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Convergence of Project Management and Knowledge Management Edited by T Kanti Srikantaiah Michael E D Koenig Suliman Hawamdeh THE SCARECROW PRESS, INC Lanham • Toronto • Plymouth, UK 2010 10_426_01_Front.indd i 9/7/10 6:35 AM Published by Scarecrow Press, Inc A wholly owned subsidiary of The Rowman & Littlefield Publishing Group, Inc 4501 Forbes Boulevard, Suite 200, Lanham, Maryland 20706 http://www.scarecrowpress.com Estover Road, Plymouth PL6 7PY, United Kingdom Copyright © 2010 by T Kanti Srikantaiah, Michael E D Koenig, and Suliman Hawamdeh All rights reserved No part of this book may be reproduced in any form or by any electronic or mechanical means, including information storage and retrieval systems, without written permission from the publisher, except by a reviewer who may quote passages in a review British Library Cataloguing in Publication Information Available Library of Congress Cataloging-in-Publication Data Convergence of project management and knowledge management / edited by T Kanti Srikantaiah, Michael E D Koenig, Suliman Hawamdeh p cm Includes bibliographical references and index ISBN 978-0-8108-7697-2 (cloth : alk paper) — ISBN 978-0-8108-7698-9 (ebook) Project management Knowledge management I Srikantaiah, Taverekere II Koenig, Michael, E.D III Al-Hawamdeh, Suliman HD69.P75.C648 2010 658.4’04—dc22 2010014161 ϱ ™ The paper used in this publication meets the minimum requirements of American National Standard for Information Sciences—Permanence of Paper for Printed Library Materials, ANSI/NISO Z39.48-1992 Printed in the United States of America 10_426_01_Front.indd ii 9/9/10 2:32 PM Contents Preface v Acknowledgments vii The Road Map to the Book ix Companies and Organizations Mentioned in Chapters Part I: xix Introduction Convergence of Project Management and Knowledge Management: An Overview Suliman Hawamdeh, T Kanti Srikantaiah, and Michael E D Koenig Part II: Deployment Issues Gatekeepers, Boundary Spanners, and Social Network Analysis: Creating the Project Team Michael E D Koenig The Role of Knowledge Management in Requirements Management Stephanie M White The Use of KM Tools and Techniques to Reduce Coordination Problems in Project Management Miguel A Morales-Arroyo, Yun-ke Chang, and Gabriel de las Nievas Sánchez-Guerrero Success Factors for Knowledge Management in a Strategy Project Siegfried Neubauer and Franz Barachini Project-Based Knowledge Management: Improving Productivity for Knowledge Professionals on Single-Time Efforts Charles A Tryon and Suliman Hawamdeh 23 31 57 71 81 iii 10_426_01_Front.indd iii 9/7/10 6:35 AM iv Contents A Time-Based Model of Collaboration for Knowledge Management and Project Management Deborah E Swain Preliminary Research Context for Investigating the Use of Wikis as Knowledge Management Tools to Project Management– Based Initiatives Michael J D Sutton 96 122 Part III: Strategy Issues KM in Projects: Methodology and Experience A Latha, J K Suresh, and Kavi Mahesh 145 10 Knowledge Organization and the Project Management Process Joseph Kasten 174 11 Managing Knowledge in Projects: An Overview T Kanti Srikantaiah 184 12 Aligning Knowledge Strategy with Project Characteristics Joseph Kasten 207 13 The Role of Organizational Storytelling in Successful Project Management Kate Marek 218 Friended, Tweeted, Posted: Social Sharing for Project and Knowledge Management Kyle M L Jones and Michael Stephens 231 14 Part IV: Case Studies 15 16 17 Constructing Business-Oriented Knowledge Organization Systems (BOKOS) Denise A D Bedford 247 Leveraging Information and Knowledge Assets for Project Work: The World Bank Project Profile Pilot Ana Flavia Fonseca and Arnoldo Fonseca 255 Knowledge Management at Infosys: An Assessment T Kanti Srikantaiah 273 18 Knowledge Management in Software Service Projects Ecosystem: A Perot Systems Case Study C S Shobha and Bhanu Kiran Potta 297 19 308 KM and PM: Case Studies and Learnings from the Infotech Sector Madanmohan Rao Index 319 About the Contributors 333 10_426_01_Front.indd iv 9/7/10 6:35 AM Preface Projects have been in existence for thousands of years, dating back as far as Egyptian civilization and the construction of the pyramids It is only recently that project management practices have evolved to the status of a discipline with proper methodology, tools, and techniques Today, the need for efficient and effective management of projects within the organization comes about as a result of the increased competition in the marketplace Projects in organizations have grown exponentially in recent years due to globalization and open markets; today large numbers of these projects are carried out all over the world, both in the public and private sectors Organizations are continuously looking for ways to improve their knowledge management practices and seek to deploy tools and technologies in the hope of gaining an edge over their competitors and at the same time protecting their investment At the heart of all of this is an important and vital resource that is frequently overlooked or downplayed by the organization Knowledge is an important resource, and it is essential to the success of any project within the organization Managing knowledge in projects is essential not only to the success of an individual project, but also to the creation of best practices and lessons learned that will ensure organizational continuity and sustainability Knowledge management, which started to attract attention around the midnineties, has a great potential and adds value to project management in all areas and at all stages—initiating projects, managing projects, and assisting in completing projects on schedule, on budget, and with quality deliverables At the project and organizational levels, knowledge management has emerged explosively, through an interdisciplinary approach, to address the knowledge issues in projects and project management Knowledge management’s operational approach has become invaluable in the area of project management In the project environment, there are many projects that could turn into “troubled projects” and end up as failures Anecdotal and documentary evidence indicates that if knowledge management were applied in those projects, many of them would have had their risk mitigated and would not have become “troubled projects.” Also, it has become clear that if knowledge is captured properly at every stage in the v 10_426_01_Front.indd v 9/7/10 6:35 AM vi Preface cycle of a project and that knowledge is shared throughout the project life cycle, the project will benefit and the organization will benefit Knowledge management has shown the advantages of managing knowledge effectively in all nine areas of project management as specified by the Project Management Institute’s PMI Guide Project management thrives in an information- and knowledge-intensive environment Project workers have realized that knowledge in projects is power—only if readily accessible—acquired, organized, analyzed, and delivered to meet the project objectives With the advances in technology applications, knowledge management has become a fundamental necessity in project management The ability of knowledge management to focus on the proper access and delivery methods for explicit knowledge on the desktop and also concentrate on tacit knowledge of individuals, which is frequently difficult to locate and retrieve, will be extremely beneficial in project management Effective knowledge management in projects has the potential to give organizations