132 Coakes, Bradburn, and Blake
Copyright © 2005, Idea Group Inc. Copying or distributing in print or electronic forms without written
- corporate governance (detailing the directors, the board, and other committees,
how internal control is carried out, investor relations, and corporate social respon-
sibility policy).
SETTING THE STAGE
Knowledge management began in Taylor Woodrow in 2000 and centred on techni-
cal knowledge managed by a team based at the Technology Centre in Leighton Buzzard,
UK. The remit of the knowledge manager at Taylor Woodrow was to manage knowledge
on a groupwide basis. The main reason that knowledge management was introduced
related to the board recognising that Taylor Woodrow needed a systematic process to
better manage its substantial technical knowledge base. Hence improving the dissemi-
nation of best practice and lessons learned, thus reducing technical risks on its projects.
So the knowledge management initiative was an approach to sharing technical excellence
and best practice, and to demonstrate added value and business differential to their
clients. It was able to demonstrate reduced costs and successful learning on projects to
both new and existing clients, which helped maintain client relationships and encouraged
repeat business. In 2001-2002 its main emphasis was on defect reduction and producing
better buildings for clients, thus KM has been integrated into its construction project
processes to add value from which both customers and shareholders benefit.
CASE DESCRIPTION
KM, according to Taylor Woodrow’s KM manager “is primarily about people and
how they behave and how they solve problems.” In order to ensure the initiative is well
supported, she felt that one needs to persuade the senior management initially as they
are the real influencers of construction project outcomes. The KM process incorporates
managers to reduce risks early in the construction process and consider the outcomes
of actions, which were taken in previous projects. Enthusiasm for the initiative has come
from board level and this is essential to gain support from operational (frontline)
managers.
A number of forums have been set up in Taylor Woodrow for design managers,
project managers, graduates, and commercial managers, which look at improving pro-
cesses and sharing knowledge. It would seem that the most important motivator in Taylor
Woodrow for participation in these forums and to undertake KM was not only kudos but
being able to make improvements to the business. The forums were headed up by senior
managers, and to be seen to be actively participating and encouraging improvements at
the forums was good for professional development for some participants.
So far, the forums have primarily concentrated on sharing best practice and the
Taylor Woodrow KM manager hopes that in the future more project managers will feel
able to talk about projects where processes went wrong, how they have learned from the
experience, and how they can do better next time. To start the process, Taylor Woodrow
has begun to publish a Top Tips bulletin, which anonymises the projects and issues. This
particular initiative is similar to a Government scheme, which is called Movement for
Innovation, where best practice on construction projects will be captured and dissemi-
nated across the industry.