Synergy between tacit and explicit knowledge

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.

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)

Construction in Australia steady, cost saving still elusive

Results from the International Construction Market Survey 2016 reveal that Australian cities are among the top 25 most expensive places for construction projects in the world.

Brookfield Multiplex delivers hospital project early

Construction contractor Brookfield Multiplex has delivered Byron Central Hospital, in Ewingdale, New South Wales, one month ahead of schedule.

How knowledge management bridges the project skills gap

How sound knowledge management can help bridge inevitable skills gaps in construction projects using social learning theory, by Neroshan Devakumaran.

Application of KRAs Theory—Meng Jia

Application of KRAs Theory in Concept Design Phase of a Banknote Plate-making Workshop Construction Project in China
The uncertain nature of modern society results in a complex project management context, especially in the concept design phase. There is a critical demand to focus on key areas which can directly contribute to short-term objective and assist in long-term success of project.

This reflective paper analyzes key failing factors of a construction project which relates to the Banknote Plate-making workshop in China. Based on the actual condition, the technique of KRAs is applied to identify essential management areas and performance gaps between project team and benchmark. Some measures are recommended to fill the gaps and improve performance in the future projects.

Author: Meng Jia
Review status: Postgraduate assignment (University of Technology Sydney)

Social learning theory in construction—Neroshan Devakumaran

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)

Architects, engineers and the role of the project manager

The success rate of IT projects is lower than in the construction industry. Is this because project managers in that industry are more competent than in IT? Bill Malkin investigates.