Although project management maturity in Nepal is in its early stages, the idea of capturing tacit and explicit knowledge in order to help project managers better manage projects has been well-received, writes Andrew Dahal.
It might sound like something that lurks in damp soil, but process ROT is actually becoming a widespread problem for many organisations, writes Ivan Seselj. Here’s how to avoid using redundant, obsolete and/or trivial information.
The most common cause of ineffectiveness in lean projects comes from the inability or unwillingness to learn from past experiments. Zach Nies outlines six common mistakes of lean practitioners and how you can avoid them.
Even mature organisations can improve reflective practices in their projects, Denise O’Sullivan discovers in examining the lessons learnt process in an aircraft management company’s software development and organisational change project.
Tacit knowledge in the workplace entails the transfer and communication of skills and competencies that are hard to quantify, a challenge in projects as they allow less time for this type of knowledge transfer, according to Brenton Conway.