Most organisations are aware that in today’s highly competitive environment managing effectively their knowledge is the only way to achieve a sustainable competitive advantage. One of the primary areas to which knowledge management can be applied is the field of project management. An increasing number of business sectors are adopting a project approach to carry out a range of essential activities where valuable knowledge is gained. Knowledge from projects is an important resource for further projects, because projects solve innovative and interdisciplinary tasks. However, the majority of organisations do not manage the information gained through past projects. Failure to transfer knowledge from past to future projects leads to wasted activity and unnecessary expenses by ‘reinventing the wheel’. Therefore, knowledge management is a critical success factor for many projects.
The purpose of this Management Report is to approach knowledge management from the perspective of project management. The main objective is to define how knowledge management can be enhanced within a project by analysing suitable tools and relevant theories. The research is based on the high-speed train project XY of the company XXX. This project is an important milestone for XXX to improve its market position in Spain. The knowledge gained through the XY project will be the key factor for the success of the further high-speed train projects.
The main finding of the case study highlights that there is a lack of formal knowledge management activities at the project. The project team focuses mainly on personal interaction for transferring knowledge and information technology is not used to its full potential. A hybrid approach to knowledge management for project environments is suggested, taking into account technical as well as human-specific aspects. The main recommendation is to determine a knowledge management strategy, which preferably focuses on transferring tacit knowledge and gives information technology a support function. Other areas of improvement are creating an open and constructive project culture, including knowledge initiatives in reward systems and fostering documented project review sessions. Finally, general conclusions are provided to answer the main research question of this management report.
Inhaltsverzeichnis (Table of Contents)
- I. INTRODUCTION
- 1.1 Background.
- 1.2 Definition of the Problem
- 1.3 Objectives and Research Questions.
- 1.4 Scope and Limitations.
- 1.5 Structure of the Report..
- II. THEORETICAL FRAMEWORK
- 2.1 Knowledge Management
- 2.2 Information versus Knowledge..
- 2.3 Classifications of Knowledge
- 2.3.1 Tacit and Explicit Knowledge.
- 2.3.2 Individual and Collective Knowledge..
- 2.4 Knowledge Creation and Transfer..
- 2.4.1 Four Modes of Knowledge Creation and Transfer.
- 2.4.2 The Concept of Ba............
- 2.5 Knowledge Management at Project-Specific Environments
- 2.5.1 The Project Management Processes.
- 2.5.2 Definition of Project Performance
- 2.5.3 Knowledge at Projects.
- 2.6 Tools of Knowledge Creation and Transfer.
- 2.6.1 The Importance of Organisational Structures
- 2.6.1.1 Organisational Culture.
- 2.6.1.2 Reward Systems.....
- 2.6.1.3 Management Support.
- 2.6.2 Communication
- 2.6.3 Lessons Learned
- 2.6.4 Mentoring and Social Networks
- 2.6.5 Information Technology.
- 2.6.1 The Importance of Organisational Structures
- 2.7 Summary and Discussion....
- III.APPLICATION: THE PROJECT XY
- 3.1 The Case Study Project XY.
- 3.2 Knowledge Management Project at XY.
- IV. EMPIRICAL FINDINGS AND ANALYSIS
- 4.1 Current Knowledge Management Practices...
- 4.2 Organisational Structures...
- 4.2.1 Organisational Culture.
- 4.2.2 Reward Systems
- 4.3 Communication..
- 4.4 Mentoring Programmes and Social Networks
- 4.5 Information Technology.
- 4.6 Analysis of the Four Modes.
- 4.7 Summary and Discussion of Analysis
- V. RECOMMENDATIONS……………………………..
- 5.1 Identification of Knowledge Management Strategy
- 5.2 Information Technology as Support Function.
- 5.3 The Importance of Project Structures
- 5.3.1 Project Culture
- 5.3.2 Team Diversity.
- 5.3.3 Reward Systems
- 5.4 Communication.....
- 5.5 Summary of Recommendations.
- VI. CONCLUSIONS AND FURTHER RESEARCH..
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
This Management Report explores knowledge management within the context of project management, focusing on the high-speed train project XY of XXX. The main objective is to define how knowledge management can be enhanced within a project by analyzing suitable tools and relevant theories. The research examines the effectiveness of knowledge management practices in the XY project and explores the potential for improvement. Key themes explored in the report include:- Knowledge Management in Project Environments
- The Importance of Tacit and Explicit Knowledge Transfer
- The Role of Organisational Structures and Culture
- The Impact of Information Technology on Knowledge Management
- Effective Strategies for Knowledge Management Implementation
Zusammenfassung der Kapitel (Chapter Summaries)
- I. INTRODUCTION: This chapter introduces the background and context of the research, defines the problem addressed, outlines the objectives and research questions, clarifies the scope and limitations of the study, and details the structure of the report.
- II. THEORETICAL FRAMEWORK: This chapter presents a comprehensive theoretical framework for knowledge management, including concepts such as information versus knowledge, classifications of knowledge, knowledge creation and transfer, and the role of organizational structures, communication, and information technology. It also explores the specific challenges of managing knowledge in project environments.
- III. APPLICATION: THE PROJECT XY: This chapter provides a detailed description of the case study project XY, highlighting its significance for XXX and the company's broader strategic objectives. It explores the knowledge management practices implemented within the project, including the use of communication channels, mentoring programs, and information technology.
- IV. EMPIRICAL FINDINGS AND ANALYSIS: This chapter analyzes the empirical findings from the case study, examining the effectiveness of current knowledge management practices in the XY project. It analyzes the organizational structures, communication strategies, mentoring programs, and the role of information technology in facilitating knowledge transfer. The analysis explores the four modes of knowledge creation and transfer identified in the theoretical framework, assessing their effectiveness within the project context.
- V. RECOMMENDATIONS: This chapter presents a series of recommendations for enhancing knowledge management within the XY project. These recommendations focus on defining a clear knowledge management strategy, leveraging information technology as a support function, fostering a supportive project culture, and implementing effective communication and reward systems.
Schlüsselwörter (Keywords)
The core concepts of this report revolve around knowledge management, project management, project performance, knowledge creation and transfer, tacit and explicit knowledge, organizational structures, communication, information technology, and the high-speed train project XY. The report focuses on practical strategies for enhancing knowledge management within the context of a complex project.- Quote paper
- Fatma Torun (Author), 2004, Knowledge Management as Key Factor in Project Performance, Munich, GRIN Verlag, https://www.grin.com/document/32958
