The concept of knowledge attracts the attention of a number of researchers in different spheres. They consider the way it is created and utilized. Organizational studies are also tightly connected with knowledge. The knowledge foundation of the companies is under investigation.
Knowledge management targets at the application of “technical and organizational capabilities to improve the processes of creating, storing, retrieving, transferring, and applying knowledge and greater a greater emphasis has been placed on the management of knowledge and the development of the channels through which knowledge and information flow, they note” (Rooke et al. 2009, p. 3). The epistemology of knowledge management varies in different organizations. Our attention will be paid to the artefact-oriented one.
The structure of the project management is said to be influenced by the artefacts both paper-based and computerized. They can be found in the public access and can be easily utilized to enhance cooperation among the participants of the project (Borghoff & Pareschi 2013). In the artefact oriented perspective, the information technology is highly valued.
It helps to codify knowledge, its inset and spreading. The more information the organization gathers, the more knowledge it gains. That is why it is important for it to use publicity available artefacts. They may include any documents and other specific information such as reports, plans, guides, and shared databases. Unfortunately, this data cannot be always used due to its quality and content.
Project knowledge includes the information that helps the company improve its business. It offers organizational changes on the basis of utilizing best practices of other companies. Thus, the staff is to learn how the projects were managed by others and plan their own actions (Grillitsch, Müller-Stingl & Neumann 2007).
In other words, when a new idea occurs, it is not brought into action before the previous experiences are investigated. In this way, the organization reduces the possibility of negative outcomes and increases customer satisfaction.
Artefacts in the form of “process documentation, product specifications and development documentation”, etc. are pointed out as an essential element of the knowledge management activities (Christensen, Bukh & Bang 2008, p. 14). To collect the information, the employees are to document all their ideas that are to assist in dealing with some project and solving particular issues. However, in this way the knowledge can be utilized only by the personnel of this company.
To make such data available for other organizations, this one can upload it on the official site or to add to the shared network. Some may consider that this approach can reduce the chances of the company to be recognized among the competitors. Still, I believe that allowing some information be available to the public makes it look more fair and trustworthy, which attracts costumers.
Moreover, if several organizations share their artefacts, they will get to know the experience of others and increase own competency. So the project management systems become the storage of the information that will help the company to cope with the issues following previous practices. Such approach is of advantage in routine cases, as it streamlines the working process.
Except for the mentioned artefacts, the organization can refer to the researchers and reports that are available for everybody. Many well-known companies make annual reports that include the information about their quality control systems, management strategies and models, technologies and innovations, etc.
They can be both printed and be published online. Thus, the company can evaluate all the information it has earlier used and find out when it was the most successful and what helped it to manage the projects. Another organization obtains a new source of authoritative information.
The artefacts also include articles published by the professionals in the sphere. Very often they conduct process-based studies that allow the readers to see how this or that concept was utilized by a particular company and what the outcomes were.
As we pay attention to the artefact-oriented epistemology, “knowledge management is focused on the types of knowledge which may be explicated, formalized, and ultimately codified” (Christensen, Bukh & Bang 2008, p. 14). According to it, the context of the knowledge creation is not really valuable. The most important point is the possibility to use the same data several times even though the context does not perfectly coincide.
The sector of project management can improve its practices by dint of promoting informational exchange. The PMBOK Guide provides the organizations with the information about how the life-cycle model is to be managed and the peculiarities of numerous techniques.
It deals with a range of knowledge areas: “integration management, scope management, time management, cost management, quality management, human resource management, communication management, risk management, procurement management, and stakeholder management” (Benmerikhi & Demil 2014, p. 10).
The guide consists of processes that the company is to implement to meet the demands of the project. After evaluating the information, the staff can plan the whole process starting with initiating and identifying the strategy that is to be used and ending with the closure of the project. Still, it does not determine the actions conducted by the company but only suggests possible solutions.
The tacit knowledge that is managed by the company is not easy to transfer to the explicit one. That is why knowledge-intensive organizations are to pay more attention to the learning infrastructure. Decent decision making can be based only on the previous experience, and the only way to gain it is to learn. Sharing data files, the personnel are likely to enhance professional skills and set the boundaries across the practices. They realize the connection between business processes and manage the project quicker.
Technological artefacts should also be considered. They include software and hardware starting with the easiest such as applications, databases, document management systems and sites (Easterby-Smith & Lyles 2011). They streamline the working process but need special approach. Not every worker can deal with new technologies. That is why special training should be provided before the implementation. In some cases, the company even needs to hire new personnel.
Thus, project knowledge is extremely important for every company, as organizational life is impossible without learning. Artefacts allow the staff share their experience and exchange ideas. They improve theoretical knowledge that enhances the process of decision making.
They also presuppose reuse of the same solutions in familiar situations and are encouraged to be utilized in routines processes. To improve such practices, the company is to encourage its personnel to refer to different sources of information while making decisions and planning projects. They should also be aware of the utilizing new technologies. In this case, not only reports and guidelines should be used but also some training should be attended.
Reference List
Benmerikhi & Demil 2014, Transferring knowledge in the project management communities of practice: The case of the PMBOK guide. Web.
Borghoff, U & Pareschi, R 2013, Information technology for knowledge management, Springer Science & Business Media, New York.
Christensen, K, Bukh, P & Bang, H 2008, Knowledge management in perspectives: an analysis of project management in two companies, Druid, Copenhagen.
Easterby-Smith, M & Lyles, M 2011, Handbook of organizational learning and knowledge, Management John Wiley & Sons, Hoboken.
Grillitsch, W, Müller-Stingl, A & Neumann, R 2007, ‘Successful sharing of project knowledge’, Electronic Journal of Knowledge Management, vol. 5, no. 1, pp. 19-28.
Rooke, C, Rooke , J, Koskela, L & Tzortzopoulos, P 2009, Accounting for knowledge embedded in physical objects and environments. Web.