Critical Factors for Knowledge Management in Project Business

International Journal of Business Excellence, 2009

The paper aims to describe the difficulties in knowledge sharing in project management and suggest solutions to these difficulties. Following a review of knowledge sharing in the literature, workshops are conducted with expert project management practitioners in 2006; in addition, a questionnaire survey of the participants of the workshops is conducted. The study finds that Small-and Medium-sized Enterprises (SMEs) had different knowledge-sharing arrangements from those of Multinational Corporations (MNCs). The work of SMEs was more likely to be based on company-level knowledge sharing and the commitment of employees to projects was less marked. SMEs did not use formal project management systems to manage their projects; rather, they relied on the knowledge of individuals. In all of the companies studied, the most important challenges were cultural-how managers enable learning and how people can learn from mistakes most effectively. The structural factors in Knowledge Management (KM) were also of importance. The study is highly context-oriented and local. There is a need for in-depth interviews regarding the conditions of knowledge sharing in project business. The study makes a contribution to a better understanding of the knowledge-sharing conditions in project business in SMEs and MNCs.

European Project Management Journal, 2020

The research presented in this paper aims to show how knowledge at work affects the achievement of project benefits in organizations in southern Serbia. The subject of this research paper is the examination of the elements of knowledge management in a project in the south of Serbia. The aim of this paper is to ensure the transfer and dissemination of knowledge throughout the organization, to provide the knowledge needed to make the best decisions and business processes, to encourage and ensure the quality development of new knowledge, to support and influence the acquisition of knowledge from other sources. application and use, ensuring that new knowledge is transferred to employees who need it. The purpose is to increase the ability to create organizational value through the efficient use of knowledge. The paper presents the ANOVA test, a factor analysis for further examination of each individual research goal, with the preparation that knowledge management tools have a positive impact on project beneficiaries; knowledge retention has a positive impact on project beneficiaries; knowledge transfer positively affects the benefits of the project.

Procedia Engineering, 2014

Knowledge Management (KM) is vital factor to successfully undertake projects. The temporary nature of projects necessitates employing useful KM practices for tackling issues such as knowledge leakiness and rework. The Project Management Office (PMO) is a unit within organizations to facilitate and oversee organizational projects. Project Management Maturity Models (PMMM) shows the development of PMOs from immature to mature levels. The existing PMMMs have focused on discussing Project Management (PM) practices, however, the management of project knowledge is yet to be addressed, at various levels of maturity. This research project was undertaken to investigate the mentioned gap for addressing KM practices at the existing PMMMs. Due to the exploratory and inductive nature of this research, qualitative methods were chosen as the research methodology. In total, three cases selected from different industries: research; mining and government organizations, to provide broad categories for research and research questions were examined using the developed framework. This paper presents the partial findings of undertaken investigation of the research organisation with the lowest level of maturity. The result shows that knowledge creation and capturing are the most important processes, while knowledge transferring and reusing are not as important as the other two processes. In addition, it was revealed that provision of "knowledge about client" and "project management knowledge" are the most important types of knowledge that are required at this level of maturity. In conclusion, the outcomes of this paper shall provide powerful guidance to PMOs at lowest level of maturity from KM point of view.

Proceedings of the 5th IPMA SENET Project Management Conference (SENET 2019), 2019

The research presented in the paper aims to show how knowledge at work influences the achievement of project benefits in organizations in southern Serbia. The subject of this research paper is to examine the elements of knowledge management in a project in southern Serbia. The research aims to ensure the transfer and dissemination of knowledge throughout the organization, to provide the knowledge needed to make the best decisions and business processes, to encourage and ensure the quality development of new knowledge, to support and influence the acquisition of knowledge from other sources and to develop the ability to successfully implementation and use, ensuring that new knowledge is conveyed to employees who need it. The purpose is to increase the ability to create the value of an organization through the effective use of knowledge. The task of this type of management is to formulate and implement strategies for developing, acquiring and applying knowledge, improving business processes through knowledge development, monitoring and estimating profits through improved application of knowledge; monitoring and evaluation of management activities in relation to knowledge, its development and application. The paper presents a research and scientific examination of theoretical assumptions and their interconnections, ie the assumption that knowledge management tools positively affect the project benefit; knowledge storage positively affects the project benefit; knowledge transfer positively influences the project benefit. The survey was conducted in the field through surveys. 244 questionnaires were filled in 14 organizations. After checking the validity of the questionnaire, the data were statistically processed in the SPSS and LISREL programs.

