Categories: Career Help, Careers, Collaboration, Communication, Continuous Learning, Human Aspects of PM, Leadership, Mentoring, SelfLeadership, Sharing Knowledge, Talent Management
By Yasmina Khelifi, PMP, PMI-ACP, PMI-PBA
In my last post, I wrote about the benefits of . Now it’s time to talk about how you’ll document and maintain that information. And this is where project leaders should turn to their teams for ideas.
A few years ago, I belonged to a very efficient and collaborative project team. We were all responsible for a service deployed across different manufacturers’ models, hence the importance of having up-to-date information. We maintained a spreadsheet file shared on a cloud service and we updated it regularly, as agreed on by the team. Then a new manager decided to implement a different system. The team was told to send all information to two administrators who would handle updates.
You can imagine what happened.
Almost no one sent the information and the system was decommissioned after two years. As a result, all the knowledge our team had built over the years was lost. What was deemed a more professional or advanced tool ended up crippling the knowledge base.
As a project leader, we need to trust our teams and let them define the best ways to share and store information. We’re not talking here about an encyclopedia of knowledge. It’s really just enough documentation to help handover and onboarding.
One of the best ways to ensure knowledge sharing is to record presentations and conference calls. You can also take detailed notes to share with other project team members.
Another major part of closing the information loop within teams is to solicit and give constructive criticism and feedback. Postmortems, retrospectives or lessons learned are an invaluable opportunity to share knowledge and ultimately document it.
How do you let team preferences shape your approach to sharing knowledge?