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An initial framework of competency-based knowledge management

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Information about An initial framework of competency-based knowledge management

Published on December 16, 2011

Author: mnrozhkov

Source: slideshare.net

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An initial Frameworkof a Competency-based project management Mikhail ROZHKOV, C.F. Cheung and Eric Tsui Knowledge Management Research Centre, Department of Industrial and Systems Engineering, The Hong Kong Polytechnic University Mikhail Rozhkov PhD Candidate, PolyU mail: mnrozhkov@gmail.com

What I’m going to talk about?1. The role of employee’s competencies in innovation projects2. Framework of a Competency-based project management3. Framework’s application

Current project management issues: literature review…1) Requirements of being open- innovative, active in the web environment, flexible2) Using virtual and remote workers3) Organization network cooperation is required4) High project complexity Human resources are the critical factor to handle these issues

Success factors of innovation projects: research results…• Croatian Community Innovation Survey (2004 – 2009)• The sample: 979 – Potential innovators – Successful innovators * “Surmounting innovation project failure”, Ljiljana Božid and Sonja Radas The Institute of Economics, Zagreb. MEIDE 2010, 27‐28 May 2010

Failure and success factors for innovations projects Failures predictors Success enablers • New design and packaging • Lack of qualified personnel • Continuous R&D • Lack of information on • Presence on internationalSignificant technology market • Problems with finding a partner • Cooperation (for new product for cooperation new to the market only) • Lack of internal sources of finances Not • Lack of external sources of • New distribution methods related finances • Total R&D • Innovation costs too high • Public funding • Lack of demand • Strong competition * “Surmounting innovation project failure”, Ljiljana Božid and Sonja Radas The Institute of Economics, Zagreb. MEIDE 2010, 27‐28 May 2010

Failure and success factors for innovations projects Failures predictors Success enablers • New design and packaging • Lack of qualified personnel • Continuous R&D • Lack of information on • Presence on internationalSignificant technology market • Problems with finding a partner • Cooperation (for new product for cooperation Finance-based only) new to the market factors • Lack of internal sources of finances Not • Lack of external sources of • New distribution methods related finances Market-based • Total R&D • Innovation costs too high •factors Public funding • Lack of demand • Strong competition * “Surmounting innovation project failure”, Ljiljana Božid and Sonja Radas The Institute of Economics, Zagreb. MEIDE 2010, 27‐28 May 2010

Failure and success factors for innovations projects Failures predictors Success enablers Human-based • New • Lack of qualified personnel factors design R&Dpackaging • Continuous and • Lack of information on • Presence on internationalSignificant technology market • Problems with finding a partner • Cooperation (for new product for cooperation new to the market only) • Lack of internal sources of finances Not • Lack of external sources of • New distribution methods related finances • Total R&D • Innovation costs too high • Public funding • Lack of demand • Strong competition* “Surmounting innovation project failure”, Ljiljana Božid and Sonja Radas . The Institute of Economics, Zagreb. MEIDE 2010, 27‐28 May 2010

What is «competency»? Motivation and attitudesKnowledge Personal and skills traits Competency The observed behavior *adopted from presentation of Gregory Finkelshtein, ECOPSY Consulting

Competency-based performance prediction Available Predicted performance Compatibility Requiredcompetences level for A and B for to competences tasks i and j requirements A Employee A Task i 90% C1 70% C1 C2 B C3 C2 10% 30% Task j C1 A Employee B 30% 20% C2 C1 C2 C3 C3 70% B 80% C4 C3 C4 *adopted from presentation of Anton Trunovich, Willgrade

Ways to improve of competency-based project management…1. Consider competencies as dynamic parameter2. Consider mutual correspondence (matching) between manager, team, project and environment3. Consider structures (diversity) of competencies as significant factor

Learning curvesResource using level (hours, money) Coefficient b values Number of “learning units“ (production units, time periods)

Competency developing curvesCompetency level Coefficient b values Number of “learning units” (projects, time periods)

Mutual correspondence (matching) of framework factors Mutual correspondence (MC) Project Project Manager Project PerformanceEnvironment Team

• Competencies • Competencies Project Project required (level) (level) Manager• Size/value • Personality • Management• Cooperation • Competencies • Learning style stylerequired required • Communication • Values• Competencies (level, structure) and management • Motivationrequired style• Strategy •Personality• Cooperation • Management • Competencies •Learning stylenetwork style (level, structure) • Communication• Project support • Culture (values) and working style•HR-management • Culture (values) • Motivation • Values Environment system • Motivation Team

• Competencies • Competencies Project Project Manager required (level) (level)• Size/value • Personality • Management• Cooperation • Competencies • Learning style stylerequired required • Communication • Values• Competencies (level, structure) and management • Motivationrequired style• Strategy •Personality• Cooperation • Management •Competencies •Learning stylenetwork style (level, structure) • Communication• Project support • Culture (values) and working style•HR-management • Culture (values) • Values Environment • Motivation Team • Motivation system

• Competencies • Competencies Project Project Manager required (level (level)• Size/value • Personality • Management• Cooperation • Competencies • Learning style stylerequired required • Communication • Values• Competencies (level, structure) and management • Motivationrequired style• Strategy •Personality• Cooperation • Management • Competencies •Learning stylenetwork style (level, structure) • Communication• Project support • Culture (values) and working style•HR-management • Culture (values) • Motivation • Values Environment Team system • Motivation

• Competencies • Competencies Project Project Manager required (level) (level)• Size/value • Personality • Management• Cooperation • Competencies • Learning style stylerequired required • Communication • Values• Competencies (level, structure) and management • Motivationrequired style• Strategy •Personality• Cooperation • Management • Competencies •Learning stylenetwork style required (level, • Communication• Project support • Culture (values) structure) and working style•HR-management • Culture (values) • Motivation • Values Environment Team system • Motivation

Framework applicationsBenefits Single innovation Applications Corporations projects / start-ups Current projects’ “bottlenecks” analysis/prediction Less risk of failure More flexible teams Project management practice improving Cost efficiency Training and learning needs assessment Decision supporting Hiring “right” people for hiring of project team and/or Better project portfolio and manager Completed projects analysis (failure/success cooperation network analysis) management

Target pr jects! Productdevelopment projects Software development projects Marketing projects Other Innovation projects

Thank you! Mikhail ROZHKOV PhD Candidate, PolyU mail: mnrozhkov@gmail.com

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