competitive advantage, increased returns, and innovation Knowledge management for the project environment, however, has a sticky wicket to overcome Perhaps the greatest advantage to good KM in today’s projects is that it creates advantages for the management of tomorrow’s projects The problem is that in concentrating on today’s projects, it is all too easy to ignore or skimp on the KM practices that will bring advantages to tomorrow’s projects How does an organization get beyond the “one project at a time” mentality? That is a central theme that this book addresses This book captures the intricacies of managing knowledge in the project environment Chapters written by experts in the PM and KM fields cover methodologies, tools and techniques, deployment issues, strategy issues, and relevant case studies 10_426_01_Front.indd vi 9/7/10 6:35 AM Acknowledgments We would like to acknowledge the contributions of the chapter authors In this rapidly growing field of KM and its convergence to project management, this book would not have been possible without their full cooperation We would like to thank them not only for their specific chapters but also for the insights, suggestions, and guidance they have provided for the editors We also would like to thank Jayashree Srikantaiah, Luciana Marulli-Koenig, and Jacqueline Hawamdeh for their support and in assisting with the completion of the manuscript on time We would like to thank Leslie Cerkoney for preparing the manuscript as specified by the publisher We would also like to thank the editorial staff at Scarecrow, especially Martin Dillon, consulting editor, who provided valuable and timely guidance and support in the completion of the manuscript vii 10_426_01_Front.indd vii 9/7/10 6:35 AM 10_426_01_Front.indd viii 9/7/10 6:35 AM The Road Map to the Book A Thematic Guide to the Convergence of Project Management and Knowledge Management Probably very few readers other than the editors and the editorial staff will read this book in its entirety Most will come to this book with particular interests in mind and with specific information interests or needs The intent of this “road map” is to allow entry into the book by subject and theme, at a level of specificity much greater than that of a table of contents but broader and more contextually informative than that provided by a back-of-the-book index This entry route also provides an analytical guide—a road map that allows one to use the book for researching a specific subject of interest as well as for browsing and pursuing serendipity, and doing either with a real feel for the terrain One note is that while the KM literature in general talks about knowledge being either explicit or tacit, we prefer the distinction made by Keen and Tan (2007) between explicit, implicit, and tacit Explicit knowledge is that information or knowledge that is captured in documentary form Implicit knowledge is knowledge that is not captured in documentary form but that in practice could be An example might be the knowledge that despite what the organizational chart might imply, the real decision maker for that realm in that organization is Jane Doe Tacit knowledge is that knowledge that is not in practice satisfactorily captureable in documentary form An example might be the knowledge of how to shift a nonsynchromesh transmission We feel that what is described as tacit in the KM literature is often not really tacit, but implicit, as it could well be captured However, since we prefer not to rewrite what chapter authors have written, you will find both conventions used HIGHLIGHTS • The K-Index, a single aggregate measure of the state of practice of KM in a project (or business unit) that is used at Infosys, discussed in chapter by Latha, Suresh, and Mahesh A questionnaire used for compilation of the index is included as an appendix to the chapter ix 10_426_01_Front.indd ix 9/7/10 6:35 AM Index flexible approaches, 175, 180; knowledge formats, 178; plan for, 180–82; within project management, 178–80; user’s perspective, 178 See also repositories knowledge organization systems (KOS), 247, 249 knowledge portals, 160–61, 162 knowledge processes, 64 knowledge sharing, 7–10; between organizations, 210; storytelling as, 225– 26; via Web 2.0, 232–33; vs hoarding, 5–6 knowledge-sharing culture, 5–6, 54, 167, 171–72, 189; fostering, 8–11; at Infosys, 274–76; transitioning to, 192; World Bank, 194 knowledge-sharing plan, 156, 158, 159, 160, 165 knowledge-sharing sessions, 301 knowledge skills, nurturing, 303 knowledge strategies: approaching project KM, 215–16; components, and project characteristics, 209–15; generic, 208, 208–9; proactive vs reactive, 213–15 knowledge strategy, 207–8 knowledge supply chain, 147 knowledge transfer, 10, 64–65, 65 knowledge types, 13 knowledge workers: Infoscions, 273, 275, 278; as professionals, 4; single-time efforts and, 84–85 Knowledge Xchange (Accenture), 313 The KNOW Network, 308 Koenig, Michael E D., 25–26, 189, 196–97 Koskinen, Kaj U., 14 Kotonya, G., 31 Kotter, John, 228, 229 K Plugged (Infosys), 281 KPMG study, xv–xvi, xvi, xvii K-Shop portal (Infosys), 277, 281–83, 290 KSTATS, 277 Kuhlthau, Carol, 98 labor mobility, 256 Lambe, Patrick, 39, 40 leadership, 303 The Leadership Engine (Tichy), 221 learning organization, 10–11, 185 Leont’ev, A., 51 lessons learned, x, xii, 13, 15, 54, 64, 197, 201; debriefing, 17, 194–96, 204, 10_426_24a_Index.indd 325 325 292–93; information stars and social network analysis, 29–30; knowledge management in projects, 164–67, 165–66, 167; single-time efforts, 83–84; storytelling, xiv; strategy projects, 80; World Bank Group, 259 leveraging knowledge assets, 255–58: growing importance of, 255–56; obstacles for project work enrichment, 256–58 See also World Bank Group case study Levine, Jenny, 240 Lewis, Jim, 221–22, 226, 227 Liang, T., 99 Libert, Barry, 233 library science classification principles, 250 life logging, 240–41 Lim, Cher Ping, 85 Lincoln, Y S., 135–36 line of business (LOB), 250, 251 listening, 225–26 Lister, Timothy, 85, 92–93 LiveJournal, 281 LiveLink, 313 Livesley, Richard, 309 locally useful knowledge, 147, 148, 148, 156 logos, 34, 34 The Long Tail (Anderson), 242 loyalty, Mader, S., 125 Mai, Jens-Erik, 175 Majchrzak, A., 127–28 Malhotra, A., 309 management styles, 4–6, 8–9, 189, 273 Managing by Storying Around (Armstrong), 227 mapping, 53–54, 260–61; expertise mapping, 300; People Knowledge Map (PKM, Infosys), 169, 277, 280; road maps, ix–xvii, 242, 314; social network maps, 34 March, J G., 134–35 Marcus, Stanley, 228 marketplace/knowledge distribution, 79 Martins, Rui, 315 MasterMinds, 277 mathematical set theory, 250 matrix arrangement, 68 Matsushita, 10 maturity model, five-stage, 147, 148 9/7/10 12:49 PM 326 Index McKee, Robert, 220–21 Mead, Stephen P., 29 measurement, xiv, 8, 52, 148, 167, 295; of productivity, 25–26 mechanical project management environment, 14, 200 mental models, 51–54 mentoring, 289–90, 292 metadata, 110 metaknowledge, 128 methodological assumption, 135, 136 methodology knowledge, 300 Meyer, Danny, 224, 228 microlevel theory, 131 Microsoft, 234 milieu, 209–13 milieu axis, 208, 208–9 military R&D procurement, 23–24 Mills, J., 233 Mindjet, 233 Minsky, M., 41 mission, 67 Modern Project Management (Burrill and Ellsworth), 81 modular offices, 93 Mondschein, Lawrence G., 25 morphological analysis, 68 Morville, Peter, 232 Most Admired Knowledge Enterprise (MAKE) award, 146, 277, 280, 285, 308 motivation, intrinsic, 10 multiview models, 52, 54 Murthy, N R Narayana, 275 Naisbitt, John, 84 Naked