{"id":38895,"date":"2019-10-31T22:26:36","date_gmt":"2019-10-31T19:26:36","guid":{"rendered":"https:\/\/prohoster.info\/blog\/menedzhment-znanij-v-mezhdunarodnyh-standartah-iso-pmi\/"},"modified":"2019-10-31T22:26:36","modified_gmt":"2019-10-31T19:26:36","slug":"menedzhment-znanij-v-mezhdunarodnyh-standartah-iso-pmi","status":"publish","type":"post","link":"https:\/\/prohoster.info\/cs\/blog\/news\/menedzhment-znanij-v-mezhdunarodnyh-standartah-iso-pmi","title":{"rendered":"Management znalost\u00ed v mezin\u00e1rodn\u00edch standardech: ISO, PMI","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"<p>Ahoj v\u0161em. Po <noindex><a rel=\"nofollow\" href=\"https:\/\/habr.com\/ru\/post\/450918\/\">KnowledgeConf 2019<\/a><\/noindex> ub\u011bhlo u\u017e p\u016fl roku, b\u011bhem t\u00e9to doby jsem stihl vystoupit na dal\u0161\u00edch dvou konferenc\u00edch a v\u00e9st p\u0159edn\u00e1\u0161ky na t\u00e9ma \u0159\u00edzen\u00ed znalost\u00ed ve dvou velk\u00fdch IT spole\u010dnostech. P\u0159i komunikaci s kolegy jsem pochopil, \u017ee v IT se zat\u00edm lze o \u0159\u00edzen\u00ed znalost\u00ed bavit na \u00farovni \u201eza\u010d\u00e1te\u010dn\u00edk\u201c, p\u0159esn\u011bji, prost\u011b si uv\u011bdomit, \u017ee \u0159\u00edzen\u00ed znalost\u00ed je pot\u0159eba jak\u00e9mukoli odd\u011blen\u00ed jak\u00e9koli firmy. Dnes bude minimum m\u00fdch vlastn\u00edch zku\u0161enost\u00ed \u2013 cht\u011bl bych se zam\u011b\u0159it na existuj\u00edc\u00ed mezin\u00e1rodn\u00ed standardy v oblasti managementu znalost\u00ed. <\/p>\n<p><img decoding=\"async\" alt=\"Management znalost\u00ed v mezin\u00e1rodn\u00edch standardech: ISO, PMI\" src=\"\/wp-content\/uploads\/2019\/10\/b753129f91e7277188b615c0de8d9fbd.png\" style=\"display:block;margin: 0 auto;\" \/><\/p>\n<p>\n<noindex><a rel=\"nofollow\" name=\"habracut\"><\/a><\/noindex><\/p>\n<p>Za\u010dneme asi s nejpopul\u00e1rn\u011bj\u0161\u00edm brandem v oblasti standardizace \u2013 <b>ISO<\/b>. P\u0159edstavte si, \u017ee existuje cel\u00fd samostatn\u00fd standard zam\u011b\u0159en\u00fd na syst\u00e9my \u0159\u00edzen\u00ed znalost\u00ed (ISO 30401:2018). Dnes se ale na n\u011bm zdr\u017e\u00edme m\u00e9n\u011b. Ne\u017e za\u010dneme zkoumat \u201ejak\u201c by m\u011bl vypadat a fungovat syst\u00e9m \u0159\u00edzen\u00ed znalost\u00ed, mus\u00edme se dohodnout, \u017ee je v z\u00e1sad\u011b pot\u0159ebn\u00fd. <\/p>\n<p><\/p>\n<p>Vezm\u011bme si nap\u0159\u00edklad <b>ISO 9001:2015<\/b> (syst\u00e9my \u0159\u00edzen\u00ed kvality). Jak nazna\u010duje n\u00e1zev, je to standard zam\u011b\u0159en\u00fd na syst\u00e9m managementu kvality. Aby se organizace mohla certifikovat podle tohoto standardu, mus\u00ed zaji\u0161\u0165ovat transparentnost a plynulost pracovn\u00edch proces\u016f a vyr\u00e1b\u011bn\u00fdch