Do you use a formal event to get people talking in your IT department? Like a monthly meetup in a social place, a internal wiki/chat space or just a regular "information market" with some presentations about technology or projects made by your staff for your staff? Do you invite Sales people to participate or is it a closed event for programmers only?
您是否使用正式活动让人们在您的IT部门进行交谈?就像社交场合的月度聚会,内部维基/聊天空间,或者只是一个常规的“信息市场”,其中包含一些关于员工为员工制作的技术或项目的演示文稿?您是邀请销售人员参加还是仅为程序员举办的闭幕活动?
How do you get people to participate in these events? Do you allow them to spent work time on knowledge transfer? Or do you understand it as an integral part of the work time?
你如何让人们参加这些活动?你允许他们把工作时间花在知识转移上吗?或者您是否将其理解为工作时间的一个组成部分?
I wonder how to monitor the progress of knowledge transfer itself. How do you spot critical one-person spots of failure in your projects? There are several methods to avoid it, like staff swapping or the "fifo" attempt on bug fixing.
我想知道如何监控知识转移本身的进展。您如何在项目中发现关键的一人失败点?有几种方法可以避免它,例如人员交换或“fifo”尝试修复bug。
Note: Ok, this is a very very noisy question and I hope to fix it after a few comments. Sorry for the mixup.
注意:好的,这是一个非常非常嘈杂的问题,我希望在几条评论之后修复它。抱歉,混合。
edit: My personal experience is that there is a very high barrier for people to start contributing. It looks like they won't put in the (minimal) extra time to edit our wiki, or spend the hour in the afternoon to talk about technology topics with the developing staff. It's like people don't like our wiki, our document management system or the meeting. Maybe it's because it's all free-to-use and not forced by the management. But I don't like to force people into it - but is it the right way?
编辑:我个人的经验是,人们开始做出贡献的障碍很大。看起来他们不会花费(最少)额外的时间来编辑我们的wiki,或者花一小时在下午与开发人员讨论技术主题。这就像人们不喜欢我们的维基,文档管理系统或会议。也许是因为它全部免费使用,而不是由管理层强制执行。但我不想强迫人们参与其中 - 但这是正确的方法吗?
One example: Our wiki holds pages about projects, telling who worked on it to get a first contact in case of questions. But nobody besides a colleague and me is creating this pages...
一个例子:我们的wiki包含有关项目的页面,告诉谁在工作时可以在遇到问题时获得第一次联系。但除了同事和我之外没有人在创建这个页面......
8 个解决方案
#1
4
Knowledge Transfer and Knowledge Management have one drawback. They seem to cost an aweful lot: if everybody knows what I know, am I still needed? All the time I use to bring others up to speed, what do I gain from it?
知识转移和知识管理有一个缺点。他们似乎花了很多钱:如果每个人都知道我所知道的,我还需要吗?我一直用它来加快其他人的速度,我从中获得了什么?
The best way to go about this is to be an example. Share your knowledge; in a wiki, blog about it, talk about it, make it easily accessible, and talk about the benefits you have from that: less people come to interupt and ask you stuff, as they can get an answer easily without even getting up. And show them that you are still there.
解决这个问题的最佳方法是成为一个例子。分享你的知识;在维基,关于它的博客,谈论它,使其易于访问,并谈论你从中获得的好处:更少的人来中断和问你的东西,因为他们可以轻松获得答案,甚至没有起床。告诉他们你还在那里。
This with all the other things mentioned will actually win out. One more thing: one of my employers kept on paying me 1/3 of my salary for another year after I left (on my own initiative), just to keep my knowledge-base up and running. Did he have to? No, it was his property anyway. But it motivated people still working for him to share their knowledge.
这与提到的所有其他事情实际上将赢得胜利。还有一件事:在我离开之后(我主动),我的一个雇主继续向我支付我工资的三分之一,只是为了保持我的知识基础和运行。他必须这么做吗?不,无论如何,这是他的财产。但它激励了那些仍在为他工作的人们分享他们的知识。
#2
4
I think all of the above. But you're forgetting the most important way.
我想以上所有。但是你忘记了最重要的方式。
The most efficient way to transfer knowledge is to have people work together. You might think about doing 1 on 1 code reviews or even pair programming and make knowledge transfer an intergral part of the work.
转移知识的最有效方式是让人们一起工作。您可能会考虑进行一对一的代码审查,甚至可以结对编程,并使知识转移成为工作的一部分。
#3
2
I think it depends on the knowledge you are trying to transfer. I've found the following:
我认为这取决于你想要转移的知识。我发现了以下内容:
Technical Knowledge: "How to guide" with screenshots and a short demo - similar to the way you will see new features at a conference. The added benefit of this is what you have got is documented for when you leave the company.
技术知识:“如何引导”屏幕截图和简短演示 - 类似于您在会议中看到新功能的方式。这样做的额外好处就是您离开公司时所记录的内容。
Problem solving: informal discussions, short internal projects, lessons learned and an internal FAQ system which EVERYONE is responsible for updating.
