Knowledge transfer between project and routine operation
Model for the standardised handover of a construction project in a pharmaceutical company
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Over the course of a project, the interaction of all those involved leads to a large amount of knowledge being accumulated and built up in the individual project phases and areas. In pharmaceutical companies, this knowledge should ultimately be transferred to the operator and user for routine operation after handover of a construction project, and should also be retained and used for future projects. It is necessary for the project team to define the flow of knowledge relevant to the operator and user in the project phases as early as the project start phase. This is done by defining the type ...
Over the course of a project, the interaction of all those involved leads to a large amount of knowledge being accumulated and built up in the individual project phases and areas. In pharmaceutical companies, this knowledge should ultimately be transferred to the operator and user for routine operation after handover of a construction project, and should also be retained and used for future projects. It is necessary for the project team to define the flow of knowledge relevant to the operator and user in the project phases as early as the project start phase. This is done by defining the type of knowledge, the scope of knowledge, the knowledge transfer method and the persons involved in the transfer. Insufficient or completely missing specifications lead to knowledge gaps and thus to challenges in routine operation. Through an inventory analysis and expert interviews, tried-and-tested and currently used requirements, prerequisites and methods for successful knowledge transfer areidentified. The findings from this lead to the development and presentation of a model for the standardised handover of a construction project to the operator or user.
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