Effective Knowledge Management in Projects: Characteristics and Integration

The integration of effective Knowledge Management (KM) in projects is founded on numerous factors. These factors include available resources, KM tools, leadership, organizational culture, and project objectives and goals among others. It is very important to set priorities for these considerations and factors in order to ensure effective KM integration into projects. Despite the fact that Project Knowledge Management (PKM) is characterized by numerous beneficial implications, it is also associated with risks. These risks include potential delays in project implementation and budget deficits. The Project Knowledge Management Life Cycle (PKMLC) includes five main stages: the knowledge creation, knowledge storage, knowledge dissemination, knowledge learning, and knowledge improvement. Each phase is essential towards the attainment of overall efficiency in the integration of KM into projects. Keywords: Knowledge Management (KM); Project Knowledge Management Life Cycle (PKMLC); Project Knowledge Management (PKM); Project Knowledge Management Integration (PKMI); Project Knowledge Management Risks and Mitigations; Project Knowledge Management Tools and Techniques.

New Project Knowledge Management: Lessons Learned from temporary structures of Public Sector R&D Organisations

R&D Organisations are key players in the knowledge economy and make major contributions to Australia’s efforts to achieve and maintain competitive advantage. The explicit purpose of R&D organisations is to develop new knowledge and apply existing knowledge in new ways. Much of the R&D is carried out in temporary structures or project teams. Drawing upon theory and grounded in case based evidence, this paper explores how new forms of project management affect knowledge generating and application processes in R&D organisations. It appears that much of the knowledge generation and application occurs through taking advantage of almost naturally occurring oscillations between open and closed system practices over the course of projects. Theoretical and practical lessons and implications for further research are advanced

Application of protege and SPARQL in the field of project knowledge management

Protg is a set of open-source ontology design software developed in Stanford Medical Informatics. SPARQL (Protocol and RDF Query Language) is recommended by W3C, to represent the RDF (Resource Description Framework) graph a set of triples that consist of a subject, a predicate and an object as the basic expression of data stored in OWLbased knowledge base.In this paper, we propose an ontology-based project knowledge management methodology, by means of Protg and SPARQL, to solve the issues in project management activities. By introducing a set of new ontology notations, we present the conceptual model of our ontology to realize the function of knowledge management in project organizations. Following that, we realize the prototype in Protg and validate it by means of SPARQL. Finally we make comments on our project and plan our future work

Graph Databases and Robotic Process Automation: Achieving Improvement in Project Knowledge Management

A key component for project success, particularly for complex and risky projects, is adequate knowledge management. The results of our feasibility study reveal the need for a dedicated analytical instance to better support virtual knowledge processes. We suggest combining robotic process automation (RPA) with a knowledge-focused graph database (GDB). Therefore, we present a prototypic approach for integrating this concept into project management routines

The Kasimir Project: Knowledge Management in Cancerology

Colloque avec actes et comité de lecture. internationale.International audienceThis paper describes the Kasimir project which aim is the knowledge management for the cancer treatment and which gathers researchers in computer science and in ergonomics, experts in cancerology and an association federating physicians from Lorraine involved in cancerology. For each cancer localisation, the treatment is based on a protocol. The system Kasimir-RBR implements this protocol. The system Kasimir-CBR will implement adaptations of the protocol for ``non-standard cases''. The third part of the project is to study how protocol adaptations can lead to evolutions of the protocol

REGIONAL KNOWLEDGE MANAGEMENT FOR THE SUSTAINABLE DEVELOPMENT

The article intends to present the achievements of a research Romanian project Knowledge management architecture in environmental, social and economic areas,designed to support the sustainable regional development strategy . The main goal of theproject is to improve the regional knowledge management, using a virtual framework for thedesign of the regional development strategy. The innovation introduced by this approachconsists in the integration of the regional actors’ views, in order to develop a realisticregional development strategy, on a democratic and scientific base. The challenge of thisvision is to create a virtual environment for the regional knowledge management andconsensus building related to the regional strategy development. The scientific base for thedesign of the regional development strategy is represented by an improved set of socio-economic indicators and benchmarking tools.regional sustainable development set of sustainable development indicators, embeddedknowledge, e-democracy, e-Government

