application of mitigation measures; Ensure availability recordable/retrievable nuclear knowledge throughout CNCAN; Effective use of knowledge; Support living/adaptable training programs for the CNCAN core functions; Prevent information streams duplication and personnel information overload in CNCAN; Support a clear, coherent, traceable and adaptable/flexible competence system, including clear profiles of job positions; Enhancing the processes for strategic planning and decision-making. 8

9 Description of the KM Initiative definition of the KM process elaboration of a KM procedure outlining the responsibilities of regulatory management and staff at all levels, description of the activities for each step / sub-process of the general KM process, flowchart of the process, indicators of KM process effectiveness and the requirements / specifications for the KM portal, development and implementation of the KM portal (the KM portal has been developed using free open-source content management software and web-based application builder ) 9

10 CNCAN KM Portal Available content on the site: Organization & Functioning Regulation Review & Assessment Licensing Inspection & Enforcement Emergency Preparedness & Response International Cooperation Training & Qualification Library Databases 10

11 KM process developed by CNCAN Identification of the necessary knowledge; Identification of the risk of knowledge loss; Acquisition and / or creation of knowledge; Knowledge retention (capture, collect, store and organize knowledge); Knowledge utilization; Review of the effectiveness of the knowledge management process; Identification of opportunities for improving the knowledge management process. 11

12 Responsible person(s) Inputs Activities Output/ Documents / Records Directors of the technical divisions & Coordinators of the technical units CNA Process HR Process Risk Mitigation Strategies KM Tools & Techniques 1. Identify necessary knowledge 2. Identify risk of knowledge loss 3. Acquire and / or create knowledge 4. Knowledge Retention (Capture, collect, store and organize knowledge) CNA Report KLRA Report Knowledge Assets Maintained Knowledge Management Portal All staff KM Portal 5. Knowledge Utilization Improved Regulatory Practices Directors of the technical divisions KM Performance Indicators 6. Review and improvement of the knowledge management process Reports from selfassessment Person(s) in charge of maintaining the knowledge management portal Is there an improvement in knowledge? No Review and adapt the knowledge management system Corrective / improvement actions Yes Continue the use of the knowledge management system CAN - Competence Needs Assessment KLRA Knowledge Loss Risk Assessment 12

13 KM indicators percentage of staff contributing to the sharing of knowledge by means of the portal (target: >10% of the technical staff in the first year after the launch of the portal; final target: > 80% of the technical staff); available knowledge inside the organization versus necessary knowledge measured as number of people with the required KSAs (Knowledge, Skills and Attitudes) available in the organization / number of people with the required KSAs needed (this latter number is determined based on the competence needs analysis) number of KM initiatives (e.g. portal, exit interviews, meetings/discussions organized for sharing knowledge) implemented vs. initiatives planned; use of past experience and knowledge to improve regulations and guidance, process procedures and work instructions; use of (documented) experience to solve a current problem; 13

14 KM indicators portal usability (determined based on surveys of users satisfaction); relevance and quality of information available through the knowledge portal (determined based on surveys of users satisfaction); number of self-assessments on knowledge management (implemented vs. planned); rate of implementation of opportunities for improvement resulting from the various forms of assessments; number of days spent by staff participating in training events, workshops, technical meetings and expert missions; conformance of the knowledge management process to the requirements in this procedure (assessed through audits); updates to the training and qualification programs based on feedback from knowledge; results of surveys aimed at measuring attitudes towards knowledge sharing. 14

15 Artifacts, espoused values and basic assumptions supporting an effective KM process Artifacts: KM process description procedure; KM portal; KM slogans and posters; policy; Rewards for KM involvement. Espoused values: Knowledge management is essential for an effective regulatory regime; Everybody is responsible for the success of knowledge management; Knowledge is a resource of the organization. Basic assumptions (only the positive ones, supportive of the KM process implementation): All relevant knowledge should be made available to all those who may benefit from it; I/We have a responsibility to share what I/We know so others may find and use it; The better informed people are, the more effective is their work; Knowledge transfer contributes, in the long-term, to the reduction of workload on the (senior) staff; Continuous learning is key for maintaining the required competences. 15

16 Major challenges and achievements The main challenges are related to the additional workload on the experienced staff, to the unavailability of or lack of access to regulatory models to follow for the development of the KM process procedure and KM portal, and to the large amount of information that needs to be processed and made available as knowledge to those who need it. The main achievements are the formalization of the KM process and the development of the KM process. Both are still under development and implementation and improvements may be performed after the initial trial period ( ). In terms of impact, the work on this KM project has increased the workload for some of the staff but presents the benefit of improving knowledge and information sharing, mainly by means of the KM portal. 16

17 Lessons learned The consultation of the end users is essential for ensuring the success of any KM initiative and it would be useful to have a database of models used by regulatory authorities for KM processes, procedures and portals, to avoid reinventing the wheel. The culture of the regulatory body is essential for the success of any KM initiative regarding the shared basic assumptions about knowledge sharing. 17

18 Questions or Comments? 18