Knowledge management in bid preparation for global engineering and manufacturing projects (original) (raw)
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The last two decades have witnessed a significant increase in discussions about the different dimensions of knowledge and knowledge management (KM). This is especially true in the construction context. Many factors have contributed to this growing interest including globalisation, increased competition, diffusion of new ICTs (information and communication technologies), and new procurement routes, among others. There are a range of techniques and technologies that can be used for knowledge management (KM) in construction organisations. The use of techniques for KM is not new, but many technologies for KM are fairly new and still evolving. This paper begins with a review of different KM techniques and technologies and then reports the findings of case studies of selected UK construction organisations, carried out with the aim of establishing what tools are currently being used in UK construction organisations to support knowledge processes. Case study findings indicate that most organisations do not adopt a structured approach for selecting KM technologies and techniques. The use of KM techniques is more evident compared to KM technologies. There is also reluctance among construction companies to invest in highly specialised KM technologies. The high costs of specialist KM technologies are viewed as the barrier to their adoption. In conclusion, the paper advocates integrated use of KM techniques and technologies in construction organisations.
Industry generally is developing knowledge management strategies and companies have been found to be delivering significant results; improving decision making, increasing productivity and profitability. In the UK construction industry, key reports such as Latham and Egan, recommend increased collaboration, knowledge exchange, new networks and relationships, to increase the competitiveness and profitability of construction. They highlight the increasing value of knowledge in delivering competitive advantage. Knowledge management is vital in construction, especially with the dependence on project work and geographic disparate teams. If it is to be successful in this procurement environment, it will require far more than investment in software. This paper examines the core processes of knowledge management and key enablers. The focus will be on how a leading edge construction organisation is benefiting commercially from implementation of a knowledge management initiative.
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In the construction industry, project knowledge mostly resides in the minds of project members and is, often, not managed properly so it can be used in future projects. As construction projects are temporary and unique, project members leave a project for another one once a project is completed. Therefore, poor management of knowledge across construction projects will lead to a considerable amount of knowledge loss; the ignoring of which would be detrimental to project performance. This issue is more prominent in projects undertaken through the traditional procurement system, as this system encourages fragmentation rather than integration. Thus disputes exist between the design and construction phases based on the poor management of knowledge between those two phases. This paper aims to highlight the challenges of the knowledge management that exists within construction projects undertaken through the traditional procurement system. Expert interviews were conducted and challenges we...
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