{"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\/ro\/blog\/news\/menedzhment-znanij-v-mezhdunarodnyh-standartah-iso-pmi","title":{"rendered":"Managementul cuno\u0219tin\u021belor \u00een standardele interna\u021bionale: ISO, PMI","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"<p>Salut tuturor. Dup\u0103 <noindex><a rel=\"nofollow\" href=\"https:\/\/habr.com\/ru\/post\/450918\/\">KnowledgeConf 2019<\/a><\/noindex> a trecut deja o jum\u0103tate de an, timp \u00een care am avut ocazia s\u0103 sus\u021bin prezent\u0103ri la alte dou\u0103 conferin\u021be \u0219i s\u0103 predau despre managementul cuno\u0219tin\u021belor \u00een dou\u0103 mari companii IT. Comunic\u00e2nd cu colegii, am realizat c\u0103 \u00een domeniul IT se poate vorbi deocamdat\u0103 despre managementul cuno\u0219tin\u021belor la nivel de \u201e\u00eencep\u0103tor\u201d, adic\u0103 pur \u0219i simplu s\u0103 con\u0219tientiz\u0103m c\u0103 managementul cuno\u0219tin\u021belor este necesar pentru orice departament al oric\u0103rei companii. Ast\u0103zi va fi minim din experien\u021ba mea personal\u0103 \u2013 a\u0219 dori s\u0103 discut despre standardele interna\u021bionale existente \u00een domeniul managementului cuno\u0219tin\u021belor. <\/p>\n<p><img decoding=\"async\" alt=\"Managementul cuno\u0219tin\u021belor \u00een standardele interna\u021bionale: 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>S\u0103 \u00eencepem, probabil, cu cel mai popular brand din domeniul standardiz\u0103rii \u2013 <b>ISO<\/b>. Imagina\u021bi-v\u0103, exist\u0103 un standard dedicat complet sistemelor de management al cuno\u0219tin\u021belor (ISO 30401:2018). Dar ast\u0103zi nu a\u0219 vrea s\u0103 m\u0103 opresc asupra lui. \u00cenainte de a ne ocupa de \u201ecum\u201d ar trebui s\u0103 arate \u0219i s\u0103 func\u021bioneze un sistem de management al cuno\u0219tin\u021belor, trebuie s\u0103 convenim c\u0103 acesta este, \u00een principiu, necesar. <\/p>\n<p><\/p>\n<p>S\u0103 lu\u0103m, de exemplu, <b>ISO 9001:2015<\/b> (Sisteme de management al calit\u0103\u021bii). A\u0219a cum sugereaz\u0103 numele, este un standard dedicat sistemului de management al calit\u0103\u021bii. Pentru a ob\u021bine certificarea pe baza acestui standard, o organiza\u021bie trebuie s\u0103 asigure transparen\u021ba \u0219i continuitatea proceselor de lucru \u0219i a produselor \u0219i\/sau serviciilor livrate. Cu alte cuvinte, certificatul \u00eenseamn\u0103 c\u0103 \u00een compania dumneavoastr\u0103 totul func\u021bioneaz\u0103 clar, coordonat, \u00een\u021belege\u021bi care sunt riscurile implicate \u00een organizarea proceselor curente, \u0219ti\u021bi cum s\u0103 controla\u021bi aceste riscuri \u0219i v\u0103 str\u0103dui\u021bi s\u0103 le minimiza\u021bi. <\/p>\n<p>Ce leg\u0103tur\u0103 are managementul cuno\u0219tin\u021belor cu aceasta? Ei bine, iat\u0103:<\/p>\n<p><\/p>\n<blockquote>\n<h3>7.1.6 Cuno\u0219tin\u021bele organiza\u021biei<\/h3>\n<p><\/p>\n<p>Organiza\u021bia trebuie s\u0103 identifice cuno\u0219tin\u021bele necesare pentru func\u021bionarea proceselor sale \u0219i pentru a atinge conformitatea produselor \u0219i serviciilor. <\/p>\n<p><\/p>\n<p>Cuno\u0219tin\u021bele trebuie s\u0103 fie men\u021binute \u0219i accesibile \u00een volumul necesar.