Jill Owen

Knowledge Reuse and Transfer in a Project Management Environment

Abstract This paper analyzes how project management companies manage knowledge. The research focuses on the creation, transfer, reuse and management of that knowledge. We propose a model for knowledge reuse in a project management environment where knowledge is absorbed at a tactical level and flows to a strategic level. This model derives from the: the OODA loop - Observe, Orient, Decide, Act, which focuses on strategic requirements and the Plan Do Study Act (PDSA) cycle, which focuses on the operational or tactical level of projects. Both the OODA Loop and the PDSA Cycle are adaptive learning and decision- making cycles where changes or actions are produced via repeated cycling through that loop. We suggest the ’Act’ step of the PDSA cycle is similar to the ’Orient’ step of the OODA loop because changes or learning is occurring. In this instance the PDSA cycle is renamed the PDSO (Plan-Do-Study-Orient) cycle. Research results indicate that knowledge flows between projects at all steps of (the PDSO Cycle) and OODA Loop. Key findings include a preference for informal over formal networks, the lack of a knowledge management system and the link between knowledge processes and the corporate project methodology. However, an effective knowledge management strategy also requires a strategic fit between social networks, technology, processes and corporate culture.

Integrating Knowledge Management with Programme Management

Knowledge reuse has long been an issue for organisations. The management, reuse and transfer of knowledge can improve project management capabilities (i.e., learning, memory, cycle time) resulting in continuous learning. Although knowledge management has been recognised as a critical success factor in programme management very little research has been conducted to date (Lycett, Rassau, & Danson, 2004; Soderlund, 2004). A framework is discussed that demonstrates how knowledge is created, transferred, captured and reused within project and programme management, resulting in improved project management maturity. The framework utilises a task based approach to knowledge management and assumes that knowledge is created, transferred and reused as a result of an individual performing a specific task, which in this context is a project at the project level and a programme at the programme level.

Whole of enterprise portfolio management

Purpose – The purpose of this paper is to demonstrate that there is not just a single project portfolio operating within an organisation, but instead there are multiple portfolios.Design/methodology/approach – This paper follows a case study methodology, utilising secondary sources in the form of publically available reports.Findings – The authors offer a definition of whole of enterprise portfolio management and suggest that this conceptual tool will allow an organisation to control programs and portfolios, particularly, where organizations adapt to emergent situations.Research limitations/implications – This paper is supported through a single case study using secondary data only. Whilst this provides an illustrated example to support a theoretical model, further empirical research is required to determine its applicability in other sectors and organisational contexts.Practical implications – This paper provides a whole of enterprise portfolio model in the utilities sector and can be applied to many org...

Profiling the context and opportunities for Australian project management research

Purpose – The purpose of this paper is to present and analyse the context, the current issues and the opportunities for project management (PM) research within Australia. The paper contributes to researcher and industry practitioner knowledge and debates on supporting and promoting the development of national PM research agendas.Design/methodology/approach – This is a research paper which draws on and interprets empirical data generated from a comprehensive national survey of Australian PM researchers.Findings – The paper first profiles the current landscape of Australian PM research. Thereafter, it explores the future opportunities/risks for PM research in this country, as perceived by the researcher community.Research limitations/implications – This research was limited to the collection of data from PM researchers across Australia (80 percent response rate to the survey tool). Clearly, this study was confined to one country and to one category of respondent.Practical implications – This paper will make...

Resolving Emergent Issues in Complex Projects: A Knowledge Management Approach

Complex projects are characterised by structural complexity, ambiguity about the goals of the project and uncertainty about the means to achieve those goals. This is compounded when the project is conducted in an unstructured or volatile context and aims to deliver innovation for the client. In this paper we argue that in this context project management should be seen as a knowledge-based practice and that knowledge management principles need to be explicitly integrated into project management practices. We introduce a theoretical framework that incorporates knowledge management techniques to manage emergent issues, to escalate these issues and to resolve them as well as accommodates learning and the evolution and adaptation of project management practices. The framework is illustrated through two studies that show the impact of knowledge processes on projects.

Patterns of Knowledge Management Leadership and Delegation: Supporting an Agile Organization

This paper presents findings on organizational agility as an aim of implementing Knowledge Management (KM). These findings are contextualized by examining the leadership roles and the tasks that achieve this goal. In particular we examine structures in KM: of the authority, of the development, and of the implementation of KM strategy that support agility. Using data from a global survey we find definition of leadership in types. We disclose common patterns of KM leadership and its delegation. The data demonstrates that clear transparent lines of delegated authority exist, and that these delegations enable the operationalization of KM strategy in a planned manner, that can also be clearly implemented to realize anticipated benefits.

The infantilized researcher and research subject: ethics, consent and risk

Current research ethics processes, based on the mantra of privacy and institutional protection, take a paternalistic approach to research participants that leaves them open to harm. Reflecting on our own research/consultancy as a case study to illustrate the current flaws, we explore our and our subjects’ experiences within the wider political context of institutional ethical rules and the Australian NHMRC guidelines. In doing so we argue for fundamental changes to the modern research ethics processes – a system that treats participants more as research collaborators rather than victims in waiting. A complete review of ethics processes is needed to empower participants and researchers to recognize the reality of the process as co-created and negotiated. This includes changes at the top level of research administration – a shift in ethics policies and procedures as well as greater education in ethics with commensurate trust for active researchers.

Introduction to Strategic Knowledge Management for Innovation and for Organizational Agility Minitrack

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