解决问题:非正式讨论,简短的内部项目,经验教训以及每个人负责更新的内部常见问题解答系统。
Soft Skills (people skills): social meetings/outings/informal events etc.
软技能(人员技能):社交会/郊游/非正式活动等
Measuring that is going to be difficult though, as no matter how you transfer your knowledge there will always be varying degrees of uptake, after all, just because I do something one way doesnt mean its correct. Another developer/designer/manager may have a different way of doing the same thing with the same end result.
虽然衡量这将是困难的,因为无论你如何转移你的知识,总会有不同程度的吸收,毕竟,仅仅因为我做某事并不意味着它是正确的。另一个开发人员/设计人员/经理可能采用不同的方式来做同样的事情并获得相同的最终结果。
Mauro
#4
2
At my workplace we use a wiki. The workplace is small enough (~20 people) so that you can always ask the person who was most involved in a particular project, however it is expected that you have searched on the wiki before you ask "the expert". If you cannot find your answer in the wiki, then you should add it after you have discussed it with your co-worker.
在我的工作场所,我们使用维基。工作场所足够小(约20人),因此您可以随时询问参与特定项目的人员,但是在您询问“专家”之前,您应该在维基上搜索。如果您在维基中找不到答案,那么您应该在与同事讨论后添加答案。
#5
0
One word: Lunch
一句话:午餐
#6
0
You should encourage people about things that you want them to do. You should "feed the animal". Look at *; what do you think about badges? Why do you think this wonderful things exist? Thanks to ego, there is nothing you can't get it done. Give them badges, real badges, wearable badges. They will wear with happiness, they will do with happiness.
你应该鼓励人们了解你希望他们做的事情。你应该“喂养动物”。看看*;你怎么看待徽章?为什么你认为这个奇妙的东西存在?感谢自我,没有什么是你无法完成的。给他们徽章,真正的徽章,可穿戴的徽章。他们会幸福地穿着,他们会幸福地做。
Btw, yes, I am a boss :)
顺便说一句,是的,我是老板:)
#7
0
Although i am still a student, when i did work experience 12 months ago, the all IT departments from within the corporation (I was 'working' for large corporation which own several mines in the area) would have a daily telephone conference, where each employee would say what they had been doing etc, and then talk about something new they had discovered and any other interesting tid-bits.
虽然我还是学生,但是当我12个月前做过工作经验时,公司内部的所有IT部门(我为那些在该地区拥有多个矿山的大公司“工作”)都会举行每日电话会议,员工会说出他们一直在做的事情,然后谈论他们发现的新事物以及任何其他有趣的tid-bits。
#8
0
Couple ways I have seen so far:
到目前为止,我已经看到几种方式:
-
Wiki is suitable for internal knowledge, for example environment, project specific topics.
Wiki适用于内部知识,例如环境,项目特定主题。
-
Open doors policy
开门政策
-
Encourage asking questions.
鼓励提问。
-
Voluntary presentations. Find out who have special knowledge and make it easy and attractive to set up a short presentation about it.
自愿介绍。找出谁有特殊知识,并使其简单,有吸引力,建立一个简短的介绍。
-
Project post mortem documents. A wrap up meeting moderated by someone outside project team held after project is finished or terminated.
项目验尸文件。项目完成或终止后由项目团队外部人员主持的总结会议。
-
Compulsory presentations.
- Project presentation when they go live. Technologies used etc.
- In case someone is sent to conference, he should have a presentation about new technology he saw.
上线时的项目介绍。使用的技术等
如果有人被派去参加会议,他应该有一个关于他看到的新技术的演讲。
强制性演讲。上线时的项目介绍。使用的技术等。如果有人被派去参加会议,他应该介绍他所看到的新技术。
#1
4
Knowledge Transfer and Knowledge Management have one drawback. They seem to cost an aweful lot: if everybody knows what I know, am I still needed? All the time I use to bring others up to speed, what do I gain from it?
知识转移和知识管理有一个缺点。他们似乎花了很多钱:如果每个人都知道我所知道的,我还需要吗?我一直用它来加快其他人的速度,我从中获得了什么?
The best way to go about this is to be an example. Share your knowledge; in a wiki, blog about it, talk about it, make it easily accessible, and talk about the benefits you have from that: less people come to interupt and ask you stuff, as they can get an answer easily without even getting up. And show them that you are still there.
解决这个问题的最佳方法是成为一个例子。分享你的知识;在维基,关于它的博客,谈论它,使其易于访问,并谈论你从中获得的好处:更少的人来中断和问你的东西,因为他们可以轻松获得答案,甚至没有起床。告诉他们你还在那里。
This with all the other things mentioned will actually win out. One more thing: one of my employers kept on paying me 1/3 of my salary for another year after I left (on my own initiative), just to keep my knowledge-base up and running. Did he have to? No, it was his property anyway. But it motivated people still working for him to share their knowledge.