<\/p>\n<p><\/p>\n<p>\u00cen considerarea nevoilor \u0219i tendin\u021belor \u00een schimbare, organiza\u021bia trebuie s\u0103 \u021bin\u0103 cont de cuno\u0219tin\u021bele pe care le are \u0219i s\u0103 stabileasc\u0103 modul \u00een care s\u0103 ob\u021bin\u0103 sau s\u0103 asigure accesul la cuno\u0219tin\u021be suplimentare \u0219i actualizarea acestora.<\/p>\n<p><\/p>\n<p>OBSERVA\u021aIE 1. Cuno\u0219tin\u021bele organiza\u021biei sunt cuno\u0219tin\u021be specifice organiza\u021biei; ob\u021binute \u00een principal pe baza experien\u021bei.<\/p>\n<p><\/p>\n<p>Cuno\u0219tin\u021bele sunt informa\u021bii care sunt utilizate \u0219i schimbate pentru a atinge obiectivele organiza\u021biei.<\/p>\n<p><\/p>\n<p>OBSERVA\u021aIE 2. Baza cuno\u0219tin\u021belor organiza\u021biei poate fi:<\/p>\n<p><\/p>\n<p>a) surse interne (de exemplu, proprietate intelectual\u0103; cuno\u0219tin\u021be ob\u021binute din experien\u021b\u0103; concluzii extrase din proiecte e\u0219uate sau de succes; colectarea \u0219i schimbul de cuno\u0219tin\u021be \u0219i experien\u021be nedocumentate; rezultatele \u00eembun\u0103t\u0103\u021birilor proceselor, produselor \u0219i serviciilor);<\/p>\n<p><\/p>\n<p>b) surse externe (de exemplu, standarde, comunitatea \u0219tiin\u021bific\u0103, conferin\u021be, cuno\u0219tin\u021be ob\u021binute de la consumatori \u0219i furnizori externi).<\/p>\n<p><\/p>\n<p>\u0218i mai jos, \u00een anexe:<\/p>\n<p><\/p>\n<p>Cerin\u021bele referitoare la cuno\u0219tin\u021bele organiza\u021biei au fost introduse cu scopul de a: <\/p>\n<p><\/p>\n<p>a) proteja organiza\u021bia de pierderea cuno\u0219tin\u021belor, de exemplu, din cauza: <\/p>\n<ul>\n<li>fluctua\u021biei de personal; <\/li>\n<li>imposibilit\u0103\u021bii de a ob\u021bine \u0219i schimba informa\u021bii;<\/li>\n<\/ul>\n<p><\/p>\n<p>b) \u00eencurajarea organiza\u021biei s\u0103 dob\u00e2ndeasc\u0103 cuno\u0219tin\u021be, de exemplu, pe baza: <\/p>\n<ul>\n<li>\u00eenv\u0103\u021b\u0103rii din propria experien\u021b\u0103; <\/li>\n<li>mentor\u0103rii; <\/li>\n<li>benchmarking-ului.<\/li>\n<\/ul>\n<\/blockquote>\n<p><\/p>\n<p>A\u0219adar, standardul ISO \u00een domeniul managementului calit\u0103\u021bii afirm\u0103 c\u0103, pentru a asigura calitatea activit\u0103\u021bilor sale, \u00eentreprinderea trebuie s\u0103 se ocupe de managementul cuno\u0219tin\u021belor. Exact a\u0219a, f\u0103r\u0103 alternativ\u0103 \u2013 <b>\u201etrebuie\u201d<\/b>. Altfel, nonconformitate, \u0219i la revedere. Acest fapt sugereaz\u0103 deja c\u0103 acesta nu este un aspect op\u021bional \u00een organiza\u021bie, cum este adesea considerat managementul cuno\u0219tin\u021belor \u00een IT, ci o component\u0103 obligatorie a proceselor de afaceri. <\/p>\n<p><\/p>\n<p>Mai mult dec\u00e2t at\u00e2t, standardul explic\u0103 ce riscuri trebuie s\u0103 elimine managementul cuno\u0219tin\u021belor. De fapt, acestea sunt destul de evidente. <\/p>\n<p><\/p>\n<p>S\u0103 ne imagin\u0103m... nu, nu a\u0219a \u2013 v\u0103 rog s\u0103 v\u0103 aminti\u021bi o situa\u021bie din cariera dumneavoastr\u0103 c\u00e2nd a\u021bi avut nevoie urgent\u0103 de o informa\u021bie pentru munc\u0103, iar singurul s\u0103u de\u021bin\u0103tor era \u00een acel moment \u00een vacan\u021b\u0103\/c\u0103l\u0103torie de afaceri, a plecat din companie sau pur \u0219i simplu era bolnav. A\u021bi reu\u0219it s\u0103 v\u0103 aminti\u021bi? Cred c\u0103 aproape oricare dintre noi a avut de-a face cu asta. Ce a\u021bi sim\u021bit \u00een acel moment?