Definition
A process-based system that intends to implement projects from the starting to end point is referred to as project management. On the other hand, information can only be managed using technique-based systems through knowledge management.
As much as both project and knowledge managements are dominant in several global organisations, it is vital to mention that the practices have unique perceptions and interpretations. In addition, both of these practices have been in existence for a long time and also gone through various phases of transformations.
The various needs of organisations, misunderstandings, understandings, geography and industry dynamics have indeed influenced the evolution of project knowledge management in a number of ways.
Successful business enterprises clearly comprehend the values of project knowledge management in the day-to-day operations of an organisation. They also clearly appreciate the risks associated with lack of proper project knowledge management in place. In this case, there are specific methodologies that must be put into action in order for any organisational project to excel.
Even though the project management techniques applied are beneficial to both an individual project and the entire firm, it is often necessary to evaluate the practical implementations of the techniques adopted to execute a particular project. This explains why the application of relevant knowledge cannot be ignored when there is need to implement successful organisational projects (Shepherd & Atkinson 2011, p.154).
Although knowledge management is an equally important parameter in all facets of project management, it is not broadly comprehended or exercised in most organisational contexts compared to project management.
Depending on the nature of operations adopted by a business entity, knowledge management can be loosely interpreted as a methodology, concept or program that has been put in place in order to accomplish a given organisational project.
The net objective of knowledge management in a firm is to transform the institutional information endowed by an organisation into a specific and relevant form of knowledge that can be passed from one individual to another, communicated and eventually used again.
Literature review
An organisation has the option of executing myriads of knowledge management projects in order to share knowledge, retain and preserve skills. As a result, there are methodologies and technologies that can be used to offer guidance or support to all efforts directed towards knowledge management projects (Hanisch et al 2009, p. 153).
Nonetheless, impractical goals, questionable business values or poorly defined scope often lead to the failure of most knowledge management projects. When communication is not appropriately put in place, it can readily lead to gross failure of knowledge management projects. In addition, mismanaged communications may be occasioned by poor communication regime between management teams and the subordinates or customers.
Shepherd and Atkinson (2011, p.155) observe that mode 1 and mode 2 terminologies have been used to describe the concept of project knowledge management since the 1990s. The institutionalized form of the definition has been descried using mode 1.
This mode attempts to make use of a given context to define problems. However, a trans-disciplinary hierarchical approach is used to describe mode 2. Moreover, locally-oriented definitions are used to operate mode 2.
In order to fully understand the various phases through knowledge management has transformed, there are key terms that must be clearly interpreted. To begin with, knowledge stock comes in handy when describing the aspect of knowledge management in organisations (Insch, McIntyre & Dawley 2008, p.572).
The available total cognitive capacity is indeed an instrumental parameter that governs knowledge stock. Hence, projects require knowledge stock throughout the course of operation.
There are two distinct parts that augment knowledge stock. First of all, project members are well endowed with requisite knowledge that can indeed propel the success of a given project at hand. Hence, such members act as a store of knowledge. Vendors and consultants also fall into the same group. Second, knowledge stock can also be viewed from the perspective of a project’s absorptive capacity.
In other terms, it is possible to boost knowledge required to run a project in an attempt to attain the best outcomes. As much as knowledge can be diverse, it can still be selectively utilized to advance the short and long term needs of a project. In any case, project team members can create a vibrant network of knowledge required to complete a project successfully.
The application of project knowledge stock through knowledge practices can only be effective if the immediate environment is supportive.
Different arguments
As already hinted out, knowledge management and project management are two closely interlocking concepts that cannot be separated. Some scholars argue that two traditional fields intersect within the broad concept of project knowledge management (Shepherd & Atkinson 2011, p.153). All forms of project situations demand knowledge management.
This implies that there is a unifying link between the fundamental rules that govern project management and knowledge management. It is the duty of organisations to manage the pool of knowledge at their disposal. Unless the available knowledge base is managed professionally, the set objectives and business benefits will not be attained.
According to Hanisch et al (2009, p.157), knowledge management should never be considered as the end product to a project management process. In fact, it should be executed throughout the lifetime of a project. Business goals can be easily attained when knowledge management is entangled with project management in a continuous manner.
When the intended benefits are fully delivered by a project, the practice can be summarised as project management. Nevertheless, a project in itself ought to be considered as a makeshift organisation that aims to achieve specific goals.
Team learning activities are supposed to emanate and be encouraged by the individual project teams. Although some project management scholars argue that the team learning activities should not rely on any external directives, it is prudent to mention that no single project within an organisation can be independent especially in regards to knowledge management and sharing.