produkt\u016f a\/nebo slu\u017eeb. Jin\u00fdmi slovy, certifik\u00e1t znamen\u00e1, \u017ee ve va\u0161\u00ed spole\u010dnosti v\u0161e funguje jasn\u011b, hladce, rozum\u00edte tomu, jak\u00e9 rizika nese sou\u010dasn\u00e1 organizace proces\u016f, v\u00edte, jak tato rizika kontrolovat, a usilujete o jejich minimalizaci. <\/p>\n<p>Jak to souvis\u00ed s \u0159\u00edzen\u00edm znalost\u00ed? A pr\u00e1v\u011b takto:<\/p>\n<p><\/p>\n<blockquote>\n<h3>7.1.6 Znalosti organizace<\/h3>\n<p><\/p>\n<p>Organizace mus\u00ed ur\u010dit znalosti pot\u0159ebn\u00e9 pro fungov\u00e1n\u00ed jej\u00edch proces\u016f a pro dosa\u017een\u00ed souladu s produkty a slu\u017ebami. <\/p>\n<p><\/p>\n<p>Znalosti by m\u011bly b\u00fdt udr\u017eov\u00e1ny a m\u00edt p\u0159\u00edstupn\u00e9 v pot\u0159ebn\u00e9m objemu.<\/p>\n<p><\/p>\n<p>P\u0159i zohledn\u011bn\u00ed m\u011bn\u00edc\u00edch se pot\u0159eb a trend\u016f by m\u011bla organizace br\u00e1t v \u00favahu existuj\u00edc\u00ed znalosti a ur\u010dovat, jak\u00fdm zp\u016fsobem z\u00edskat nebo zajistit p\u0159\u00edstup k dodate\u010dn\u00fdm znalostem a jejich aktualizaci.<\/p>\n<p><\/p>\n<p>POZN\u00c1MKA 1. Znalosti organizace jsou znalosti specifick\u00e9 pro organizaci; v\u011bt\u0161inou z\u00edskan\u00e9 na z\u00e1klad\u011b zku\u0161enost\u00ed.<\/p>\n<p><\/p>\n<p>Znalosti jsou informace, kter\u00e9 se pou\u017e\u00edvaj\u00ed a kter\u00fdmi se vym\u011b\u0148uj\u00ed za \u00fa\u010delem dosa\u017een\u00ed c\u00edl\u016f organizace.<\/p>\n<p><\/p>\n<p>POZN\u00c1MKA 2. Z\u00e1kladem znalost\u00ed organizace mohou b\u00fdt:<\/p>\n<p><\/p>\n<p>a) vnit\u0159n\u00ed zdroje (nap\u0159\u00edklad du\u0161evn\u00ed vlastnictv\u00ed; znalosti z\u00edskan\u00e9 z zku\u0161enost\u00ed; z\u00e1v\u011bry vyvozen\u00e9 z ne\u00fasp\u011b\u0161n\u00fdch nebo \u00fasp\u011b\u0161n\u00fdch projekt\u016f; shroma\u017e\u010fov\u00e1n\u00ed a sd\u00edlen\u00ed nedokumentovan\u00fdch znalost\u00ed a zku\u0161enost\u00ed; v\u00fdsledky zlep\u0161en\u00ed proces\u016f, produkt\u016f a slu\u017eeb);<\/p>\n<p><\/p>\n<p>b) vn\u011bj\u0161\u00ed zdroje (nap\u0159\u00edklad standardy, v\u011bdeck\u00e9 spole\u010denstv\u00ed, konference, znalosti z\u00edskan\u00e9 od spot\u0159ebitel\u016f a extern\u00edch dodavatel\u016f).<\/p>\n<p><\/p>\n<p>A n\u00ed\u017ee, v p\u0159\u00edloh\u00e1ch:<\/p>\n<p><\/p>\n<p>Po\u017eadavky t\u00fdkaj\u00edc\u00ed se znalost\u00ed organizace byly zavedeny s c\u00edlem: <\/p>\n<p><\/p>\n<p>a) chr\u00e1nit organizaci p\u0159ed ztr\u00e1tou znalost\u00ed, nap\u0159\u00edklad z d\u016fvodu: <\/p>\n<ul>\n<li>fluktuace zam\u011bstnanc\u016f; <\/li>\n<li>nemo\u017enosti z\u00edsk\u00e1vat a sd\u00edlet informace;<\/li>\n<\/ul>\n<p><\/p>\n<p>b) povzbudit organizaci k nab\u00fdv\u00e1n\u00ed znalost\u00ed, nap\u0159\u00edklad na z\u00e1klad\u011b: <\/p>\n<ul>\n<li>u\u010den\u00ed se z vlastn\u00edch zku\u0161enost\u00ed; <\/li>\n<li>mentoringu; <\/li>\n<li>benchmarkingu.