<\/p>\n<p><\/p>\n<p>Dac\u0103, dup\u0103 un timp, conducerea departamentului va analiza \u00eent\u00e2rzierea proiectului, cu siguran\u021b\u0103 va g\u0103si un vinovat \u0219i se va lini\u0219ti cu asta. \u00cens\u0103, personal pentru dumneavoastr\u0103, \u00een momentul c\u00e2nd cuno\u0219tin\u021bele erau necesare, con\u0219tientizarea c\u0103 \u201evinovat este RM, care a plecat \u00een Bali \u0219i nu a l\u0103sat nicio instruc\u021biune \u00een caz de \u00eentreb\u0103ri\u201d nu v-a ajutat deloc. Sigur c\u0103 el este de vin\u0103. Dar aceast\u0103 problem\u0103 nu v\u0103 va ajuta s\u0103 o rezolva\u021bi.<\/p>\n<p><\/p>\n<p>Dac\u0103 cuno\u0219tin\u021bele sunt documentate \u00eentr-un sistem accesibil persoanelor care le-ar putea folosi, atunci povestea \u201ede vacan\u021b\u0103\u201d devine practic imposibil\u0103. Astfel, continuitatea proceselor de afaceri este asigurat\u0103, iar concediile, plec\u0103rile angaja\u021bilor \u0219i acel binecunoscut factor de bus nu reprezint\u0103 o problem\u0103 pentru companie \u2013 calitatea produsului\/serviciului va r\u0103m\u00e2ne la nivelul s\u0103u obi\u0219nuit.<\/p>\n<p><\/p>\n<p>Dac\u0103 \u00een companie exist\u0103 o platform\u0103 pentru schimbul \u0219i stocarea informa\u021biilor \u0219i experien\u021bei, iar o cultur\u0103 (obicei) de utilizare a acestei platforme s-a format, angaja\u021bii nu trebuie s\u0103 a\u0219tepte c\u00e2teva zile un r\u0103spuns de la un coleg (sau s\u0103-l caute timp de c\u00e2teva zile) \u0219i s\u0103 \u00ee\u0219i pun\u0103 astfel sarcinile pe hold. <\/p>\n<p><\/p>\n<p>De ce vorbesc despre obi\u0219nuin\u021b\u0103? Pentru c\u0103 este insuficient s\u0103 faci o baz\u0103 de cuno\u0219tin\u021be pentru a \u00eencepe s\u0103 fie utilizat\u0103. Ne-am obi\u0219nuit s\u0103 c\u0103ut\u0103m r\u0103spunsuri la \u00eentreb\u0103rile noastre pe Google, iar intranetul se asociaz\u0103 adesea cu cererile de concediu \u0219i panoul de anun\u021buri. Nu avem obi\u0219nuin\u021ba de a \u201ec\u0103uta informa\u021bii despre cadrele Agile\u201d (de exemplu) pe intranet. Prin urmare, chiar dac\u0103 \u00eentr-o secund\u0103 am avea cea mai grozav\u0103 baz\u0103 de cuno\u0219tin\u021be, nimeni nu se va apuca s\u0103 o foloseasc\u0103 \u00een secunda urm\u0103toare (sau chiar \u00een urm\u0103toarea lun\u0103) \u2013 nu exist\u0103 obi\u0219nuin\u021b\u0103. Schimbarea obiceiurilor este dureroas\u0103 \u0219i necesit\u0103 timp. Nu to\u021bi sunt preg\u0103ti\u021bi pentru asta. Mai ales dup\u0103 15 ani \u00een care \u201ea\u0219a s-au desf\u0103\u0219urat lucrurile\u201d. Dar f\u0103r\u0103 asta, ini\u021biativa de gestionare a cuno\u0219tin\u021belor din companie este sortit\u0103 e\u0219ecului. De aceea, mae\u0219trii \u00een domeniul gestion\u0103rii cuno\u0219tin\u021belor leag\u0103 str\u00e2ns gestionarea cuno\u0219tin\u021belor de gestionarea schimb\u0103rilor. <\/p>\n<p>De asemenea, merit\u0103 men\u021bionat c\u0103 \u201eAtunci c\u00e2nd se evalueaz\u0103 nevoile \u0219i tendin\u021bele \u00een schimbare, organiza\u021bia trebuie s\u0103 ia \u00een considerare cuno\u0219tin\u021bele pe care le are...