Nuclear professionals gain knowledge, experience and skills over the years while working at their organizations. Some of these are strategically important for continuous business performance. The success of a strategic knowledge management programme depends on the ability to convert individuals’ knowledge, experience and skills into organizational assets. This publication, based on IAEA expert missions and assistance visits since 2004, provides guidance on developing and implementing a strategic knowledge management programme as a proactive measure, to reduce the risk of knowledge loss and provide both safety and financial benefits. It is aimed at leaders and decision makers in both industry, academia and government, senior and middle level managers, and knowledge management specialists in nuclear organizations.

• 1. INTRODUCTION
  • 1.1. Background
  • 1.2. Objective
  • 1.3. Scope
  • 1.4. Structure
• 2. DEFINING KNOWLEDGE MANAGEMENT IN THE NUCLEAR FIELD
  • 2.1. Principles of knowledge management in the nuclear field
    • 2.1.1. Principle 1
    • 2.1.2. Principle 2
    • 2.1.3. Principle 3
    • 2.1.4. Principle 4
    • 2.1.5. Principle 5
    • 2.1.6. Principle 6
    • 2.1.7. Principle 7
    • 2.1.8. Principle 8
  • 2.2. Knowledge, information and data
  • 2.3. Different types of knowledge
    • 2.3.1. Explicit knowledge
    • 2.3.2. Tacit knowledge
  • 2.4. The relationship between information management and knowledge management
  • 2.5. Integrating knowledge management into business processes or management systems
• 3. ELEMENTS OF A KNOWLEDGE MANAGEMENT PROGRAMME
  • 3.1. Practices that support knowledge management
    • 3.1.1. Learning from experience
    • 3.1.2. Competency mapping
    • 3.1.3. Communities of practice
  • 3.2. Knowledge management projects
    • 3.2.1. Knowledge loss risk management
    • 3.2.2. Knowledge loss risk management for outsourced activities
    • 3.2.3. Knowledge management initiatives to transfer tacit knowledge
    • 3.2.4. Knowledge portals and information technology platforms for knowledge management
• 4. DEVELOPING STRATEGIES FOR KNOWLEDGE MANAGEMENT
  • 4.1. Elements of the knowledge management strategy
  • 4.2. Performance monitoring of knowledge management programmes
    • 4.2.1. The importance of measuring knowledge management performance
    • 4.2.2. Selecting key performance indicators
    • 4.2.3. Relationship with the line of sight model
    • 4.2.4. Gathering key performance indicator data
    • 4.2.5. Presentation of key performance indicator data to senior management
    • 4.2.6. Examples of key performance indicator derivation
• 5. GUIDANCE FOR KNOWLEDGE MANAGEMENT IMPLEMENTATION
  • 5.1. Orientation and awareness
  • 5.2. Analysis of safety requirements and business needs
  • 5.3. Knowledge management policy and strategy development
  • 5.4. Design and launch
  • 5.5. Expand and support
  • 5.6. Institutionalize knowledge management
  • 5.7. Evaluation and continuous improvement
• 6. CHALLENGES FOR THE IMPLEMENTATION OF KNOWLEDGE MANAGEMENT PROGRAMMES
  • 6.1. Organizational culture
  • 6.2. Organizational ownership
    • 6.2.1. Leadership
    • 6.2.2. Structure
    • 6.2.3. Governance and oversight
  • 6.3. Technology
    • 6.3.1. Information technology tools
    • 6.3.2. Information technology infrastructure
  • 6.4. Business process standardization
  • 6.5. Human resources
    • 6.5.1. Rewards
    • 6.5.2. Generational workers
  • 6.6. Intellectual property — legal ownership
    • 6.6.1. Security and safeguards
  • 6.7. External environment factors
    • 6.7.1. Talent pool availability
    • 6.7.2. Educational infrastructure
• 7. Summary
• REFERENCES
• GLOSSARY
• CONTRIBUTORS TO DRAFTING AND REVIEW
• STRUCTURE OF THE IAEA NUCLEAR ENERGY SERIES