Learning resources can be pulled together among various teams that are working in different projects so that the desired benefits are attained with a lot of ease.
Information-seeking strategies should be devised throughout the lifetime of a given project. Although formal processes ought to be followed by smaller teams, it should not hinder project members from exploring additional and external options for improving a project. One of the sources for gaining additional knowledge when running projects is through inter-project learning.
This implies that the knowledge acquired from one project can be equally and suitably utilized in another project within the same organisation. In most instances, projects often follow each other in organisations. Therefore, the past project knowledge can be transferred to the current project especially if the projects are compatible in one way or another (Shepherd & Atkinson 2011, p.156).
On the other hand, there is likelihood that a certain level of repetitiveness might be realised when the same pool of knowledge is used to run concurrent projects. It is possible that the principles and tasks of one project may be similar to that of another project. However, the desired outcomes are usually different from one project to another. The frequency of knowledge reuse does not matter at all.
Significant and challenges
Knowledge-based organisations cannot do without project knowledge management in their operations. Knowledge management has become a critical skill in the contemporary business world (Shepherd & Atkinson 2011, p. 158). Multiple projects can be grouped together with the aim of utilising common knowledge that applies across the board.
In fact, the significance of project knowledge management cannot be overemphasized here bearing in mind that no single project can succeed if knowledge is properly harnessed and utilized. Significance can be observed when project members leverage on the existing knowledge to build more robust systems in future. Employees can also be fully connected and furnished with relevant information on the existing projects.
In terms of challenges, it is crucial to mention that most knowledge management projects usually face scope difficulties in the course of their operations. This challenge arises from the fact that the idea and theory on this subject matter is quite broad. As such, it needs to be streamlined so that the desired objectives are swiftly attained.
Poor definition of the project scope can lead to further difficulties when it comes to linking projects with the intended goals and objectives. The communication plan adopted by an organisation should be valid and easily understood by all project team members. There are a number of scenarios when grand ideas fail to meet the set goals largely due communication breakdown.
Tacit knowledge
It is quite cumbersome to express tacit knowledge. In most cases, tacit knowledge is used to express personal ideas bearing in mind that informal language is used. This form of knowledge is also difficult to formalize or even pass information to other people (Insch, McIntyre & Dawley 2008, p.568).
When a particular piece of information is written in tacit knowledge, it may not be easy to capture. Hence, the main challenge of tacit knowledge is that it requires prior identification of the latent elements. Once the hidden elements have been known, tacit knowledge can then be transformed into explicit knowledge. However, it is not possible to capture certain elements of tacit knowledge
Importance of project knowledge management
To begin with, decision-making capabilities are readily facilitated by project knowledge management. A wealth of information is made available to managers through the data collected on various past and present projects. In order to achieve high quality decisions, the overwhelming amount of management data ought to be sorted out.
However, data obtained from project knowledge management is already sorted out, refined and defined. Therefore, it makes it quite easy for management teams to make use of such data in relevant decision making processes. More informed and better decisions can indeed be made or facilitated when efficient knowledge management systems are put in place.
Second, innovation and cultural change are stimulated whenever any form of knowledge management is adopted in a firm. Although the latter may come out automatically, it is pertinent to underscore the fact that the available organisational knowledge should be managed proactively in order to realise the best results.
When ideas are allowed to flow freely within various departments in an organisation, it becomes quite easy to cultivate the ideals of cultural change. For instance, employees are empowered to embrace workplace diversity irrespective of the various cultural differences in place. Innovation is also enhanced when ideas and insights are allowed on board (Ajmal, Helo & Kekäle 2010, p.158).
References
Ajmal, M., Helo, P. & Kekäle, T. 2010, “Critical factors for knowledge management in project business”, Journal of Knowledge Management, vol. 14, no. 1, pp. 156-168.
Hanisch, B., Lindner, F., Mueller, A. & Wald, A. 2009, “Knowledge management in project environments”, Journal of Knowledge Management, vol. 13, no. 4, pp. 148-160.
Insch, G.S., McIntyre, N. & Dawley, D. 2008, “Tacit Knowledge: A Refinement and Empirical Test of the Academic Tacit Knowledge Scale”, The Journal of psychology, vol. 142, no. 6, pp. 561-579.
Shepherd, M. & Atkinson, R. 2011, “Project Management Bodies of Knowledge; Conjectures and Refutations”, Electronic Journal of Business Research Methods, vol. 9, no. 2, pp. 152-158.