Abstract: Part 8: Change Management and Maturity ; International audience ; Minimizing the reluctance of actors in change management is a well-known and key issue that can be resolved thanks to a serious game approach during the upstream PLM deployment phase. If our initial choices have already allowed us to validate the relevance of a serious game for change management process, we found that the participants, who were familiar with the area of technology in question, have systematically initiated a high level discussion about the models used in the PLM. We tried thus to take into account these unexpected observation results to also address the downstream phase concerning knowledge identification and assessment. Indeed, the capitalization of industrial knowledge is an important issue for enterprises who wish to master the development and the innovative element of their product. A substantial amount of knowledge extraction methods has the drawback to require expensive work by KM experts. We witnessed that besides this, it is necessary to evaluate both knowledge and knowledge use. In this article, we present the two uses synthesized in a same Serious Game Environment. From an identification methodology based on an analysis under a PLM (Product Lifecycle Management) deployment, we developed and experimented a Serious Game platform to both minimize the reluctance of actors and validate the identification work of KM experts.
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