Success factors of knowledge management in temporary organizations

The prevalence of temporary forms of cooperation and project-based work is increasing. Likewise, the knowledge-intensity of work contents is growing. However, the unique and temporary nature of projects and programs does not support knowledge transfer from, between and within projects.This research aims at spotting success factors of knowledge management in temporary organizations. Based on a cross-industry sample with 414 organizations, we apply the partial least square (PLS) method to test the influence of cultural, organizational, structural, and process-related factors on knowledge management effectiveness.Besides IT-support and formal elements of the organization, it is cultural factors that strongly influence knowledge management success. In temporary organizations they compensate for the lack of organizational routines and organizational memory. Our results contribute to a more differentiated understanding of knowledge management in project environments.     

Project management office a knowledge broker in project-based organisations

Current research into project management offices (PMOs) has stressed the PMOs' potential to act as knowledge brokers between projects, and between project and top management. Nonetheless, the literature does not provide sufficient evidence of the brokering role of PMOs. The research reported here aims to examine PMO's functions from a knowledge sharing perspective and explore whether or not these functions reflect the knowledge sharing needs of project managers (PMs). These issues are investigated through a cross-case analysis of seven organisations. The main contribution is insight into how PMs share knowledge and awareness of the need to structure PMOs to align with PMs' nature, needs and expectations in order to improve knowledge sharing in PBOs. Finally, some practical steps for helping PMOs to better adapt their functions to the needs of PMs and their learning and knowledge sharing style are proposed.     

Managing knowledge and knowledge competences in projects and project organisations

While project organisations have become common, knowledge management of project organisations are still largely underdeveloped. Nevertheless, project organisations require particular systematic and effective knowledge management if they are to avoid knowledge fragmentation and loss of organisational learning. This study deals with knowledge management and knowledge competences in project organisations, particularly framework programmes. In addition to a literature study, two programmes and a review project have been studied. Finally, a Learning Programme Model is presented.     

Project management knowledge and skills for green construction: Overcoming challenges

A competent project manager is vital to project success. While many studies have examined competency of project managers, few have done so in the context of green construction. Therefore, this study aims to identify challenges faced by project managers who execute green construction projects and to determine the critical knowledge areas and skills that are necessary to respond to such challenges. Through literature review, surveys and interviews with project managers, this study will help establish a knowledge base for project managers to be competitive and to effectively execute sustainable projects.     

Outstanding knowledge competences and web 2.0 practices for developing successful e-learning project management

The article deals with the knowledge competences that a project manager has to develop to succeed when using the new web 2.0 environments. In order to achieve this, a literature review of the main leading e-learning models is carried out, along with a study of the key factors that affect project performance positively. The new Web 2.0 environments invite us to an alternative reality where the use of its tools can offer new possibilities in the development of e-learning projects, identifying under what conditions value is added: efficiency, innovation, complementarity and loyalty. As a guide of new researches, we conclude that the project manager must modify the existing key competencies (Pedagogical, Management, Technical and Social ones) and to develop new ones based on knowledge management to be successful in managing this web 2.0 e-learning project.     

Developing a knowledge map for construction scheduling using a novel approach

A knowledge map is a vital tool for better knowledge management and learning. While application of knowledge maps in the construction domain remains in the initial stages of development, the construction industry is experience-oriented and therefore suited to knowledge maps. This study presents a novel approach for developing a knowledge map for construction scheduling. According to framework-based classification, this study utilizes a science-specific search engine to search for literature on construction scheduling knowledge. Search results are then used to develop a file cabinet knowledge map consisting of a contour map, and several trend and density charts. This map representation compensates for the lack of various meanings in a single knowledge map. For novices interested in learning construction scheduling knowledge, results of this study provide constructive information to know the key issues and research trends in the construction domain. In summary, this study presents a suitable procedure for extracting knowledge from public knowledge sources for development of a knowledge map. The proposed approach can be used for rapid generation of knowledge maps.     

How knowledge management impacts performance in projects: An empirical study

This paper develops theory and tests the relationships between knowledge management and various aspects of performance in IT-enabled business projects. The proposed theory posits that knowledge management is instrumental to Project Performance when mediated by a new concept, Knowledge Alignment. The research model is tested on survey data from 212 IT-enabled business projects. Findings show that project managers who achieve Knowledge Alignment among the people and the artefacts from three parts of the project – the IT team, the business change team, and the governance team – can have a significant positive impact on the achievement of business value from the project. Achieving higher levels of Knowledge Alignment is shown to have no significant negative impact on attainment of schedule and budget targets. This is the first statistical study to demonstrate the effect of knowledge management and Knowledge Alignment on the attainment of project management targets and of business value in IT-enabled projects.     

