Linking Knowledge Management and Project Management Practices: The Missing DNA of Business Success?

2004 ◽  
Vol 3 (1) ◽  
pp. 0-0
Author(s):  
James Norrie
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Management Practices ◽  
Business Success

Perspectives of Big Data Analysis for Knowledge Generation in Project Management Contexts

2015 ◽  
pp. 1-18 ◽  
Author(s):  
George Leal Jamil ◽  
Luiz Fernando Magalhães Carvalho
Keyword(s):  
Big Data ◽  
Knowledge Management ◽  
Project Management ◽  
Management Practices ◽  
Knowledge Generation ◽  
Process Data ◽  
Management Processes ◽  
Final Study ◽  
Study Case ◽  
Applicable Knowledge

Knowledge generation for Project Management (PM) is a critical modern issue. Projects are a complex, inter-related set of tasks that aim to provide a service or product in a controlled, managed way. In these scenarios, there is a continuous producing of data and information, which is a potential situation for Knowledge Management (KM) interaction. This chapter evaluates aspects and factors on how it is possible to process data and information, in order to generate applicable knowledge to improve project management. A specific consideration is to understand the observation of contexts of huge amounts of data—known nowadays as Big Data—and its potential knowledge generation for project management, as presented in the final study case. A better comprehension on how knowledge management practices, applied to Big Data contexts, can improve project management processes is the main objective in this chapter.

scholarly journals Knowledge management in Brazilian, Portuguese and Polish organizations: A comparative analysis

2016 ◽  
Vol 4 (1) ◽  
pp. 29-41
Author(s):  
Florinda Matos ◽  
Válter Vairinhos ◽  
Fábio Ferreira Batista ◽  
Joanna Paliszkiewicz ◽  
Maria do Rosário Cabrita
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Explicit Knowledge ◽  
Critical Issue ◽  
Decision Makers ◽  
Strategic Decision ◽  
Business Success ◽  
Sustainable Business ◽  
Strategic Factor ◽  
Available Information

The knowledge emerges as a strategic factor that enables organizations to create wealth through the transformation of tacit knowledge into explicit knowledge. Knowledge Management (KM) activities are recognized as a critical issue for the development of innovation in the companies. However, KM is now a major challenge because, with the growth of available information, this task becomes increasingly complex. In addition, KM involves the management of organizational culture, based on principles of organizational learning. This paper presents the results of an exploratory study conducted among the decision makers of Portuguese, Brazilian and Polish companies and aims to determine the perception they have of the future needs of knowledge and information. We intended to identify future areas of research that can address the needs of knowledge that create conditions for a more sustainable business. Furthermore, this paper also aims to identify factors which could help to improve knowledge management practices in the three countries. The findings demonstrate that Portuguese and Polish managers are aware of the importance of KM as a determinant factor of business success, but KM is not frequently used in strategic decision making. Unlikely, the process of KM is a more common practice in Brazilian companies.

Perspectives of Big Data Analysis for Knowledge Generation in Project Management Contexts

2016 ◽  
pp. 2019-2037
Author(s):  
George Leal Jamil ◽  
Luiz Fernando Magalhães Carvalho
Keyword(s):  
Big Data ◽  
Knowledge Management ◽  
Project Management ◽  
Management Practices ◽  
Knowledge Generation ◽  
Process Data ◽  
Management Processes ◽  
Final Study ◽  
Study Case ◽  
Applicable Knowledge

Knowledge generation for Project Management (PM) is a critical modern issue. Projects are a complex, inter-related set of tasks that aim to provide a service or product in a controlled, managed way. In these scenarios, there is a continuous producing of data and information, which is a potential situation for Knowledge Management (KM) interaction. This chapter evaluates aspects and factors on how it is possible to process data and information, in order to generate applicable knowledge to improve project management. A specific consideration is to understand the observation of contexts of huge amounts of data—known nowadays as Big Data—and its potential knowledge generation for project management, as presented in the final study case. A better comprehension on how knowledge management practices, applied to Big Data contexts, can improve project management processes is the main objective in this chapter.