这与提到的所有其他事情实际上将赢得胜利。还有一件事:在我离开之后(我主动),我的一个雇主继续向我支付我工资的三分之一,只是为了保持我的知识基础和运行。他必须这么做吗?不,无论如何,这是他的财产。但它激励了那些仍在为他工作的人们分享他们的知识。
#2
4
I think all of the above. But you're forgetting the most important way.
我想以上所有。但是你忘记了最重要的方式。
The most efficient way to transfer knowledge is to have people work together. You might think about doing 1 on 1 code reviews or even pair programming and make knowledge transfer an intergral part of the work.
转移知识的最有效方式是让人们一起工作。您可能会考虑进行一对一的代码审查,甚至可以结对编程,并使知识转移成为工作的一部分。
#3
2
I think it depends on the knowledge you are trying to transfer. I've found the following:
我认为这取决于你想要转移的知识。我发现了以下内容:
Technical Knowledge: "How to guide" with screenshots and a short demo - similar to the way you will see new features at a conference. The added benefit of this is what you have got is documented for when you leave the company.
技术知识:“如何引导”屏幕截图和简短演示 - 类似于您在会议中看到新功能的方式。这样做的额外好处就是您离开公司时所记录的内容。
Problem solving: informal discussions, short internal projects, lessons learned and an internal FAQ system which EVERYONE is responsible for updating.
解决问题:非正式讨论,简短的内部项目,经验教训以及每个人负责更新的内部常见问题解答系统。
Soft Skills (people skills): social meetings/outings/informal events etc.
软技能(人员技能):社交会/郊游/非正式活动等
Measuring that is going to be difficult though, as no matter how you transfer your knowledge there will always be varying degrees of uptake, after all, just because I do something one way doesnt mean its correct. Another developer/designer/manager may have a different way of doing the same thing with the same end result.
虽然衡量这将是困难的,因为无论你如何转移你的知识,总会有不同程度的吸收,毕竟,仅仅因为我做某事并不意味着它是正确的。另一个开发人员/设计人员/经理可能采用不同的方式来做同样的事情并获得相同的最终结果。
Mauro
#4
2
At my workplace we use a wiki. The workplace is small enough (~20 people) so that you can always ask the person who was most involved in a particular project, however it is expected that you have searched on the wiki before you ask "the expert". If you cannot find your answer in the wiki, then you should add it after you have discussed it with your co-worker.
在我的工作场所,我们使用维基。工作场所足够小(约20人),因此您可以随时询问参与特定项目的人员,但是在您询问“专家”之前,您应该在维基上搜索。如果您在维基中找不到答案,那么您应该在与同事讨论后添加答案。
#5
0
One word: Lunch
一句话:午餐
#6
0
You should encourage people about things that you want them to do. You should "feed the animal". Look at *; what do you think about badges? Why do you think this wonderful things exist? Thanks to ego, there is nothing you can't get it done. Give them badges, real badges, wearable badges. They will wear with happiness, they will do with happiness.
你应该鼓励人们了解你希望他们做的事情。你应该“喂养动物”。看看*;你怎么看待徽章?为什么你认为这个奇妙的东西存在?感谢自我,没有什么是你无法完成的。给他们徽章,真正的徽章,可穿戴的徽章。他们会幸福地穿着,他们会幸福地做。
Btw, yes, I am a boss :)
顺便说一句,是的,我是老板:)
#7
0
Although i am still a student, when i did work experience 12 months ago, the all IT departments from within the corporation (I was 'working' for large corporation which own several mines in the area) would have a daily telephone conference, where each employee would say what they had been doing etc, and then talk about something new they had discovered and any other interesting tid-bits.
虽然我还是学生,但是当我12个月前做过工作经验时,公司内部的所有IT部门(我为那些在该地区拥有多个矿山的大公司“工作”)都会举行每日电话会议,员工会说出他们一直在做的事情,然后谈论他们发现的新事物以及任何其他有趣的tid-bits。
#8
0
Couple ways I have seen so far:
到目前为止,我已经看到几种方式:
-
Wiki is suitable for internal knowledge, for example environment, project specific topics.
Wiki适用于内部知识,例如环境,项目特定主题。
-
Open doors policy
开门政策
-
Encourage asking questions.
鼓励提问。
-
Voluntary presentations. Find out who have special knowledge and make it easy and attractive to set up a short presentation about it.
自愿介绍。找出谁有特殊知识,并使其简单,有吸引力,建立一个简短的介绍。
-
Project post mortem documents. A wrap up meeting moderated by someone outside project team held after project is finished or terminated.
项目验尸文件。项目完成或终止后由项目团队外部人员主持的总结会议。
-
Compulsory presentations.
- Project presentation when they go live. Technologies used etc.
- In case someone is sent to conference, he should have a presentation about new technology he saw.
上线时的项目介绍。使用的技术等
如果有人被派去参加会议,他应该有一个关于他看到的新技术的演讲。
强制性演讲。上线时的项目介绍。使用的技术等。如果有人被派去参加会议,他应该介绍他所看到的新技术。