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Featured Articles

Project insights: Trevor Doornbos

The events of 2020 have accelerated the uptake of software systems for project management. Aprika’s new sales director Trevor Doornbos shares his insights on what happened in 2020 and what’s to come.

December 2, 2020

Government funding supports better project delivery

Brisbane start-up Endeavour Programme has received $740,000 in Federal Government funding for Octant AI, to tackle cost and time overruns in projects of all types.

December 2, 2020

AI and the future of project management

Within the project management space, AI has already begun to take over some of the routine administration tasks. Dr Greg Usher takes a futurist perspective of the profession and how it may change over the next five to 10 years.

October 14, 2020

Remote workers prefer trust over technology

It’s something project managers working with remote teams have always known: it is more effective to build a working relationship based on trust than to rely on surveillance technology to monitor team members’ productivity.

October 12, 2020

Flexibility is key to post-COVID work practices

Research conducted by global recruitment firm Robert Walters shows that Australia still has traditional working barriers to overcome if flexibility is to become the ‘new normal’ in a post-COVID world.

July 2, 2020
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

Why do projects not succeed when project governance is not formalised?—Vanessa Sore

Why do projects not succeed when project governance is not formalised?

Barriers exist at both the project and organisational level. These barriers influence the organisation’s aptitude to successfully implement and execute projects, as well as the overall performance and market penetration of the organisation. This paper aims to critically reflect upon the current barriers at the project and organisational level within a large Australian financial services organisation. The reflection identifies three key barriers at the project and organisational level concerning the lack of: formal project-based structure; project methodology familiarity and skilled project managers; and open dialogue prohibiting collaboration. Moreover, this reflective practice has allowed recommendations to be made to adjust governance structures to improve project performance and progress towards achieving organisation objectives. A new governance structure is recommended in pursuit of: implementing a formal project-based structure, embodying support from a Strategic PMO to bring accountabilities and opportunities amidst the organisation into line; aiding better education and appreciation of project management methodology with ongoing support from a Tactical PMO; and adopting effective communication. Thus, the paper outlines the importance of these recommendations to assure project governance ownership and liability across the organisation to achieve project success.

Author: Vanessa Sore
Review status: Postgraduate assignment (University of Technology Sydney)

February 18, 2018