Knowledge management and project-based knowledge in it projects: A model and preliminary empirical results

Purpose -The purpose of the paper is to investigate the critical success factors (CSFs) associated with the effectiveness of transfer and sharing of tacit knowledge in lean and agile construction processes.Design/Methodology/Approach -The study identifies ten critical success factors that initiate the transferring and sharing of tacit knowledge. The CSFs are validated through quantitative study. This study recruited project managers, executives, consultants, and other managers that are directly involved in the management of a construction project. It recruits the respondents those have background and experience from disciplines such as lean construction, agile construction, Construction Supply Chain (CSC) and KM in lean, agile and CSC. The data collected through selfadministrative questionnaire, is categorised as ordinal data, analyzed in SPSS with Frequency and Kruskal-Wallis H test and Spearman's correlation analysis. A rank order analysis is performed to establish the level of importance of those factors. Findings -Initially, 'Trust between construction organisations' is identified as the foremost CSF.Moreover, other CSFs such as, motivation, leadership capabilities, business strategies and organisational capabilities follow trust.Originality/Value -This is the first study that investigates and establishes the CSFs that are essential to initiate transferring and sharing tacit knowledge in a lean and in an agile construction processes.

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“…Throughout the 21 st century, our view regarding knowledge management (KM) Thomas, (2013) has drastically changed (Reich et. al., 2012).…”

Section: Introductionmentioning

confidence: 99%

Critical factors for transferring and sharing tacit knowledge within lean and agile construction processes

Saini

Arif

Kulonda

2018

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“…Knowledge within the PBO can be considered within the context of the knowledge stock, enabling environment, and knowledge practices [21][22][23]. It is the responsibility of the organisation to create the KM-enabling environment and to implement and maintain the knowledge practices.…”

Section: (Mainly Explicit Knowledge)mentioning

confidence: 99%

“…Reich et al [21] propose that KM within the organisation should be investigated with regard to the knowledge about the organisation (procedural or know-how), knowledge about the business value (the market), and knowledge about the technology (know-what). This leads to value assurance of the knowledge for the organisation, and should be conducted by a centralised function within the PBO [21].…”

Section: (Mainly Explicit Knowledge)mentioning

confidence: 99%

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Knowledge-Sharing Within the Project-Based Organizsation: A Knowledge-Pull Framework

Bell¹,

Waveren²,

Steyn³

2016

SAJIE

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This paper examines mechanisms to use lessons learned on individual projects within an organisation. A Delphi study highlighted the organisation's responsibility for incorporating knowledge from projects into a project management methodology. Knowledge from a project should be transferred through a centralised knowledge management function that should evaluate codified knowledge within the context in which it was generated, determine how the knowledge should be used, and maintain the explicit knowledge database and the knowledge flow process. Based on a literature review, structured interviews, archived data, and a Delphi survey, a framework for transferring knowledge to the organisation is proposed. The framework enables the organisation to motivate and guide knowledge transfer within a methodology that indicates where, when, and how knowledge transfer and use should take place. OPSOMMINGMeganismes om lesse wat op projekte geleer is in 'n organisasie te gebruik, is ondersoek. 'n Delphi studie het die verantwoordelikheid van die organisasie t.o.v. die inkorporering van kennis in 'n projekbestuur-metodologie uitgelig. Kennis vanuit 'n projek behoort via 'n sentrale kennisbestuur-funksie oorgedra te word. Hierdie funksie moet gekodifiseerde kennis evalueer in die konteks waarin dit ontwikkel is, bepaal hoe die kennis gebruik behoort te word, en die databasis asook die kennis vloeiproses instand hou. Op grond van die literatuur, gestruktureerde onderhoude, geargiveerde data en 'n Delphi opname, word 'n raamwerk vir die oordrag van kennis na die organisasie voorgestel. Die raamwerk stel die organisasie in staat om die oordrag van kennis te motiveer en te lei in 'n metodologie wat aandui waar, wanneer en hoe kennisoordrag en benutting behoort plaas te vind.

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“…In other studies, research on the automotive sector has highlighted how establishing communities of practice (i. e., working groups that have common interests) can help support project knowledge management (Johansson, Moehler, & Vahidi, 2013). Knowledge management for information technology projects may be considered as enabling the creation and alignment of three types of project-based knowledge that are needed to result in the desired business outcomes, which are technical design knowledge, organizational change knowledge and business value knowledge (Reich, Gemino, & Sauer, 2012). Adopting a broad or holistic view of the knowledge that is generated during a project as well as the knowledge requirements of engineering project is therefore a desirable objective.…”

Section: Literature Reviewmentioning

confidence: 99%

Applying an Integrated Systems Perspective to the Management of Engineering Projects

Philbin¹

2015

Front. Eng

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Engineering projects can be subject to significant complexity, which may result in a number of issues and challenges that need to be addressed throughout the project life-cycle. Traditionally projects have been viewed according to the so called "iron triangle," i. e., achievement of project milestones according to schedule, cost and quality targets. While these targets are fundamentally important to the performance of engineering projects, it is possible to view projects on a systemic level in order to allow an adequate focus on all the underpinning factors that have the potential to influence the performance of projects. Consequently, a management framework has been developed that is based on an integrated systems perspective of engineering projects, where the performance of projects is a function of six contributing sub-systems that are: process, technology, resources, knowledge, culture and impact.

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Knowledge management and project-based knowledge in it projects: A model and preliminary empirical results

Cited by 104 publications

References 70 publications

Critical factors for transferring and sharing tacit knowledge within lean and agile construction processes

Critical factors for transferring and sharing tacit knowledge within lean and agile construction processes

Knowledge-Sharing Within the Project-Based Organizsation: A Knowledge-Pull Framework

Applying an Integrated Systems Perspective to the Management of Engineering Projects

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