\u201d, adic\u0103 s\u0103 dezvolte o cultur\u0103 a recursului la experien\u021ba anterioar\u0103 atunci c\u00e2nd ia decizii \u00een condi\u021bii de lume \u00een schimbare. \u0218i observa\u021bi, din nou <b>\u201etrebuie\u201d<\/b>.<\/p>\n<p><\/p>\n<p>Apropo, acest punct mic din standard vorbe\u0219te foarte mult despre experien\u021b\u0103. De obicei, atunci c\u00e2nd se discut\u0103 despre gestionarea cuno\u0219tin\u021belor, stereotipurile sugereaz\u0103 o imagine a unei baze de cuno\u0219tin\u021be cu sute de documente, organizate sub form\u0103 de fi\u0219iere (reguli, cerin\u021be). Dar ISO vorbe\u0219te despre experien\u021b\u0103. Cuno\u0219tin\u021bele acumulate pe baza experien\u021bei anterioare a companiei \u0219i a fiec\u0103rui angajat sunt ceea ce permite evitarea riscului de a repeta gre\u0219elile, de a lua decizii mai profitabile \u0219i chiar de a crea un nou produs. \u00cen companiile cele mai mature \u00een domeniul gestion\u0103rii cuno\u0219tin\u021belor (inclusiv cele ruse\u0219ti, de altfel), gestionarea cuno\u0219tin\u021belor este privit\u0103 ca un instrument pentru cre\u0219terea capitaliz\u0103rii companiei, crearea de noi produse, dezvoltarea de noi idei \u0219i optimizarea proceselor. Aceasta nu este o baz\u0103 de cuno\u0219tin\u021be, ci un mecanism pentru inova\u021bie. S\u0103 ne aprofund\u0103m \u00een acest subiect <b>Ghidul PMBOK al organiza\u021biei PMI<\/b>.<\/p>\n<p><\/p>\n<p><b>PMBOK<\/b> este un ghid privind cadrul de cuno\u0219tin\u021be \u00een managementul proiectelor, cartea de baz\u0103 a PM. \u00cen cea de-a \u0219asea edi\u021bie (2016) a acestui ghid a ap\u0103rut un capitol dedicat gestion\u0103rii integr\u0103rii proiectului, care include, la r\u00e2ndul s\u0103u, o subsec\u021biune despre gestionarea cuno\u0219tin\u021belor proiectului. Aceast\u0103 sec\u021biune a fost creat\u0103 \u00abpe baza comentariilor utilizatorilor ghidului\u00bb, adic\u0103 a devenit un produs al experien\u021bei de utilizare a versiunilor anterioare ale ghidului \u00een condi\u021bii reale. \u0218i realitatea a cerut gestionarea cuno\u0219tin\u021belor!<\/p>\n<p><\/p>\n<p>Principala ie\u0219ire a noului punct este \u00abRegistrul lec\u021biilor \u00eenv\u0103\u021bate\u00bb (care, de altfel, este men\u021bionat \u0219i \u00een standardul ISO descris mai sus). De asemenea, conform ghidului, \u00eentocmirea acestui registru trebuie s\u0103 se fac\u0103 pe \u00eentreaga durat\u0103 de implementare a proiectului, \u0219i nu doar la final, c\u00e2nd vine timpul s\u0103 se analizeze rezultatul. \u00cen opinia mea, aceasta se leag\u0103 foarte mult de retrospectiva din agile, dar voi scrie un post separat despre asta. Textul din PMBOK sun\u0103 astfel:<\/p>\n<p><\/p>\n<blockquote>\n<p>Gestionarea cuno\u0219tin\u021belor proiectului este un proces de utilizare a cuno\u0219tin\u021belor existente \u0219i de creare a unor noi cuno\u0219tin\u021be pentru a atinge obiectivele proiectului \u0219i pentru a facilita \u00eenv\u0103\u021barea \u00een organiza\u021bie.