Web 2.0 and Project Management

2013 ◽  
pp. 164-189
Author(s):  
Antonio Carlos de Oliveira Barroso ◽  
Rita Izabel Ricciardi ◽  
Jair Anunciação de Azevedo Junior
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Web 2.0 ◽  
Management Practices ◽  
Working Practices

The so called Web 2.0 has, in many ways, created the conditions for people to use the power of crowdsourcing. Many business areas and experts are taking advantage of this phenomenon, but what we see is just the beginning. As individuals we are being culturally transformed by Web 2.0 and are ready to use many of these new habits in our working practices. The boundaries between tools and applications we use to interact socially and to work are becoming fuzzier and paler. Management, in general, and specially knowledge and project management have a lot to gain by combining all of these possibilities. This chapter focuses on the synergy of Web 2.0 applications and services and project management needs. To some extent, a knowledge management lens is used to comment and to discuss the issues. Later it examines the Brazilian situation of current project management practices and discusses some cases of our own experience. Also, to gain insight on the path forward, helping levers and possible hampers are identified and discussed in the text. In general, our case study observations indicate that the use of these tools and platforms has become more than promising, because as people become familiar with them, they are usually converted to it.

Knowledge Management Practices and Project Performance in Tharaka Nithi County, Kenya

2020 ◽  
Vol 2 (4) ◽  
pp. 1-15
Author(s):  
Grace Syontheke Mburia ◽  
Shadrack Bett
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Knowledge Acquisition ◽  
Knowledge Sharing ◽  
Knowledge Creation ◽  
Management Practices ◽  
Project Performance ◽  
Primary Data ◽  
Moderate Pace ◽  
Knowledge Management Practices

Public infrastructure projects have taken a moderate pace since freedom. The records from the Kenya government 2014 on vision 2030 towards an internationally serious and prosperous Kenya demonstrate that the moderate pace in execution of open foundation ventures has prompted unsatisfactory street systems; under normalized open pleasantries; non network of the national matrix line to mechanical expected regions; inadequate relief measures in agrarian territories; and ruined motorization of the once serious enterprises that are going under. A major problem facing county governments is how to maximize on knowledge management in project management. The main objective of this study is to determine the effect of knowledge management practices on project performance in Tharaka Nithi County, Kenya. The study sets out to determine the effect of knowledge creation, knowledge sharing, knowledge acquisition and knowledge storage on project performance in Tharaka Nithi County, Kenya. The study was anchored on Knowledge-Based View Theory the Resource-Based Theory and the Organization Learning Theory. The study adopted cross sectional, explanatory and descriptive research designs targeting 120 management staff and employees of Tharaka Nithi County. A census study of all the targeted staff was carried out. Primary data was collected using structured questionnaire. The questionnaires were piloted with 12 staff from the neighboring Embu County to determine their return rate. The study used multiple regression analysis, frequencies, bar graphs, means and standard deviation measures. The study established that knowledge sharing influence project performance in Tharaka Nithi County. The study found that knowledge acquisition influences project performance in Tharaka Nithi County to a great extent. The study found that knowledge acquisition influences project performance in Tharaka Nithi County to a great. The study concludes that knowledge creation has a positive and significant influence on project performance in Tharaka Nithi County.The study will be used by project management team in other counties as it will help in formulation of proper knowledge management practices that promote effective project delivery.

scholarly journals Knowledge Management Contributions in Project Management

2018 ◽  
Vol 23 (4) ◽  
pp. 288-293 ◽  
Author(s):  
Diana Elena Ranf ◽  
Ramona Herman
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Management Strategy ◽  
Management Practices ◽  
Synergic Effect ◽  
Current Effort ◽  
New Knowledge ◽  
Context Knowledge ◽  
The Creation ◽  
Management Cycle

Abstract The two concepts, knowledge management and project management have been steadily developing in recent years, with the current effort being the creation of a synergic effect from the two. The article demonstrates the need for a structured framework to group and facilitate the reuse of information and the generation of new knowledge in project management. In this context, knowledge management meets these requirements, providing a tool for improving project management practices. The article contains a review of the advantages and benefits that developers can get by adopting and implementing a project management strategy. An important contribution of the article is to develop a way to apply knowledge management in project management. This starts from the idea that a knowledge management cycle consists of four stages, which can also be applied in project management, and the knowledge passing through these stages goes through a filter, improves and generates a new knowledge.

