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Featured Articles

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

The case for diversity in project management

Not so long ago, the biggest cohort of project managers was engineers close to retirement. Today, project management draws practitioners from all walks of life and diversity has proved beneficial for the discipline.

June 17, 2020

AIPM celebrates 20 years of project excellence

The Australian Institute of Project Management (AIPM) has launched its 2020 Project Management Achievement Awards (PMAAs), the annual accolades recognising project excellence and the people behind them. Established by AIPM in 2000, the awards exist to recognise, honour, and promote outstanding achievements in program and project leadership. This year marks its 20th anniversary, a significant […]

May 21, 2020

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

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
Latest Posts

Synergy between tacit and explicit knowledge—Andrew Dahal

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)

June 12, 2016