Knowledge management in projects and organizations

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.

Intra-project learning and knowledge creation

In a company, two projects will never be exactly the same. Possibilities to find similar projects are high, but each project is unique due to several factors such as project definition, tasks or members, among others. Therefore, projects are especially suitable for learning. [1]

PDSA cycle

The Plan-Do-Study-Act (PDSA) cycle is used to characterize knowledge creation and learning in a project management environment, and is linked to the Project Management Institute´s Project Management Body of Knowledge (PMBOK). The PDSA model explains how knowledge that is gained from one project can be saved and transferred to be reused in future projects. The PDSA cycle is based on the premise that for an organisation to continually improve or learn they need to plan for it, implement the plan, analyse or study the results and act on the analysis.

The "Plan" step is where the project team scopes the project and develops a project plan for the project, reusing knowledge gained from earlier projects. The plan is a set of expectations about the set of steps to take and the expected results [2].

The "Do" step is where the project team implements the previously defined plan. During this process the project team identifies problems that were not planned in the previous stage and these need to be solved in order to deliver the project successfully. Learning takes place when project team members discuss approaches for completing a task or overcoming problems [3]. Knowledge is created by individuals and groups building on existing knowledge and creating new knowledge. This knowledge can either be coded in project documentation or is stored with the project member, as it usually occurs in informal situations [Knowledge reuse and transfer in a project management environment (1)]. The intra-learning occurs continually throughout the project life cycle [4]. A way of ensuring that project learning occurs is to ensure that knowledge is captured at regular review points during the project lifecycle.

In the "Study" step the project team reflects on the associated plans, and assesses what has occurred in the project, determining both good and bad instances. The output of this step is a lesson learned, which is a tool to consolidate the knowledge gained throughout the project. A lesson learned overcomes the barriers to organizational learning and knowledge sharing by playing two roles. First, the process of developing a lesson learned provides an opportunity for the project team to take reflective time to gain a full understanding of project results. Actions are identified as good or bad as well as procedures to carry them out. The lesson learned should describe the actions to take or avoid on similar projects. Second, a lesson learned is a mechanism to document the learning of the project team to share with other members in the company.

The "Act" step is the next step where the cycle is completed and knowledge gained from one project can be input into future projects. It represents the transition from project to project. Then, if a project as a whole is seen as a PDSA cycle, the "Act" step is the one that links one cycle with the next one. For example, a lessons learned document of a current project supports the planning stage of the next project by providing information and knowledge gained from one PDSA cycle to another.

EXAMPLE

Knowledge transfer and reuse across projects

In this section a model is established for how knowledge gained from one project can be transferred, reused and built on in future projects. The model needs to be flexible enough to change as new knowledge is created and stored. Knowledge that is already captured can be built on from knowledge gained from earlier projects.