Collaboration requirements for project management information systems and its implications to project knowledge management

More and more organizations are changing their way of managing projects, switching from a traditional and controlled to a more flexible bottom-up paradigm, where collaboration and knowledge sharing between internal and external project members are critical factors. In addition, the role of technology is increasing in the context of project management due to greater challenges in today’s technology-enabled work environment, where technology tools are habitually used for collaboration, communication, and deployment of project management practices The purpose of this thesis is to identify and analyze current requirements of project management in project-based organizations regarding collaboration and knowledge management, as well as the impact of these requirements in use by practitioners on improving the management of projects. The research design and methodology were supported by main research questions. In order to collect the evidence to answer the questions a comparative case study approach was selected, which included several project-based organizations in Finland belonging mainly to the IT industry. In addition, the evolution and roadmap of a project management information system was presented and analyzed. The findings reveal the influence of collaboration and knowledge management to be incorporated in the management of projects through the use of socio-collaborative tools. An integrative project management framework combining these tools is presented.fi=Opinnäytetyö kokotekstinä PDF-muodossa.|en=Thesis fulltext in PDF format.|sv=Lärdomsprov tillgängligt som fulltext i PDF-format

Knowledge Management in a Project Environment: Organisational CT and Project Influences

During a project implementation various forms of information and experience are generated within the organization. If this accumulated knowledge is not recorded and shared amongst other projects, this knowledge will be lost and no longer be available to assist future projects. This may lead to increased future projects costs as resources, time and money will be wasted on redefining the knowledge that once existed within the company. By not capturing and redeploying this knowledge, the quality of a project’s deliverables may adversely suffer. First the publication reviews the concept of project knowledge management. It defines the reasons for managing project knowledge, the benefits it brings to organizations and challenges that exist within the organization that prevent the process from being successfully deployed. Secondly, the sources of knowledge within projects and strategies that can be used by organizations to manage this knowledge are reviewed. Further more the paper examines a number of studies to identify the practices of project knowledge management within different organizations. Finally, the paper draws conclusions on the influences and implementation of project knowledge management by project-based organizations. From the findings it is evident that the nature of the projects and organizational culture has a significant impact on the ability to manage project knowledge which in turn aids to the projects success or failure. The paper assists practitioners in understanding the complexities of establishing organizational and project culture to enable knowledge management activities within projects in order to improve project performance and enhance chances of project success

REGIONAL KNOWLEDGE MANAGEMENT FOR THE SUSTAINABLE DEVELOPMENT

The article intends to present the achievements of a research Romanian project Knowledge management architecture in environmental, social and economic areas,designed to support the sustainable regional development strategy . The main goal of theproject is to improve the regional knowledge management, using a virtual framework for thedesign of the regional development strategy. The innovation introduced by this approachconsists in the integration of the regional actors’ views, in order to develop a realisticregional development strategy, on a democratic and scientific base. The challenge of thisvision is to create a virtual environment for the regional knowledge management andconsensus building related to the regional strategy development. The scientific base for thedesign of the regional development strategy is represented by an improved set of socio-economic indicators and benchmarking tools.regional sustainable development set of sustainable development indicators, embeddedknowledge, e-democracy, e-Government

Certified Public Manager Project : knowledge management for state agencies

Through familiarity with agencies' practice of rehiring retirees the author suspected that agencies may not have mechanisms in place to capture the knowledge of employees before they leave or to transfer this knowledge to other employees. She saw this same theme repeated in a broader sense through various reports on the concerns employers have regarding the aging of the workforce and the lack of ability to transfer knowledge held by these employees to others as these employees retire. Based on these observations the author focuses on Knowledge Management within SC State Agencies