<\/li>\n<\/ul>\n<\/blockquote>\n<p><\/p>\n<p>A tak standard ISO v oblasti managementu kvality tvrd\u00ed, \u017ee pro zaji\u0161t\u011bn\u00ed kvality sv\u00e9 \u010dinnosti by se podnik m\u011bl zab\u00fdvat managementem znalost\u00ed. Pr\u00e1v\u011b tak, bezalternativn\u011b \u2013 <b>\u201emus\u00ed\u201c<\/b>. Jinak nonkonformita, a sbohem. U\u017e jen tento fakt jakoby nazna\u010duje, \u017ee to nen\u00ed voliteln\u00e9 hledisko v organizaci, jak se k managementu znalost\u00ed v IT \u010dasto p\u0159istupuje, ale povinn\u00e1 sou\u010d\u00e1st obchodn\u00edch proces\u016f. <\/p>\n<p><\/p>\n<p>Nav\u00edc standard popisuje, jak\u00e1 rizika management znalost\u00ed m\u00e1 odstranit. Ve skute\u010dnosti jsou pom\u011brn\u011b z\u0159ejm\u00e1. <\/p>\n<p><\/p>\n<p>P\u0159edstavme si\u2026 ne, tak ne \u2013 pros\u00edm, vzpome\u0148te na situaci ze sv\u00e9 kari\u00e9ry, kdy jste nutn\u011b pot\u0159ebovali n\u011bjak\u00e9 informace k pr\u00e1ci, a jedin\u00fd nositel t\u011bchto informac\u00ed byl v tu chv\u00edli na dovolen\u00e9\/v pracovn\u00ed cest\u011b, v\u016fbec opustil firmu, nebo prost\u011b byl nemocn\u00fd. Vzpomn\u011bli jste si? Mysl\u00edm, \u017ee se s t\u00edm musel pot\u00fdkat prakticky ka\u017ed\u00fd z n\u00e1s. Co jste v tu chv\u00edli c\u00edtili?<\/p>\n<p><\/p>\n<p>Pokud se za n\u011bjak\u00fd \u010das veden\u00ed odd\u011blen\u00ed bude zab\u00fdvat zpo\u017ed\u011bn\u00edm projektu, samoz\u0159ejm\u011b najde vin\u00edka a na tom skon\u010d\u00ed. Ale v\u00e1m osobn\u011b, v tom okam\u017eiku, kdy byly znalosti pot\u0159eba, nijak nepomohlo pochopen\u00ed, \u017ee \u201eza to m\u016f\u017ee PM, kter\u00fd odjel na Bali a nezanechal \u017e\u00e1dn\u00e9 pokyny pro p\u0159\u00edpad ot\u00e1zek\u201c. Bezpochyby je vinen. Ale to va\u0161i \u00falohu nevy\u0159e\u0161\u00ed.<\/p>\n<p><\/p>\n<p>Pokud jsou v\u0161ak znalosti zdokumentov\u00e1ny v syst\u00e9mu, kter\u00fd je dostupn\u00fd lidem, kte\u0159\u00ed je mohou pot\u0159ebovat, st\u00e1v\u00e1 se popsan\u00fd \u201erekrea\u010dn\u00ed\u201c p\u0159\u00edb\u011bh t\u00e9m\u011b\u0159 nemo\u017en\u00fdm. Takto je zaji\u0161t\u011bna kontinuita obchodn\u00edch proces\u016f, a t\u00edm p\u00e1dem jsou dovolen\u00e9, odchody zam\u011bstnanc\u016f a ten proslul\u00fd bus factor pro podnik bez obav \u2013 kvalita produktu\/slu\u017eby z\u016fstane na obvykl\u00e9 \u00farovni.