Integrating Knowledge Management with Programme Management

Owen, Jill

doi:10.4018/jkm.2006010104

Cited by 12 publications

(4 citation statements)

References 24 publications

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“…Some of the processes that enable knowledge conversion are the organization's ability to organize, integrate, combine, structure, coordinate or distribute knowledge according to Owen (2006) cited by Yeong and Lim (2010), that knowledge created, transferred, captured and reused within a project will result in improving PMM. The organization must develop a framework for organizing or structuring its knowledge since, without common representation standards, no consistency or typical dialogue of knowledge would exist, thus affecting the organization's PMM if it was mismanaged (Kimaiyo et al, 2015).…”

Section: Relationship Between Project Knowledge Conversion and Projec...mentioning

confidence: 99%

“…Handling these factors in this process can ensure excellent organizational performance. According to Owen (2006), as Yeong and Lim (2010) cited, knowledge created, transferred, captured and reused within a project will improve PMM. Thus, we propose the following:…”

Section: Relationship Between Project Knowledge Acquisition and Proje...mentioning

confidence: 99%

“…Hence, through knowledge utilization, acquired knowledge can be transformed from a potential capability into a realized and dynamic capability that impacts organizational performance (Kimaiyo et al, 2015). According to Owen (2006), as Yeong and Lim (2010) cited, knowledge created, transferred, captured and reused within a project will improve PMM. Besides, this process is an essential process for applying the existing knowledge to achieve the highest PMM level.…”

Section: Relationship Between Project Knowledge Application and Proje...mentioning

confidence: 99%

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Assessment of knowledge process capabilities toward project management maturity: an empirical study

Alghail¹,

Yao

Abbas

et al. 2021

JKM

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Purpose The reasons behind the project management failure of higher education institutions (HEIs) have been researched for the past few years. One of the reasons is the lack of tools to integrate their knowledge process capabilities (KPC) with their project management (PM) to measure maturity by assessing these capabilities. Various project management maturity (PMM) models exist. Yet, there is a limited number of empirical studies that support the four integrations of KPC and PMM. Therefore, this study aims to propose a new heretical model, namely, KPC-knowledge management (KM) and evaluates a research model that includes the four KPC as an antecedent to PMM. Design/methodology/approach The suggested research model is assessed by using partial least squares structural equation modeling. Furthermore, the study's hypotheses were examined based on a sample of 352 respondents from the project management departments in 10 public universities in Yemen. Findings Analysis revealed that the derived PMM status could be benchmarked with the project management maturity model. Also, the study found that integrating the KPC into PM enables the institutions to perform critical tasks and value chain activities and enhance the PM maturity level as well. In contrast, if one of the capabilities does not positively impact PMM, it affects the maturity level of the entire project. Research limitations/implications The findings are obtained concerning data collected from public universities and represent the Yemeni context, limiting the generalization on a different geographical area. Also, this proposed model can be evaluated in a practical way like conducting a focus group, a set of interviews with specialists, a case study or action research. The qualitative research will help academics to validate our proposal for future research purposes. Practical implications The proposed approach may be adapted to the characteristics of organizations involved in projects as external performers (project-based organizations) and not just the HEIs projects. This study provides managers and policymakers with insights into assessing PMM and improving their organizational effectiveness when deciding which KPCs to focus on in the future. Social implications This study contributes to the current PM awareness in Yemen and facilitates its success using the knowledge processes capabilities in Yemen's HEIs. It encourages organizations to take this opportunity to revive the projects and achieve a maximum level of maturity. Originality/value This study provides new insights into two domains through the link between knowledge management and PM. To the best of the authors' knowledge, this paper is among the first to empirically study the impact of the four KPC toward PMM. It enriches the theoretical perspective of PM. Also, it contributes to the literature on the success factor of KPC, which can be considered to improve organizational performance.

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Section: Relationship Between Project Knowledge Conversion and Projec...mentioning

confidence: 99%

Section: Relationship Between Project Knowledge Acquisition and Proje...mentioning

confidence: 99%

Section: Relationship Between Project Knowledge Application and Proje...mentioning

confidence: 99%

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Assessment of knowledge process capabilities toward project management maturity: an empirical study

Alghail¹,

Yao

Abbas

et al. 2021

JKM

View full text Add to dashboard Cite

show abstract

“…Primary functions of the project manager include management of knowledge within the team and with other teams to achieve success (Pretorius & Steyn, 2005). The program executive at the enterprise level facilitates enterprise-wide knowledge sharing, knowledge reuse, training, benchmarking, and capturing lessons (Owen, 2006). Thus, KM within project-based organization is a specialized area that entails learning at the organizational and project layers within project-based entities.…”

Section: Problemmentioning

confidence: 99%

Measuring Knowledge Enablers and Project Success in IT Organizations

McKay

Ellis

2015

International Journal of Knowledge Management

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Knowledge enablers exist at the organizational and project levels. There is however, no meaningful means to measure organizational or project knowledge sharing. The need to understand the elements that enable this flow of knowledge is dramatically evidenced in information technology organizations in which insufficient knowledge sharing leads to intellectual capital loss, rework, skills deterioration, and repeated mistakes that increase project costs or failures. The goal of this study was to examine the relationship among knowledge sharing processes at the organizational level – organizational learning enablers (OLEs) – the project level – project learning enablers (PLEs) – and project success variables (PSVs). After identifying and validating the OLE, PLE, and PSV constructs they were codified in a survey. Results showed a positive and significant relationship among OLEs, PLEs, and PSVs. A multiple regression indicated that the combination of OLEs and PLEs accounted for 30% of a project's success, however, PLEs alone were not statistically significant.

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Resolving Emergent Issues in Complex Projects: A Knowledge Management Approach

Owen

Linger

2008

Information Systems Development

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Integrating Knowledge Management with Programme Management

Cited by 12 publications

References 24 publications

Assessment of knowledge process capabilities toward project management maturity: an empirical study

Assessment of knowledge process capabilities toward project management maturity: an empirical study

Measuring Knowledge Enablers and Project Success in IT Organizations

Resolving Emergent Issues in Complex Projects: A Knowledge Management Approach

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