Quels sont les moyens les plus efficaces de transférer les connaissances et l’innovation entre plusieurs projets?

In my experience, having a central repository of information, like a Wiki page for knowledge and innovation for your program. Educate the cross-functional teams on the value and benefits of using (contributing to and using) the wiki page.

Collaborate with a knowledge manager! Knowledge managers are experts in information systems and organization and have deep knowledge of information use behavior. Because we manage the physical knowledge, we also have our finger on the pulse of expertise in an org and can connect people. We help facilitate the movement of knowledge.

🔍 In my opinion, capturing knowledge goes beyond mere documentation. 📚 Clarity and brevity in documentation are paramount. Avoiding verbosity ensures meaningful and quick insights. 🔗 Contextual cross-referencing between projects can highlight shared challenges or unique solutions, deepening understanding. 👥 Peer reviews of documented knowledge ensure its accuracy and relevance, refining information by eliminating biases. 🎯 Emphasizing dynamic knowledge bases over static ones ensures data stays updated and in line with evolving project needs. 💡 In essence, dynamic, context-rich, and collaboratively refined knowledge is key for effective transfer across projects.

Personally I have always been a huge proponent of documentation, even when it was not part of the processes or culture of my former building-level or district-level teams. Part of it comes from the ability to look back & remember what you did... especially was you get months or years beyond an initiative's first bits of rollout. The other part comes from my years teaching with lesson plans & then my years as a school building administrator. Making the thought process, the steps, and the planning visible allows people on your team or within the building/organization to see the 'why', the 'what' and the 'how'. When people know where they're going, where they've come from, and why they're doing it... they can get on board.

There needs to be a systematic process for extracting knowledge from projects for others. I work with a lessons-learned methodology. At the end of each project, key learnings are made available in the form of learning nuggets. This ensures that the findings are extracted at the end of the project and shared within the organization.

Begin by building a knowledge strategy and carving the role of a knowledge manager. You may choose to hire a knowledge manager, or you can also designate this role across a team or departments. However, you must have designated people planning and implementing knowledge initiatives aligned with where you want to position yourself. A company looking to maintain a knowledge base will require different resources and focus compared to one looking to build a knowledge base from scratch in two months.

Project management is experience driven. The more experience I have the "smarter" you are. On paper :-) Which means we learn the most from our own experience managing projects and by others sharing their experience. Lessons learned have a huge part here. Why? Because you cannot learn project management via books. The best way is to share lessons learned via sessions where PMs share how they "fail"? Well, it is not about how we "fail", but how we find and implement a solution. This type of sharing can give you at least an idea what I should try in similar situations. Fail fast. Take the lessons and try not to repeat the same mistakes. If your estimation was not accurate. Go and better understand how bottom-up estimates work.

📘 You should also consider that documentation, while vital, is a starting point in knowledge transfer. 🚀 Embed a Culture: Infuse a sharing spirit through recognition. 🛠️ Leverage Tech: Adopt systems to centralize data efficiently. 🤝 Nurture Spaces: Initiate forums for informal interactions and knowledge exchanges. 💼 Structured Transitions: Facilitate detailed handovers between teams. 🔄 Recycle Wisdom: Reintegrate learnings into evolving strategies. 📌 Merging structured documentation with a robust knowledge-sharing culture, tech adoption, and systematic interactions will synergistically propel the efficacy of knowledge and innovation transfer across varying projects.

Mentoring and coaching play a pivotal role. It offers a wealth of benefits for knowledge transfer in organizations. Mentors tailor guidance to mentees' needs ensuring relevant and practical knowledge transfer. Personally, I advocate mentoring as it not only fosters knowledge continuity but also enriches my own learning experience while I teach.

I am passionate about mentoring & passing on knowledge to others without 'giving them the answer.' This requires some patience... as I do often know what I think should be the right course of action or process to implement. However, to coach & mentor means you provide opportunities for struggle, offer guiding questions, listen for support (not to think ahead about what I'm going to say- that's a tough one), & provide guardrails when necessary. Honesty & empathy go a long way to mentoring/coaching. When you have the trust, you get to transfer what you know more effectively. I should never be the one with all the information... spread the knowledge & spread the success.

Reflection is key to learning, and it takes humility, vulnerability, & a growth mindset. Teams need to have the safety & trust to be honest in their reflections of progress/productivity, as a team & as individuals. That takes work, time, and people stepping up when they say they will. I spent several years working with citizen facilitators of teams to empower their skills in team meetings & develop opportunities for building trust in small groups. I modeled this in larger group meetings/settings, which helped to enforce the expectations. I also helped the facilitators when they ran into personal conflicts or had issues with team members not pulling their weight.

"Capture" is the starting point. Capture lessons throughout the project, not just at the end. Include a "lessons learned" review at the end of your status review meetings. What to capture? Good things and bad? What to do with the lessons? If there is anything that is beyond your control, find a way to share it with the person responsible for fixing the issue. Otherwise, teams will keep learning the same lessons and eventually give up. Finally, make the information keyword accessible. I had one client who stored lessons by project name. You couldn't find the lesson unless you already knew it.

As much as possible, capture it directly within standards & templates as those are likely to be used more frequently than a "lessons learned" repository. It is also advisable to not take a "one size fits all" approach to knowledge gained. A good practice merits a different treatment than a reminder to not do something. Finally, communities of practices are a great way for sharing knowledge with one another on a regular, informal basis and can be more effective given the face-to-face communication method and the ability to strengthen our networks.