scholarly journals Knowledge Management in the Project Life Cycle - Initial Research on Polish Smes

2014 ◽  
Vol 6 (2) ◽  
pp. 67-82 ◽  
Author(s):  
Iwona Łapuńka ◽  
Iwona Pisz
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Success Factors ◽  
Point Of View ◽  
Engineering Industry ◽  
Economic Activities ◽  
Construction Engineering ◽  
Management Concepts ◽  
Low Efficiency ◽  
Project Life

Abstract Contemporary organizations run their activities in an environment, which might be defined as fully uncertain and turbulent. Due to variations that occur in the surrounding environment, an increased attention of management practitioners and theoreticians is paid to new management concepts frequently in an integrated version. The authors express a deep belief that consolidation of approaches to project management and knowledge management constitutes a response to challenge for modern organizations. Research into the issue was based on an attempt to determine significance of the knowledge management issue in a life of projects performed by Polish small and medium-sized enterprises (SMEs). Systemizing of desired knowledge management results in a project, from the point of view of its crucial success factors, is essentially substantiated in providing success of projects performed. Preliminary research included SMEs in construction engineering industry. The enterprises perform project- driven orders or apply a project approach in economic activities that they execute. Research conducted by the authors so far, implies, that the SME sector is characterized by a particularly low efficiency in project management. Hypothetic assumptions indicate that one of the main reasons of reaching an unsatisfactory level of project proficiency shaped mainly by processes of synchronizing and coordination of project activities, is an insufficient level of development of social, organization and technological systems and methods of capitalization, as well as transmission of useful project management knowledge. Essential function is performed by a group of selected respondents - 25 enterprises from the group of SMEs, including 5 micro enterprises, 12 small enterprises, and 8 medium-sized enterprises. Analyses performed so far, take into consideration the economic situation of SMEs in Poland.

scholarly journals Evaluating critical success factors and level of challenges in project life cycle (PLC)

2018 ◽  
Vol 7 (2.29) ◽  
pp. 67
Author(s):  
Sallaudin Hassan ◽  
Natasha Farhana ◽  
Siti Aishah ◽  
Siti Mahirah ◽  
Khairul Firdaus Jimisiah. J
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
Team Work ◽  
Success Factor ◽  
Critical Success Factor ◽  
Critical Success ◽  
Project Life Cycle ◽  
Project Life

This research aims to evaluate the Critical Success Factors (CSF) of project management and  to assess the level of challenges at each steps in Project Life Cycle (PLC). Five Independent Variable (IV)  is been selected as Critical Success Factors which is Leadership, Effective Communication, Teamwork,  Organization and Project Nature. There are four main stage in project which is Defining, Planning,  Executing and Closure. The scope of this research is on projects/events   conducted under Student  Development and Campus Life Style (SDCL). Five projects has been selected for assessment in this research.  Survey questionnaire is been used as primary data collection. LIKERT Scale is been used to rank the answer from respondents. 50 respondents are involve in this research. Data is analyzed by using SPSS version 21. Result shows that the most critical success factors in project is Team Work while the least Critical Success Factor is Leadership. Meanwhile, the most challenges stage in project management is Executing, while the least challenges stage is Defining. The finding in this research is considered important discovery. More efforts should be focus on identified Critical Success Factor and the most challenges stage in Project Life Cycle.  It is suggested that the scope of study to be extended to other universities or industries in future research.  

Globalised Adoption of Knowledge Management in New Product Development: A Conceptual Framework from Project Management Perspective

2021 ◽  
Vol 12 (1) ◽  
pp. 37-37
Author(s):  
Bak Aun Teoh ◽  
Wei Hong Ling ◽  
Amlus Ibrahim
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Product Development ◽  
New Product Development ◽  
Success Factors ◽  
Market Competition ◽  
New Product ◽  
Development Project ◽  
Team Members ◽  
The Impact

