|Launched Knowledgeplace   (21/10/2014)|
It is now official: Knowledgeplace is launched and sales ready. The corporate website of Antes Information Systems is la (Read more)
Rationale behind Project Knowledge Management
Knowledge Management (KM) is not an end, it is a means. Organizations manage knowledge in order to drive business performance. More specifically, KM is a management discipline that seeks to have impact on knowledge processing (McElroy, 2003) and is driven by the mission, vision and strategy of a company.
In contrast, Project Management is goal-oriented. A project needs to be managed in order to realize desired outcomes. Project Management does not support business processes, it is a business process, and sometimes even a core business of a company.
Project Knowledge Management (PKM), the specialism of ANTESIS, is where both worlds meet. PKM could be viewed either as KM in the context of projects and project-based organizations, or as a component of Project Management. Essentially, PKM is concerned with managing knowledge that relates and arises from projects.
The goal of PKM is simple: foster a culture of long-term organizational learning and continuous improvement, transcending the traditional boundaries of projects. It should be acknowledged that IT is an important enabler: Knowledgeplace provides the foundation for an effective and efficient KM system.
Planning new KM initiatives at the strategic level
When planning new KM initiatives, prior to the selection of a tool like Knowledgeplace, a KM strategy must be in place. The KM Strategy provides a mandate for new investments and transformation projects. Boh (2007) has created a framework that assists in defining a high-level KM Strategy. According to this framework, there are two key factors influencing the portfolio of mechanisms that organizations should adopt: size and geographical dispersion and nature of work. Based on these two factors, Boh has identified the following KM Strategies:
- Institutionalized-Codification (S1)
- Institutionalized-Personalization (S2)
- Individualized-Codification (S3)
- Individualized-Personalization (S4)
These strategies correspond to four quadrants in Boh's framework, in which particular mechanisms are most suitable. For example, S1 is most suited for large and geographically dispersed organizations and where nature of work is standardized. You can use the framework, as depicted below, as a starting point in defining your KM Strategy. It should be noted that a combination of strategies is possible, but Hansen et al. (1999) state that in order to manage knowledge effectively, organizations should pursue one strategy predominantly (either codification or personalization) and use the second strategy to support the first one. They suggest 80:20 split as optimal.
Boh's (2007) framework of knowledge sharing mechanisms:
Useful KM models:
|Nonaka's modes of Knowledge Creation||
|Cooke and Brown||
|Becerra's Knowledge Processes||