<\/p>\n<p><\/p>\n<p>Pokud m\u00e1 spole\u010dnost m\u00edsto pro sd\u00edlen\u00ed a uchov\u00e1v\u00e1n\u00ed informac\u00ed a zku\u0161enost\u00ed, a byla vytvo\u0159ena kultura (zvyk) pou\u017e\u00edv\u00e1n\u00ed tohoto m\u00edsta, nemus\u00ed zam\u011bstnanci \u010dekat n\u011bkolik dn\u00ed na odpov\u011b\u010f od kolegy (nebo dokonce n\u011bkolik dn\u00ed hledat tohoto kolegu) a t\u00edm pozastavit sv\u00e9 \u00fakoly. <\/p>\n<p><\/p>\n<p>Pro\u010d mluv\u00edm o zvyku? Proto\u017ee sta\u010d\u00ed vytvo\u0159it znalostn\u00ed b\u00e1zi, aby se za\u010dala pou\u017e\u00edvat. V\u0161ichni jsme zvykl\u00ed hledat odpov\u011bdi na sv\u00e9 ot\u00e1zky na Googlu, zat\u00edmco intranet se n\u00e1m v\u011bt\u0161inou spojuje s \u017e\u00e1dostmi o dovolenou a n\u00e1st\u011bnkou ozn\u00e1men\u00ed. Nem\u00e1me zvyk \"hledat informace o Agile frameworku\" (nap\u0159\u00edklad) na intranetu. Proto, i kdy\u017e by n\u00e1m v jednu sekundu vznikla skv\u011bl\u00e1 znalostn\u00ed b\u00e1ze, nikdo ji v n\u00e1sleduj\u00edc\u00ed sekund\u011b (a dokonce ani v dal\u0161\u00edm m\u011bs\u00edci) neza\u010dne pou\u017e\u00edvat \u2013 nen\u00ed to zvykem. M\u011bnit sv\u00e9 zvyky je bolestiv\u00e9 a dlouh\u00e9. Ne ka\u017ed\u00fd je na to p\u0159ipraven. Zvl\u00e1\u0161\u0165 pokud se 15 let \"pracovalo takto\". Ale bez toho \u010dek\u00e1 podnik na ne\u00fasp\u011bch v iniciativ\u011b pr\u00e1ce se znalostmi. Pr\u00e1v\u011b proto odborn\u00edci v oblasti UZ neodd\u011bliteln\u011b spojuj\u00ed management znalost\u00ed s \u0159\u00edzen\u00edm zm\u011bn (change management). <\/p>\n<p>Je tak\u00e9 d\u016fle\u017eit\u00e9 upozornit na to, \u017ee \u201eP\u0159i zva\u017eov\u00e1n\u00ed se m\u011bn\u00edc\u00edch pot\u0159eb a tendenc\u00ed by organizace m\u011bla br\u00e1t v \u00favahu dostupn\u00e9 znalosti\u2026\u201c, tj. vyvinout kulturu se obracet na p\u0159edchoz\u00ed zku\u0161enosti p\u0159i rozhodov\u00e1n\u00ed v podm\u00ednk\u00e1ch m\u011bn\u00edc\u00edho se sv\u011bta. A v\u0161imn\u011bte si, znovu <b>\u201emus\u00ed\u201c<\/b>.<\/p>\n<p><\/p>\n<p>Mimoto, v tomto mal\u00e9m bod\u011b standardu se hodn\u011b mluv\u00ed o zku\u0161enostech. Obvykle, kdy\u017e se hovo\u0159\u00ed o \u0159\u00edzen\u00ed znalost\u00ed, stereotypy za\u010d\u00ednaj\u00ed nab\u00edzet obr\u00e1zek datab\u00e1ze znalost\u00ed s stovkami dokument\u016f um\u00edst\u011bn\u00fdch ve form\u011b soubor\u016f (pravidel, po\u017eadavk\u016f). Ale ISO hovo\u0159\u00ed o zku\u0161enostech. Znalosti z\u00edskan\u00e9 na z\u00e1klad\u011b minul\u00fdch zku\u0161enost\u00ed spole\u010dnosti a ka\u017ed\u00e9ho jej\u00edho zam\u011bstnance jsou to, co umo\u017e\u0148uje vyhnout se riziku opakov\u00e1n\u00ed chyb, okam\u017eit\u011b p\u0159ij\u00edmat v\u00fdhodn\u011bj\u0161\u00ed rozhodnut\u00ed a dokonce vytv\u00e1\u0159et nov\u00fd produkt. V nejvysp\u011blej\u0161\u00edch spole\u010dnostech v oblasti \u0159\u00edzen\u00ed znalost\u00ed (v\u010detn\u011b rusk\u00fdch, mimochodem) je \u0159\u00edzen\u00ed znalost\u00ed ch\u00e1p\u00e1no jako prost\u0159edek zvy\u0161ov\u00e1n\u00ed kapitalizace spole\u010dnosti, vytv\u00e1\u0159en\u00ed nov\u00fdch produkt\u016f, rozvoje nov\u00fdch n\u00e1pad\u016f a optimalizace proces\u016f. Nen\u00ed to datab\u00e1ze znalost\u00ed, je to mechanismus pro inovace. Podrobn\u011bji se v tom pom\u00e1h\u00e1me orientovat <b>P\u0159\u00edru\u010dka PMBOK organizace PMI<\/b>.