Implementing Knowledge life cycle in the body of project life cycle by using
knowledge management system
(KLC in PLC)
Hanieh Sadat Beiryaei
Seyed Eshagh Ashraf Vaghefi
Desautels Faculty of Management
McGill University
Montréal, Canada
E-mail: [email protected]
Faculty of management
University of Tehran
Tehran, Iran
E-mail: [email protected]
knowledge, our study contributes to applicable methods, in
which project knowledge can be appropriately done during
projects, using less resources.
To do this, we review the literature on project and
knowledge management. We depart from extant literature,
by implementing knowledge lifecycle (KLC) in project life
cycle (PLC). Following each step, we discuss important
outcomes of each step and provide recommendations for
choosing appropriate Knowledge management systems.
Abstract— As project managers fail to properly apply
knowledge management in projects, firms lose a great deal of
knowledge, experiences and lessons learned during projects.
This occurs due to the complex nature of the today’s projects,
high costs and time limitation. To overcome this defect,
recently, researchers tried to link knowledge management
(KM) practices with those of project management (PM). One
way to establish this linkage is to integrate KM and PM
processes. Based on theoretical grounds on knowledge
management and project management literature, this study
introduces a method to implement knowledge management
practices, along with project management ones. Using
knowledge life cycle phases, we re-define standard project
management phases, so that the two processes can be
simultaneously and efficiently done.
II.
Drawing an attention on the work of Nonaka et al [3]
disclosed two types of knowledge: Explicit knowledge and
tacit knowledge. Explicit knowledge can be expressed in
formal and systematic language. Tacit knowledge includes
skills, experiences, insight, intuition and judgment [3].
Knowledge management refers to identifying and leveraging
the collective knowledge in an organization to help the
organization compete [4]. There have been several KM life
cycle models that illustrate the key aspects of KM, ranging
from Davenport and Prusak's [5] 3-stage model (“generate,
codify/ coordinate, transfer”) to Ward and Aurum's [6] 7stage (“create, acquire, identify, adapt, organize, distribute,
apply”). Moreover, similar models have been presented by
other researchers such as Tiwana [7], McElroy [8], Alavi and
Leidner [9], Kucza et al.[10], Meehan and Richardson [11],
Rus and Lindvall [12], Nissen [13], Edwards [14], Qureshi et
al. [15], Chang Lee et al. [16] and Williams [17]. More
recently, King et al [18] proposed 8-stage model- Creation,
Acquisition, Refinement, storage, Transfer, sharing,
Utilization, organization performance- which covers all
aspects of knowledge management .Due to the thoroughness
and relevance of this framework, we use it as the basis of this
study. Fig. 1 shows the framework and its different steps.
Key Words: Knowledge management (KM); Knowledge Life
Cycle (KLC); Project knowledge management; project Life Cycle
(PLC); knowledge management system (KMS).
I.
LITERATURE
INTRODUCTION
The risk of knowledge loss at project’s ending is a
serious problem in today’s organizations. If companies
master the project learning cycle, they could decrease
considerable costs, which results from redundant works and
the repetition of mistakes. Research has shown that the
essential dilemma within the firm is how to manage
knowledge in a way that creates a competitive advantage [1].
Since Nonaka’s study on tacit and explicit knowledge, a
knowledge-based perspective of the project management
emerged in the literature. This perspective builds upon and
extends the resource-based theory of the firm initially
promoted by Penrose (1959) and expanded by others
[2].Building on previous literature, in this study we try to
propose a method in which knowledge management
practices can be performed along with the standard phases of
project management.
Implementing knowledge life cycle in the body of project
is a practical technique to manage project knowledge.
Following this method, project managers can simply create,
refine, store, share, and utilize project knowledge during the
actual project lifetime. In addition, our framework allows
them to employ the benefits of such knowledge in current
and future projects and prevent vanishing valuable project
knowledge in future. Given the importance of project
Figure 1: Knowledge Management cycle [18]
On the other hand, the project life cycle (PLC) is a
collection of logical stages that outline the life of a project
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978-1-4244-5539-3/10/$26.00 ©2010 IEEE
643
from its beginning to end in order to define, build, and
deliver the product of a project [19]. Each phase should
provide one or more deliverables. To make project more
manageable and to reduce risks, it is common to break up
projects into phases. This allows organization to evaluate the
project’s performance and to take immediate action to
correct any errors or problems.
