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Project Knowledge Management
- 1. DEPT. OF IT & MCA Project knowledge management Group no: 13 Padmesh agrekar : 04 Revati jalnekar : 24 Akshay kamble : 28 Sonal kumar : 52 Ameyaa vaidya: 57 Guided by: Dr. A.M.Kulkarni
- 2. Content • What is project knowledge management • Why project knowledge management is important • Types of knowledge management • Knowledge management process • The SECI model • Knowledge management architecture • Knowledge management framework • Possible issues of knowledge management • Benefits of knowledge management • Conclusion • References 2
- 3. What is PKM • Project knowledge management (PKM) is knowledge management practiced in project situations. • Project knowledge management refers to a systematic sequence of activities for organizing and information is being properly used by and accurately shared across employees. 3
- 4. Why PKM is important • Through implementing project knowledge transfer methodologies you can leverage existing knowledge in terms of completed projects and then connect your employees with the existing information technology. • Effective knowledge management reduces the burden on your project manager’s role. • a smarter workforce is built who are more able to make quick, informed decisions that benefit the company. 4
- 5. Types of knowledge management • Explicit knowledge : • This type of knowledge is formalized and codified, and is sometimes referred to as know-what It is therefore fairly easy to identify, store, and retrieve. • Explicit knowledge is found in: databases, memos, notes, documents, etc. 5
- 6. • Tacit/implicit knowledge : • It is sometimes referred to as know-how and refers to intuitive, is largely experience based. tacit knowledge is often context dependent. • Tacit knowledge is found in: the minds of human stakeholders. It includes cultural beliefs, values, attitudes, mental models, etc. as well as skills, capabilities and expertise 6
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- 8. Knowledge management process: • Knowledge management processes enable and motivate people to contribute their ideas, knowledge, and experience, to edit and to use it when needed. • The cycle takes place within a system that may be more or less structured and controlled. • Project management process knowledge includes These answer the what, why, when, how to, where, and who questions. 8
- 9. The Knowledge Management process has six basic steps assisted by different tools and techniques. When these steps are followed sequentially, the data transforms into knowledge. 9
- 10. The SECI model and knowledge conversion • It has become the cornerstone of knowledge creation and transfer theory. They proposed four ways that knowledge types can be combined and converted. – Socialization: Tacit to tacit. – Externalization: Tacit to explicit. – Combination: Explicit to explicit. – Internalization: Explicit to tacit 10
- 11. The SECI model knowledge creation spiral 11
- 12. Knowledge management Architecture • knowledge architecture is a system that allows you to connect all the bits and pieces of data scattered throughout your organization, and transform them into a powerful tool that can help you make smart effective decisions that support your priorities. • A strong knowledge architecture rests on three pillars, or disciplines, which builds upon the structures you already have in place. 12
- 13. • Knowledge Management – including the systems and processes we use to find information. • Knowledge Informatics – Knowledge Informatics are the systems through which we access the data • Knowledge Analysis – Knowledge Analysis is the development and application of algorithms and methodologies 13
- 15. • People - Knowledge management must be prioritized within the company • Process - There needs to be a clear system for all steps of knowledge management • Technology - Technology supports knowledge management • Governance - The organization’s governance must prioritize and reward knowledge sharing. 15
- 16. Steps of PKM • KM consists of the following steps: – Identification of needs – Identification of knowledge resources – Acquisition, creation, or elimination of knowledge related resources/processes/environments – Retrieval, application and sharing of knowledge – Storage of knowledge 16
- 17. Possible issues in PKM • finding ways to efficiently capture and record business knowledge • making information and resources easier to find • motivating people to share, reuse and apply knowledge consistently • aligning knowledge management with the overall goals and business strategy • choosing and implementing knowledge management technology • integrating knowledge management into existing processes and information systems 17
- 18. Benefits of knowledge management • More efficient workplace • Faster, better decision making • Increased collaboration • Building organizational knowledge • Employee onboarding and training process is optimized • Increased employee happiness and retention, due to the valuing of knowledge, training, and innovation • Knowledge management is an important tool in any company that wants to increase their bottom line and market share. 18
- 19. Conclusion • Knowledge management is an essential practice for enterprise organizations. • Organizational knowledge adds long-term benefits to the organization in terms of finances, culture and people. • All mature organizations should take necessary steps for knowledge management in order to enhance the business operations and organization's overall capability. 19
- 20. References • https://www.knowledge-management-tools.net/knowledge-conversion.php • https://journals.sagepub.com/doi/pdf/10.1177/2168479016664773 • https://tconglobal.com/knowledge-architecture-definitions/ • https://www.thecloudtutorial.com/knowledge-management-process/ • https://www.getguru.com/reference/what-is-knowledge-management 20
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