How the project knowledge management and the sustainability in project management affect the project success

Fuentes-Ardeo, Leticia; Olaso, José Ramón Otegi; Aguilar-Fernandez, Maria Eugenia

doi:10.1109/idaacs.2017.8095214

Cited by 12 publications

(8 citation statements)

References 20 publications

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“…Organizational support is approached in the present study from a knowledge-based perspective (KOS), represented by two dimensions, IC and KMDC, recognizing that knowledge leads to configuring organizational infrastructures suitable for PM (Fuentes-Ardeo et al , 2017; Gasik, 2011). The scale proposed to represent this construct meets the psychometric properties of reliability and validity, which indicates that IC and KMDC, acting together, are a reasonable representation of KOS.…”

Section: Discussionmentioning

confidence: 99%

“…Given that knowledge is considered the most important intangible resource for PM, organizational support must focus on building knowledge-based organizational infrastructures. KOS supports decision-making, facilitates problem-solving and fosters knowledge creation and knowledge exchange (Han et al, 2019;Le and Lei, 2019;Fuentes-Ardeo et al, 2017;Liu et al, 2015;Gasik, 2011;Young and Jordan, 2008;Gosain et al, 2005). PM benefits from all these advantages deriving from KOS (Table 1).…”

Section: Research Modelmentioning

confidence: 99%

“…On the one hand, IC includes knowledge, skills, stakeholder connections, processes, routines and individual and collective learning (Oh, 2019; Fuentes-Ardeo et al , 2017; Gasik, 2011). On the other hand, KMDC allows the organization to adapt and move in dynamic environments by reconfiguring knowledge management practices.…”

Section: Conceptual Frameworkmentioning

confidence: 99%

“…More research is needed to conceptualize and operationalize organizational support from a knowledge-based perspective, as well as to analyze its influence on project performance (PP) and organizational performance (OP). In previous studies, organizational support has generally been limited to support for employees, but many additional knowledge-based issues should also be taken into account (Fuentes-Ardeo et al , 2017; Gasik, 2011; Gelbard and Carmeli, 2009).…”

Section: Introductionmentioning

confidence: 99%

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Impact of knowledge-based organizational support on organizational performance through project management

Sepúlveda-Rivillas

Alegre

Oltra

2021

JKM

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Purpose The purpose of this study is to empirically investigate how knowledge-based organizational support (KOS) influences organizational performance through project management. Design/methodology/approach Data were obtained from a survey and from archival sources with a time lag for the dependent variable; structural equation modeling was used to analyze the data. The sample was made up of 106 organizations in Colombia, considering two key respondents from each organization: general manager and project manager. Findings Results show that KOS is an antecedent of project management and project performance. Furthermore, project management and project performance play a mediating role between KOS and organizational performance. Research limitations/implications Research limitations are the following: use of cross-sectional data with a time lag, one single unit of analysis, organizational performance analyzed only from a financial perspective. Despite these limitations, the paper puts forward relevant implications that bridge knowledge management and project management literature by clarifying the conditions under which knowledge organizational support generates a significant impact on organizational performance. Intellectual capital and knowledge management dynamic capabilities play a relevant role in this connection. Practical implications The findings have important practical implications: decision-makers are to allocate effectively hard and soft resources to configure a knowledge-based infrastructure, through the development of intellectual capital and knowledge management dynamic capabilities. Social implications The findings are generalizable to projects management in the context of non-government organizations or other social-oriented initiatives. Originality/value This study assumes and operationalizes organizational support from a knowledge-based perspective, represented by intellectual capital and knowledge management dynamic capabilities, providing empirical evidence of the way KOS influences organizational performance through project management and project performance.

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Section: Discussionmentioning

confidence: 99%

Section: Research Modelmentioning

confidence: 99%

Section: Conceptual Frameworkmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Impact of knowledge-based organizational support on organizational performance through project management

Sepúlveda-Rivillas

Alegre

Oltra

2021

JKM

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“…Humanitarian Projects", Leticia Fuentes Ardeo Project management has evolved since the beginning of the times; in the last years, it has not only focused on the Iron triangle but also has included a new perspective of the Triple Bottom Line [6] and by incorporating the sustainability dimension into the project management [7][8][9]. In this evolution, it is time to go a step forward and integrate a new challenge in Project Management Research: The Responsibility.…”

Section: "Responsible Project Management Model Formentioning

confidence: 99%

Doctoral Workshop “Engineering Smart Cities”: A Report on a New Conference Element

Kaiser

Willich

Waschle

et al. 2021

2021 IEEE European Technology and Engineering Management Summit (E-Tems)

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With the doctoral workshop, a new element will be established at IEEE E-TEMS. It enabled doctoral students to present their research topic to the scientific community at the conference, discuss it, receive feedback, network, and learn from the contributions at the conference. The focus of this year's workshop was "Engineering Smart Cities". The four submitted contributions show a wide range of topics with different phases of the journey. A bridge could be built with Systems Engineering as the connecting element between systems design and project management. This report presents the workshop concept, summarises the contents, and gives a final reflection. Due to the current situation of the COVID-19 pandemic, the conference is virtual. We show our way to form an interactive format in a virtual workshop.

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The Obstacles of Software Process Improvement in Software House: A Systematic Literature Review and Empirical Study

Elfaiz

Raharjo

2021

J. Phys.: Conf. Ser.

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A software house, that established in 2005 based in Indonesia, got 31 projects in 2019. By the end of year, Project Management Officer released documents to inform company’s project health. There are 14 projects confirmed late, 6 projects on time and 11 projects scheduled complete on the next year. That late projects cause serious problem like loses revenue and gets disrupted of company’s cash flow. Based on the root cause analysis, it found that no standardization of software development process in the company. Before designing the standardization to improve process, we need to analyze the obstacles that might be happened. Therefore, this study aims to identify the obstacles on software process improvement in software house. We performed a systematic literature review to determine the obstacles, then we do empirical research to 58 employees on company’s development department to sort the priority of obstacles in the company. From the systematic literature review, we found studies that relevant and there are 13 obstacles of software process improvement, then from the empirical research we got top three obstracles. We also proposed recommendations to solve that obstacles.

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How the project knowledge management and the sustainability in project management affect the project success

Cited by 12 publications

References 20 publications

Impact of knowledge-based organizational support on organizational performance through project management

Impact of knowledge-based organizational support on organizational performance through project management

Doctoral Workshop “Engineering Smart Cities”: A Report on a New Conference Element

The Obstacles of Software Process Improvement in Software House: A Systematic Literature Review and Empirical Study

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