KM for PM
12-Sep-05
Today, project management is integrated in many companies and governmental organisms with strategy, via the portfolio or program management, and with the other departments, like manufacturing, human resources, legal, financial. It is a question of managing multiple products, multiple projects with interrelated resources from one or many companies, under the multiple constraints of the customers, the legal environment and the financial and market objectives.
In this context, knowledge is a key point for improvement and performance. Namely, projects are temporary, which means that they start and they finish. When they start, it is better to be able reuse previous experience, in order to repeat best practices or to avoid common tricks. When they finish, it is better to be able to save or to share these best practices and tricks.
But, the reality is different : the pressure on the project members does not allow them to take so much time as required to put on paper their experience, and this is not a funny activity. It is often in the low part of our list of priorities.
Secondly, the information is not instantly available as the project begins. The actual structures for knowledge sharing have often a problem of context description, which allows the project manager to match his project with previous ones. Namely, even if the project has the same objectives, for instance, that another one, this will not mean that experience of previous project will be useful for the new one.
Questions for knowledge management in projects could be :
- how can we efficiently and effectively keep knowledge from ongoing projects ? What is useful, value-adding, and what must not be saved ?
- what is the role of structures, like Project Management Offices, in this experience sharing process ?
- a human network is better than a database, but how can we organize and maintain a performing network for knowledge and experience sharing ? how can we avoid the perverse effects, like experts who hide their skills in order to not be solicited too much ?
- as forecasts are always wrong, how can we improve them by using experience ? Can we make more reliable estimates, curves, targets ?
I am researcher, teacher and consultant in project management. I am interested to exchange or even to collaborate with anybody interested in these subjects.
Details
- Author:
- Franck Marle
- Publisher:
- KnowledgeBoard
- Date:
- 12-Sep-05
- Categories:
- Sections:
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Interesting news on PM tool
Today Knowledgeboard presented an interesting news on PM tool and proposal to trial it.
Title of news item -
How to make knowledge about project management explicit
http://www.knowledgeboard.com/item/148602
mid-survey results and mailing list to come
Hi all,
to let you know we have had 63 survey results so far and I have summarised them here:
http://www.knowledgeboard.com/item/147817
So if you haven't voted - do so! It only takes one minute.
I will also be setting up a mailing list for this group in a week or so and will let you all know when it is ready to subscribe to...
KM in development projects
Hello!
I am a researcher and a project manager involved in rural and regional development. It is a while since I was signaling the need to address KM in development work and I am very happy to see this topic developping here!
I even mentioned in my Ph.D. thesis (still under construction) that we witness too often involuntary knowledge management in development work, being it rural development, regional development or other type.
Thanks for starting the topic!
Andra
KM in Empowering Projects
Glad to know about the interesting discussion on KM in managing projects. I would like to be part of the SIG to contribute and learn as much as possible.
I have spoken in PM and KM conferences on making KM an integral part of Project Management. Nurturing, retaining and reusing knowledge is very vital for increasing the success rate of projects.
We are delivering learning programs and KM systems http://www.lpcube.com/intelligentproject/ for Project Knowledge Management.
Knowledge sharing as a project deliverable
Hi Massimo,
I always feel that the start (when knowledge needs to be imported) and the close (when lessons need to be disseminated) are equally important phases.
However, especially with longer running projects, this is a continual process. Many companies use a Stage Gate process to review project’s progress, and approve (or not) their continuation. It is important that KM issues are hard-wired into this process and projects are approved only if they are fully participating in knowledge sharing. The import and export of knowledge can thus be seen as a project deliverable, and not as an add-on task that is often continually postponed.
Cheers
Steve
I will be happy to contribute
I agree on the importance of the topic.
Maybe, one of the most important timeframe for the application of KM to PM is "before" the project starts, or in the early phases. In this period, the project team should align with the history and experiences of previous projects, and try to "create" some more knowledge (=value) specific for the new task.
This approach can hopefully improve the overall project quality and reliability.
Regards,
Massimo
KM & Project Management
Hello, Annette Leslie, Cranfield University. I've recently been researching inter org collaboration for knowledge sharing and have found many interesting tie-ins with project management. Would like to be part of your new community, regards Annette
KM in Project Management - now that's a great idea!