Conversations: How Blogs Are Changing the Way Business Talks with Customers (Scoble and Israel), 235–36 Nardi, B A., 52 NASA, 309, 316 National Science Foundation (NSF), 109– 10 natural language, 48, 315 natural language requirements documents, 33 near transfer, 309 Neumann, 134 nodes, 68 nominal group technique (NGT), 68 Nonaka, I., 10, 11, 79, 133, 196, 197 10_426_24a_Index.indd 326 nonlinear problem solving, 14 nontext knowledge items, 178, 181 nurturing action steps, x, xiii, 301 obstacles and stumbling blocks, x–xi, xv, 3–4, 31 ontological assumption, 135, 136 ontology, 44, 44–46, 46, 53 open source content management, 236 OpenText, 313 operational centers, dispersed, 256 operational environment, 39 operations, definition, 51 opportunity through receipt (OTR), 192, 287 option discussion, 74, 75 Oracle, 314 O’Reilly, Tim, 232 O’Reilly Media, 232 organic project management environment, 14, 200 organic structures, organizational attributes, 8–9 organizational culture, 9, 26, 155, 304–5 organizational environment, 64 organizational knowledge, 83, 207 organizational memory, 63–64, 199 organizational readiness, 64 organizational storytelling, xiv, 194, 218– 19; branding stories, 223, 224, 225; celebratory, 223; closeout phase, 223, 227–28; collaboration, 223; concept phase, 222–24, 223; creative thinking, 223, 226; defined, 219; definition phase, 223, 224–25; execution phase, 223, 226–27; futureoriented, 223, 228, 229; grapevine control, 223, 227; influence, 223, 225; knowledge sharing, 225–26; leader’s story, 224–25; learning the skill, 228–29; lessons learned, 223; motivational, 223; planning phase, 223, 225–26; power of, 220–22; within project life cycle, 222; project management and, 221–22; springboard stories, 222, 223, 224; value transmission, 223, 224; “who I am”/“why I’m here” stories, 223, 224, 225; Zambia story, 219–20, 224 organizational structure, 9, 62–63; core team “strategy and knowledge,” 72, 9/7/10 12:49 PM Index 72–73, 74; information flow structure and, 25; knowledge flow between groups, 72, 72–74; steering board, 72, 72, 74; strategy team of supervisory board, 72, 72, 73; supervisory board, 72, 72, 74; team management board, 72, 72, 73 Organizations (March and Simon), 134–35 The Organization Man (Whyte), 124 Organizing Knowledge and Organizational Effectiveness (Lambe), 34 orientation, 208, 209, 213–15 Our Iceberg Is Melting (Kotter and Rathgeber), 228, 229 outsourcing, 48, 87, 146, 290 ownership, 67, 151, 152, 160, 164, 166, 211, 213, 257 package implementation, 257 paradigm, 135 Parker, Andrew, 29 pathos, 34, 34 Payne, Judy, 234 Peddibhotla, N B., 128 People Knowledge Map (PKM, Infosys), 169, 277, 280 people networks, 151–52, 152 people-oriented milieu, 212–13 people skills, 221–22 performance, 153–54 performance ranking, 268–69 Perot Systems, 297; best practices, 303–5; evolving to knowledge cycles, 305, 305; KM processes, 302; knowledge actions demography, 306, 307; knowledge champion, xiii, 300–302; knowledge management office (KMO), 297–98; project constituents, 306, 306; personal communication logs, 108 personalization approach, 315 person-to-person mode, xii PETE (Project Enablement Team Environment), 314 pharmaceutical research, 25–26 planning phase, 64, 65, 65, 66, 67, 149, 149, 150, 155, 157, 165, 302; organizational storytelling and, 223, 225–26 PLES, 288 plug-ins/modules, 237 10_426_24a_Index.indd 327 327 PMBOK Guide (Project Management Institute), 11–12, 15, 126, 186, 197, 211; creating plan using, 241–42; knowledge areas, 203; knowledge organization, 177–78, 179, 180 PMI Guide (Project Management Institute), vi political conditions (management styles), 6, 99 pooled interdependence, 59–60, 60, 61, 62, 64 Prescient Digital Media, 233 presence, 232 presentation, 97, 99, 100, 105 presentation mode, xii, 100, 119 principal investigator (PI), 112 problem solving, 40–42, 41 problem statement language/problem statement analyzer (PSL/PSA), 32 process framework, 160, 167 processing sequences, 97 procurement management, 13, 199 productivity, 5, 6, 16, 25–27, 154–55, 157, 157, 273; benefits and call for action, 94–95; negative influences, 86–89; strategies, 89–92 See also single-time efforts product lines, 34 product teams, integrated, 34, 54 project assets, 184 project-based organizations, project case study, 301 project characteristics, 207–8; knowledge strategies and, 209–15; orientation, 208, 209, 213–15; scope, 208, 209, 215 project closure documents (PCD), 311 project development, 65, 66 project failure, project induction, 300 project knowledge, 6, 175, 176–77, 198–99, 287–88; knowledge management and, 186–88, 187, 188; linking to future projects, xi–xii; model, 192–93 project learning system (PLS, Infosys), 282 project life cycle, v–vi, 5, 11–13, 159, 197–99, 256; organizational storytelling within, 222; single-time efforts, 83, 90; World Bank Group, 261, 262 project management: areas, 12–13; definition, 57; KM applications in, xiii, 11–14; knowledge management 9/7/10 12:49 PM 328 Index applications in, 11–14, 308–10; organizational storytelling and, 221–22; practices and approaches to KMSS, 126–28; single-time efforts, 83–84; wikis, relationship to, 125–26 project management environments, 14–15 Project Management Institute (PMI), vi, 11–12, 15, 126, 186 project management knowledge, 300 project management life cycle, 126 project management phases, x, 11–12, 64 project management processes: knowledge categorization, 176–78; knowledge of, 174–75; knowledge organization within, 178–80 project phases, xi, 222–28; closeout, 64, 65, 66, 223; concept, 222–24, 223; definition, 221, 223; execution, 149, 149, 150, 198, 223, 302; planning, 64–67, 65, 66, 149, 149, 150, 155, 157, 165, 223, 302 project portal, 259–60 project profile, 259–60, 260, 261, 287–88 project profile design, 262–64, 263 projects, 193, 193; characteristics of, 149, 149–50, 150, 197–99; definition, 186; explicit knowledge in, 189–90; general management and, 185–86; growing importance of information and knowledge in, 255–56; obstacles for enrichment, 256–58; required for organizational survival, 5, 188–89; tacit knowledge in, 190; traditional vs IT, 58 project stages, 64 project teams, 127, 177–78; geographically dispersed, 5, 14, 23, 29, 48, 85, 115, 146, 156, 200, 210 Prolegomena to Library Classification (Ranganathan), 250 protection of knowledge assets, prototypes, executable, 54 prototyping user interface, 35 Prusak, Laurence, 6, 10, 27 QAI India, 315 Q&A sessions, 78, 79 qualitative research, 116; contextual paradigm, 135–37 quality, 157, 167, 195 quality management, 12–13, 151, 198 10_426_24a_Index.indd 328 ramp-up time, 163, 167 Randal Library (UNC-W), 111, 112 Ranganathan, S R., 250 rate of return, 7, 202–3 Rathgeber, Holger, 228, 229 rationality, bounded, 134–35 reality, social construction of, 135–37 really simple syndication (RSS), 234–35 reciprocal interdependence, 60, 61, 61, 62 recognition, 162 recommendation-related systems, 261 regulatory reforms, 5, 189 reinventing the wheel, avoiding, 3, 15, 16, 197, 201 relevance filter, 79 reporting relationships, 89–90, 151 repositories, 148, 174–75, 291; K-Shop, 277, 281–82, 290; single-time efforts, 83–84, 95 See also knowledge organization reputation, 233, 240 requests for information (RFIs), 192 requests for proposals (RFPs), 17, 192, 203 requirements management (RM), xi, xiv; addressing problems with practice, 47– 51; bidirectional linking, 32; capturing/ recording, 38; capturing requirements, 32; classifying requirements, 32; cognitive theories and, 51–54; ERA models and ontology, 44, 44–46, 46; faceted