Managing knowledge in project environments / Judy Payne, Eileen J Roden and Steve Simister
- Payne, Judy
- New York : Routledge, Taylor & Francis Group, 2019.
- Physical Description:
- xiv, 153 pages : illustrations ; 24 cm.
- Fundamentals of project management
- Machine generated contents note: 1.Managing knowledge in project environments - an introduction -- Knowledge and knowledge management -- KM in project environments -- Project environments -- Aim o/Managing Knowledge in Project Environments -- Intended readership -- The thinking behind Managing Knowledge in Project Environments -- How Managing Knowledge in Project Environments is organised -- Summary -- 2.Understanding KM principles -- Knowledge management principles -- Principle #1 Be clear about what you want to achieve with KM -- Principle #2 Develop working definitions of knowledge and KM -- Principle #3 Be clear about the difference between KM and IM -- Principle #4 Create different working environments for different kinds of knowledge work -- Principle #5 Focus on the big KM picture rather than the detailed tools and techniques -- Principle #6 Experiment, use feedback and adapt -- Principle #7 Beware of elephant traps -- 3.Understanding the context for KM in project environments -- Introduction -- KM scope -- How the clusters and context factors work together -- Strategic KM purpose -- Project delivery method -- Project type -- Knowledge perspective -- KM objectives and outcomes -- Strategic knowledge needs -- Culture -- The physical and virtual working environments -- Governance and assurance -- Knowledge boundaries -- KM practices -- KM roles and responsibilities -- KM structures -- Alignment, alignment, alignment -- Everything depends on everything else -- 4.Understanding KM in projects, programmes and portfolios -- Introduction -- How do I demonstrate the benefits of KM? -- A short walk through a single project -- Building KM into a single project -- Portfolio-wide KM -- 5.Building KM into a single project -- Introduction -- Overview of KM through the project lifecycle -- Getting started -- Stage 1 Developing the strategic outline case -- Stage 2 Developing the outline business case -- Stage 3 Developing the full business case -- Stage 4 Execution -- KM in an existing project -- Stage 5: Handover and closure and Stage 6: Benefits realisation -- Summary of steps -- 6.Building KM into a portfolio -- Overview -- Who can build KM into a portfolio? -- Why introduce portfolio-wide KM? -- The business case for portfolio-wide KM -- Approaches to introducing portfolio-wide KM -- What KM services should the PMO offer? -- 7.KM and you -- Judgement, practice and reflection -- Learning and reflective practice -- Personal KM -- Over to you.
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