6 tips for project knowledge transfer

This form of knowledge sharing is not a replacement for scholarly or formal learning, but it is a way of providing very efficient, specific, context-based, on-the-job training. It gives staff the knowledge and confidence they need to continue their development or to manage the project into the future.

Often, it may be the first step in encouraging a staff member to seek additional training and formal skills certification. Most importantly, it adds to an organisation’s store of resident knowledge.

6 tips for successful IPro knowledge sharing

Asking an IPro to participate in knowledge sharing requires slight changes in the way an engagement is managed. Simply asking the IPros to impart knowledge is too imprecise a directive to be useful, so it’s important that both the business and the IPros agree how the relationship should work.

Following are six tips to help you structure workable, effective knowledge sharing agreements with your IPros.

1. Specify. Once you have defined the scope and required outcomes of a contracting project, specify in writing exactly what skills or knowledge you need the IPro to pass on to staff within your organisation.
2. Identify. Map out who needs to know what so that the IPro doesn’t waste time teaching the wrong staff. At the same time, be flexible. Tap into the IPro’s experience and ask for their opinion regarding who within your team is the most appropriate and best equipped to pick up new skills.
3. Prepare. Find out how the IPro plans to achieve the knowledge transfer. Does he or she require formal training time, regular meetings or a room in which to sit and discuss the project with other staff? Will knowledge transfer work best if you ‘apprentice’ a staff member to the IPro for sections of the project? Discuss the requirements and agree on an approach that works best for both the IPro and your business.
4. Communicate. Communicate the knowledge transfer expectations to staff. If you want employees to pay attention and learn certain skills, they need to be aware of them and know that you are serious.
5. Enable the transfer. Even if it is affected purely through casual observation and questioning, knowledge transfer will add to the time the IPro needs to spend with your organisation. Remember to make an allowance for this when defining the contract period.
6. Document. Finally, to avoid confusion and miscommunication, it’s always best to document what you’ve agreed on. While this doesn’t necessarily have to be part of your formal contract, it should provide clear confirmation of both parties’ knowledge sharing obligations.

By making these steps a standard part of any IPro engagement, project managers who are on contract will take on new life within your organisation. Rather than just filling the need for another set of hands, you’ll find the business benefiting through the introduction of new ideas, new expertise and increased knowledge transfer between permanent and contract staff.