classification, 39; four dimensions of requirements definition, 34; history of requirement changes, 32; introduction, 31–32; methods and models, 33; overview of requirements process, 32–33; problem solving and organizing perceptions, 40–42, 41–42; producing documentation, 32–33; requirement progress/status reporting, 32; requirements elicitation, 36–37, 37; requirements process, 34–35; requirements modeling terminology, 46–47; single-time efforts, 82–83; soft systems methodology, 42–44, 43, 45; sources and types, 35–36, 36; state of practice, 35–36; support for user groups, 32; system complexity, 49–51; tools used, 32; use cases, 37–38, 38; verifying requirements, 40 research and development (R&D), 27; electronics/instrumentations industry, 9/7/10 12:49 PM Index 27–28; military procurement study, 23– 25; pharmaceutical industry, 25–26 resource leveling, 91 resource management, 4, 12, 89–90, 257 Retaining Valuable Knowledge: Proactive Strategies to Deal with a Shifting Workforce (APQC), 191 retention, 63, 88, 131–32, 191, 201, 226, 256 return on investment, 7, 202, 256 reuse, 16, 65, 66, 147, 156, 284, 295, 301 rewards and incentive systems, 10, 92, 281–82, 304 Reynolds, G., 235 rich pictures, 42–44, 43, 45, 54 Richter, Uwe, 233–234 risk management, 13, 16, 199, 212–13 road maps, ix–xvii, 242, 314 Robb, John, 316 Robertson, J., 31 Robertson, S., 31 rollout phase, 158, 211 Roush, 232 Sbarcea, Kim, 315 schema, 41, 53–54 scientific and technical information (STI), 28 scientific management, 185 Scoble, R., 235–36 scope, 208, 209, 215 scope management, xi, 12, 179, 198, 285 searchability, 175, 216, 240–41 search engines, 232 search-process model, 98 search-type rules, 267, 268–69 SECI (socialization, externalization, creation, internalization), 133, 133, 196 selection, 131 self-realization, 289 Selz, Otto, 41 semantic hetereogeneity, 53 semimechanical project management environment, 14–15, 200 semiorganic project management environment, 14–15, 200 Senge, Peter M., 76–77, 197 senior management, support from, 13, 81, 192, 193, 199, 274, 295, 303–4 sense-making method, 98, 102, 111 sense-making theory, 130, 131, 131–32 10_426_24a_Index.indd 329 329 sequential interdependence, 60, 60, 61, 62, 64 Setlabs (Software Engineering and Technology Labs), 146, 282, 286, 289 Setting the Table (Meyer), 224, 228 shadow guides, 72, 79, 132, 300 ShareNet, 313 Sharma, Ken, 310 Sheehan, M., 242 ship manufacture story, 226 Sidhu, Sanjiv, 310 Siemens, 313 similar projects, 267, 268–69 Simmons, Annette, 222, 224–25, 229 Simon, H., 134–35 Simon, Herbert, 99 Singel, 240 single-time efforts, 81–95; benefits, 94–95; creativity, 92–93; knowledge workers and, 84–85; negative productivity influences, 86–89; productivity and, 85; project-based knowledge management, 82; project management, 83–84; redesigning project environment, 93–94; requirements management, 82–83; strategies, 89–92 situated action, 51 Six Apart, 240 skills inventory, 90–91 slack time, 86, 212 Smith, G., 232, 238 Smith, L., 97 Snowden, David, 17 social interdependence, 59, 59, 62, 64 socialization, 133, 133, 196 social network analysis (SNA), 28–29, 68, 309, 315–16; gatekeepers and boundary spanners, 23–29; lack of recognition of findings, 27–28; tools, 29 social networking, x, xii–xiii, 114–15, 162, 231–33; actions for enhancing with social tools, 241–42; barriers, 241; benefits, 239–41; Facebook, 238–39; future of, 242; open source content management system, 236; social software, 233–34; social tools and the enterprise, 233–34; tools, 234; transparency, 240; Twitter, 237–38, 239, 317 social networking services (SNS), 238 social network maps, 34 9/7/10 12:49 PM 330 Index social science paradigm, 136 “Social Software Building Blocks” (Smith), 232, 238 The Social Life of Information (Brown and Duguid), 27, 218 The Social Psychology of Organizing (Weick), 131–32 sociometric analysis, 28 sociometric stars, 24 soft systems methodology (SSM), 42–44, 43, 45 Software Engineering Institute (SCI), 311 software-intensive projects, 31; modeling system functionality, 32, 35 software-intensive systems, 31 See also requirements management (RM) software services projects: ecosystem, 297–98; KM processes around, 302, 302; knowledge cycles, 305, 305; knowledge dimensions in, 298–99, 299; solution design, 154–56; FRISCO, 283–84 solution for problem identification, 68 Sommerville, I., 31 sophos, 34, 34 Sowa, John, 41–42, 44 SPARSH Intranet (Infosys), 278–79 specification for growth and change, 39, 40 spirals, 99–100, 105 SPOC (single point of contact), xiii, 152, 155, 158 Srikantaiah, T Kanti, 189, 196–97, 236 staged projects, 211 stakeholders, 34, 35, 54, 67 standardization, 61, 63, 65, 67, 185 state-machine-abstraction, 46, 47 statement of objectives, 154 Stein, E W., 127, 128 Stewart, Pauline, 309–10 Stewart, Thomas, 191 storage/retrieval of knowledge, 63–64 storytelling See organizational storytelling strategic business fields, 74, 75, 75 strategy projects, 71–80; lessons learned, 80; organizational culture and knowledge flow, 72, 72–74; process phases, 74–78, 75 structural capital, 286 structured data sources (SAP), 262, 264–65 Stutzman, Fred, 238 10_426_24a_Index.indd 330 subject matter experts (SME, Infosys), 278, 281 Subramani, M R., 128 summary mode, 99, 100, 100 Sun Microsystems Philippines (SunPhil), 314 support roles, 87 sustainability, v, 13, 15, 111–12, 148, 199, 201, 287, 297 SWOT analysis, 68–69, 75–76, 241 Syngenta, 309–10 synthesis of knowledge, 176–77, 179, 189 SysML (systems modeling language), 48 system capabilities, 39 system complexity, 49–51 system constraints, 39 systems change, 257–58 systems requirement engineering methodology (SYSREM), 32 tacit knowledge, ix, xii, 4, 11, 13, 63, 71, 186; capturing, 13–14, 34, 191–92, 203–4; converting to explicit format, 191–92; debriefing, 17, 194–96, 204; KM influence on projects, 14, 15; knowledge creation theory, 133, 133; project management process and, 177–78; in projects, 190; requirements management and, 34 tactics, 226 Takeuchi, H., 10, 133, 196 Tan, Seng Chee, 85 Tandem Computer, 309 tasks, 51–52 taxonomy, xiv–xv, 39, 110, 248 Taylor, Frederick Winslow, 218 Team Kawakita Jiro (TKJ), 68 technology, evolution of, 187, 188, 188–89 technology competency group (TCG, Infosys), 282 technology environment, 64 technology-oriented milieu, 210–11 Teleos, 308 temporal relationships, 33 Teragram, 265–66 Texas Instruments, 309 textual knowledge sources, 178 Thompson, C., 240 Thurow, Lester, 88 9/7/10 12:49 PM Index Tichy, Noel, 221 time-based model of collaboration, 97–98, 100, 116; analysis process, 101–3; analytical tools, 101; case dynamic matrices, 102, 103, 106–9; case studies, 98–99, 105–13; causal networks, 102–3, 104, 106–7, 110; conflict resolution and spirals, 99–100; KM model, 103–5, 105, 114; qualitative data, 100–101; research methods, 100; research results, 113–14; theoretical and practical models, 97–98; timeline, 101, 102, 107, 112 time management, 3, 12, 198 Tiwana, Amrit, 314–15 Toffler, Alvin, 84 Tools Database Working Group (INCOSE), 32 topical taxonomy, 248 training, x–xi, xv, 216, 290; KPMG study, xv–xvi, xvi, xvii; limited time for, 87–88 transfer dimension, 77–78 transition time, 163 translational services, 210–11 trust, 10, 59 TRW, 32 Turban, E., 99 Tushman, Michael, 26, 28 twenty-four-hour execution days, 256, 279 Twitter, 237–38, 239, 317 Tylenol poisonings, 225 Uhrmacher, A., 234 UML (unified modeling language), 48 University of North Carolina at Wilmington (UNC-W), 110–13 U.S Army, 195–96 usability, 111 use cases, 35 utilization of knowledge