The growth in new knowledge and technology has substantially increased the complexity of the projects that is strongly influencing the time, cost, and quality of the project management. Due to the volatility of the current market, the effectiveness of knowledge management (KM) could reduce the project uncertainties, project life cycle costs, and risks of new product development (NPD). Since NPD is regarded as the key to innovation due to its strong connection between the knowledge and core competence, the ways how the knowledge will be captured, created, and shared among the project teams is important to remain competitive in today's business and market competition. Hence, the modes of how they are created and shared between the project team members as well as the impact of KM towards NPD will be discussed in this paper. KM are normally created and transferred through the conversion between explicit and tacit knowledge, which can be further applied into the project management. Furthermore, the existing knowledge of the organisation can be evaluated by the actions of decision makers, hence, it is undoubted that a better knowledge can lead to measurable efficiencies in production and product development. The key success factors of KM that have been implemented will be discussed in this paper as well, which help to increase the probability of project success. Keywords: New Product Development; Project Management; Knowledge Management; Globalisation

scholarly journals Critical success factors in a project handover and use stages: The case of the gambling industry in Antioquia (Colombia)

2020 ◽  
Author(s):  
Diego Alejandro Quintero-Ríos ◽  
Silvia Teresa Morales-Gualdrón
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Empirical Evidence ◽  
Critical Success Factors ◽  
Success Factors ◽  
Knowledge Management System ◽  
Gambling Industry ◽  
Critical Success ◽  
New Knowledge ◽  
Different Types

This research explores the Critical Success Factors (CSF) for the handover and use stages of projects in the case of one of the most important companies in the gambling sector in Antioquia (Colombia). It develops a model with seven categories and an instrument that measures perception regarding success factors. The results show a difference between successful and unsuccessful projects for all the categories that were analyzed. However, the categories Project Efficiency and Benefit Realization are the main critical success factors. It also confirms that success factors differ according to the perspective of each type of stakeholder: sponsors, managers, project team, customers, and end users. This study contributes empirical evidence for critical success factors in project management from four perspectives: 1) at the handover and use stages; 2) from the perspective of different stakeholders; 3) in the gambling industry; and 4) in a developing country, such as Colombia. Finally, it can be concluded that the value that is given to new knowledge and experiences in successful and unsuccessful projects is an opportunity to create a knowledge management system, which allows to generate a favorable culture for the development of different types of projects in the company.

Analysis of the Success Factors and Failure Causes in Projects

2016 ◽  
Vol 7 (1) ◽  
pp. 18-31 ◽  
Author(s):  
Vicente Rodríguez Montequín ◽  
Sonia Cousillas Fernández ◽  
Francisco Ortega Fernández ◽  
Joaquín Villanueva Balsera
Keyword(s):  
Project Management ◽  
Success Factors ◽  
Time Budget ◽  
Project Managers ◽  
Point Of View ◽  
Significant Time ◽  
Empirical Survey ◽  
Personal Perceptions ◽  
Frequent Failure ◽  
Internet Network

Projects are complex works subjected to significant time, budget and quality constraints. One or the greatest challenges in project management still remaining unsolved is determining what is necessary to do in order to achieve success or failure. According to the specialized literature, both concepts of success factors and failure causes in projects are largely subjective and therefore difficult to quantify, depending on the point of view of the stakeholders involved. This paper compares which are the most frequent failure causes and the most important success factors among three different scenarios: for any type of project, for ICT projects and for ICT projects carried out in Spain only, by means of a worldwide empirical survey carried out among project managers intended to gather their personal perceptions on the matter. The survey is based on a questionnaire anonymously distributed through a professional internet network.

Analysis of the Success Factors and Failure Causes in Projects

2016 ◽  
pp. 1365-1379 ◽  
Author(s):  
Vicente Rodríguez Montequín ◽  
Sonia Cousillas Fernández ◽  
Francisco Ortega Fernández ◽  
Joaquín Villanueva Balsera
Keyword(s):  
Project Management ◽  
Success Factors ◽  
Time Budget ◽  
Project Managers ◽  
Point Of View ◽  
Significant Time ◽  
Empirical Survey ◽  
Personal Perceptions ◽  
Frequent Failure ◽  
Internet Network

Projects are complex works subjected to significant time, budget and quality constraints. One or the greatest challenges in project management still remaining unsolved is determining what is necessary to do in order to achieve success or failure. According to the specialized literature, both concepts of success factors and failure causes in projects are largely subjective and therefore difficult to quantify, depending on the point of view of the stakeholders involved. This paper compares which are the most frequent failure causes and the most important success factors among three different scenarios: for any type of project, for ICT projects and for ICT projects carried out in Spain only, by means of a worldwide empirical survey carried out among project managers intended to gather their personal perceptions on the matter. The survey is based on a questionnaire anonymously distributed through a professional internet network.

