Managing knowledge in the real world-cover

I have started a new book project to present a case study of my 17˝ years working for Tenix Defence as a documentation and knowledge management systems analyst and designer that should actually not take too long to finish. The book will consist of a selected collection of published and internal papers I have written together with various colleagues that describe various documentation and knowledge management systems I have been involved with and lessons learned from this experience.

Two new presentations introduce this project:

  1. Hall, W.P. 2015. Failing to learn from Australia’s most successful defence project. SIRF 2nd KM Roundtable 2015, South Melbourne, 26/5/2015.

  2. Hall, W.P. 2015. Socially Constructing Warships — Emergence, growth & senescence of a knowledge-intensive complex adaptive system. Melbourne Emergence Meetup, 11/6/2015. [Note: this is a PowerPoint Show containing links (underlined) and animated graphics.]

It is likely that the following internal papers I wrote for Tenix management will also be included or referenced in the book:

  1. Hall, W.P. 1999. Business case: Replacing MS Word as the primary authoring system for corporate knowledge. SGML R&D Project, Integrated Logistic Support [Tenix internal document 5 Feb 1999].

  2. Hall, W.P. 1999. Concept development proposal: Development of an integrated Defence/Industry project management environment. SGML R&D Project, Integrates Logistic Support [Tenix internal document 21 Sep 1999].

  3. Hall, W.P. 1999. Opportunity plan: Leveraging Tenix's document content management system (DCMS) capabilities - DAO tender and contracts management system and related opportunities. SGML R&D Project, Integrated Logistics Support [Tenix internal document 14 Oct 1999].

  4. Hall, W.P. 2001. Framework for an integrated technical knowledge management environment for large engineering projects. SGML Implementation Project [Tenix internal document].

Following is my working outline for the book. Contextual introductions will be provided at the beginning of each section, and each paper will be introduced by a retrospective blurb. Papers will be edited to standardise styles and to eliminate redundant content given in earlier papers. All references will link to a common bibliography.

Book outline:

Introduction: Scope and Contex

Theoretical framework:

Working with explicit information/knowledge in world 3

Highlights the problems executives have with paradigmatic issues.

Solving the ANZAC Ship maintenance documentation problems

Architecting document-based knowledge management over the enterprise and the fleet lifecycle

Implementing the generic program lifecycle management system

Note: The CMIS solution was only ever used for the M113 program because Tenix refused to fund sufficient travel and personnel exchange between Melbourne and Canberra for the system's users in Tenix or in the Army to fully understand how to maximize their use of the system's capabilities across the range of corporate documentation either in Adelaide or in Melbourne.

Summary papers

Working with living knowledge in world 2

Identifying and managing critical organizational knowledge held in people's heads

Mapping and improving knowledge intensive organizational processes and routines

Historical summary of the rise dominance and failure of Tenix Defence:

Lost billion dollar opportunities to:

Effectively manage Defence programs from conception and birth to the grave

Note: The project failed because of the continual churn of staff in Defence procurement and the major paradigmatic issues with every new staff member. There is still no electronic propagation of project content through the life cycle.

Build an ICT cluster in Melbourne around major project Lifecycle Management

Note: The project failed because we were unable to convince potential component organizations (e.g., University of Melbourne and/or Tenix Defence) that would have served as key attractors to begin the crystallization process to provide seed funding to establish a center or even work together to seek grant funding. As usual, the underlying issues seemed to be paradigmatic.

Concluding comments