There is lots of focus on PM processes and procedures but not KM principles. I see KM as a critcal tool to integrate PM processes with people while still meeting the business needs of a well organized and conducted project.
When do we start?
KM for PM ready to start
Dear all,
It's really pleasant to see that this topic is of great interest. I would to thank all those who have expressed their willing to participate and make this future SIG active.
As I've said before, due to the fact that we are moving soon to a new technology more appropriate for interactions, we are not able to provide you with a dedicated SIG. However, you're in the top list of the SIGs that are going to move and benefit from the new facilities.
In the mean time I would ask you to vote (or designate) one or two editors for managing this new coming SIG. The roles of the editors are described here:http://www.knowledgeboard.com/item/128577
please take a look to it and if any question remains let me know and I'll explain and support.
thanks again for your williness and I'll have a continuous look to your work.
waoow...
Thank you for the number of answers. I can not thank individually each of you, but we will be able to exchange and collaborate in the future SIG.
Franck
Mounib is away so I'll say something
Hi all,
what a fantastic response - thank you all for your input. I think we can all agree that this level of response shows that this SIG would be very useful and is thus very likely to get the go ahead from Mounib, the community steward (I can't confirm that but I suspect this...).
Mounib is away until the end of next week: this is why you have not heard from him. He is then likely to request all those interested to join in a discussion to find the key topics and potential SIG moderators/facilitators. In the meantime, I will be requesting a new SIG from sift, our technical provider, to be ready with the new website at the end of this year - it sounds a long time away, but that's only a couple of months..
KM & PM
Hi,
I think it is an excellent idea which meets expectations of many of us.
I have been researcher in KM for long time and currently I work as a consultant. I plan to develop a case study to help define a methodology of knowledge transfer in PM.
a collaborative work and this exchange will be of high interest
daniele
PM for KM, as well
I am a designer of computer learning environments,I used to speak about knowledges, work with expert's or student's knowledges and show the people their knowledges in more or less formal way. Since 1987 I am working with thesaurus methodics as a technique for capture tacit or new knowledges (objectively existed, but subjectively unnown).
PM in education (and in corporate learning too) helps to find out some kinds of best practices from one side, and different innovative ways of problem solving from another.
As a researcher and teacher I am interested in what kind of knowledge the PM itself is, because as a kind of regular management it has a great importance for any organisation.
I suppose, that experience and knowledges of the community will help many people.
Best regards,
Dr. Tetyana Andrusenko
Senior researcher
Ukraine
KM for PM
Hi,
Its good to join this SIG.I m doing a project on KM in education.So its good to me join in this SIG.
linking KM to PM abd TQM
It is a good idea to have a specialised group to dicuss the relevance of Km in project, program and portfolio management.
i have been a project manager and program manager since 1978 and have been workin i the minsitry of space and defense for large value projects in the development of rocket,satellite, and fighter aircrafts,
working in such projects , I have always felt some aspects like KM would help.
the value of KM is very useful for project planning, risk managment, reuse of components, contigency and criisis maangment etc.
I am looking froward to working in the group. Presently i am doing my doctoral program in Knowledge managment and trying to link the business continuity & KM model
cheers
ranga
join this SIG on KM in PM
Would like to join and participate in this exchange of experience.
KM essential and integral to PM
KM essential and integral to PM
I support the proposal. There is a natural relationship between KM and PM. One of the early questions asked in any project is "Has it been done before?", or "Has *anything* like this been done before!" If you’d like more empirical evidence of the PM-KM relationship, open the PMBOK(R) and count the number process inputs and outputs related to historical information and lessons learned. There are 16.
Henry Pozzetta, PMP
Hewlett-Packard
Very interresting
Hi,
I'm working in a reaserch center. Our activities are project based. With colleagues, we are in charge to develop Knowledge Management in this context.
It's the reason why I will be pleased to participate to this SIG.
Project Management is a part of INTEGRATED KM system
I would be very glad to participate in the SIG on PM and KM.