<\/p>\n<p><\/p>\n<p><b>PMBOK<\/b> je p\u0159\u00edru\u010dka ke sb\u00edrce znalost\u00ed o \u0159\u00edzen\u00ed projekt\u016f, pracovn\u00ed kniha pro PMa. V \u0161est\u00e9m vyd\u00e1n\u00ed (2016) t\u00e9to p\u0159\u00edru\u010dky se objevil odd\u00edl v\u011bnovan\u00fd \u0159\u00edzen\u00ed integrace projektu, kter\u00fd zahrnuje pododd\u00edl o \u0159\u00edzen\u00ed znalost\u00ed projektu. Tento bod byl vytvo\u0159en \u201ena z\u00e1klad\u011b koment\u00e1\u0159\u016f u\u017eivatel\u016f p\u0159\u00edru\u010dky\u201c, tzn. stal se produktem zku\u0161enost\u00ed z pou\u017e\u00edv\u00e1n\u00ed p\u0159edchoz\u00edch verz\u00ed pr\u016fvodce v re\u00e1ln\u00fdch podm\u00ednk\u00e1ch. A realita si vy\u017e\u00e1dala \u0159\u00edzen\u00ed znalost\u00ed!<\/p>\n<p><\/p>\n<p>Hlavn\u00edm v\u00fdstupem nov\u00e9ho bodu je \u201eRegistr vyta\u017een\u00fdch lekc\u00ed\u201c (v popsan\u00e9m v\u00fd\u0161e standardu ISO, mimochodem, je tak\u00e9 zmi\u0148ov\u00e1n). P\u0159i\u010dem\u017e podle p\u0159\u00edru\u010dky by sestaven\u00ed tohoto registru m\u011blo prob\u00edhat po celou dobu realizace projektu, nikoli po jeho dokon\u010den\u00ed, kdy nast\u00e1v\u00e1 \u010das analyzovat v\u00fdsledek. Podle m\u00e9ho n\u00e1zoru to velmi souvis\u00ed s retrospektivami v agile, ale o tom nap\u00ed\u0161u samostatn\u00fd p\u0159\u00edsp\u011bvek. Doslovn\u011b text v PMBOK zn\u00ed takto:<\/p>\n<p><\/p>\n<blockquote>\n<p>\u0158\u00edzen\u00ed znalost\u00ed projektu je proces vyu\u017e\u00edv\u00e1n\u00ed existuj\u00edc\u00edch znalost\u00ed a vytv\u00e1\u0159en\u00ed nov\u00fdch znalost\u00ed k dosa\u017een\u00ed c\u00edl\u016f projektu a podpo\u0159e u\u010den\u00ed v organizaci.<\/p>\n<p><\/p>\n<p>Oblast znalost\u00ed \u201e\u0159\u00edzen\u00ed integrace projektu\u201c vy\u017eaduje slou\u010den\u00ed v\u00fdsledk\u016f, z\u00edskan\u00fdch ve v\u0161ech ostatn\u00edch oblastech znalost\u00ed.<\/p>\n<p><\/p>\n<p>Rozv\u00edjej\u00edc\u00ed se trendy v procesech integrace zahrnuj\u00ed mimo jin\u00e9:<\/p>\n<p>\n\u2026<\/p>\n<p>\u2022 \u0158\u00edzen\u00ed znalost\u00ed projektu<\/p>\n<p><\/p>\n<p>St\u00e1le mobiln\u011bj\u0161\u00ed a vym\u011bniteln\u00e1 povaha pracovn\u00ed s\u00edly vy\u017eaduje p\u0159\u00edsn\u011bj\u0161\u00ed proces identifikace znalost\u00ed po celou dobu \u017eivotn\u00edho cyklu projektu a jejich p\u0159ed\u00e1v\u00e1n\u00ed c\u00edlov\u00fdm skupin\u00e1m, aby se zabr\u00e1nilo ztr\u00e1t\u011b znalost\u00ed.