Methdplace is re-launched   (24/01/2016)
The new site is updated with a new look and includes premium articles, community articles, company articles and more. Th (Read more)

Methodplace continues   (27/12/2015)
Different app, different ownership: Antes and copyright holders. (Read more)

Preperations for re-launch   (22/12/2015)
Methodplace is forfeit. PRINCE4Business is the successor, focusing on practical application of PM best practice. PRINCE2 (Read more)

Launched PRINCE4 Business   (15/05/2015)
PRINCE4 Business is a subscription on http://www.methodplace.com where companies can upload their project management met (Read more)

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)

LinkedIn Group: Project-based Business & Management

Project Management Forum: PRINCE2 & PMBOK @ Methodplace

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.

Prestigious projects:

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:

  1. Institutionalized-Codification (S1)
  2. Institutionalized-Personalization (S2)
  3. Individualized-Codification (S3)
  4. 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
Socialization: Acquisition of tacit knowledge based on shared experience.
Combination: Combination of different bodies of explicit knowledge trough social processes like meetings and telephone conversations. Computers facilitate combination of knowledge.
Externalization: Transformation of tacit knowledge to explicit knowledge by methods such as Metaphor thinking processes. The contradictions that reside in metaphors can be resolved by analogies.
Internalization: the traditional notion of learning.

Based on Nonaka's Spiral of Oranizational Knowledge Creation, Alavi & Leidner (2001) note that knowledge creation is a continual interplay between tacit and explicit knowledge and a growing spiral flow as knowledge moves through individual, group, and organizational levels.
Cooke and Brown
Cooke & Brown (1999) argue that conversion of knowledge is not possible; they believe that explicit and tacit knowledge are generated and disseminated each in its own right. In their understanding, the source of new knowledge and knowing lies in the use of knowledge as tool of knowing within situated interaction with the social and physical world (Cooke & Brown, 1999, p. 383). This is called the generative dance. So there is a distinction between knowledge used in action and knowing as part of action.
Becerra's Knowledge Processes
Knowledge Management (or better knowledge processing) consists of four broad processes which are supported by various sub-processes. Four sub-processes are based on Nonaka's dynamic theory of knowledge creation and correspond to four modes of knowledge conversion involving tacit and explicit knowledge. Exchange focuses on the sharing of explicit knowledge. Direction refers to the process of directing individuals without transferring the knowledge underlying the direction. Routines involve the utilization of knowledge embedded in procedures, rules and norms that guide future behaviour.