Similar to all living creatures, all projects have life cycles
where they are born, raise, climax, decline, and then finish.
Even though there could be small differences according to
different context and industries, in general, there are five
phases for Generic Project Life Cycle (see Fig.2). During
each step, various forms of knowledge are acquired and
used. According to Ebert and De Man [20] knowledge in
projects can be divided to three categories: Project
knowledge (knowledge about resources, functional and
attributes requirements, work products, budget, timing,
milestones, deliverables, increments, quality targets and
performance parameters), Product knowledge (knowledge
about product features, and how they relate to other products,
standards, protocols), and Process knowledge (knowledge
about business processes, workflows, responsibilities,
supporting technologies and interfaces between processes)
[20]. To complement these three categories, we add another
class of knowledge called “Technology Knowledge”.
Technology Knowledge is the knowledge about type of
technology and techniques used in different phases of
project.
Figure 3: KLC and PLC relationship
IV.
In this section we discuss knowledge life cycles and explain
when each phase should be carried out, according to project
life cycle.
A. Creation phase:
In creation step and through social and collaborative
processes along individual’s
cognitive behaviors,
knowledge is created, shared, amplified, enlarged, and
justified in organizational settings [21]. Creation is the first
strep among four general stages in our framework. In theses
phases managers define, plan and partly begin executing
project plan. Due to the heavy loads of created information
and knowledge, this step is the most important one in
implementing knowledge lifecycle.
A practical model of knowledge creation was presented
by Nonaka and Konno [22]. The model displays a continual
interplay between the tacit and explicit dimensions of
knowledge and a growing spiral flow as knowledge moves
through individual, group, and organizational levels. The
combination of the two categories will enable us to
conceptualize four conversion patterns: socialization,
externalization, internalization, and combination.
Knowledge creation can be enhanced through the use of
various forms of information systems [9]. Electronic mail
and group support systems have been shown to increase the
number of weak ties in organizations. This, in turn, can
accelerate the growth of knowledge creation [21]. Intranets
enable exposure to greater amounts of on-line
organizational information, both horizontally and vertically.
In addition, Computer-mediated communication may
increase the quality of knowledge creation by enabling a
forum for constructing and sharing beliefs, confirming
consensual interpretation and allowing expression of new
ideas.
Figure 2: Project Life Cycles (PLC) [19]
III.
IMPLEMENTING KNOWLEDGE LIFE CYCLE (KLC) IN
THE BODY OF PROJECT LIFE CYCLE (PLC)
RESEARCH METHODOLOGY
There are three key questions in this study: How
knowledge life cycle can be implemented in the body of
project life cycle? What type of knowledge (project
knowledge, Product knowledge, Product knowledge and
technology knowledge) are created in each phases? And how
IT technology can progress the process of implementing
KLC in PLC?
To examine this issue and find answers to our questions,
a thorough literature review was conducted using different
keywords well-known databases. First, we went through
knowledge management literature and found different
knowledge life cycles (KLC) and identified the most
appropriate one for this study along with detailed description
for each of its steps. Then we mapped KLC phases to project
life cycle (PLC) steps by focusing on the main characteristics
of KLC phases and considering the way PLC direct the
project. Also, for each phase the practical knowledge
management systems are recommended.
Finally, we
recognized the main knowledge outputs in each phase, which
are presented in detail in table 1. Fig. 3 illustrates the
relationship between KLC and PLC phases.
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have been already defined. In this way, project knowledge
manager can determine the right format, best transferring
method and the type of media used. In contrast, during
knowledge sharing, the knowledge receiver is not recognized
(internal or external). Therefore, according to the provided
information and lists of potential knowledge users, project
knowledge manager set appropriate access point for different
users. In defining access point, factors like security issues
(confidentiality, availability and integrity), authority,
responsibility, knowledge needs, and access time (like
concurrently or after project’s finish) must be considered.
It should be noted that, there are many cultural factors
that inhibit knowledge transfer. The most common frictions
are lack of trust, different cultures, lack of time and meeting
places, status and rewards go to knowledge owners, lack of
absorptive capacity in recipients, and intolerance for
mistakes or need for help [5]. As knowledge sharing process
becomes institutionalized over time, the culture for
knowledge sharing will become a natural occurrence in the
organization.