<\/p>\n<p><\/p>\n<p>***<\/p>\n<p><\/p>\n<p>Kl\u00ed\u010dov\u00e9 v\u00fdhody tohoto procesu spo\u010d\u00edvaj\u00ed v tom, \u017ee d\u0159\u00edve nabyt\u00e9 znalosti organizace se vyu\u017e\u00edvaj\u00ed k dosa\u017een\u00ed nebo zlep\u0161en\u00ed v\u00fdsledk\u016f projektu, zat\u00edmco znalosti z\u00edskan\u00e9 p\u0159i realizaci aktu\u00e1ln\u00edho projektu z\u016fst\u00e1vaj\u00ed dostupn\u00e9 pro zaji\u0161t\u011bn\u00ed provozn\u00ed \u010dinnosti organizace a budouc\u00edch projekt\u016f nebo jejich f\u00e1z\u00ed. Tento proces prob\u00edh\u00e1 po celou dobu projektu.<\/p>\n<p><img decoding=\"async\" alt=\"Management znalost\u00ed v mezin\u00e1rodn\u00edch standardech: ISO, PMI\" src=\"\/wp-content\/uploads\/2019\/10\/40d733f18280edf578c62777bd90e36d.png\" style=\"display:block;margin: 0 auto;\" \/><\/p>\n<\/blockquote>\n<p>Nebudu sem kop\u00edrovat cel\u00fd velk\u00fd odd\u00edl p\u0159\u00edru\u010dky. S n\u00edm se m\u016f\u017eete sezn\u00e1mit sami a u\u010dinit p\u0159\u00edslu\u0161n\u00e9 z\u00e1v\u011bry. Podle m\u00e9ho n\u00e1zoru jsou v\u00fd\u0161e uveden\u00e9 citace pln\u011b dosta\u010duj\u00edc\u00ed. M\u00e1m pocit, \u017ee p\u0159\u00edtomnost takto podrobn\u00e9ho \u00fakolu PM v oblasti \u0159\u00edzen\u00ed znalost\u00ed projektu ji\u017e vyjad\u0159uje d\u016fle\u017eitost tohoto aspektu p\u0159i pr\u00e1ci na projektech. Mimochodem, \u010dasto sly\u0161\u00edm tvrzen\u00ed: \u201eKomu jsou na\u0161e znalosti v jin\u00fdch odd\u011blen\u00edch pot\u0159ebn\u00e9?\u201c To znamen\u00e1, komu jsou pot\u0159eba tyto z\u00edskan\u00e9 lekce? <\/p>\n<p><\/p>\n<p>Ve skute\u010dnosti je \u010dasto mo\u017en\u00e9 vid\u011bt, \u017ee odd\u011blen\u00ed se pova\u017euje za \u201eunitu ve vaku\u201c. Tady jsme my s na\u0161\u00ed knihovni\u010dkou a tady je cel\u00e1 zbytek spole\u010dnosti a znalosti o na\u0161\u00ed knihovni\u010dce j\u00ed nejsou nijak u\u017eite\u010dn\u00e9. O knihovni\u010dce \u2013 mo\u017en\u00e1. A o souvisej\u00edc\u00edch procesech? <\/p>\n<p><\/p>\n<p>Ban\u00e1ln\u00ed p\u0159\u00edklad: b\u011bhem pr\u00e1ce na projektu prob\u00edhala interakce s dodavatelem. Nap\u0159\u00edklad s design\u00e9r\u016fm. Dodavatel byl pr\u016fm\u011brn\u00fd, opo\u017e\u010foval term\u00edny, odm\u00edtal dod\u011bl\u00e1vat bez dal\u0161\u00edho zaplacen\u00ed. PM to zapsal do registru z\u00edskan\u00fdch lekc\u00ed: s t\u00edmto nespolehliv\u00fdm dodavatelem se nevyplat\u00ed pracovat. Mezit\u00edm n\u011bkde v marketingu tak\u00e9 hledali design\u00e9ra a narazili na t\u00e9ho\u017e dodavatele. A v tuto chv\u00edli existuj\u00ed dv\u011b mo\u017enosti: <\/p>\n<p><\/p>\n<p>a) pokud m\u00e1 spole\u010dnost dob\u0159e zavedenou kulturu op\u011btovn\u00e9ho vyu\u017e\u00edv\u00e1n\u00ed