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Article: Project Management Benchmarks for Knowledge Management

Prezi by umarbinzahid@gmail.com
by

Muhammad Umar Bin Zahid

on 27 October 2013

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Transcript of Article: Project Management Benchmarks for Knowledge Management

Collective Accretion of Knowledge
Compared Various Definitions
Socio-Technical Systems Theory
Implications for Managers
KNOWLEDGE
MANAGEMENT
PROJECT
Knowledge Management Benchmarks for Project Management
By:

Michel J. Leseure
Naomi J. Brookes
Presenters
Muhammad Saqib Mirza

Muhammad Umar Bin Zahid

Muhammad Shafqat

Muhammad Shoaib
INTRO
INTRO
CHALLENGES
SYSTEMS
Knowledge Environment - transfer knowledge across project teams
Generic/Kernel/Explicit KM
Vs
Tacit/Ephemeral KM
PM Benchmarks
They talked about
Companies of
various sizes from
manufacturing
construction
service sectors
In it's simplest form, KM is about encouraging people to
share
knowledge and ideas to create
value adding
products and services
Sub-Optimal:
within companies &
along the supply chain
Why re-invent the
wheel?
PKM
1
Incentive to Contribute
Knowledge Ownership
Life-cycle KM
Managing Tacit Knowledge
Personal
Embedded
Nabulous
Challenges
Role of Knowledge Experts
Expertise of Gurus
in creation and diffucion
of the tacit knowledge
PKM
2
3 Layers of
Infra-structure
includes hardware/software
Info-structure:
rules governing mutual exchange
Info-culture:
stock of knowledge & is part of social
relations at work
Authors also related
kernal & ephemeral KM
with the three layers of socio-technical systems theory
PKM Benchmarks
FOR
MANAGERS
PKM
in the Form of interviews' findings
Project design phase:
3
FOR
MANAGERS
PKM
3
FOR
MANAGERS
PKM
3
FOR
MANAGERS
PKM
3
Time & resouces are scarce
Managers' key challenge is memorize in details why decisions are made
Managers can
improve by adopting
best practices in infra &
info-structure
Right info culture for
using past knowledge
to generate best
project design
Project funding phase:
Challenge of transmission of relevant to the newly appointed project team
Info-culture is critcal component at this phase also
Culture to contribute &
help is necessary because
technical system can't
guarantee effective
transmission of
knowledge
Project implementation phase:
Management can't improve effectivness if an
individual does not collaborate at this phase
of the project
Best practices
in infra & Info-structure
are useful only to provide
improvements in the
project's productivity
Project completion phase:
Challenge is learning to capture all lessons
learned that can be reused in other projects
The best practices in info-culture are crucial to
guarantee effectiveness
Technical best
practices that are infra
& info-structures will not
solve human or
organizational issues
Best Practices in
figure 1 shown
below
PART 4 - CONCLUSION
Differentiation
between
kernel
&
ephemeral
knowledge, i.e. in repetitive manufacturing environment, all the
manageable knowledge will be kernel knowledge
Existence of the
ephemeral knowledge

complicates
the task of project management
as the
methods, tools, and mechanisms used to manage them are not necessarily same
The focus on the short-term perfomance and the
organizational isolation of the project
concept could be interpreted as
conflicting with
the
long term KM goals of the organization
in which the projects are organized
Results shown strong correlation between
good PM practices
and
good KM practices
The companies that found
difficulty in knowledge reuse
also found it
difficult to implement good PM practices
PM & KM are complementary
Rule of thumb for writing a summary
Darya ko Koozay mein bund karna
A perfect summary is like a
GIRL'S MINI SKIRT
, which should be LONG ENOUGH to cover the subject and SHORT ENOUGH to create and maintain interest
Full transcript