Knowledge Management to Improve Project Communication and Implementation

Abstract

This article highlights knowledge management as a part of project management. First, the article focuses on epistemological assumptions. Cognitive- and autopoietic epistemologies are highlighted with the purpose getting a better understanding of what is knowledge and how it develops. Second, the discussion goes on dealing with tacit- and explicit knowledge and their role in different types of projects. Third, the article illustrates two main knowledge management processes: codification and personalization. It is concluded that many delivery- and investment projects are often projects in which the utilization of explicit knowledge and codification type of knowledge management process play a significant role. It is also concluded that many research and development projects are enterprises in which tacit knowledge usage is abundant and personalization type of knowledge management process is a necessity. Fourth, the main content of this article – a division of knowledge-related project management environments into four different entities – is introduced. With the help of this division the project management can understand what type of knowledge management process is needed in different project management contexts.

Knowledge management in the voluntary sector: a focus on sharing project know-how and expertise

“…Finally, Koskinen (2004) identified the project environment to be of critical importance in influencing the type of knowledge management strategies to be adopted to enhance a project outcome. Akin to Koskinen (2004), Hanisch et al (2009) noted that there seemed to be a greater level of information and knowledge exchange at the informal, tacit level, when there was a greater degree of specialisation or complexity in a project.…”

Learning Dynamics across Boundaries of IS Context: A Structural perspective to Support Knowledge Management1

“…By making the organizational structure more flexible, they can ensure the porosity of boundaries and the exploration of new knowledge within and between projects and also in relation with informal communities. These points are worth exploring in more depth to improve integrated knowledge management system structure an define a more organic project management policy (Koskine, 2004). With regard to future research, we suggest that the investigation of power factors in the integration of embeddedness in organizational learning dynamics is a useful avenue to follow.…”

A knowledge management perspective of the project management office

“…PMO implementation can be challenging, but it is not an un-tapped territory. Many organizations, both large and small, have observed the benefits a consistent project control can offer (Hallows, 2002;Koskinen, 2004;Patah et Carvalho, 2009;Marra et al, 2012). Martins et al (2005) emphasizes the relevance of a PMO respecting company culture, especially with respect to the development of project managers' skills.…”