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Articles Tagged 'knowledge management'

  • Improving project performance through tacit knowledge sharing—Katja Sinning
    knowledge understanding

    Improving project performance through tacit knowledge sharing in a multimedia project

    This paper is using a case study to analyse how a project team can improve their performance through tacit knowledge sharing. The project owner is a network trying to promote collaboration between media industry students, professors and professionals as well as cross-media collaboration. The project team consisted of students and professors from different universities’ media degrees. The project scope was to report (in form of articles and video interviews) from a festival that brings together high profile professionals working in the media industry of Germany. Through performance appraisal, a knowledge gap between the team members’ actual and optimal performance was identified. The need for performance improvement was thereby established, for which the team had about three weeks to accomplish. The approach of the project team was to train members through workshops, practice runs and a group trip. The topic of knowledge management is explored in order to understand how it impacts on performance improvement. By analysing different types of knowledge (i.e. explicit and tacit knowledge) and knowledge creation it is established that creating and transferring tacit knowledge was a top priority for this project. Tacit knowledge being internal, hard to articulate and therefore hard to transfer is analysed in regards to enabling factors. It is found that interpersonal interaction and trust are crucial factors for tacit knowledge sharing. Trust being enabled by common goals, information sharing, frequent social interaction and emotional bonds is explored. During the analysis, it is demonstrated how the project’s approach was providing these enabling factors of tacit knowledge sharing and trust, and thereby improved the team’s performance.

    Author: Katja Sinning
    Review status: Postgraduate assignment (University of Technology Sydney)

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    Whitepapers
  • The importance of effective knowledge management and conversion—Alice Chivell
    Adding to the project management body of knowledge

    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)

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    Whitepapers
  • Synergy between tacit and explicit knowledge—Andrew Dahal
    reflection construction

    Synergy between tacit and explicit knowledge: Key to effective project management, a case of Nepal

    In projects undertaken in a country like Nepal, specifically in the construction sector, the idea of knowledge management has been a burning issue for a considerable amount of time. Standard project management practices in Nepal being at the early stages, the idea of accommodating tacit and explicit knowledge with a view to assisting project managers and their team in better managing the projects is proposed which is also viewed as being able to set an example for the upcoming project leaders. Significant number of researches have shown the benefit of synergy between tacit and explicit knowledge in case of project setting and also in organizational setting as well. Despite the differences that occur among the subject matter experts working together in projects, consideration of how knowledge is acquired and how the context of the situation could play a decisive role in people applying their knowledge into action paves a way for effective project management. The paper focuses on the reflection of an event that had occurred in a construction project in Nepal and addresses how consideration of use of both tacit and explicit knowledge would have helped to improve the situation. Also the paper briefly highlights the mindset of project managers in a high-power distance culture and its effect on the execution of projects.

    Author: Andrew Dahal
    Review status: Postgraduate assignment (University of Technology Sydney)

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    Whitepapers
  • Telling the story of the project
    communication story reflection

    What is the role of narrative and storytelling in reflective practice? How can these skills and tools be used to improve knowledge management across projects? Michael Morrison’s paper discuss the art of storytelling, leadership and more.

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    Communication
  • Improve Performance Through Reflective Practice and Knowledge Sharing In Project Management—Shan He
    reflection writing journal

    Improve Performance Through Reflective Practice and Knowledge Sharing In Project Management
    It becomes increasingly crucial for organisations to make improvement in such a competitive environment. Being adaptive to the changing market can be acquired through enhancing competence of organisation members and improving the collaboration of whole organisation. Therefore, reflective practice can be perceived as an efficient and simple approach for either organisation or individual to promote performance improvement and learning process while knowledge sharing can provide an easy access for members to exchange knowledge information and make improvement.

    This paper will focus on how reflective practice and knowledge sharing enable organisation to improve performance and learning. Reflective practice can be applied through many tools and techniques, which need to be tailored within different organisational context. With respect to knowledge sharing, the most challenging aspect is the process of converting tacit knowledge to explicit knowledge, where can create a collaborative and dynamic environment for organisation to make improvement. There will be a project case that author involved with during working experience to illustrate how the project was managed using reflective practice tools while advantages, problems, lessons learnt are identified through the application of reflective journals. An improved outcome will
    be demonstrated if the ‘Gibbs reflective cycle’ could have been applied into the project.

    Through the reflection analysis of the project case, it is found that reflection becomes effective when applying theory into practice and knowledge sharing can bring an improved outcome. In organisation, learning to make improvement comes effectively from reflecting on experience.

    Author: Shan He
    Review status: Postgraduate assignment (University of Technology Sydney)

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    Whitepapers
  • Communities of Practice—Chenxi Zhu

    Communities of Practice
    The aim of this essay is to describe how a community can approach a project goal and what project knowledge is shared in an architectural project. The knowledge exchange is a social process contingent on histories in project management. It indicates the tacit knowledge and explicit knowledge in the architectural area and also how these transfer and how to spread from the individual to team.

    First section of this article is to introduce the background of the project. This architectural project is a serious and great Chinese government project. The requirement of this government project is to build a community building on a public site with a limited space areas of building. In this project, there are some issues to influence the project delay or out of control because of the situation of project. Some of these are related to the communication and some of these are related to the leadership.

    The second part indicates some reflection of this project and how to solve some problems, and it also presents the how to make a combination of the different culture knowledge. I explain some previous factors that influence this project. Simultaneously, it presents the methodology of the knowledge transferring and sharing, because this project is transfer from another team in the architectural company. This section also shows the influence of leadership. A good leadership led the project success.

    Overall, the main issues are included the leadership, communication and knowledge sharing. In the
    conclusion, all issues belong to the whole community.

    Author: Chenxi Zhu
    Review status: Postgraduate assignment (University of Technology Sydney)

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    Whitepapers