scholarly journals Storytelling for project knowledge management across the project life cycle

2014 ◽  
pp. 83-97
Keyword(s):  
Knowledge Management ◽  
Life Cycle ◽  
Project Management ◽  
Competitive Advantages ◽  
Short Term ◽  
Project Management Office ◽  
Project Life Cycle ◽  
Important Approach ◽  
Project Organizations ◽  
Project Life

Project organizations face the problems to manage knowledge embedded in various projects because of the uniqueness and short-term orientation of most projects. Therefore, project knowledge management is regarded as an important approach to building competitive advantages. This paper aimed to examine the application of storytelling as an effective and inexpensive mechanism for managing project knowledge. The study was conducted with the project management office from the Tax Administration and Reform Automation (TARA) program in Iran. A questionnaire survey was used to analyze the storytelling applications in the projects of the TARA program. Based on the result, a conceptual framework of storytelling was proposed for integration into the project management lifecycle.

scholarly journals Success Factors Affecting Public Projects of Construction Industry in Pakistan

2021 ◽  
Vol 9 (10) ◽  
pp. 1321-1326
Keyword(s):  
Project Management ◽  
Construction Projects ◽  
Success Factors ◽  
Point Of View ◽  
Success Factor ◽  
Role Of Government ◽  
Factors Affecting ◽  
Safety Standards ◽  
The Government

The global enhancement in the construction of megaprojects during the last few decades has triggered competition in project management. Achieving successful completion of projects is the fundamental need that requires understanding the critical factors that govern the productive accomplishment of tasks within due time and budget, simultaneously maintaining the quality and safety standards. Besides, the cost, time and quality, health& safety and environmental issues, and efficient project use are equally important factors that need special consideration to complete a project successfully. Several projects have demonstrated different barriers, especially in construction projects in the public sector in developing countries, such as Pakistan. Hence, this study investigated the criteria considered by the practitioners for measuring success in the construction project of Pakistan. A questionnaire survey involved 43 construction practitioners identifying the indicators relevant to measuring the success of Pakistani construction projects. The findings obtained through Statistical analysis (SPSS) and MS Excel revealed that the most common success factors of construction projects are the role of government, client capability, and project management. From a significance point of view, the role of government is reported as the most significant success factor. The government requires to exercise strict policy for getting work done successfully.

scholarly journals A study of knowledge management alignment with production management: A study of carpet manufacture in Kurdistan region of Iraq

2021 ◽  
Vol 6 (2) ◽  
pp. 346-360
Author(s):  
Bayad Jamal Ali ◽  
Govand Anwar
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Knowledge Sharing ◽  
Knowledge Creation ◽  
Kurdistan Region ◽  
Knowledge Application ◽  
Management Knowledge ◽  
Management Concepts ◽  
Manufacturing Facilities ◽  
Cement Manufacturing

The manufacturing sector has been profoundly impacted by advances in project management knowledge. As a result, it is critical to optimize service development processes in every project. The aim of this research was to increase cement manufacturing production by applying knowledge management concepts and Knowledge management as a mediator. The study was conducted at various cement manufacturing facilities in Iraq's Kurdistan province. To quantify production improvement in cement companies, the researchers examined four facets of knowledge management: Knowledge creation, Knowledge storage management, knowledge sharing, and Knowledge application, with Knowledge management serving as a mediator. To conduct the current analysis, the researchers used a quantitative research approach in the form of a survey. The questionnaire was randomly distributed to 140 administrative employees of various cement manufacturing companies in the Kurdistan region. The researchers did, however, collect 128completed questionnaires. To assess developed research hypotheses, the study used hierarchical multiple regression analysis and the Sobel test. The findings indicated that all knowledge management elements (Knowledge creation, Knowledge storage development, knowledge sharing, and Knowledge application) had a clear and important positive relationship with increased production at carpet manufacturers in Iraq's Kurdistan region. Additionally, the findings indicated that all knowledge management concepts with a mediator (project management development program) had an indirect positive and important relationship with increased production at cement manufacturing facilities in Iraq's Kurdistan region.

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