A framework for architecture, engineering, and construction firms

The AEC Knowledge Resilience Framework

A seven-dimension framework for assessing how well a firm retains and renews the knowledge it depends on.

Version 1.0 · September 2026

Built Knowledge is Todd Henderson and Stefnee Trzpuc.

We help architecture, engineering, and construction firms better use the knowledge their work depends on.

01 — Why knowledge resilience

Every firm loses knowledge. Few can say what.

Knowledge Resilience is your firm’s ability to keep performing when conditions change, expected or not.  A senior PM retires. An acquisition brings new experience and processes. A promotion leaves a skill vacuum on your biggest project.

Where resilience is strong, every project makes the next one better. What people learned on the last project is captured and applied on the next project. A retirement becomes a handoff instead of a scramble.

Where resilience is weak, the firm starts over, quietly and often. Knowledge walks out with a resignation. It goes stale while nobody is looking: a detail that made sense in 2016, a delivery method the market has moved past. Sometimes it's in a folder nobody can find.

The cost shows up as rework, delay, lost opportunity, and diminished revenue. The root cause rarely gets traced back to knowledge.

The AEC Knowledge Resilience Framework gives you a practical way to see where your firm is strong and where it’s exposed. It defines knowledge resilience in terms relevant to architecture, engineering, and construction. It works for a whole firm, and for a studio or department inside one.

Start here. If your most valued expert left next month, what would slow down or get riskier? What can your firm do today that it couldn't three years ago, and how did that happen?

02 — The three themes

Seven dimensions, grouped under three themes.

03 — The seven dimensions

What the framework measures.

Retain

D1

Sensing

The firm knows what knowledge is critical, what it lacks, what threatens what it has, and watches for change.

The question it asks

What are we quietly depending on? And what's coming that we're not ready for?

D1

Sensing

D2

Continuity

Critical knowledge survives the loss of any one person, project, or system.

The question it asks

If someone doesn't come back Monday, what stops?

D2

Continuity

D3

Flow

Knowledge reaches the people who need it, when they need it, and they can act on it.

The question it asks

How often do we pay twice for the same answer? (Or the same mistake?)

D3

Flow

Renew

D4

Sensemaking

The organization generates new knowledge from its own experience. It pauses to notice, examine, and record what happened.

The question it asks

Everyone who worked on that job learned something. Does the firm know what?

D4

Sensemaking

D5

Adaptation

The organization absorbs change from any source — its own lessons, a new standard, a new delivery method, a lost principal — and turns it into changed practice.

The question it asks

What do we keep getting wrong that we swore we'd learned last time?

"If there is no change in behaviour, then probably nothing has been learned." — Erik Hollnagel

D5

Adaptation

Sustain

D6

Stewardship

Named human ownership of critical knowledge domains and of the knowledge practices themselves, so they survive turnover.

The question it asks

When something important goes stale, did we ever make it someone's job to notice?

D6

Stewardship

D7

Commitment

Leadership treats knowledge as an asset and allocates against it: budget, time, and decisions.

The question it asks

Everything above takes time. Is any of it in someone's budget?

"Intranet plus a few conferences" is not a knowledge budget. — Todd

D7

Commitment

04 — How the assessment works

Score each dimension from 0 to 5.

Rate each of the seven dimensions from 0 to 5, based on observed practice rather than gut sense. Plot the seven scores on a spider chart.

5

Embedded

Done deliberately, consistently, and systematically

4

in-between

3

Practiced

Done deliberately, but maybe only once. May be stale.

2

in-between

1

Ad Hoc

Random acts of knowledge management

0

Absent

Not visibly happening (though it may be hidden)

Example profile.

Moving up follows the same sequence in every dimension: find the skunkworks — surface what someone is already doing unpaid; run the pilot — do it deliberately once and write down what happened; then make it systematic — give it an owner and a trigger. A firm should be able to move up a level in a year.

The downloadable framework includes level descriptions for all seven dimensions, a blank assessment chart, and specific actions for moving up.

05 — Download

Get the full framework.

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The AEC Knowledge Resilience Framework

The complete framework — definitions, level descriptions, assessment chart, and actions for each dimension — as a PDF. Free, and no email required.

Version 1.0 is a first draft. We are testing it with firms now and will revise it. If you use it, we'd like to hear how it went.

Training program, 2027

We're building a training program around this framework, launching in 2027. If you'd like to hear when it's ready, or if you'd be willing to test the assessment at your own firm, leave your details.

We won't sell or share your address, and we won't email often.

06 — about the authors

Stefnee Trzpuc

We each lead our own consulting practice, but have been friends for years. This framework is our collaboration to answer an unmet need in our industry. Our passion for advancing knowledge management in AEC has grown over our careers, shaped by years inside firms leading their operations. That experience runs through every part of this work.

We’d each love to hear from you! Visit our websites to learn more about how we each work with firms, and reach out with questions, ideas, or stories from putting the framework to use.

07 — Foundations

None of this is ours alone. In particular, the structure comes from Erik Hollnagel's resilience engineering used to study safety, where resilience is what a system can do (respond, monitor, learn, anticipate) and is not about something it merely has. Three of our dimensions descend from those four. Whereas safety work can assume capability is still around, in the AEC world, knowledge sometimes walks out the door. Our added dimensions reflect that both doing and having are relevant in project-based knowledge work.

Durst, S. & Zieba, M. (2019). Mapping knowledge risks: towards a better understanding of knowledge management. Knowledge Management Research & Practice, 17(1), 1–13.

Garvin, D., Edmondson, A. & Gino, F. (2008). Is yours a learning organization? Harvard Business Review, March 2008.

Hollnagel, E. (2010). How resilient is your organisation? An introduction to the Resilience Analysis Grid. Sustainable Transformation: Building a Resilient Organization, Toronto.

Hollnagel, E. (2017). Safety-II in Practice: Developing the Resilience Potentials. Routledge.

Lambe, P. (2013). Four types of knowledge risk. Straits Knowledge.

Leonard, D., Swap, W. & Barton, G. (2015). Critical Knowledge Transfer. Harvard Business Review Press.

Parsons, C. (2026). The Modern Learning Organization Maturity Model for AEC Firms. Knowledge Architecture.

08 — Use and attribution

© 2026 Todd Henderson and Stefnee Trzpuc. The AEC Knowledge Resilience Framework v1.0 is licensed under Creative Commons Attribution-NonCommercial 4.0. Share and adapt it freely with attribution. Commercial use by arrangement.

Cite as

Henderson, T. & Trzpuc, S. (2026). The AEC Knowledge Resilience Framework, v1.0. builtknowledge.com