Where Knowledge Management Resides within Project Management

Owen, Jill; Burstein, Frada

doi:10.4018/978-1-59904-933-5.ch237

Cited by 4 publications

(7 citation statements)

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“…This is concerning as research indicates that a knowledge management strategy is important (Owen and Burstein, 2005), and the absence of such a strategy can be associated with project failure (Disterer, 2002). By contrast, alignment of a knowledge management strategy with the project management methodology can positively impact project outcomes reducing potential risks, cost and time blowouts (Al-Zwainya et al , 2016; Rozenes, 2013).…”

Section: Resultsmentioning

confidence: 99%

“…Knowledge management can have positive impacts on customer satisfaction, reduce project duration and enhance project management (Koskinen et al , 2003; Owen and Burstein, 2005), contributing to project success (Pemsel and Wiewiora, 2013; Reich et al , 2014). Internal project knowledge can be sourced from risk logs, lessons learnt and experience, while external knowledge can be acquired via activities such as benchmarking or seminars (Polyaninova, 2011).…”

Section: Literature Reviewmentioning

confidence: 99%

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Context matters: enablers and barriers to knowledge sharing in Australian public sector ICT projects

Karagoz

Whiteside

Korthaus

2020

JKM

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Purpose This paper aims to extend the theory relating to knowledge sharing barriers and enablers in the public sector information and communication technology (ICT) project context. Design/methodology/approach A case study method was used whereby project managers from each of the seven departments of the Victorian Public Sector in Australia were interviewed about their knowledge sharing practice. A semi-structured interview instrument based on Riege’s (2005) barrier framework was used to explore the barriers to knowledge sharing that they experienced as part of their work. Findings The study found that many of Riege’s (2005) barriers did not apply in the public sector ICT project environment, demonstrating that context matters. In addition, five enablers were identified, resulting in a new model of enablers and barriers to knowledge sharing in public sector ICT projects. Research limitations/implications This study focuses on a single case, the Victorian Public Sector, and consequently the results are not generalisable. Future research should explore the applicability of the model in other public sector ICT project contexts. Practical implications The study highlights the relationship between knowledge sharing and the project manager and the role it plays in project delivery. The model presented provides a starting point for public sector practitioners to develop their knowledge sharing practice, potentially enhancing project outcomes in the process. Originality/value This study examines barriers to knowledge sharing in an under-researched context, that of the public sector ICT project environment. It builds on current theory and provides insights for practitioners in the public sector.

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Section: Resultsmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Context matters: enablers and barriers to knowledge sharing in Australian public sector ICT projects

Karagoz

Whiteside

Korthaus

2020

JKM

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“…In their case study of an engineering consulting organisation, Owen and Burstein (2005) acknowledged that lessons learned from previous projects were applied at project planning phases to avoid obvious mistakes, which was usually done through informal methods. It was also noted that lessons learned processes were seen as a form of knowledge creation, the first step sequence in the KM life cycle.…”

Section: Knowledge Management In Project Environmentsmentioning

confidence: 99%

“…Moreover, it was determined that once lessons were captured at the end of the project, they were archived in a server or a department database and reused for forthcoming projects. Owen and Burstein (2005) opined that once project material is stored in such systems, the content needs to be maintained or updated to ensure it's relevant for future project use. Although the method of storing lessons learned was consistent with Owen and Burstein's (2005) proposition, little evidence was found of mechanisms that supported participants in updating the material once archived.…”

Section: Knowledge Application and Reusementioning

confidence: 99%

“…Owen and Burstein (2005) opined that once project material is stored in such systems, the content needs to be maintained or updated to ensure it's relevant for future project use. Although the method of storing lessons learned was consistent with Owen and Burstein's (2005) proposition, little evidence was found of mechanisms that supported participants in updating the material once archived. Furthermore, while not practicing lessons learned at the end of a project is not uncommon, it does result in low quality outcomes, and a lack of cross project learning (Ajmal & Koskinen, 2008;Pemsel & Wiewiora, 2013).…”

Section: Knowledge Application and Reusementioning

confidence: 99%

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How do ICT project managers manage project knowledge in the public sector? An empirical enquiry from the Victorian Public Sector in Australia

Karagoz

Korthaus

Augar

2016

AJIS

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Projects are temporal organisation forms that are highly knowledge-intensive and play an important role in modern public (and private) sector organisations. The effective and efficient creation, dissemination, application and conservation of relevant knowledge are a critical success factor in the management of projects. Yet, project management (PM) and knowledge management (KM) are two distinct disciplines. This paper explores the relationship between PM and KM by analysing the literature at the intersection of those disciplines and presenting the empirical results of a case study of the Victorian Public Sector (VPS) in Australia. A series of 14 interviews were conducted to explore how ICT project managers manage project knowledge across the departments of the VPS. Findings show a strong preference among the participants for informal, face-to-face interactions and agile approaches to facilitate knowledge transfer and creation in ICT project environments.

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Projektifierad forskning

Hultgren

2023

SVT

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Research “projectified” – an ongoing evaluation of a local labour market projectIn this paper the researcher’s role within a small-scale project aiming at social change is problematized in the light of the the organizational specificities of the project. The text is based on experiences from a labour market project, in a small industrial community, where two colleagues and I at the Department of Social Work at Linnaeus University conducted ongoing research in the years 2018–2020. Over this period, we acted as a sounding board for the project management and assisted with analyses of the activities carried out in the project, from the start-up phase, over a consolidated phase to its completion.In retrospect, the conditions for conducting ongoing research within the framework of a smallscale project raise several questions of which two will be discussed here. Firstly, the researchers role in an often conflicting relationship between operational development and knowledge creation. Secondly, the researchers role in the knowledge accounting of the change work carried out in the project.It can be argued that the researcher role is at risk of being “projectified”, i.e., the knowledge creation and the reporting of the change work is adapted to the conflicts and tensions between dayto-day practice and the goals of the change work in negotiation with the project’s stakeholders.

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Where Knowledge Management Resides within Project Management

Cited by 4 publications

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Context matters: enablers and barriers to knowledge sharing in Australian public sector ICT projects

Context matters: enablers and barriers to knowledge sharing in Australian public sector ICT projects

How do ICT project managers manage project knowledge in the public sector? An empirical enquiry from the Victorian Public Sector in Australia

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