Managing Knowledge and Learning in it Projects: A Conceptual Framework and Guidelines for Practice

Blaize Horner Reich

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Abstract

This paper presents a framework identifying the key areas within IT projects where knowledge-based risks occur. These risks include a failure to learn from past projects, competence of the project team, problems in integrating and transferring knowledge, lack of a knowledge map, and volatility in governance. The model was compiled through an extensive literature search encompassing project management, information systems, software development, and team learning literatures. This framework was then tested and modified through a field study of 15 senior project managers from North America and New Zealand. Analysis of the interviews from the field study resulted in a set of five broad principles of knowledge management within projects. These principles relate to a climate for learning, knowledge levels, knowledge channels, team memory, and knowledge risks. Practices suggested by the interviewees accompany each principle.

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References

1990Absorptive Capacity: A New Perspective on Learning and Innovation 1998Communities of Practice 1991The fifth discipline, the art and practice of the learning organization 1997Organizational Learning: A Theory of Action Perspective 2001Review : Knowledge Management and Knowledge Management Systems: Conceptual Foundations And Research Issues1,2 1991Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation 1991Organizational Learning: The Contributing Processes and the Literatures 1998The Concept of “Ba”: Building a Foundation for Knowledge Creation

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