Problem solving. How do conceptualists and practitioners do this. Projects are always unique, and creating them creates valuable experience. Providing experience is of great importance, especially for complex projects, because problems are solved interdisciplinary, and participants are faced with new problems. Proven procedures can not always be used in complex large-scale projects. The knowledge gained as a result of actions in specific work situations includes, but is not limited to, knowledge of the planning and adaptation of processes and knowledge of planning and decision making, as well as their origin.
In practice, the experience of conceptualists and practitioners in projects is hardly systematically fixed and documented. Project experience is often not well documented and is not systematically reflected due to financial and time-limited resources. Created documentation often does not meet the requirements of transparency and clarity of an employee in a parallel or subsequent project who wants to learn from the project documentation.
Structures and processes are presented in an opaque way, and decision contexts are absent or not constantly documented. Often the documents related to the process description are too technical, and there is no description of the factors associated with the decision. The consequence of this is that knowledge of the experience and results of planning and implementing projects remains in the minds of individual project participants. The biggest problem after the completion of the project is the transfer of valuable knowledge to other employees of the company.
Success factors for the effective processing of individual process steps are not defined. Other subprojects or subsequent projects cannot benefit from problem solving because the process flows are transparent. Recruited good practice is forgotten and identical mistakes are repeated elsewhere in subsequent projects. In addition, efforts to find information for interested employees are high.
Through appropriate preparation and dissemination, useful project experience can be provided to employees who work in parallel or subsequent projects. In this guide, we show methods for documenting and providing accessible project experience. In the transfer of knowledge, especially acquired knowledge or experience, people play a key role as social beings. Framework conditions should be designed in such a way that the project participants are mainly motivated to exchange and document. This can be achieved by evaluating learning from projects.
Workshops on the preservation of experience allow us to analyze and reflect the positive and negative experience of the project. The goal is to achieve the collection, structuring and provision of project experience. Using the seminar methodology, you can timely identify errors and achieve increased productivity in new projects. Ideas for solving problems were developed and optimization measures were identified. Experience can be gathered through questionnaires or orally, depending on whether more generalized results or spontaneous impressions are desired.
It is important to share and learn from the experience and ideas of colleagues, employees and acquaintances. This guide helps companies and organizations conduct an internal exchange of experience in order to collect age-appropriate work and career paths. With a gradual approach and illustrating working materials for examination and study, in-depth conversations with employees individually or in groups. Tools can be used by owners, safety representatives, managers, staff developers, work consultants, or prevention specialists (occupational medicine, safety functions). It is also suitable for internal exchange of experience with employees.
The topic is age-appropriate (corresponding to the appropriate age) and age-appropriate (aging process), given the organization of work. We are talking about good working conditions for all age groups in the workplace: the younger ones should get a good overview of their tasks and more and more routine, the workers in the middle age groups should be able to develop well, and the older ones should (systematically) be freed from critical for age of action or working conditions. can. Often enough technical and ergonomic and / or working organizational measures (for example, mixed work), so that the work can be done healthy until retirement.
However, if there are jobs that, as a rule, cannot be worsened over a longer period of time, it is necessary to identify opportunities for a preventive job shift. With a large number of jobs that are crucial for aging / stress, it may make sense for a company to develop career models to enable all employees to maintain their ability to work at a stable and highest level throughout the entire employment phase.