I should like to propose some main features for discussion.
1. We should analyze a FULL project management cycle - from project idea to project performing to project completing to implementation to expertise collecting and storing
2. Project management apllication should be a part of greater INTEGRATED knowledge system
3. Project management apllication should enable both manage the project and capture experienceas an an every day work activity.
4. Experience should be both positive and negative.
I have been working in different project since 1962. Since mid of 80s I have been monitoring ALL projects of Research Institute with 2000 employees.
At the end of 80s I and Mathematics and Cybernetics Insitute have developed Expert System shell for R&D management.
In 1990 I have developed a new project management system based on using Petri nets (eNets). Such a model is richer than typical network model as it enables to use alternative chains of activities and cycles. It means that is more realistic and enables to capture both positive and negative experience.
Since 2000 I am developing, using and enhancing standalone personal integrated knowledge system for different applications using the main software core.
I suppose that we could discuss an integration of the following applications:
- project management
- innovation mangement
- analysis and evaluation of market and other areas
- consulting services
- Self-training management
- Decision making support (state analysis, problem identification,
ideas generation, alternative solution analysis, final decision)
- CRM and partnership management
- discussion forums and networking etc.
Discussing PM as a part of a larger INTEGRATED applications system will enable better quality and performance of a new PM apllication.
Best wishes
Zigmas Bigelis
EU projects consultant
National Association INFOBALT www.infobalt.lt
Visoriai IT Park www.vitp.lt
LITHUANIA
mobile 370 618 39712
zigmasb@techas.lt
Good topic for a SiG
I work in a large multi-national company, and the issues of sharing and using lessons learned and best practise across our many projects are key to what we do. We see the answer being a combination of IT, process, people and organisation, together with a culture change to encourage people to share and to allow people to share. We're in the thick of making that happen, and I'd be interested in discussions and exchanges to support our work.
The kind of issues I see are:
- given time and resource pressures, how do you get people to take the time to think about their own work?
- once they're thinking about their own work, how do you get them to engage with other's work?
- how do you get the organisation to take the long view on these issues if that's necessary?
- how do you get over the not invented here syndrome?
- how do you embed these things so that people do them as a matter of course, rather than as something extra they've got to do?
I think there's a useful seam of discussion to be had here, proven by the large amount of work that's already going on. A SIG on KB could be just the thing to pull that all together. I'd be interested in making it happen, if you need help.
KM + PM
I, together with two other colleagues edited a book entitled "Management of Knowledge in Project Environments" published by Butterworth-Heinemann this year. My book link from Elsevier
In addition, I did a fair amount of work in KM+PM http://home.bre.polyu.edu.hk/~bspafong/
I do support the idea of forming a SIG combining KM and PM.
Best.
Patrick
Some sources on the role of knowledge in projects
I entirely agree with your diagnosis of the importance of knowledge processes in projects blunted by the short-term task focus of project work interferring with project learning and knowledge transfer. I share your concern with these issues and I wanted you to know about some of my prior work in the area...
DeFillippi, R. (2001) “Project-based learning, reflective practices and learning outcomes” Management Learning, 32(1): 5-10 in Special Issue on Project-based Learning (R. DeFillippi, Special Issues Editor)
This special issue has some wonderful articles on the practice of project interventions to promot learning by academics and practitioners.
A more academic but relevant set of writings on projects and knowledge processes can be found in the following special issue of Org. Studies:
Sydow, J., Lindkvist, L., and DeFillippi, R. (2004) “Project-based organizations, embeddedness and repositories of knowledge” Organization Studies, 25 (9): 1475-1490.
There are some strong academic centers focused on issues of projects and knolwedge with which I am personally associated: They include
Center for Research in Innnovation Management at University of Brighton .. Look up Tim Brady, Jonathan Sapsed and Michael Hobday
Linköping University Project Management Institute.. Look up Lars Lindkvist
Imperial College of London Innovation Studies Center... Look up Andy Davies
Andy Davies and Mike Hobday have just written a book "The Business of Projects" (Cambridge University Press, 2005) that includes a summary of their work on project organizations and some chapters focus on knowledge based issues...
