A Comparative Literature Review On Knowledge Management

There are two important strategies for managing project knowledge in IT organizations, which are personalization strategy and codification strategy. Both are crucial for implementing knowledge management successful (Al‐Hakim and Hassan, 2013).

The twelve Knowledge Management Principles are aimed at leading individuals to apply key Army principles to their decisions and incorporate them into the actions that they undertake. Out of these twelve principles, the two that appear to be the most critical would be the first and third principles, which apply to the training of leaders, managers, and champions on knowledge management principles and creating an environment in which collaboration can occur on the basis of knowledge management.

The paper is divided into three sections, the first of which will establish a timeline of events. This project background will serve as a case study for the analysis in the following section that will be structured such that each of the previously mentioned facets will be independently analyzed and contrasted with project management principles. Finally the paper will conclude with a summary of the analysis and recommendations based on

In the current business environment, the demand for project managers is ever growing. In short, project management is a provisional project constrained by time, cost and scope (A guide to the project management body of knowledge, 2013). Between the immense organization, optimization, and communication assets skilled project management brings to a project, it is easy to see why project management is a booming field of study. Furthermore, project management can be both financially and personally rewarding when long term milestones and goals come to fruition.

Project Management Institute. (2000). _A Guide to the Project Management Body of Knowledge (4th ed.)._

Knowledge Management (KM) uses various ways to identify opportunities for improvement (OFI). What needs to be remembered is that KM improvements are not simple, they are in fact complex. “They must be integrated with changes in work processes in other units to yield benefits” (White & Griffith 2010, p. 334). Because important projects can take several years to complete it is important for KM to have a sophisticated planning process for continuous improvement. In order to have a successful

A company performs a lot of operations in a daily basis. These operations are categorized into different categories and departments. This is because all these operations cannot all be under one roof due to the complexity, skills and expertise needed in carrying out these operations. In these processes, high level of technology is employed, high quality instruments are used, and manly skills, experience are also utilized. This therefore calls for the need of good project management for the achievement of expected overall performance of a company. This paper focuses on the relationship between project management and the overall performance of company.

I will start by using the Kloppenborg’s Contemporary Project Management concepts from the beginning. First-- introducing the concept of project management and organizing projects. Secondly-- project selection and prioritizing, the organization structure, culture and role (Kloppenborg,

By making use of Knowledge Management Projects, nowadays organizations can produce and develop new values in terms of applying data, information and knowledge in practical and rational sense. Use of KM projects will enable organizations effectively in categorization and segregation into their working information’s that in turn will help employees and executives in searching information and accessing it at time (Knowledge Management – The Benefits). These projects will enable employees in accessing their several databases through word or category searches rather than going through several folders and files.

Project management is not only useful in the working environment, but it could also become great skills that can be used for all life projects that we do through out our life.

The authors claims of the study of knowledge management is about introducing change within a procedure which in turn is a way to back up the alliances of the projects and provide corporate sustainability. However, the study ended up being somewhat restricted because of

Knowledge management is critical in the construction industry to gain competitive advantage as well as growth. “Knowledge is information that changes something or somebody, either by becoming grounds for actions or by making an individual (or an institution) capable of different or more effective action” (Drucker, 1989). Knowledge Management is particularly important in the construction industry because of the uniqueness of each project, different challenges to every project, tight schedules and limited budgets. Knowledge Management is difficult because knowledge is multi-dimensional. There are two types of knowledge – explicit knowledge and tacit knowledge. Explicit knowledge is the one that can be expressed in formal and systematic format and shared in the form of data. Tacit knowledge on the other hand is more subjective and experience based and not visible and thus not easily expressed or communicated. There is abundant research describing how Knowledge Management is being successfully practised in large companies, but little on what success factors are necessary for efficient Knowledge Management in small or new orgranizations. The barriers faced by the smaller construction organizations to effective knowledge management can be identified as:

In order to understand knowledge management, it is important to start by defining what knowledge is. Knowledge is the full utilization of information and data, coupled with the potential of people's skills, competencies, ideas, intuitions, commitments and motivations. In today’s dynamic and complex business environment, the desire for knowledge has increased even more with the scope and content changed dramatically, often spreading outside the organization.

On the opposite view in the second part，Recent studies suggest that knowledge sharing can be advanced through bridging both KM and HRM fields (Oltra, 2005).The author’s conclusion is that in order to achieve efficient knowledge management organization system, organization should do the argument depend on the dubious and gratuitous assumption that KM- HRM practices bring positive affect on the organization. However the mere fact does not necessary represent that sharing knowledge based on the combination of KM and HRM practices. Thus, given these possible scenarios, the fact is Knowledge management- related human resources (HR) do come into extensive, proves nothing about knowledge sharing could be advanced. Meanwhile, the results suggest that collaborative human resource management practices have a direct positive effect on employees’ knowledge sharing behavior (Iqbal, Toulson & Tweed, 2015). Surprisingly, the authors find that employees’ knowledge sharing behavior is independent of reward systems and employees’ recognition.

Presently, knowledge is being recognized as one of the significant assets for Information Technology (IT) organizations particularly, project knowledge. The Organization will lose project knowledge when a key employee leaves during project or after a project. This problem leads IT organization to develop effective solutions for capturing, transferring and disseminating individual employee’s knowledge (Suresh and Egbu, 2012). Projects are defined as temporary operation, non-routine endeavors limited by scope of time, cost, quality and resources. It is undertaken to create a unique result in order to design to meets business case (PMBOK, 2013). So, during the project timeframe new knowledge will be produced, including technical knowledge and project knowledge. According to Hanisch et al. (2009), knowledge comes from learning processes that are processed and developed individually in human brain. It refers to the set of experiences, skills, circumstantial information, and methodologies that are applied to deal with problems. Project knowledge is referred to knowledge within and about project. It describes an overview landscape of a project (Frey et al., 2009). In a project-based environment, knowledge is embedded in the scope definition, project documents, final report, conferencing documents and procedure of controls,