assets, 7, 7–8, 202 verification & validation requirements (V&V), 40 vision, 13, 67 visual knowledge items, 178 Ward, Ian, 236 Waters, Dermot, 237 Web 2.0, 232–33, 281 See also social networking 10_426_24a_Index.indd 331 331 Webb, Matt, 232 Weblogs See blogs weekly project assignments, 91 Weick, Karl, 131–32 Weil, D., 235 Weinberger, David, 231 weltanschauung, 67 White, Stephanie M., 46, 48–49, 50 Whitley, Richard, 25 Whyte, Jennifer, 124, 178 Wiig, K., 98 Wikipedia, 238 wikis, x, xii, 122–23, 162, 232; background and description, 123–24; conceptual framework, 130–35; contextual paradigm, 128–30; contextual paradigm for qualitative research, 135–37; relationship to KM tools, 124; relationship to project management, 125–26; research context, 128–35; Team Wiki, 281 Wilkins, A L., 304 wisdom, 6, 188 WordPress, 236, 237, 240 work breakdown structure (WBS), 174, 182 working dimension, 78 working groups, 10 Working Knowledge (Davenport and Prusak), 27 work packages, 174 World Bank, xi, xiv, 184, 309; knowledge management in projects, 194–96; organizational storytelling, 219–20; social networking software, 236 World Bank Group case study, 255, 258–72; contextualized project information, 259– 60, 261–64, 262, 268–69, 271; delivering value to project workers, 266–69; document context browsing, 270; generation of project profile, 264–66; goals and summary of approach, 259–60; key steps in project profile pilot, 260–62; outcomes of pilot, 268–69, 271–72; project life cycle, 261, 262; project profile design, 262–64, 263; search processes, 271, 271; tying profile to project workers’ interface, 269–70 See also leveraging knowledge assets WorldCat, 112, 113, 186–87, 187 9/7/10 12:49 PM 332 World Development Report (World Bank), 184 Wurman, Richard Saul, 86–87 Wysocki, R K., 126, 221–22 Xerox Corporation, 218 XML, 53, 110, 234–235 10_426_24a_Index.indd 332 Index “Your Company’s Most Valuable Asset: Intellectual Capital” (Stewart), 191 Zambia story, 219–20, 224 ZOPP (Ziel Orientierte Projekt Planung), 69 Zwass, V., 127, 128 Zwicky, Fritz, 68 9/7/10 12:49 PM About the Contributors Ms A Latha is associate vice president at Infosys Technologies Limited and is currently responsible for all operations of the KM function at Infosys She has been with the education & research department of Infosys (which hosts KM) for more than sixteen years and has donned various roles in education and learning during this period Her interests include corporate education models, design, development, and deployment of KM solutions, and integration of KM with education to realize the organization’s charter of providing all its employees with an ecosystem promoting effective “anytime, anywhere learning.” She has a bachelor’s degree and a master’s degree in engineering from the PSG College of Technology, Coimbatore, India Franz Barachini is associate professor of computer science at the Technical University Vienna and founder of the management consulting company BIC-Austria He is also cofounder of the Vienna International School of Thought (VIST) His main research interest today is knowledge management, process management, and strategic management, in which he has published books and more than fifty peerreviewed papers Denise Bedford is currently a senior information officer at the World Bank in Washington, DC At the World Bank she serves as practice lead for business architecture and is a core member of the operational and knowledge systems program and the enterprise search team Her responsibilities include development of the bank’s core metadata and content type strategies, management of ontology, taxonomies, and the World Bank’s multilingual topic thesaurus, and development and operationalization of the bank’s semantic analysis technologies In addition to the World Bank, she has held positions at NASA, Intel Corporation, Stanford University, the American Mathematical Association, the University of California, University of Michigan, and University of Southern California She is adjunct faculty at Georgetown University, University of Tennessee, and Kent State University, where she teaches a variety of courses in information architecture, knowledge management, systems and project management, and semantics/semantic applications Her educational 333 334 About the Contributors background includes a BA in history, Russian language and literature, and German language and literature; an MA in Russian history; an MS in librarianship, and a PhD in information science Dr Yun-Ke Chang is an assistant professor in the School of Communication and Information at Nanyang Technological University She teaches information technology–related topics and research method courses Her research areas include search engines, digital image retrieval, website evaluation, human-computer interaction, human visual perception, learning organization, and knowledge management Dr Chang also has served in several academic program committees of international conferences and as a paper reviewer for journals Ana Flavia Fonseca is currently a senior technical adviser to the University of Joao Pessoa–UNIPE, Brazil Dr Fonseca teaches knowledge management at the UMUC and also provides consulting services in information and knowledge management Before retirement, Dr Fonseca was the chief information architect and information services manager for the World Bank in Washington, DC Arnoldo Fonseca was formerly principal, Defonseca Consulting, in the area of information and knowledge management Presently, he is a business manager at a Fortune 500 industrial and chemicals company Dr Suliman Hawamdeh is a professor and the program coordinator of the master of science in knowledge management program at the University of Oklahoma He was the founding director of the first knowledge management program in Asia at Nanyang Technological University in Singapore He is the author of several books on knowledge management He is also the editor of the Journal of Information and Knowledge Management (JIKM) as well as the book series on innovation and knowledge management published by World Scientific He is the founding chair of the International Conference on Knowledge Management (ICKM) Additional information on Dr Hawamdeh is available at www.Hawamdeh.net Kyle M L Jones is currently the library IT specialist at Elmhurst College’s A C Buehler Library in Elmhurst, Illinois He earned his master’s in library and information science from Dominican University in 2009 with honors He can be reached at http://thecorkboard.org Dr Joseph Kasten is an associate professor in the computer information systems department of Dowling College Professor Kasten’s current research interests include the strategic application of knowledge in organizations, especially transportation and health care, and the use of project management techniques to improve alignment of software with an organization’s goals His past research has been published in Knowledge Organization and International Journal of Materials & Product Technology, as well as the proceedings of the International Conference of System Dynamics, Decision Sciences Institute, and the Production and Operations Management Society Prior to joining academia, Joe was a senior engineer for the Northrop Grumman Corporation, where he helped develop both military and civilian aircraft as well as About the Contributors 335 information systems for the United States Navy When not involved in research or teaching, Joe and his family spend their time traveling the country in their RV, paddling their canoe, and hiking Michael E D