zku\u0161enost\u00ed, kolega z marketingu prozkoum\u00e1 registr z\u00edskan\u00fdch lekc\u00ed, zda se n\u011bkdo s t\u00edmto dodavatelem ji\u017e spojil, uvid\u00ed negativn\u00ed zp\u011btnou vazbu od na\u0161eho PM a neztrat\u00ed \u010das a pen\u00edze komunikac\u00ed s t\u00edmto nespolehliv\u00fdm dodavatelem. <\/p>\n<p><\/p>\n<p>b) pokud ve spole\u010dnosti neexistuje takov\u00e1 kultura, marketer se obr\u00e1t\u00ed na tent\u00fd\u017e nespolehliv\u00fd dodavatele, ztrat\u00ed pen\u00edze spole\u010dnosti, \u010das a m\u016f\u017ee zhatit d\u016fle\u017eitou a nal\u00e9havou promo kampa\u0148, nap\u0159\u00edklad.<\/p>\n<p><\/p>\n<p>Kter\u00e1 varianta se zd\u00e1 \u00fasp\u011b\u0161n\u011bj\u0161\u00ed? A vezm\u011bte na v\u011bdom\u00ed, \u017ee u\u017eite\u010dn\u00e9 nebyly informace o vyv\u00edjen\u00e9m produktu, ale o souvisej\u00edc\u00edch procesech v\u00fdvoje. A byla u\u017eite\u010dn\u00e1 ne jin\u00e9mu PM, ale zam\u011bstnanci zcela jin\u00e9ho sm\u011bru. Odtud plyne z\u00e1v\u011br: nelze pova\u017eovat v\u00fdvoj odd\u011blen\u011b od prodeje, technickou podporu od obchodn\u00ed anal\u00fdzy, a IT \u2013 od AHR. V\u0161ichni ve spole\u010dnosti maj\u00ed zku\u0161enosti, kter\u00e9 mohou b\u00fdt pro n\u011bkoho jin\u00e9ho u\u017eite\u010dn\u00e9. A v\u016fbec to nemus\u00ed b\u00fdt z\u00e1stupci p\u0159\u00edbuzn\u00fdch obor\u016f.<\/p>\n<p><\/p>\n<p>Nicm\u00e9n\u011b i technick\u00e1 str\u00e1nka projektu m\u016f\u017ee b\u00fdt u\u017eite\u010dn\u00e1. Zkuste prov\u00e9st audit projekt\u016f ve va\u0161\u00ed spole\u010dnosti za posledn\u00edch n\u011bkolik let. Budete p\u0159ekvapeni, kolik bicykl\u016f bylo vynalezeno p\u0159i \u0159e\u0161en\u00ed podobn\u00fdch \u00fakol\u016f. Pro\u010d? Proto\u017ee nebyly nastaveny procesy v\u00fdm\u011bny znalost\u00ed.<\/p>\n<p><\/p>\n<p>Tak\u017ee, \u0159\u00edzen\u00ed znalost\u00ed podle p\u0159\u00edru\u010dky PMI je jedn\u00edm z \u00fakol\u016f PMa. Jak vid\u00edme, dv\u011b zn\u00e1m\u00e9 organizace, kter\u00e9 prov\u00e1d\u011bj\u00ed placen\u00e9 certifikace podle sv\u00fdch standard\u016f, zahrnuj\u00ed management znalost\u00ed do seznamu nezbytn\u00fdch n\u00e1stroj\u016f pro kontrolu kvality a pr\u00e1ce na projektech. Pro\u010d tedy mana\u017ee\u0159i v IT spole\u010dnostech st\u00e1le pova\u017euj\u00ed \u0159\u00edzen\u00ed znalost\u00ed za dokumentaci? Pro\u010d z\u016fst\u00e1vaj\u00ed centry v\u00fdm\u011bny znalost\u00ed k\u00e1vovar a ku\u0159\u00e1rna? V\u0161echno je to o ch\u00e1p\u00e1n\u00ed a zvyc\u00edch. Douf\u00e1m, \u017ee postupn\u011b porozum\u011bn\u00ed oblasti \u0159\u00edzen\u00ed znalost\u00ed u IT mana\u017eer\u016f poroste a \u00fastn\u00ed tradice p\u0159estane slou\u017eit jako n\u00e1stroj pro uchov\u00e1v\u00e1n\u00ed znalost\u00ed ve spole\u010dnosti. Studujte standardy sv\u00e9 pr\u00e1ce \u2013 obsahuj\u00ed mnoho zaj\u00edmav\u00e9ho!