Also there is a group of Europeans who meet regularly under an EPSRC grant Rethinking Project Management that has a website of papers and links to work in the area.
This is a very lively area and I am very interested in connecting with others with a passion for projects as learning and knowledge creation and transmission vehicles.
Cheers,
Bob DeFillippi
Professor of Management and
Director, Center for Innovation and Change Leadership
Suffolk Business
Suffolk University
8 Ashburton Place
Boston, MA 02108-2770
Visit the CICL website at www.ciclsuffolk.org
KM for PM needed in Australia
This would be a particularly useful forum from my point of view.
The company I work for is Australia's largest defence project management company, and our success fully depends on effective KM in winning and prosecuting project contracts.
Being able to share our experiences with other project management companies would be most helpful.
Regards,
William Hall
Documentation and KM Systems Analyst
Tenix Defence Head Office
Williamstown, Vic. 3016
Australia
http://www.tenix.com
mailto:bill.hall@tenix.com
Please count me in...
I've been doing a lot of work in combining collaboration, Communities and practical project management. I'd be happy to share some of my current work and also help in the creation of new thought and approaches.
Happy to join
As someone whose consulting practice crosses project management and KM, I would be very interested in joining this SIG. Please keep me informed. Larry Chait
In total agreement
Hi,
Coming from a 100% technology background, I have seen the problems faced due to poor PM and most of the issues are caused because of poor or no KM implementation.
Having worked with a large MNC (Fortune 500, USD $2bn+) and with a startup (0-5yrs age, USD $250k-), the only differentiating factor in implementation was knowledge about processes and knowledge about knowledge of which the latter part formed more crutial part.
Cheers,
Gaurav Vaish
http://www.mastergaurav.org
-----------------------
Evolving KM in PM issues
A new Special Interest Group about KM and Project Management is needed for many reasons.
In my opinion, that includes about evolving KM methods, techniques, lessons, challenges in PM, also about project leaders' and participants' attitude toward / implementation in project outcomes individual understanding of, e.g.
Eternal knowledge universe
Knowledge (tacit and explicit)
Ba space
Personal knowledge management
KM and PM Discovery Day
I am planning a 'discovery' day with some associates using a couple of Celemi business simulations which will explore some of the links between KM and PM. This promises to be a very interactive day with lost of hands-on activity. Planning to use Cayenne plus Apples & Oranges (a knowledge business simulation). Will take place at University of Greenwich on either 29th or 30th November. If anyone is interested please e-mail me. Will be a low cost event (probably £50).
Willing to help in SIG for PM
Dear All
As a Project Manager of construction projects and with interest in KM application to the construction industry, I would like to get involved in any future SIG on project management.
As part of an MSc dissertaion, I carried out a survey in our department to see how knowledge is transfered and staff willingness to share information and knowledge. I found that there is little transfer of knowledge acquired between projects and what is most alarming is the same mistakes are repeated on almost all projects.
I suggested (later implemented) that a project closing meeting to be set up to review of what obstacles faced and how they were resolved, whether any new knowledge is acquired and how it is captured, lesson learnt etc. A project review note is circulated to the project teams to discuss during meetings. I organise quarterly seminars so that project managers give presentations on their projects which are discussed by members of the department.
This is a starting point for us but there is a long way to go to ensure that knowledge is efficiently transfered between projects.
KM for PM - agreement
Yet another one of the many who would appreciate a SIG for this subject. I think there are many opportunities missed through poor management. Discovery and development of any means by which we can gain better knowledge analysis and flow would be beneficial.
Project Management and Intellectual Asset Management
Hi Franck,
I would also endorse the importance of this theme – it’s bound to be of interest to me as I was once a Project Manager and I now advise organisation’s on ways to improve both IP and Knowledge Management. A few thoughts follow….
Some years ago I reviewed the Knowledge and IP (ie: IA) management underpinning a large design and build project. The findings will be frighteningly familiar:
• Many of these design features had application across the organisation. However, these had not been shared, even though a database existed for this purpose.
• Whilst many features of the design were potentially patentable no action had been taken.
