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Edited Book No access
Convergence of Project Management and Knowledge Management
Editors:
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Publisher:
2010
Summary
Knowledge is power, but this is especially true for teams carrying out a project. As in other arenas, the effective use of knowledge is possible only if it is readily accessible, well organized, properly analyzed, and competently disseminated to meet the project needs. Knowledge gained from project failures or successes is vital for the long term sustainability of organizations to compete in the business environment. This book focuses on the proper access and delivery methods for explicit knowledge in projects and also concentrates on tacit knowledge unknown and unavailable to most people in project environments.
Every project is unique with start and end dates, detailed project plan, budget, schedule, human resources, and deliverables, and all these areas have a high volume of rich knowledge. Knowledge is created and flows through all nine project knowledge areas: Project Integration Management; Project Scope Management; Project Time Management; Project Cost Management; Project Quality Management; Project Human Resources Management; Project Communications Management; Project Risk Management; and Project Procurement Management.
This book discusses the benefits of managing knowledge in projects and provides techniques that will increase the rate of return on projects. Addressing strategy and deployment issues, this volume also provides case studies, making this an invaluable tool for the success of projects and sustainability/growth of organizations.
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Bibliographic data
Edition
1/2010
Copyright Year
2010
ISBN-Print
978-0-8108-7697-2
ISBN-Online
978-0-8108-7698-9
Publisher
Rowman & Littlefield, Lanham
Language
English
Pages
340
Product Type
Edited Book
Table of contents
ChapterPages
Contents No access
Preface No access
Acknowledgments No access
The Road Map to the Book No access
Companies and OrganizationsMentioned in Chapters No access
Ch01. Convergence of Project Management and Knowledge Management No access
Ch02. Gatekeepers, Boundary Spanners, and Social Network Analysis No access
Ch03. The Role of Knowledge Managementin Requirements Management No access
Ch04. The Use of KM Tools and Techniquesto Reduce Coordination Problems inProject Management No access
Ch05. Success Factors for Knowledge Management in a Strategy Project No access
Ch06. Project-Based Knowledge Management No access
Ch07. A Time-Based Model of Collaboration for Knowledge Management and Project Management No access
Ch08. Preliminary Research Context for Investigating the Use of Wikis as Knowledge Management Tools to Project Management–Based Initiatives No access
Ch09. KM in Projects No access
Ch10. Knowledge Organization and the Project Management Process No access
Ch11. Managing Knowledge in Projects No access
Ch12. Aligning Knowledge Strategy with Project Characteristics No access
Ch13. The Role of Organizational Storytelling in Successful Project Management No access
Ch14. Friended, Tweeted, Posted No access
Ch15. Constructing Business-Oriented Knowledge Organization Systems(BOKOS) No access
Ch16. Leveraging Information and Knowledge Assets for Project Work No access
Ch17. Knowledge Management at Infosys No access
Ch18. Knowledge Management in Software Service Projects Ecosystem No access
Yusif Idies, Sven Bergmann, Kathrin Eitel, Friederike Gesing, Tobias Gumbert, Johanna Kramm, Stefan Laser, Aleksandra Ross, Nicolas Schlitz, Sarah Schönbauer, Waste in Motion-Kollektiv