<\/p>\n<p><\/p>\n<p>Domeniul de cuno\u0219tin\u021be \u00abgestionarea integr\u0103rii proiectului\u00bb necesit\u0103 integrarea rezultatelor ob\u021binute \u00een toate celelalte domenii de cuno\u0219tin\u021be.<\/p>\n<p><\/p>\n<p>Tendin\u021bele emergente \u00een procesele de integrare includ, printre altele:<\/p>\n<p>\n\u2026<\/p>\n<p>\u2022 Managementul cuno\u0219tin\u021belor proiectului<\/p>\n<p><\/p>\n<p>Caracterul din ce \u00een ce mai mobil \u0219i schimbabil al for\u021bei de munc\u0103 necesit\u0103 un proces mai riguros de identificare a cuno\u0219tin\u021belor pe parcursul \u00eentregului ciclu de via\u021b\u0103 al proiectului \u0219i transferul lor c\u0103tre audien\u021bele \u021bint\u0103, pentru a evita pierderea acestora.<\/p>\n<p><\/p>\n<p>***<\/p>\n<p><\/p>\n<p>Beneficiile cheie ale acestui proces constau \u00een utilizarea cuno\u0219tin\u021belor dob\u00e2ndite anterior de organiza\u021bie pentru a ob\u021bine sau \u00eembun\u0103t\u0103\u021bi rezultatele proiectului, iar cuno\u0219tin\u021bele acumulate \u00een cadrul proiectului curent r\u0103m\u00e2n accesibile pentru a sprijini activitatea opera\u021bional\u0103 a organiza\u021biei \u0219i proiectele sau etapele viitoare. Acest proces se desf\u0103\u0219oar\u0103 pe parcursul \u00eentregului proiect.<\/p>\n<p><img decoding=\"async\" alt=\"Managementul cuno\u0219tin\u021belor \u00een standardele interna\u021bionale: ISO, PMI\" src=\"\/wp-content\/uploads\/2019\/10\/40d733f18280edf578c62777bd90e36d.png\" style=\"display:block;margin: 0 auto;\" \/><\/p>\n<\/blockquote>\n<p>Nu voi copia \u00eentreaga sec\u021biune mare din ghid aici. Poate fi consultat\u0103 individual \u0219i se pot face concluziile corespunz\u0103toare. Citatele prezentate mai sus, dup\u0103 p\u0103rerea mea, sunt suficiente. Cred c\u0103 existen\u021ba unui astfel de grad de detaliere \u00een sarcina PM-ului de gestionare a cuno\u0219tin\u021belor proiectului deja reflect\u0103 importan\u021ba acestui aspect \u00een cadrul lucrului la proiecte. Apropo, aud adesea tez\u0103: \u201eCui \u00eei sunt utile cuno\u0219tin\u021bele noastre \u00een alte departamente?\u201d Adic\u0103, cui \u00eei sunt utile aceste lec\u021bii extrase? <\/p>\n<p><\/p>\n<p>\u00cen realitate, este frecvent vizibil faptul c\u0103 subdiviziunea se percepe pe sine ca un \u201eunitate \u00een vid\u201d. Avem noi cu biblioteca noastr\u0103, iar restul companiei nu are nevoie de cuno\u0219tin\u021be despre biblioteca noastr\u0103. Despre biblioteca \u2013 poate. Dar despre procesele conexe? <\/p>\n<p><\/p>\n<p>Un exemplu banal: pe parcursul lucrului la proiect s-a interac\u021bionat cu un contractor. De exemplu, cu un designer. Contractorul s-a dovedit a fi cam slab, a \u00eent\u00e2rziat termenele \u0219i a refuzat s\u0103 finalizeze f\u0103r\u0103 plat\u0103 suplimentar\u0103. PM-ul a \u00eenregistrat \u00een registrul lec\u021biilor extrase c\u0103 nu ar trebui s\u0103 lucr\u0103m cu acest contractor nesigur. \u00cen acela\u0219i timp, \u00een marketing c\u0103utau \u0219i ei un designer \u0219i s-au \u00eent\u00e2lnit cu acela\u0219i contractor. \u0218i \u00een acest moment sunt dou\u0103 