Managing Knowledge in Project Environments

ISBN-13: 9781472480279 / Angielski / Miękka / 2019 / 154 str.

Judy Payne; Steve Simister

Opis

Managing Knowledge in Project Environments illustrates how the trouble with knowledge management is that it can mean anything from documents and data systems to managing ideas. This confusion is exacerbated in a project environment where managers work on deliverables or goals and rarely have time for knowledge; the 'not invented here' syndrome makes some project managers reticent to adopt general knowledge management practice; and where there is a tendency to use templates, tools and registers to write things down with little thought for their context or subsequent application. To overcome this challenge, the authors present Knowledge Management (KM) as a series of principles, choices and contextual factors - providing readers with a framework for understanding and thinking about what KM means for their context: their projects, their organisations and their working environment. Interest is growing in projects as complex, social systems; skills such as sensemaking and searching online for information; and in online communities, virtual teams and social networking. Knowledge creation, knowledge sharing and learning take place in complex human systems. Managing Knowledge in Project Environments connects all these emerging aspects of project management and offers those working on projects a definitive short guide to the subject.

Spis treści

List of Figures, List of Tables, About the Authors, Foreword, Authors’ Preface, CHAPTER 1, Managing Knowledge in Project Environments – an Introduction, Knowledge and Knowledge Management, KM in Project Environments, Project Environments, Aim of Managing Knowledge in Project Environments, Intended Readership, The Thinking Behind Managing Knowledge in Project Environments, How Managing Knowledge in Project Environments is Organised, Summary, References, CHAPTER 2, Understanding KM Principles, Knowledge Management Principles, Principle #1: Be Clear about What You Want to Achieve with KM, Principle #2: Develop Working Definitions of Knowledge and KM, Principle #3: Be Clear about the Difference between KM and IM, Principle #4: Create Different Working Environments for Different Kinds of Knowledge Work, Principle #5: Focus on the Big KM Picture rather than the Detailed Tools and Techniques, Principle #6: Experiment, Use Feedback and Adapt, Principle #7: Beware of Elephant Traps, References, CHAPTER 3, Understanding the Context for KM in Project Environments, Introduction, KM Scope, How the Clusters and Context Factors Work Together, Strategic KM Purpose, Project Delivery Method, The Better Business Cases Approach, Knowledge Perspective, KM Objectives and Outcomes, Strategic Knowledge Needs, Culture, The Physical and Virtual Working Environments, Governance and Assurance, Knowledge Boundaries, KM Practices, KM Roles and Responsibilities, KM Structures, Alignment, Alignment, Alignment, Everything Depends on Everything Else, References, CHAPTER 4, Understanding KM in aProjects, Programmes and Portfolios, Introduction, How do I Demonstrate the Benefits of KM? A Short Walk through a Single Project, Building KM into a Single Project, Portfolio-Wide KM, CHAPTER 5, Building KM into a Single Project, Introduction, Overview of KM Through the Project Lifecycle, Getting Started, Stage 1: Developing the Strategic Outline Case, Stage 2: Developing the Outline Business Case, Stage 3: Developing the Full Business Case, Stage 4: Execution, KM in an Existing Project, Stage 5: Handover and Closure and Stage 6: Benefits Realisation, Summary of Steps, References, CHAPTER 6, Building KM into a Portfolio, Overview, Who Can Build KM into a Portfolio? Why Introduce Portfolio-wide KM? The Business Case for Portfolio-wide KM, Approaches to Introducing Portfolio-Wide KM, What KM Services Should the PMO Offer? References, CHAPTER 7, KM and You, Judgement, Practice and Reflection, Learning and Reflective Practice, Personal KM, Over to You, Reference, Index