Case Studies in Knowledge Management

Where Knowledge Management Resides within Project Management 149

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Table 1 summarizes the major knowledge processes within Engineering Consulting
XYZ, and the methods and artifacts associated with it. The knowledge processes are also
related to major stages from the PMBOK project management methodology (Project
Management Institute, 2000).
As highlighted in Table 1, within these projects tacit knowledge and social networks
play the most crucial role both in terms of knowledge creation and reuse. However, explicit
knowledge may have been used more widely if a system allowing contextual searches was
used (a knowledge management system is in the process of being implemented within the
company). The culture of Engineering Consulting XYZ encourages the use of knowledge
transfer and reuse tacitly at an informal level. For a knowledge management system to
be used extensively, a culture (and processes) that fosters the use of formal knowledge
would need to be implemented. One of the people interviewed stated that
There is a need to change culture to rely on systems and get people used to the idea
of collective learning and sharing it.

CURRENT CHALLENGES

FACING THE ORGANIZATION

Knowledge management is a key enabler for Engineering Consulting XYZ to
maintain and improve its competitive advantage, reduce project costs, and remove the
cost of duplicated learning. However, at the end of this project, the organization faced
a number of challenges to ensure that knowledge management enabled it to achieve rather
than impede its objectives.
The consulting market has become more competitive, and over the last five years,
Engineering Consulting XYZ has adopted a strategy of growth to meet the challenge.

Table 1. Knowledge creation and reuse in projects

Area of Analysis

Method(s) Artifacts Phase of PMBOK

Knowledge Creation Tacit Knowledge/

Explicit

Knowledge

Personal

Knowledge/Networks

Tender/Technical/Project

Documentation

Plan

Implementation

Knowledge Capture Formal Workshops

Informal Meetings

Web Portal/E-mail

Lessons Learned –

(Tacit/Explicit)

Meeting Minutes

Files

Closing

Knowledge Transfer Tacit Knowledge

via Mentoring/

Networks

Explicit

Knowledge

Networks (Formal/Informal)

Documentation

Plan

Implementation

Closing

Knowledge Reuse Project Review Review Process

Minutes/Notes

Plan

Implementation

How Do People

Share/Reuse

Knowledge

Informal and

Formal Networks

Mentoring

Informal and Formal

Networks

Mentoring

Plan

Implementation

Closing

Knowledge

Management

Systems

Web Portal/E-mail

Server

Server

Database

Plan

Implementation

Closing