CQU Project Management education
Featured Articles

Design and Building Practitioners Bill not adequate for projects, says AIPM

The Australian Institute of Project Management (AIPM) has submitted its responses to the draft legislation of the Design and Building Practitioners Bill 2019 and Building Stronger Foundations Discussion Paper, stating it does not extend compliance far enough.

December 9, 2019

Why AI is project management’s next paradigm

Either embrace artificial intelligence as a new paradigm for project management, or risk being left behind by those who do, writes David Porter.

December 9, 2019

Providing risk infrastructure to support opportunity management

Failure to provide an appropriate level of risk infrastructure can cripple risk management in an organisation. Too little support makes it difficult to implement the risk process efficiently, while too much infrastructure adds to the cost overhead.

September 12, 2019

The debate: Agile versus Waterfall

The longstanding rivalry between Agile and Waterfall processes is really over the primacy of scope in a project. Which is best? Two advocates plead their case.

September 12, 2019

First nations initiative leads to NAWIC project management win

Brooke Emmett of construction company Fulton Hogan has been named Project Manager of the Year at the National Association for Women in Construction (NAWIC) Awards for Excellence.

September 12, 2019
Latest Posts

The importance of effective knowledge management and conversion—Alice Chivell

The importance of effective knowledge management and conversion: A reflective paper drawing on lessons learnt from a case example

This paper highlights the challenges projects can face when there is not sufficient monitoring, planning and action taken regarding knowledge management and conversion. Explicit knowledge is seldom enough in the project management arena and tacit knowledge is also required for optimum performance. Tacit knowledge comes from a combination of experience, values, context and intuition and is not easily or readily shared. This paper uses a case example to highlight project setbacks and barriers experienced when important tacit knowledge is not effectively harnessed, converted and shared amongst the project team. Reflecting on the case example, the lessons learnt and actions taken, provides examples of how projects with knowledge conversion issues can overcome the barriers and improve performance. The paper discusses the complexities of power, insecurity and trust when it comes to harnessing and sharing knowledge and ways to address this. It explores a systematic and deliberate way to effectively manage knowledge, drawing on models and processes such as the SECI Knowledge Conversion Process. The paper concludes by discussing the advantages and disadvantages of knowledge management and conversion in projects, acknowledging that despite challenges a focus on these processes ultimately leads to performance improvement and increased project success.

Author: Alice Chivell
Review status: Postgraduate assignment (University of Technology Sydney)

February 18, 2018