Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
Look at it from a different perspective.
Knowledge should be centralized, with a consistent, sensible taxonomy, so it provides a knowledge bank of organized, easy to find resource materials. With this, if an employee is absent, or leaves, their knowledge remains with the organization.
This is an example of practiced Knowledge Management - taking tacit knowledge to explicit knowledge.
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1 reply by Tam Nguyen
Jun 12, 2017 4:06 AM
Tam Nguyen
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Can you help me clear about that? Please give me example
In addition to centralized knowledge, and consistent taxonomy suggested by Andrew.
Make it a requirement that people are pair, and require to be able to know enough to take over immediately for short term and could take over for longer term. That need part of their evaluation criteria, so a few times a month they meet and exchange on progress.
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1 reply by Tam Nguyen
Jun 13, 2017 4:08 AM
Tam Nguyen
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If the requirement is a pair, the quality of employee is not equal. It means they may not support each other.
Saving Changes...
Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
^ There's a significant consideration here .... Employees can always write down, maintain, centralize knowledge. Organizations do not always have the ability to extend resources, or have enough to do pairing. Saving Changes...
Following a buddy system where the knowledge can be mapped and there is no dependency of individual to complete a certain task – be it Project or Operational work.
Also, internal training program defined for team based on the area of interest and skill sets.
Categorizing the skills set of team members into Low – Intermediate – Expert level within different job profile / tasks and mapping them together will help in planning the buddy system and training program.
I too faced this problem while managing an Operations team where either the individuals are sick, family commitments or going for maternity break, The above method has helped in smooth running of the operations and also increased team morale in adding up multiple skills sets into their portfolio.
I do agree that knowledge should be centralized.
If you are following Scrum framework, then usually team member knows what are the stories, who is working, what has been completed so far(during Scrum Meetings). So, your team can work on pending tasks.
Alternatively, promote pair programming in your team.
Knowledge should be centralized, with a consistent, sensible taxonomy, so it provides a knowledge bank of organized, easy to find resource materials. With this, if an employee is absent, or leaves, their knowledge remains with the organization.
This is an example of practiced Knowledge Management - taking tacit knowledge to explicit knowledge.
Can you help me clear about that? Please give me example Saving Changes...
Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
Tam, knowledge, organizationally speaking, belongs to the organization, not the employee. As a resource working on a particular, let's say, solution, it is the responsibility of the employee to document and store centrally, for example, SharePoint, and not keep assets on their local machine. If the resource leaves, is sick, gets hit by a bus, the knowledge remains/is available to others. Tacit to Explicit
If we think of a solution, by time an enhancement phase comes around, or upgrade, the original team members may not be around anymore. How will the new team continue if there is no knowledge of the solution from the original team? How will they find it?
Organizational assets should be available for others - Get the right information, to the right people, at the right time, in the right context.
Tam, knowledge, organizationally speaking, belongs to the organization, not the employee. As a resource working on a particular, let's say, solution, it is the responsibility of the employee to document and store centrally, for example, SharePoint, and not keep assets on their local machine. If the resource leaves, is sick, gets hit by a bus, the knowledge remains/is available to others. Tacit to Explicit
If we think of a solution, by time an enhancement phase comes around, or upgrade, the original team members may not be around anymore. How will the new team continue if there is no knowledge of the solution from the original team? How will they find it?
Organizational assets should be available for others - Get the right information, to the right people, at the right time, in the right context.
I do agree that knowledge should be centralized.
If you are following Scrum framework, then usually team member knows what are the stories, who is working, what has been completed so far(during Scrum Meetings). So, your team can work on pending tasks.
Alternatively, promote pair programming in your team.