Koenig is professor and former and founding dean of the College of Information and Computer Science at Long Island University His career has included senior management positions in the information industry: manager of research information services at Pfizer Inc., director of development at the Institute for Scientific Information, vice president–North America at Swets & Zeitlinger, and vice president of data management at Tradenet; as well as academic positions: associate professor at Columbia University, and dean and professor at Dominican University His PhD in information science is from Drexel University, and his MBA in mathematical methods and computers and MA in library and information science are from the University of Chicago His undergraduate degree is from Yale University He is the author of more than 100 peer-reviewed publications and recipient of the Jason Farradane award for outstanding work in the field of information James E Lightfoot spent over twenty-three years as a consultant Within those years, he provided expert and professional services for Fortune 500 companies He provided services as a senior consultant, data base administrator, system programmer, and application programmer He led management efforts and coordinated system migrations and implementation for large databases for multinational groups, for example, companies such as Charles of the Ritz, Citibank, American Express, IBM, Con Edison, Westinghouse, GTE, Publix Supermarkets, Florida Power & Light, Whirlpool, and PSE&G James obtained his bachelor of science degree in mathematics with a minor in economics from Long Island University (LIU) in 1975 He obtained his master’s in business administration from the University of South Florida (USF) in 2006 Kavi Mahesh is a principal consultant with the knowledge management group at Infosys Technologies Limited, Bangalore He is also a professor of computer science at PES Institute of Technology, Bangalore, India He was previously with Oracle Corporation, USA and New Mexico State University His areas of interest are knowledge representation and management, epistemology, ontology, and classification studies He has published two books and authored over fifty papers and book chapters and holds an MTech in computer science from the Indian Institute of Technology, Bombay (1989), and an MS (1991) and a PhD (1995) in computer science from Georgia Institute of Technology Kate Marek, PhD, is an associate professor at Dominican University’s Graduate School of Library and Information Science Kate comes to graduate education from a long and diverse career in library practice, which began formally with her MLIS from Rosary College Before receiving her PhD from Emporia State University, Kate worked in a private law library, an academic library, and a public middle-school media center In addition, she spent five years as a library consultant with an emphasis on technology development in libraries Kate’s interests and expertise include technology development in information services, information literacy issues, information policy, and using literature in professional education 336 About the Contributors Dr Miguel A Morales-Arroyo is lecturing in the School of Communication and Information at Nanyang Technological University, where he is a research fellow Dr Morales received his bachelor’s degree in EEE, his master’s degree in system engineering, and his PhD in information sciences His research area is in decisionmaking process and problem-solving methods, including identifying stages and factors related to the nature of collaborative projects He has served on several academic program committees of international conferences as well as being a paper reviewer for journals Siegfried Neubauer is founder of the management consulting company ACM Quadrat Ltd and cofounder of the Vienna International School of Thought (VIST) His main spheres of activities are learning organizations, strategic management, and change management He also gives lectures on universities of applied sciences and is author and coauthor of management papers and books Bhanu Kiran Potta has over thirteen years of mainstream industry experience in rendering successful capability-building programs in global enterprises as well as public sector organizations in areas like knowledge management, innovation management, competence development, education/knowledge/learning technology management (products and services), and organization change management Currently, as the associate director of the knowledge management group at Perot Systems, Bhanu provides leadership and strategic direction to the application solutions business unit’s global knowledge management program Bhanu also provides strategic consulting/advisory for reputed organizations and frequently writes on enterprise knowledge management, Web 2.0, education 2.0, social networking, community engineering, knowledge leadership, and related topics Dr Madanmohan Rao is a KM consultant and author from Bangalore He is the editor of the book series The Knowledge Management Chronicles He is the cofounder of the Bangalore K-Community, a network of KM professionals Madan was formerly the communications director at the United Nations Inter Press Service Bureau in New York and vice president at India World Communications in Bombay He graduated from the Indian Institute of Technology at Bombay and the University of Massachusetts at Amherst with an MS in computer science and a PhD in communications Madan is a frequent speaker on the international conference circuit and has given talks and lectures in over sixty countries around the world Madan is also world music editor for Rave magazine Gabriel de las Nievas Sánchez-Guerrero is a professor in the systems engineering department at National Autonomous University of Mexico (UNAM) Dr Sánchez-Guerrero received his PhD (Hons.) in systems engineering from UNAM His research areas include heuristic techniques for participatory planning, systems evaluation, and brief intervention processes in organizations His current research is focused on participatory evaluation using heuristic techniques C S Shobha is a senior management professional with twenty-two years of experience in the information-technology industry in critical success areas such as software About the Contributors 337 delivery (ten years) and operations management (twelve years) She operationalized several innovations in quality, knowledge management, training, talent management, project management competency, and risk management Currently Shobha is working as senior director, quality and operational excellence, applications solutions at Perot Systems, leading organizational quality and knowledge management programs She has been responsible for the company’s achieving ISO 9001, CMM, CMMI, ISO 27001, and ISO 20000 certifications She is an active member of communities in quality, knowledge management, and innovation in Bangalore, and has spoken at several industry forums and conferences She has led many consulting engagements for customers in the United States, Europe, and Asia in the area of quality and knowledge management Taverekere (Kanti) Srikantaiah, director and professor, Center for Knowledge Management at Dominican University, joined the Dominican faculty in 1997 Before joining Dominican, Kanti had a distinguished career at the World Bank, where he headed varied and important assignments in the areas of information management at headquarters in Washington, DC (and also at the World Bank’s field offices in Africa and Asia) Prior to joining