Knowledge management in project environments

Knowledge management is widely acclaimed to be a source of considerable financial advantage for organisations. Various authors realise that project environments could also benefit from the creation and re-use of knowledge, including from the lessons learned that should be documented during project close-out. Projects face specific challenges (limited time spans, changing and dispersed teams) and the reduction of project risk, time and cost through knowledge management, may well prove worthwhile. <br>This paper reviews the literature on knowledge management, both in organisations in general and in project environments specifically. A framework for knowledge management is derived from literature. The paper also reports on an investigation of knowledge management practices in four cases within a single South African business environment. Knowledge management practices similar to ones reported abroad were found. <br>A model is proposed for the management of knowledge in project environments, both within a single project (intraproject) and between projects (inter-project) and. guidelines for knowledge management in project environments are provided. It is also suggested that, while the management of <i>explicit knowledge</i> is common in project management, more attention should be given to the sharing of <i>tacit</i> knowledge through human interaction.

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http://reference.sabinet.co.za/webx/access/electronic_journals/busman/busman_v36_n3_a4.pdf

Accreditation

Delegates who successfully complete the PPM and comply with the related assessment criteria are awarded by the University of Pretoria (at a certificate ceremony) certificates of successful completion. In addition to the certificate, the PPM is recognized by the following:

  • PMI (Project Management Institute) – USA
  • ECSA (Engineering Council of SA)
  • SACPCMP (South African Council for the Project and Construction. Management Professions)
  • PMSA (Project Management South Africa)

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