<\/p>\n<p>Zdroj: <a content=\"nofollow\" rel=\"nofollow\" href=\"https:\/\/habr.com\/ru\/post\/471186\/\">habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"<p>\u0412\u0441\u0435\u043c \u043f\u0440\u0438\u0432\u0435\u0442. \u041f\u043e\u0441\u043b\u0435 KnowledgeConf 2019 \u043f\u0440\u043e\u0448\u043b\u043e \u0443\u0436\u0435 \u043f\u043e\u043b\u0433\u043e\u0434\u0430, \u0437\u0430 \u044d\u0442\u043e \u0432\u0440\u0435\u043c\u044f \u044f \u0443\u0441\u043f\u0435\u043b \u0432\u044b\u0441\u0442\u0443\u043f\u0438\u0442\u044c \u0435\u0449\u0435 \u043d\u0430 \u0434\u0432\u0443\u0445 \u043a\u043e\u043d\u0444\u0435\u0440\u0435\u043d\u0446\u0438\u044f\u0445 \u0438 \u043f\u0440\u043e\u0432\u0435\u0441\u0442\u0438 \u043b\u0435\u043a\u0446\u0438\u0438 \u043d\u0430 \u0442\u0435\u043c\u0443 \u0443\u043f\u0440\u0430\u0432\u043b\u0435\u043d\u0438\u044f \u0437\u043d\u0430\u043d\u0438\u044f\u043c\u0438 \u0432 \u0434\u0432\u0443\u0445 \u043a\u0440\u0443\u043f\u043d\u044b\u0445 \u0418\u0422-\u043a\u043e\u043c\u043f\u0430\u043d\u0438\u044f\u0445. \u041e\u0431\u0449\u0430\u044f\u0441\u044c \u0441 \u043a\u043e\u043b\u043b\u0435\u0433\u0430\u043c\u0438, \u044f \u043f\u043e\u043d\u044f\u043b, \u0447\u0442\u043e \u0432 \u0418\u0422 \u043f\u043e\u043a\u0430 \u043c\u043e\u0436\u043d\u043e \u0433\u043e\u0432\u043e\u0440\u0438\u0442\u044c \u043e\u0431 \u0443\u043f\u0440\u0430\u0432\u043b\u0435\u043d\u0438\u0438 \u0437\u043d\u0430\u043d\u0438\u044f\u043c\u0438 \u043d\u0430 \u0443\u0440\u043e\u0432\u043d\u0435 \u00ab\u043d\u043e\u0432\u0438\u0447\u043e\u043a\u00bb, \u0430 \u0442\u043e\u0447\u043d\u0435\u0435, \u043f\u0440\u043e\u0441\u0442\u043e \u043e\u0441\u043e\u0437\u043d\u0430\u0442\u044c, \u0447\u0442\u043e \u0443\u043f\u0440\u0430\u0432\u043b\u0435\u043d\u0438\u0435 \u0437\u043d\u0430\u043d\u0438\u044f\u043c\u0438 \u043d\u0443\u0436\u043d\u043e \u043b\u044e\u0431\u043e\u043c\u0443 [&hellip;]<\/p>\n","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"author":1,"featured_media":29180,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[702],"tags":[],"class_list":["post-38895","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-news"],"aioseo_notices":[],"aioseo_head":"\n\t\t<!-- All in One SEO 5.0.3 - aioseo.com -->\n\t<meta name=\"description\" content=\"\u0412\u0441\u0435\u043c \u043f\u0440\u0438\u0432\u0435\u0442.\" \/>\n\t<meta name=\"robots\" content=\"max-image-preview:large\" \/>\n\t<meta name=\"author\" content=\"Yuri Gagarin\"\/>\n\t<link rel=\"canonical\" href=\"https:\/\/prohoster.info\/cs\/blog\/news\/menedzhment-znanij-v-mezhdunarodnyh-standartah-iso-pmi\" \/>\n\t\t<meta name=\"generator\" 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