Integrating knowledge management with project management for project success (original) (raw)

Knowledge management as a holistic tool for superior project management

International Journal of Innovation and Learning, 2010

The challenges encountered in project-based organisations have been addressed by many strategies. This paper intends to provide an empirical insight of knowledge and its application within project environs. This would instigate learning and innovation within Knowledge Management (KM) in project-based organisations. Based on two case studies, a simple understanding of knowledge, Knowledge Creation (KC) and its management are proposed. It further underlines the humanistic core of KM and a framework that can be utilised to align knowledge paths. Finally, the paper concludes with suggestions and recommendations for future research on KM in the realm of project management.

Analysis of Project Success in the Function of Knowledge Management in Project Organizations

European Project Management Journal, 2020

The research presented in this paper aims to show how knowledge at work affects the achievement of project benefits in organizations in southern Serbia. The subject of this research paper is the examination of the elements of knowledge management in a project in the south of Serbia. The aim of this paper is to ensure the transfer and dissemination of knowledge throughout the organization, to provide the knowledge needed to make the best decisions and business processes, to encourage and ensure the quality development of new knowledge, to support and influence the acquisition of knowledge from other sources. application and use, ensuring that new knowledge is transferred to employees who need it. The purpose is to increase the ability to create organizational value through the efficient use of knowledge. The paper presents the ANOVA test, a factor analysis for further examination of each individual research goal, with the preparation that knowledge management tools have a positive impact on project beneficiaries; knowledge retention has a positive impact on project beneficiaries; knowledge transfer positively affects the benefits of the project.

The Relationships between Project Management and Knowledge Management

Handbook of Research on Effective Project Management through the Integration of Knowledge and Innovation, 2015

All companies work nowadays at pursuit of innovation, because that will bring better results. The high demand for innovative products and services has led companies to a permanent state of change, either launching a new product or improving the current, enhancing or changing production line, or making administrative change. According to Davenport and Prusak (1998), organizations recognize that knowledge is the only source capable of generating sustainable competitive advantages. Gattoni (2000) corroborates the authors defending that enterprise knowledge management becomes a new strategy to be matured in terms of competitive gains in projects. Models and theoretical approaches show that the relationship between project management, and information and knowledge management generates significant improvements to organizations. This chapter makes a link of both themes aimed at significant improvements in the organization.

The Effect of Knowledge Management Processes on project Management

IBIMA Business Review Journal, 2010

Knowledge management and project management are recognized to be of supreme importance to the competitive advantage of organizations as well as a major agent of change in the new era of the knowledge economy. This study empirically examines the relationship between knowledge management processes and project management in the context of the information technology industry in Jordan. Very frequently projects, mostly information technology (IT) projects, fail or are challenged due to their incapability to get the right knowledge to the right people at the right time, and help people on the project share and put information into action in ways, which improve project performance. Knowledge management may be able to address this. Previous studies have not clearly identified nor demonstrated the relationship between the management of projects and the use of knowledge management processes. The purpose of this research is to identify if a positive relationship exists between the two? If a relationship does exist, which knowledge management processes in use by practitioners of project management are significant in terms of improving project management, and what is their impact? Hundred and fourteen project practitioners (project managers, managers, team leaders, team members, supervisors, etc) some affiliated with the Project Management Institute (PMI), and mostly from organizations in the IT industry both governmental and private had participated in the research to answer these questions. A positivistic approach was adapted using quantitative data. A survey aimed at project practitioners of information technology industry population was conducted in an effort to investigate the knowledge management activities and to examine the relationship of knowledge management processes and the improvement of project management.

Knowledge Management Contributions in Project Management

Land Forces Academy Review

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.

Knowledge Management Crticism (Project Management)

Project-based business is significantly growing in different sectors due to multiple advantages projects can offer. However, one major concerns of projects is being a temporary business with high possibilities of losing organizational knowledge, and greater difficulties in assuring teams' commitment, causing slowness in organizational learnability and capability to evolve and become more competitive. Therefore, many project-based organizations consider knowledge management initiatives to fill that gap. Nevertheless, many of such initiatives fail to deliver the expected results due to different failure factors and barriers, while others could be more successful due to a group of success factors and enablers. This article discusses a conceptual model consisted of six success factors that contribute to the overall success of KM initiatives in project-based organizations.

Critical factors for knowledge management in project business

Journal of Knowledge …, 2010

Effective Knowledge Management in Projects: Characteristics and Integration

The integration of effective Knowledge Management (KM) in projects is founded on numerous factors. These factors include available resources, KM tools, leadership, organizational culture, and project objectives and goals among others. It is very important to set priorities for these considerations and factors in order to ensure effective KM integration into projects. Despite the fact that Project Knowledge Management (PKM) is characterized by numerous beneficial implications, it is also associated with risks. These risks include potential delays in project implementation and budget deficits. The Project Knowledge Management Life Cycle (PKMLC) includes five main stages: the knowledge creation, knowledge storage, knowledge dissemination, knowledge learning, and knowledge improvement. Each phase is essential towards the attainment of overall efficiency in the integration of KM into projects.

The Project Knowledge Management Success over the Project's Lifecycle

International Journal of Information Technology Project Management, 2015

The current research aims to investigate the relationship knowledge management (KM) practices play in the success of project knowledge management over the project life cycle i.e. at the beginning of the project, during the project and after the project. Results demonstrate that among the three phases of the project, KM practices during the project phase have a greater impact on the success of project knowledge management. This research has implications for HR and project professionals as our findings indicate that the training of project members, evaluations by external consultants, regular meetings with project leaders and reviewing lessons learnt are the most significant factors for the success of project knowledge management in the context of projects being undertaken in Pakistan.

Human and Organizational Knowledge in a Project Management Context

Modern Management Review, 2014

Purpose-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, assuming that the projects are the tools by which organizations achieve the strategic objectives. All projects are considered successful if they are delivered on time, within 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. The knowledge created in the projects environment in almost any case is lost due to inefficiency of the processes of the enterprise organization. This leads to inefficiency in developing processes and activity already done by the projects organization in previous projects. The proposal highlights the importance of an intelligent approach to knowledge sharing demonstrated on a practically approved procedure of knowledge sharing on a project management level. Furthermore the concept and process for a successful institutionalisation of Knowledge Management to foster communication and sharing among people is described by a case based through a procedure of "knowledge management in project environment". This paper doesn't provide a solution to the enterprise problems, this is not a methodology, but like the ISO standard 21500 on project management and PMBOK (Project Management Body Of Knowledge) by the Project Management Institute (PMI) provides the tools by which the organization can manage with effectiveness and efficiency the projects.

Integrating knowledge management with project management for project success (original) (raw)

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