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.

scholarly journals Strategic knowledge management in brazilian organizations

2008 ◽  
Vol 1 (1) ◽  
pp. 65
Author(s):  
Rivadávia Correa Drummond de Alvarenga
Keyword(s):  
Knowledge Management ◽  
Organizational Context ◽  
Management Practices ◽  
Research Strategy ◽  
Validity And Reliability ◽  
Multiple Sources ◽  
Behavioral Issues ◽  
Units Of Analysis ◽  
The Creation ◽  
Constituent Elements

Investigates the theme known as “Knowledge Management” (KM) in three large Brazilian organizations trying to discuss its concepts, constituent elements, managerial approaches and tools, while aiming at leaving behind the purely terminological discussion, which is innocuous and naive. The basic presuppositions were two: (i) most of what it´s referred to or named KM is actually “Information Management” (IM) and IM is just one of the components of KM. KM is more than simply IM due to the fact that it includes and incorporates other concerns, such as the creation, use and sharing of information and knowledge in the organizational context; (ii) a conceptual model or map can be formulated based on three basic conceptions: (a) a strategic conception of information and knowledge, (b) the introduction of such strategy in the tactical and operational levels through the several managerial approaches and informaion technology tools and (c) the creation of an organizational space for knowledge. The main objective is to investigate and analyze the conceptions, motivations, practices and results of KM effectively implemented in three large Brazilian organizations. The qualitative research strategy used was the study of multiple cases with incorporated units of analysis and three criteria ere observed for the judgment of the quality of the research project: validity of the construct, external validity and reliability. Multiple sources of evidence were used and data analysis consisted of three flows of activities: data reduction, data displays and conclusion drawing/verification. The results confirmed the presuppositions and the fact that KM means a rethinking of management practices in the information ea. It was also identified that the main challenges facing organizations committed to KM have its focus on change management, cultural and behavioral issues and the creation of an enabling context that favors the creation, use and sharing of information and knowledge.

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.

A Systemic Framework for Accelerating Collaboration-Centered Knowledge Management Strategy

2012 ◽  
Vol 3 (1) ◽  
pp. 15-37
Author(s):  
Johanna Bragge ◽  
Hannu Kivijärvi
Keyword(s):  
Knowledge Management ◽  
Management Strategy ◽  
Critical Element ◽  
Knowledge Management Strategy ◽  
Collaboration Engineering ◽  
Knowledge Resources ◽  
Km Strategy ◽  
New Knowledge ◽  
Critical Resource ◽  
Facilitation Techniques

Knowledge is today more than ever the most critical resource of organizations. However, at the same time it is also the least-accessible resource that is difficult to share, imitate, buy, sell, store, or evaluate. Organizations should thus have an explicit strategy for the management of their knowledge resources. In this research the authors pay special attention to a knowledge management (KM) strategy called collaboration-centered strategy. This strategy builds on the assumption that a significant part of personal knowledge can be captured and transferred, and new knowledge created through deep collaboration between the organization’s members. A critical element in the collaboration-centered KM strategy is the facilitation process that involves managing relationships between people, tasks and technology. The authors describe how the Collaboration Engineering approach with packaged facilitation techniques called ThinkLets is able to contribute to this endeavour.

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.

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.

scholarly journals The Role of Knowledge Management in Development Projects

2011 ◽  
Vol 10 (04) ◽  
pp. 315-326 ◽  
Author(s):  
Paul Oluikpe ◽  
Muhammad Sohail ◽  
Frank Odhiambo
Keyword(s):  
Knowledge Management ◽  
Case Studies ◽  
Management Practices ◽  
Project Success ◽  
Operational Efficiency ◽  
Development Projects ◽  
New Knowledge ◽  
Knowledge Management Practices ◽  
Completion Times

The paper investigates the role of knowledge management in enabling project success, innovation, completion times, operational efficiency and the generation of new knowledge in development projects. Four projects in Uganda, Nigeria, and Cote d'Ivoire were used as case studies. The objective was to explore the nature of knowledge management practices in these projects in order to see how they could be improved. The research found that knowledge management is a significant factor in speeding up completion times, achieving project success, innovation, operational efficiency and the generation of new knowledge. Knowledge sharing practices were identified within case studies and difficulties relating to managing knowledge generated during the project were highlighted.

Knowledge and the Politics of Innovation

2012 ◽  
pp. 347-364
Author(s):  
Theodora Asimakou
Keyword(s):  
Knowledge Management ◽  
Innovation Management ◽  
Business Groups ◽  
Organizational Level ◽  
Knowledge Based ◽  
New Knowledge ◽  
Interview Participant ◽  
The Creation ◽  
Management Approaches ◽  
The Individual

The chapter discusses the relationship between knowledge management and innovation; specifically, it examines how knowledge in organizations affects the creation of new knowledge and what the implications are for innovation management. The core argument is that in a knowledge-based company, where competition is assessed at the edge of rare expertise and the development of innovations (Boisot, 1998; Drucker, 1993; Sveiby 1997), knowledge, which is always interwoven with power, becomes a precious resource, on the grounds of which struggles are inevitably enacted over its control (Foucault, 1980; Clegg, 1989). To argue this, the chapter brings together two related fields, knowledge management and innovation, which even though in principle they examine similar phenomena, i.e. the creation and sharing of new knowledge, in practice they appear disconnected (Asimakou, 2009b). To support the arguments, two innovation mechanisms in two business groups of a major oil company are discussed. The study used a set of qualitative techniques for data collection (in-depth interview, participant observation, documentary analysis) and a sample of 41 employees, which represented the groups participating in the innovation game (manager, scientists, assistant scientists, administration staff and students). I argue that two mainstream innovation management approaches (the rational planning and the cultural approach) have shaped the understanding and actions of the Business Groups in setting up the innovation mechanisms; however, power struggles at the individual, group and organizational level impacted upon the innovation processes to the extent that the latter became passive ‘technical solutions’.

Knowledge Management Orientation and Business Performance

2010 ◽  
pp. 315-328
Author(s):  
Baharom Abdul Rahman ◽  
Norizan Mat Saad ◽  
Mahmod Sabri Harun
Keyword(s):  
Knowledge Management ◽  
Academic Writing ◽  
Business Performance ◽  
Management Research ◽  
Service Companies ◽  
New Knowledge ◽  
Level Of Knowledge ◽  
The Creation ◽  
Management Orientation ◽  
Local Companies

Even though knowledge has been recognized as a crucial strategic resource in most organizations, Malaysian companies are still at infancy stage of knowledge management. Research and academic writing dealing with knowledge management implementation among Malaysian companies are still scarce. Previous research on the knowledge management efforts among Malaysian companies indicated that these local companies are rather slow in its implementation and still largely rely on the physical aspects of production. This study investigates the level of knowledge management implementation among Malaysian manufacturing and service companies and further explores the effects of such implementation on their overall business performance. The findings suggest that these companies emphasize the dissemination and utilization of knowledge over the creation of new knowledge, thus subjecting them to continuously becoming copiers and adaptors of knowledge.

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.

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