Knowledge formation and learning in the management of projects: A problem solving perspective

Abstract

In contrast to traditional projects, which are assumed to be fully specified and then executed with little learning anticipated, complex projects cannot be fully specified at the outset and require continuous learning over their life cycles. Nevertheless, the key role of knowledge formation and learning in managing complex projects is under-developed for expanding project capability boundaries to include knowledge uncertainty and indeterminacy.Drawing inspiration from Karl Weick's enactivist ideas and an empirical study of two organizations that developed project capability for complex projects, the paper develops an integrated view of projects and project management that is grounded in problem solving learning and organizing.More specifically, a project is reconceptualised as 'a mode of organizing to accomplish a temporary undertaking' with intrinsic learning. This perspective views complex projects under knowledge uncertainty as learning organizations, with implications for project management theory and practice.

Research and development project management best practices and absorptive capacity: Empirical evidence from Spanish firms

“…However, our findings show that lessons learned and the project manager's experience are only positively related to potential capacity. According to the current academic thinking that projects are learning organizations (Ahern et al, 2014;Cook and Brown, 1999), absorptive capacity might be a means to improve organizational learning. Capturing the lessons learned from R&D projects is very frequently done by these firms and is generally appreciated by all the organizations in the survey.…”

How the user liaison's understanding of development processes moderates the effects of user-related and project management risks on IT project performance

“…Previous studies indicate that changing project-based knowledge results in varied skills of team members, management support, task difficulties, and technical considerations [37,38]. Such situations alter influence of risk for project development because both business and technical environments of a project change [39].…”

Practical Contributions of the Systems-Based Evolutionary Learning Laboratory to Knowledge and Stakeholder Management

“…Traditional project management has recently been criticized and seen as a ''problematic and incomplete'' approach due to its linear viewpoint (Ahern et al 2014b). The approach uses prior ''known'' knowledge to plan and carry out project activities for achieving predetermined goals and requirements (Ahern et al 2014a, b).…”

“…The approach uses prior ''known'' knowledge to plan and carry out project activities for achieving predetermined goals and requirements (Ahern et al 2014a, b). This process is considered as a ''plan-then-execute'' approach where little additional learning occurs (Ahern et al 2014b).…”