the World Bank, Kanti worked on building a strong and advanced academic background in sciences as well as in social sciences He worked at the Library of Congress as an area specialist and taught at the California State University, Fullerton, California, as an associate professor He has taught as an adjunct faculty member at the Catholic University of America in Washington, DC, Syracuse University, University of Wisconsin at Madison, University of Maryland at College Park, University of Maryland University College, and Kent State University in Kent, Ohio His areas of specialization include systems analysis, taxonomies, business process management, organization of knowledge, management of information repositories, environmental scanning, information audit, project management, and knowledge management Dr Michael Stephens is assistant professor in the Graduate School of Library and Information Science at Dominican University in Illinois He spent over fifteen years working in public libraries while developing a passion for technology and the human connections it affords His recent publications include two ALA Library technology reports on Web 2.0, the monthly column “The Transparent Library” with Michael Casey in Library Journal, and other articles about emerging trends and technology Michael also maintains the popular blog “Tame the Web.” He received an IMLS doctoral fellowship at the University of North Texas, was named a Library Journal Mover and Shaker, and received the 2009 Association of Library & Information Science Educators Faculty Innovation Award as well as a 2009 University of North Texas Rising Star Alumni Award He is the 2009 CAVAL Visiting Scholar, researching the effect of learning 2.0 programs in Australian libraries Michael speaks nationally and internationally on libraries, technology, and innovation He is fascinated by library buildings and virtual spaces that center on users, content, digital creation, and encouraging the heart J K Suresh, associate vice president, heads knowledge management for the Infosys group of companies headquartered at Bangalore, India As the principal 338 About the Contributors knowledge manager for Infosys, he has been instrumental in spearheading effective KM practices across the organization that has elicited global acclaim in recent years He has authored around fifty publications in the areas of aerospace engineering, application performance testing, design methodologies for Web-based systems, and knowledge management He has deep secondary interests in the fields of education, history, and philosophy of science, social psychology, and epistemology He obtained his BTech and MS (engineering) from the Indian Institutes of Technology at Kanpur and Madras, respectively, and a PhD from the Indian Institute of Science, Bangalore, India Michael J D Sutton, an assistant professor at the Bill and Vieve Gore School of Business at Westminster College, brings a unique view to his passion of knowledge mobilization (KM) He is currently a lead member of a team structuring a new bachelor of business administration educational degree completion program His comprehensive career in senior corporate and consulting positions encompasses nearly four decades associated with business planning, business process management, administrative renewal, education, knowledge management, management consulting, coaching, mentoring, and institutional memory management He has acquired extensive experience in educating, teaching, managing, technically structuring, and leading strategic business initiatives and new business ventures He was a practice director for over fifteen years, concentrating his analytical, leadership, management, systems-thinking, and team-building talent in the emerging field of knowledge management in preparation for achieving his PhD in KM late in life Michael has provided innovative consulting services to a range of clients, from Microsoft Corporation, United Nations agencies, and numerous departments of the Canadian federal government, to the U.S Department of the Navy Dr Deborah E Swain, PhD, is interim associate dean and assistant professor at the School of Library and Information Sciences at North Carolina Central University in Durham, NC She has over twenty years of experience in process engineering, organizational design, business and technical training, and managing information projects for corporations such as IBM, AT&T, and Lucent Technologies/Bell Labs In 1999, she completed her doctorate in information science at the University of North Carolina at Chapel Hill She also has an MA from UNC-CH in English and a BA from Duke University Her areas of academic research are knowledge management, collaboration, and health informatics Dr Swain has presented papers and workshops at conferences for the ASIS&T, ICKM, ALA, NCLA, NCHICA, STC, and IEEE on knowledge management, electronic health records, the National Library of Medicine, use cases, database design, computer interfaces, information retrieval/ indexing, online help design, expert systems, quality and process auditing, business communications, and software engineering She is now involved in research on social network analysis and tools for knowledge sharing in health care and emergency management Charles A Tryon is a nationally respected educator and popular symposium speaker Chuck founded Tryon and Associates in 1986 to provide seminar training and consulting that helps organizations and individuals develop predictable and re- About the Contributors 339 peatable approaches to modern project management, knowledge management, and business requirements The strategies presented in Mr Tryon’s seminars are used by thousands of professionals in hundreds of organizations across the United States, Europe, and Canada His client list includes many top one hundred companies Chuck and his wife, Tresa, reside in the Tulsa, Oklahoma, area They have two grown daughters, Amanda and Casey When not teaching, writing, or attending classes at OU, Chuck tries to find time for his favorite things in life, spoiling grandchildren, playing golf, and scuba diving but not usually at the same time Dr Stephanie M White, a Woodrow Wilson Fellow, is a professor and member of the doctoral committee in the College of Information and Computer Science at Long Island University; she teaches courses in computer science, software and systems engineering, and information studies Her research interests are in software and systems engineering, with emphasis on requirements management, systems modeling and analysis, and the interaction among systems and software engineers Previously she was principal engineer of requirements and architecture for the Northrop Grumman Advanced Technology and Development Center in Bethpage, New York During her twenty-year career at Grumman, she was principal investigator on a number of research contracts provided by Naval Research Laboratory and other agencies ... acquiring project team members through the life of a project, developing skills 10_426_03_Ch01.indd 12 8/31/10 7:42 AM Convergence of Project Management and Knowledge Management 13 and competencies of. .. requirements management aspect/ phase of project management LINKING PROJECT KNOWLEDGE TO FUTURE PROJECTS The theme that project knowledge needs to be captured and made accessible for the success of future... older styles of management and the knowl- 10_426_03_Ch01.indd 8/31/10 7:42 AM Convergence of Project Management and Knowledge Management edge workers feel that they are not treated fairly and with