Handbook of Research on Effective Project Management through the Integration of Knowledge and Innovation, 2015

All companies work nowadays at pursuit of innovation, because that will bring better results. The high demand for innovative products and services has led companies to a permanent state of change, either launching a new product or improving the current, enhancing or changing production line, or making administrative change. According to Davenport and Prusak (1998), organizations recognize that knowledge is the only source capable of generating sustainable competitive advantages. Gattoni (2000) corroborates the authors defending that enterprise knowledge management becomes a new strategy to be matured in terms of competitive gains in projects. Models and theoretical approaches show that the relationship between project management, and information and knowledge management generates significant improvements to organizations. This chapter makes a link of both themes aimed at significant improvements in the organization.

Journal of Project, Program & Portfolio …, 2011

This paper aims to study the improvement of project success in organizations by integrating knowledge management strategies with project management practices in a typical project lifecycle.

2018

With its project-based organization, the Swedish construction industry struggles to manage the knowledge that is needed for their employees to fulfil their job tasks. Often locally separated, working on a construction site means being excluded from knowledge transfer and knowledge sharing with other employees. Especially for newly graduated employees it can be hard to find the information the need and a lack of social interaction with colleagues hinders an efficient start at the job. During this study a pre-study, an exploratory workshop as well as ten interviews were conducted to support knowledge management in a construction company. Although the researchers mainly investigated the case study of NCC Building Väst, a general suggestion to knowledge management within the Swedish construction industry can be drawn. As one solution doesn’t fit everyone, different ways of knowledge management need to be provided by the organization. Firstly, knowledge can be stored and shared in a stru...

IBIMA Business Review Journal, 2010

Knowledge management and project management are recognized to be of supreme importance to the competitive advantage of organizations as well as a major agent of change in the new era of the knowledge economy. This study empirically examines the relationship between knowledge management processes and project management in the context of the information technology industry in Jordan. Very frequently projects, mostly information technology (IT) projects, fail or are challenged due to their incapability to get the right knowledge to the right people at the right time, and help people on the project share and put information into action in ways, which improve project performance. Knowledge management may be able to address this. Previous studies have not clearly identified nor demonstrated the relationship between the management of projects and the use of knowledge management processes. The purpose of this research is to identify if a positive relationship exists between the two? If a relationship does exist, which knowledge management processes in use by practitioners of project management are significant in terms of improving project management, and what is their impact? Hundred and fourteen project practitioners (project managers, managers, team leaders, team members, supervisors, etc) some affiliated with the Project Management Institute (PMI), and mostly from organizations in the IT industry both governmental and private had participated in the research to answer these questions. A positivistic approach was adapted using quantitative data. A survey aimed at project practitioners of information technology industry population was conducted in an effort to investigate the knowledge management activities and to examine the relationship of knowledge management processes and the improvement of project management.

International Journal of Innovation and Learning, 2010

The challenges encountered in project-based organisations have been addressed by many strategies. This paper intends to provide an empirical insight of knowledge and its application within project environs. This would instigate learning and innovation within Knowledge Management (KM) in project-based organisations. Based on two case studies, a simple understanding of knowledge, Knowledge Creation (KC) and its management are proposed. It further underlines the humanistic core of KM and a framework that can be utilised to align knowledge paths. Finally, the paper concludes with suggestions and recommendations for future research on KM in the realm of project management.

Information and Knowledge Management, 2016

The integration of effective Knowledge Management (KM) in projects is founded on numerous factors. These factors include available resources, KM tools, leadership, organizational culture, and project objectives and goals among others. It is very important to set priorities for these considerations and factors in order to ensure effective KM integration into projects. Despite the fact that Project Knowledge Management (PKM) is characterized by numerous beneficial implications, it is also associated with risks. These risks include potential delays in project implementation and budget deficits. The Project Knowledge Management Life Cycle (PKMLC) includes five main stages: the knowledge creation, knowledge storage, knowledge dissemination, knowledge learning, and knowledge improvement. Each phase is essential towards the attainment of overall efficiency in the integration of KM into projects. Keywords: Knowledge Management (KM); Project Knowledge Management Life Cycle (PKMLC); Project K...