Web 2.0 and Project Management

2013 ◽  
pp. 914-939
Author(s):  
Antonio Carlos de Oliveira Barroso ◽  
Rita Izabel Ricciardi ◽  
Jair Anunciação de Azevedo Junior
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Web 2.0 ◽  
Management Practices ◽  
Working Practices

The so called Web 2.0 has, in many ways, created the conditions for people to use the power of crowdsourcing. Many business areas and experts are taking advantage of this phenomenon, but what we see is just the beginning. As individuals we are being culturally transformed by Web 2.0 and are ready to use many of these new habits in our working practices. The boundaries between tools and applications we use to interact socially and to work are becoming fuzzier and paler. Management, in general, and specially knowledge and project management have a lot to gain by combining all of these possibilities. This chapter focuses on the synergy of Web 2.0 applications and services and project management needs. To some extent, a knowledge management lens is used to comment and to discuss the issues. Later it examines the Brazilian situation of current project management practices and discusses some cases of our own experience. Also, to gain insight on the path forward, helping levers and possible hampers are identified and discussed in the text. In general, our case study observations indicate that the use of these tools and platforms has become more than promising, because as people become familiar with them, they are usually converted to it.

scholarly journals Integrating knowledge management with project management for project success

2011 ◽  
Vol 1 (2) ◽  
pp. 8 ◽  
Author(s):  
Anthony Yeong ◽  
Thou Tin Lim
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Success Rate ◽  
Management Practices ◽  
Project Success ◽  
Management Strategies ◽  
Integrated Model ◽  
Project Lifecycle

This paper aims to study the improvement of project success in organizations by integrating knowledge management strategies with project management practices in a typical project lifecycle.  According to the Standish Group’s Chaos Report for 2009, only 32% of all surveyed projects are considered to be successful and are delivered on time, on budget, with the required features and functions. This could be an indication that project management practitioners have not fully acquired and transferred knowledge learned from past projects to ensure a higher success rate for current and future projects.  Knowledge management is an emerging discipline and practice in organizations. This paper proposes an integrated model that combines knowledge management with project management to improve project success and thus contribute towards competitiveness and sustainability in organizations.  

scholarly journals Learning from Experience: The Project Team is the Key

2016 ◽  
Vol 7 (1) ◽  
pp. 1-15 ◽  
Author(s):  
Mariya Terzieva ◽  
Vincenzo Morabito
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Management Practices ◽  
Explicit Knowledge ◽  
Project Team ◽  
Learning From Experience ◽  
Key Factor ◽  
Literature Evidence ◽  
Initial Interviews ◽  
Implicit And Explicit

Abstract Background: Learning from experience and knowledge management described in existing literature evidence that there are different practices that enable these processes, and that a distinction between implicit and explicit knowledge is essential for our analysis. Objectives: The paper investigates through which project management practices organizations manage the two types of knowledge and at what level knowledge sharing and reuse is more commonly adopted. Method/Approach: The research starts with existing research overview and analysis of preliminary results from initial interviews, and then it continues with a survey on selected knowledge management practices in order to identify which of them are mostly used by organizations. Results/Findings: Results show the essential role of the project team; this finding is then further elaborated using knowledge from research presented in existing literature. Conclusion: Project management enhances efficient knowledge management as on one hand, it includes the adoption of standardised and repetitive practises what enables specialization and knowledge consolidation. On the other hand, project management refers to unique initiatives that provide new knowledge and opportunities for learning. The project team in particular results to be a key factor for activating knowledge reuse.

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