mgt of PROJECT knowledge and experience

mgt of PROJECT knowledge and experience - Management of...

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Management of project knowledge and experiences Georg Disterer Introduction The importance of excellent performance in the management of IT projects is growing. Increasing environmental pressures and uncertainty, shrinking time frames for IT projects, decreasing time to market for project results and high quality requirements make effective and efficient management of IT projects a critical success factor of many companies. Knowledge and experiences from IT projects are an important resource for following projects because IT projects solve innovative and interdisciplinary tasks. But the use of project organization and project teams results in decentralization and knowledge fragmentation. After finishing the project team members are spread all over the company, project documentation is stored in some folders without retaining the essentials for later use. But competencies and skills built up by the members of the project teams should remain within the companies after the end of the projects and should be available for following projects. The broad range of relevant knowledge and experiences resulting from projects may be depicted by some examples: . Working experiences with a new software tool or a new release of a tool, that has been used for the first time within a company; this may result in special knowledge like tips for customizing the software and useful templates or experiences about strengths and weaknesses of the software. . Knowledge and insights about business procedures and dependencies, which are identified and documented during analysis and requirements engineering. . Knowledge and experiences regarding the cooperation with external partners (like suppliers, subcontractors, research partners etc.) and detailed knowledge about the cooperating enterprises: special skills, key competencies, strengths and weaknesses, timeliness of delivery, accuracy etc. Some actions to prevent the loss of knowledge and experiences are known from the literature. However, only a few firms manage systematically to identify and transfer valuable knowledge from projects to following projects. ``Project information is rarely captured, retained, or indexed so that people The author Georg Disterer is Professor, Department of Business Administration, University of Applied Sciences, Hannover, Germany. Keywords Knowledge management, Project management, Development Abstract Modern organizations have to react fast and be flexible to innovative and interdisciplinary questions. Therefore organizing by projects is on a strong increase, because projects are accepted to be learning intensive organizational forms. But the boundaries between projects and the permanent organization are strong barriers for knowledge and experiences gained in projects. Knowledge management functions have to handle the knowledge and experiences from projects. Electronic access
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mgt of PROJECT knowledge and experience - Management of...

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