Knowledge management and project-based knowledge in it projects: A model and preliminary empirical results

In this research, we investigate how IT-enabled business projects can be managed to contribute value to the client organization. We take a knowledge view of this issue, and conceptualize knowledge management as a three dimensional concept comprising knowledge stock, enabling environment and knowledge practices. We suggest that knowledge management enables the creation and alignment of three types of project-based knowledge that are critical to achieving desired business outcomes: technical design knowledge, organizational change knowledge and business value knowledges     

Enhancing knowledge exchange through web map-based knowledge management system in construction: Lessons learned in Taiwan

Knowledge management involves creating, securing, coordinating, combining, retrieving and distributing knowledge. Knowledge can be reused and shared among engineers and experts to enhance construction processes and decrease the time and cost of solving problems. This study presents a novel and practical method to capture and represent construction project knowledge by using network knowledge maps. Network Knowledge Maps (NKM) gives users an overview of available and missing knowledge in core project areas, enabling tacit and explicit knowledge to be managed appropriately. This study addresses application of knowledge management in the construction phase of construction projects, and presents a construction Map-based Knowledge Management (MBKM) concept and system for contractors. The MBKM system is then utilized in selected case studies involving a High-Tech factory building enterprise in Taiwan to verify the proposed methodology and indicate the effectiveness of sharing knowledge, particularly in the construction phase. Knowledge can be captured and managed to benefit future projects by effectively utilizing information and web technologies during the construction phase of a project. The results of this study demonstrate that an MBKM-like system can be applied effectively in knowledge management systems in the construction industry by using map-based knowledge management and web technology.     

A meta-analysis of brokering knowledge in project management

Brokering knowledge is a fast growing innovative and important research theme in the project management environment. The current paper analyzes and classifies the research on knowledge brokering and knowledge transfer in project management published in the leading journals over the last decade. An array of classifications was implemented on the articles in order to identify patterns and themes of interest. The findings indicate that this field of research is rapidly developing, mainly in the engineering and information technology sectors. It was revealed that many studies are based on qualitative research methods and that research is focused on understanding knowledge transfer between individuals rather than groups. Contemporary issues of study include developing tools for knowledge transferring, understanding the unique characteristics of knowledge transfer in global projects, and discussing the social aspect of brokering knowledge. These subjects are probably expected to gain research attention in the following years.     

浅谈承包商对工程项目的管理

阐述了工程项目管理在工程建设中的重要性。提出承包商在工程建设中 ,只有建立完善的组织结构 ,实现对项目的系统控制、过程控制和合同控制管理 ,才能有效地实现项目目标     

User and developer common knowledge: Effect on the success of information system development projects

Since Information Systems Development (ISD) project success is difficult to achieve and the literature has shown the relationship between IS developer skills and system success is mixed, this paper isolates and studies the knowledge shared by users and developers and its interaction with group solving practices that may lead to ISD project success. We evaluate developer’s knowledge of application domains and user knowledge of IS development along with the level of group problem solving among users and developers as related to the ultimate success of the project. A survey of 168 ISD professionals indicates that a combination of both user knowledge of IS development and IS developer knowledge of application domains had significant impact on successful project outcomes. The magnitude of this success is moderated by the level of group problem solving activities held by the project implementation teams. Up to a certain point, the more group problem solving interaction the more successful the project outcome. However, if knowledge redundancy is very high then exchange of knowledge is not so essential.     

Effects of risks on the performance of business process outsourcing projects: The moderating roles of knowledge management capabilities

Although business process outsourcing (BPO) can reduce cost and enhance the competitiveness of firms, the implementation of BPO projects is unsatisfactory. By integrating knowledge management capability theory and risk-based view, we develop a model of how different types of BPO risks affect project satisfaction and how knowledge management capability changes the influences of BPO risks. A survey of 121 BPO projects was conducted among BPO client department manager and project manager through a pairwise design. Empirical evidence reveals that social system, technical system, and project management risks negatively affect BPO project satisfaction. However, cultural, technological, and structural levels of knowledge management capabilities weaken the negative risk effects of social system, technical system, and project management, respectively. Different types of risks and knowledge management capabilities should be matched to achieve effective risk management.     

