Research published in the International Journal of Business Information Systems looks at how effective knowledge management within a project-oriented organization can improve efficiency. The study explores the intricacies of knowledge management, focusing on best practices derived from past experience to enhance future projects.
In the contemporary business landscape, knowledge is an invaluable asset for most organizations, especially those that are project-driven. The ability to learn from and manage experience creates an environment for the improvement of internal processes, services, and of course, the products that are the essential output of the company. The paper asserts that at the heart of organizational knowledge is project management. As organizations undertake projects, often intricate and constrained by time and budget, handling the knowledge generated is important for running those projects and benefiting future projects.
The research shows that at least half of the problems encountered during a new project will have been seen in a previous project. Whether they addressed those problems successfully or not is a different matter, but having this knowledge to hand when working on a new project can help guide the team on the new project to build on earlier successes and avoid repeating mistakes.
One key aspect of the findings is the necessity of measuring learning success. The team echoes Peter Drucker’s insight that “we can’t manage what we can’t measure.” The paper thus emphasizes the need for clear objectives and a strategic framework for successful knowledge management. Project managers, the study suggests, have a critical role to play in fostering a culture of continuous learning and facilitating knowledge transfer between organizational initiatives.
The researchers allude to a model proposed within the pharmaceutical industry in 1999. However, they also suggest that contemporary research must now validate the relevance of that model in the current era. Moreover, the researchers stress the need for adaptability to future situations and environments as new projects are initiated. They advocate for the development of distinct models tailored to specific project types and their integration into the project management system with knowledge management at its heart.
Pereira, L., da Costa, R.L., Dias, Á., Gonçalves, R. and Santos, R. (2023) ‘How can you manage the knowledge of your projects?’, Int. J. Business Information Systems, Vol. 44, No. 2, pp.180–201.