Management in learning organizations
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== Abstract == | == Abstract == | ||
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| + | Effective project management is a key enabler for business success. | ||
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| + | For a project management organization to be competitive, project managers need to retain and build knowledge improving project performance and the organization needs to do this faster and more effectively than in competing organizations. If knowledge is managed effectively, projects can be delivered successfully within budget and time. | ||
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| + | The aim of this article is to identify within a project in an organization how knowledge is created, transferred and reused in a project management environment. Three main areas will be studied: intra project learning and knowledge creation; knowledge transfer and reuse across projects; and organizational memory and knowledge | ||
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| + | People working at projects always learn new things. Sharing this information within the project team members is essential to carry out the project successfully. This should be done at regular review points during the project lifecycle. Knowledge needs to be developed within a project, where it is used and tested, before it can be transferred to other projects. Intra-project learning can occur in different ways but should be documented in order to transfer it to other projects within the company. | ||
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| + | This concept is called knowledge reuse. Two models have been analyzed to understand how knowledge gained from one project can be transferred, reused and built on in future projects. The first model is called the OODA loop, which describes a process for developing and executing strategies either at an individual or an organizatinal level. The second model called the PDSA cycle is based on the premise that for an organization to continually improve or learn they need to plan for it, implement the plan, analyse or study the results and act on the analysis. | ||
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| + | Knowledge that is gained in different projects needs to be transferred to an organization's memory for reuse on other projects. This information transfer is essential for the organization's prosperity. Therefore, a knowledge management strategy is developed to determine how knowledge should be reported, stored, shared and used. | ||
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== Importance of knowledge management == | == Importance of knowledge management == | ||
| − | == | + | == Intra-project learning and knowledge creation == |
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| + | == Knowledge transfer and reuse across projects == | ||
| − | == | + | == Organizational memory and knowledge == |
Revision as of 15:53, 11 September 2016
Contents |
Abstract
Effective project management is a key enabler for business success.
For a project management organization to be competitive, project managers need to retain and build knowledge improving project performance and the organization needs to do this faster and more effectively than in competing organizations. If knowledge is managed effectively, projects can be delivered successfully within budget and time.
The aim of this article is to identify within a project in an organization how knowledge is created, transferred and reused in a project management environment. Three main areas will be studied: intra project learning and knowledge creation; knowledge transfer and reuse across projects; and organizational memory and knowledge
People working at projects always learn new things. Sharing this information within the project team members is essential to carry out the project successfully. This should be done at regular review points during the project lifecycle. Knowledge needs to be developed within a project, where it is used and tested, before it can be transferred to other projects. Intra-project learning can occur in different ways but should be documented in order to transfer it to other projects within the company.
This concept is called knowledge reuse. Two models have been analyzed to understand how knowledge gained from one project can be transferred, reused and built on in future projects. The first model is called the OODA loop, which describes a process for developing and executing strategies either at an individual or an organizatinal level. The second model called the PDSA cycle is based on the premise that for an organization to continually improve or learn they need to plan for it, implement the plan, analyse or study the results and act on the analysis.
Knowledge that is gained in different projects needs to be transferred to an organization's memory for reuse on other projects. This information transfer is essential for the organization's prosperity. Therefore, a knowledge management strategy is developed to determine how knowledge should be reported, stored, shared and used.