• The project’s most valuable “asset” was the close working relationship established with its customer. Unfortunately, sub-contractors had not only been given access to all aspects of the design, but also allowed to work closely with the customer.
• The business process used to manage the project had demanded the submission of a KM/IP plan - but neither the project manager, nor those sanctioning the project, knew what such a document should contain.
Ultimately, the blame for these mistakes mainly lay outside of the project:
• No strategic guidance had been provided to help the project identify those IAs it could share and those it needed to protect.
• The organisation’s system of accountabilities did not define responsibilities for the management of its IAs.
• Training was inadequate and neither the project manager, nor those sanctioning the project, knew enough about IAs to identify challenges and key actions.
• The organisation’s KM systems were clumsy and inefficient, with their use neither encouraged nor incentivised.
• The poor quality of the organisation’s IA management was invisible to senior management.
In conclusion, IA management was not properly addressed within the organisation’s existing policy, strategy, accountabilities and management processes – and to improve the situation IA had to be imbedded in these processes. eg: most organisations use a Stage Gate type process to monitor the progress of their projects. KM and IP criteria should be added to these gate criteria, thus ensuring the project’s continued funding is dependent on their completion. Example Gate Criteria are:
• Is the extent of customer and competitor’s access to key IAs appropriate?
• Should the project be importing existing, or sharing arising, IAs with the rest of the business?
Steve
Please contact me for a future KM in PM SIG
I would be very interested in further discussion and exchange on this topic. I work for a state transportation agency in the U.S. and we us PM for all projects. We work to collect lessons learned that can be made available to all project managers and are getting ready to do some knowledge mapping. I would be very interested in hearing about others' experiences.
Please contact me for a future SIG - KM for PM.
Dear Dr. Franck Marle
Please contact me for a future SIG KM for PM.
Alberto Sulaiman, DSc. PMP.
Thank you very much.
Regards.
KM gives depth to PM
Dear Franck
though I am not fond of too specialistic SIGs, I think that there is a real issue in there. With my company we were responsible of Quality Management for part of the works in the New Fair & Exhibition Centre in Milan and we realised that there was a big opportunity for KM (and for better PM, to tell the true). However, I must admit that our tools are not enough for the skeptical down-to-earth client (building companies). I will be happy to discuss and learn about it!
SIG on project management
This topic is very interesting and important in the European Union politic strategies. I'm a consultant and project designer on European grants for regional institutions and universities.
Please contact me for a future SIG.
Regards
Alessia
Answer to first comments
Hello Vicente,
I hope that other people will show interest in this topic. Nevertheless, we will keep in touch even if it is not useful to launch a SIG.
Thanks to Mounib for support
Franck
a KM for PM SIG ?
Dear Franck and Vincente
This is just to support your williness to ask for a dedicated SIG in this area.
In order to go through this stream I would like to recall that we need to get an enough number of potential contributors - which is realistic regarding the topic- and ask you to give us a delay du to the fact that we are planning to migrate to a new technology that provides you with more facilities ; and so we're not able to open any new SIG during this period.
Consequently, the incubator remains the ideal place to contribute.
Good luck and let us know more about what's in and what's out in "KM for PM "
Very interesting topic
Dear Franck. I also think this is a very interesting topic. I am also researcher, teacher and consultant in Project Management and I participate in a PhD. on Project Management where Knowledge Management for Projects is a subject. I think PM features diserve an special consideration with KM.
I think this could be a good chance to open a SIG. I know other people interested in enrolling from Spain (students, practitioners, etc.). If you decide start this SIG, don't hesitate to contact with me.
KM in projects
One of the key aspects of being a project manager is to ensure success of the project. In that regard, I believe that there are a number of KM practices that can lead to the success of a project and that KM is of value not only at the beginning and at the end of a project but also throughout the project.
Specifically through the interaction of project members in various communities they are able to leverage work products and templates and best practices throughout the project. If tapped in, they can access the resources and the minds of people that are interested in furthering their discipline and are willing to share their thoughts and point people to the latest developments in their field. It is our responsibility to help them do this in a non-intrusive manner so they can focus on the deliverables at hand while gaining the most they can from communities that are related to their work.