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Systematising knowledge management in projects

Paul Davidson (Project Management Academy, Queensland University of Technology, Brisbane, Australia)
Jillian Rowe (Project Management Academy, Queensland University of Technology, Brisbane, Australia)

International Journal of Managing Projects in Business

ISSN: 1753-8378

Article publication date: 11 September 2009

2090

Abstract

Purpose

The purpose of this paper is to provide a practicable systems‐based approach to knowledge management (KM) in a project environment, to encourage organisations to unlock the value in their review processes. It relies on knowledge capture and storage at decision review points, to enrich individual, team and organisational learning during the project life cycle. The project's phases are typically represented horizontally with deliverables (objectives) or project “promises” as the desirable outcomes. The purpose of this paper is to give expression through introducing a vertical dimension to facilitate the KM process. A model is proposed that conceptualises project‐specific knowledge drawing on and feeding into the organisation's knowledge management system (KMS) at tactical and strategic levels.

Design/methodology/approach

This conceptual paper links concepts from systems theory with KM, to produce a model to identify, collate, and optimise project‐based knowledge and integrate it into the management process.

Findings

The application of the system theory approach enriches the knowledge generated by a project, and feeds it into the next phase of that project. At the same time, it contributes to the individual's and project team's KM, specifies possible courses of action, together with risks, costs and benefits and thus it expands the organisation's higher level KMS.

Research limitations/implications

The concept suggests that the knowledge capture, storage and sharing process may best be undertaken holistically, in view of the systems relationships between the tasks. Systems theory structures this process. Research opportunities include studying the interfaces between levels of KM, in relation to the project's progress.

Practical implications

Reconceptualisation of the project as a knowledge creation process may improve the project's progress as well as add to the individual's, project team's, and wider organisation's knowledge base. An example is given.

Originality/value

This paper illuminates the broader potential of under‐utilised opportunities in well‐known management approaches to add dimension to the business project, of knowledge creation, storage and sharing.

Keywords

Citation

Davidson, P. and Rowe, J. (2009), "Systematising knowledge management in projects", International Journal of Managing Projects in Business, Vol. 2 No. 4, pp. 561-576. https://doi.org/10.1108/17538370910991142

Publisher

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Emerald Group Publishing Limited

Copyright © 2009, Emerald Group Publishing Limited

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