Revealing bank lending decisions for contractors in Hong Kong

Banks’ conservative attitude towards construction loan applications has been considered as the biggest obstacle to contractors’ business development. The objective of this research is to explore and understand banks’ perception on contractors’ borrowing in Hong Kong through three stages. First, a framework that classified a set of criteria on loan application assessment was formulated. Second, a questionnaire survey was conducted to determine the key criteria by testing the theoretical framework with a number of banks. Third, a number of bankers were interviewed to explore the reasoning behind the tested framework. The paper presents findings on how banks have processed and evaluated contractors’ loan applications. Further, similar lending policies adopted by international banks in Hong Kong would also be applied internationally. Accordingly, the findings would help contractors, not only in Hong Kong but also internationally, to find ways to enhance the success of their loan applications.     

Scenarios for applying RFID technology in construction project management

Radio Frequency Identification (RFID) technology has been widely applied in various areas such as retail, electronic transaction, logistic and supply chain management, scientific research, security, etc. It has brought about great benefits in these areas through improving real-time information visibility and traceability. However, a widespread application of RFID in the construction industry has not taken place. One possible reason is that construction practitioners may have not been fully informed of its potentials. This paper aims to investigate various scenarios that can illustrate the uses of RFID technology in construction project management. The research starts from a brief summary of recent developments of RFID technology in different industrial sectors including construction. 16 researchers were split into 3 groups to investigate how RFID can be used in the management of materials, men, and machinery (M³) for construction projects. Perspectives for future studies are proposed in order to fully realise the potentials. The research encourages a wider adoption of RFID technology in improving current PM practices. It also provides academia with a platform for further exploring the innovative uses of RFID technology in construction.     

AI智能安全管理系统在水泥企业的实际运用

研究表明,发生安全事故96%与人员的违章和不安全行为有关,人的不安全行为管控是企业安全管理的重点,同时也是难点,在企业实际安全管理中,常常面临人手不够,不能全时段监管,监管刚度不足,违章处理滞后等问题,导致安全管理效率低下或者无效,留下很大的安全隐患。通过人工智能安全管理系统的使用,可以“全天候”,“同尺度”,“全流程”管理,从而减轻人员工作量,提高生产安全监管力度,及时发现和处理违章,杜绝和降低不安全行为,避免安全事故发生。     

Impact of customer integration on project portfolio management and its success—Developing a conceptual framework

The growing number of company projects requires comprehensive management, project portfolio management (PPM), for strategic alignment and efficient use of resources. In parallel, companies face customers demanding higher value, and joint value creation with customers is considered a key success factor in the future. Project portfolios delivering products and services for customers implicate a link between PPM and an increased customer focus. Combining the research fields of marketing and PPM for the first time, this study proposes customer integration into PPM. I develop a framework describing the impact of customer integration into PPM on project portfolio success mediated through relationship value. Furthermore, the study describes relevant aspects for customer integration on the project portfolio level and identifies interfaces for cross-functional integration of a customer portfolio representative within the PPM process. The findings and limitations of this study are discussed, and further research is suggested.     

Best practices for organizational change management within electrical contractors

Few studies have investigated best practices for organizational change management (OCM) within the electrical contracting industry. This study had two research questions: first, to determine whether there is a relationship between electrical contractor usage of OCM practices and successful change adoption; second, to identify whether electrical contractors have recommendations for how to effectively implement OCM practices within their companies. The first research question was assessed via a national survey of 94 electrical contractors who had recently adopted an organizational change. The second question was explored through 11 in-depth interviews of electrical contractors who had implemented organizational changes such as prefabrication, management team realignment, new software, paperless mobile technology, payroll automation, and entering into a new market. Results showed OCM practices were associated with successful change adoption. OCM practices that had a direct association with successful change adoption included change agent effectiveness, a realistic timescale, providing change-related training, senior leadership commitment, measuring performance benchmarks, providing sufficient resources, and effective change message communication. Interviewees recommended best practices for executing these OCM practices. Contributions include being the first study to investigate OCM practices specifically within the electrical contracting industry and identification of how practitioners can implement OCM practices for their change initiatives.     

浅谈施工项目管理信息化建设

信息化建设是建设项目施工过程管理的迫切需要.本文分析了施工项目管理信息化的必要性,并探讨如何建立施工项目管理系统.     

Users as knowledge co-producers in the information system development project

This study investigates the role of users as knowledge co-producers in different stages of the information system development project. Data collected from 269 IS professionals supported our hypotheses that common knowledge has an impact on requirement determination, which, in turn, leads to better project performance. User-IS relationship can substitute the effect of common knowledge on requirement determination in the design stage and user review can ensure that the obtained requirements are actually carried out by developers in the development stage. As a result, higher project performance can be obtained. Discussion of the results and conclusions is also provided.