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Mục lục

  • Contents

  • Preface

  • Acknowledgments

  • The Road Map to the Book

  • Companies and Organizations Mentioned in Chapters

  • Part I. Introduction

    • Ch01. Convergence of Project Management and Knowledge Management

  • Part II. Deployment Issues

    • Ch02. Gatekeepers, Boundary Spanners, and Social Network Analysis

    • Ch03. The Role of Knowledge Management in Requirements Management

    • Ch04. The Use of KM Tools and Techniques to Reduce Coordination Problems in Project Management

    • Ch05. Success Factors for Knowledge Management in a Strategy Project

    • Ch06. Project-Based Knowledge Management

    • Ch07. A Time-Based Model of Collaboration for Knowledge Management and Project Management

    • Ch08. Preliminary Research Context for Investigating the Use of Wikis as Knowledge Management Tools to Project Management–Based Initiatives

  • Part III. STRATEGY ISSUES

    • Ch09. KM in Projects

    • Ch10. Knowledge Organization and the Project Management Process

    • Ch11. Managing Knowledge in Projects

    • Ch12. Aligning Knowledge Strategy with Project Characteristics

    • Ch13. The Role of Organizational Storytelling in Successful Project Management

    • Ch14. Friended, Tweeted, Posted

  • Part IV. Case Studies

    • Ch15. Constructing Business-Oriented Knowledge Organization Systems(BOKOS)

    • Ch16. Leveraging Information and Knowledge Assets for Project Work

    • Ch17. Knowledge Management at Infosys

    • Ch18. Knowledge Management in Software Service Projects Ecosystem

    • Ch19. KM and PM

  • Index

  • About the Contributors

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