op\u021biuni: <\/p>\n<p><\/p>\n<p>a) dac\u0103 \u00een companie este bine stabilit\u0103 cultura reutiliz\u0103rii experien\u021bei, colegul din marketing va c\u0103uta \u00een registrul lec\u021biilor extrase dac\u0103 cineva a mai colaborat deja cu acest contractor, va vedea feedback-ul negativ de la PM-ul nostru \u0219i nu va pierde timp \u0219i bani comunic\u00e2nd cu acest contractor nesigur. <\/p>\n<p><\/p>\n<p>b) dac\u0103 \u00een companie nu exist\u0103 o astfel de cultur\u0103, marketerul se va adresa aceluia\u0219i contractor nesigur, va pierde banii companiei, timp \u0219i poate va deranja o campanie promo\u021bional\u0103 important\u0103 \u0219i urgent\u0103, de exemplu.<\/p>\n<p><\/p>\n<p>Care variant\u0103 pare mai de succes? \u0218i observ\u0103m c\u0103 informa\u021bia util\u0103 nu a fost despre produsul dezvoltat, ci despre procesele conexe dezvolt\u0103rii. \u0218i s-a dovedit a fi util\u0103 nu pentru un alt RM, ci pentru un angajat dintr-un domeniu complet diferit. Din aceasta deriv\u0103 concluzia: nu putem considera dezvoltarea separat\u0103 de v\u00e2nz\u0103ri, suport tehnic separat de analiza de afaceri, \u0219i IT-ul separat de AHC. To\u021bi din companie au experien\u021b\u0103 de munc\u0103 care poate fi util\u0103 altcuiva \u00een companie. \u0218i nu este neap\u0103rat nevoie ca ace\u0219tia s\u0103 fie reprezentan\u021bi ai direc\u021biilor conexe.<\/p>\n<p><\/p>\n<p>Cu toate acestea, \u0219i aspectul tehnic al proiectului poate fi util. \u00cencerca\u021bi s\u0103 face\u021bi un audit al proiectelor din compania dumneavoastr\u0103 \u00een ultimii c\u00e2\u021biva ani. Ve\u021bi fi surprins c\u00e2te biciclete au fost inventate \u00een solu\u021bionarea unor sarcini similare. De ce? Pentru c\u0103 procesele de schimb de cuno\u0219tin\u021be nu sunt stabilite.<\/p>\n<p><\/p>\n<p>A\u0219adar, managementul cuno\u0219tin\u021belor, conform ghidului PMI, este una dintre sarcinile RM-ului. Dup\u0103 cum vedem, dou\u0103 organiza\u021bii cunoscute care ofer\u0103 certific\u0103ri pl\u0103tite dup\u0103 standardele lor includ managementul cuno\u0219tin\u021belor \u00een listele de instrumente esen\u021biale pentru controlul calit\u0103\u021bii \u0219i desf\u0103\u0219urarea proiectelor. De ce managerii din companiile IT consider\u0103 \u00een continuare c\u0103 managementul cuno\u0219tin\u021belor este documentarea? De ce centrele de schimb de cuno\u0219tin\u021be r\u0103m\u00e2n apa de la r\u0103citor \u0219i fumatul? Totul se reduce la \u00een\u021belegere \u0219i obiceiuri. Sper c\u0103 \u00een mod treptat \u00een\u021belegerea domeniului managementului cuno\u0219tin\u021belor va cre\u0219te \u0219i \u00een r\u00e2ndul managerilor IT, iar tradi\u021bia verbal\u0103 va \u00eenceta s\u0103 fie instrumentul de p\u0103strare a cuno\u0219tin\u021belor \u00een companie. Studia\u021bi standardele muncii dumneavoastr\u0103 \u2013 con\u021bin multe lucruri interesante!<\/p>\n<p>Sursa: <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 5.0.2.1 - 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\/ro\/blog\/news\/menedzhment-znanij-v-mezhdunarodnyh-standartah-iso-pmi\" \/>\n\t<meta name=\"generator\" 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