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Articles Tagged 'reflection'

  • 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
    process_architecture

    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
  • Project Performance Improvement—Mohammad Rahim Sidiqi
    continuous_improvement

    Project Performance Improvement
    Project performance improvement is the concept of enhancing the effectiveness and effectiveness of a project. It is a gradual process, which should be undertaken by all the stakeholders within a project. There are various techniques, which are adopted and implemented in the project performance improvement. These include performance drivers, learning to perform, the project context, performance techniques, practice improvement, and performance improvement.

    This paper addresses the concept of performance techniques as they are applied in the completion of a particular project. The project, in this case, is the construction of a residential 12 apartments building. The contractor responsible for undertaking the project was Afghan Reconstruction and Development Unit (ARDU) under the management and leadership of Mr. Zia, the project manager. The project team applied various performance techniques. These include the reflection, reflection strategies, collective reflection, reflective journal and reflective assessment. They included reflecting on the previous experiences and recorded knowledge and used it as a basis on improving the current performance. These performance techniques significantly improved the outcome of the project. However, the company needs to implement more effective strategies. The reason is that it failed in time management and operation within the budget.

    Author: Mohammad Rahim Sidiqi
    Review status: Postgraduate assignment (University of Technology Sydney)

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    Whitepapers
  • Reflection on project reform—Jacob Silver
    reflection_thoughts

    Reflection on project reform
    With reasons for project failure remaining unchanged since Harvard Business School first published the common causes, organisations are faced with situations where the focus is less about what the causes of failure are but rather what the early warning signs are and what are the response mechanisms. It’s imperative that as project managers we put in place tools to recognise the early warning signs of project failure and implement strong processes to reform projects that are on the path to failure.

    This paper examines the process of change that a large and complex relocation project went through during the early stages of project failure. The paper discusses several failed attempts at change and the eventual process that got the project back on track and allowed the team to achieve immediate and ongoing success. The tools used to improve success include critical reflections, the discovery of common themes through the use of affinity diagrams and the use of personality traits to assign roles. The key lessons learnt were shared and this allowed the team to continue its success and ultimately restore faith with their client and secure future business.

    Author: Jacob Silver
    Review status: Postgraduate assignment (University of Technology Sydney)

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    Whitepapers
  • Social learning theory in construction—Neroshan Devakumaran
    brainchild

    Application of social learning theory to boost technician skills and performance in a construction project
    Skilled labour force is an essential part of a construction project. Every construction project has different phases. Transitioning between phases dictates the need for different skill sets and it is crucial that every organisation manages its labour resource efficiently to avoid skill gaps that could lead to its downfall in this highly competitive world. Being constrained by a limited labour force with a significant skill imbalance during the transitioning of two phases, the author had to come up with a plan to alleviate this situation by training the unskilled technicians within a short period of time due to the steady increase of tasks and multiple end dates. The author created a strategy to train them within a month while steadily increasing the pace of work. Using the modelling process of a social learning theory with other learning styles incorporated in parts, the author was able to eventually fill the skill gaps necessary for the next phase within the planned time. The author eventually provides a reflection on the methods used by him that proves that although the techniques were efficient, there is room for improvement.

    Author: Neroshan Devakumaran
    Review status: Postgraduate assignment (University of Technology Sydney)

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    Whitepapers