Knowledge management in project environments

Celestine Pretorius · Herman Steyn

46 citations0/0 files storedSouth African Journal of Business Management

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Knowledge Management and Sharing Construction Project Management and Performance Innovation and Knowledge Management

Abstract

Knowledge management is widely acclaimed to be a source of considerable financial advantage for organisations. Various authors realise that project environments could also benefit from the creation and re-use of knowledge, including from the lessons learned that should be documented during project close-out. Projects face specific challenges (limited time spans, changing and dispersed teams) and the reduction of project risk, time and cost through knowledge management, may well prove worthwhile.This paper reviews the literature on knowledge management, both in organisations in general and in project environments specifically. A framework for knowledge management is derived from literature. The paper also reports on an investigation of knowledge management practices in four cases within a single South African business environment. Knowledge management practices similar to ones reported abroad were found.A model is proposed for the management of knowledge in project environments, both within a single project (intraproject) and between projects (inter-project) and. guidelines for knowledge management in project environments are provided. It is also suggested that, while the management of explicit knowledge is common in project management, more attention should be given to the sharing of tacit knowledge through human interaction.

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References

2000SECI, Ba and Leadership: a Unified Model of Dynamic Knowledge Creation 1999What's your strategy for managing knowledge?1993Building a learning organization.2002Case Study Research: Design and Methods, 3rd Edition 2000Understanding Organizations as Learning Systems 2003Virtualness and Knowledge in Teams: Managing the Love Triangle of Organizations, Individuals, and Information Technology1 2003Harvesting project knowledge: a review of project learning methods and success factors 2017Building a Learning Organization

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2014Systemic risk elicitation: Using causal maps to engage stakeholders and build a comprehensive view of risks 2006Systemic risk assessment: a case study 2005The Amoebic Growth of Project Costs 2016How do ICT project managers manage project knowledge in the public sector? An empirical enquiry from the Victorian Public Sector in Australia

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