IT can support all four forms of knowledge transfer, but
has mostly been applied to informal, impersonal means
(through such venues as Lotus Notes discussion databases)
and formal, impersonal means (such as knowledge maps or
corporate directories). It can increase knowledge transfer by
extending the individual’s reach beyond the formal
communication lines. Computer networks and electronic
bulletin boards and discussion groups create a forum that
facilitates contact between the person seeking knowledge
and those who may have access to the knowledge. Providing
taxonomies or organizational knowledge maps enables
individuals to rapidly locate either the knowledge, or the
individual who has the needed knowledge, faster than what it
would be possible without such IT-based support [9].
B. Acquisition , Refinement and storage phases
These three phases of KLC are accomplished during the
third step of PLC which is execution of project. At first, the
needed information and required knowledge must be
analyzed. Second, the type, format, value and preference of
every class will be defined. At the same time, the knowledge
communication lines should be formed in the organization
and the sender and also receiver of every knowledge area
should be carefully delineated. This stage can be done in
parallel with the previous stage.
During Acquisition, knowledge does not have to be
newly created [5]. Here, previously obtained knowledge is
getting rich according to knowledge requirements defined in
project communication planning. There are several resources
for updating obtained knowledge (organization`s database,
other organization’s databases, consulting agents,
international standards and best practice). In updating this
knowledge, factors like importance of knowledge for project
team, knowledge costumer, time and budget of updating
must be considered.
After acquisition, refinement begins and rich packages of
knowledge are being codified. The aim of codification is to
put organizational knowledge into a form that can be
shared, stored, combined, and manipulated. A crucial point
in knowledge refinement is that lessons learned and
experiences must be collected and written by project team
after each milestone, in a timely fashion and under
supervision of project knowledge manager. By postponing
this process to the end of the project the cost of
documentation increased and the integrity of obtained
knowledge declined too much.
The storage and retrieval of organizational knowledge,
also referred as organizational memory, constitute an
important aspect of effective organizational knowledge
management. Organizational storage space includes
knowledge residing in various component forms, including
written documentation, structured information stored in
electronic databases, codified human knowledge stored in
expert systems, documented organizational procedures and
processes and tacit knowledge acquired by individuals or
networks of individuals [23].
Advanced computer storage technology and sophisticated
retrieval techniques, such as query languages, multimedia
databases, and database management systems are effective
tools in enhancing organizational memory. These tools
increase the speed at which organizational storage can be
accessed. Groupware can also enable organizations to create
intra-organizational storage in the form of both structured
and unstructured information and to share it across time and
space.
D. Utilization and organization performance phases:
These two steps are carried out during “close project”
and “evaluate project” steps. The project evaluation will
bring us a heavy load of information including budget,
timing, deliverables plus knowledge about resources,
functional and attributes requirements, work products,
milestones, increments, quality targets and performance
parameters. This information is a part of the project
knowledge that will be used during closing and evaluation
phase of PLC. Performance evaluation can be done using
many tools such as Information Presentation Tools,
Performance Information Gathering and Compilation, Status
Review Meetings, Time Reporting Systems, and Cost
Reporting Systems.
In this phase in addition to completion of project
knowledge, the compound and utilization of the transferred
knowledge, individual and collective learning, and
innovation of project team and knowledge application will
be evaluated. We want to know the positive or negative
effect of knowledge management on project productivity,
the way we can improve the effects of knowledge and what
changes should be done on last three steps of implementing
KLC in project . We can attain this information by
C. Transfer and sharing phases:
In this step, we need to create a link between the sender
and receiver of knowledge. By doing this, we can assure that
right individuals get the required knowledge at the right time.
However, there is a difference between sharing and
transferring which results in different duties in project
knowledge management. In transferring, sender and receiver
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comparing current performance evaluation with old ones or
making direct contact with project team and manager. Using
this information, we are able to modify the knowledge life
cycle and also brought changes to project management plan.
This approach will result in dynamic modification of
knowledge life cycle implementation in body of project
management.
Technology can also support knowledge usage by
embedding knowledge into organizational routines.
Procedures that are culture-bound can be embedded into IT
so that the systems themselves become examples of
organizational norms. Technology enforced knowledge
application raises a concern that knowledge will continue to
be applied, even after when its real usefulness has declined.
While the institutionalization of best practices by embedding
them into IT might facilitate efficient handling of routine,
linear, and predictable situations during stable or
incrementally changing environments, when change is
radical and discontinuous, there is a persistent need for
continual renewal of the basic premises underlying the
practices archived in the knowledge repositories.
Table 1, shows knowledge outputs that can be achieved
in different phases of PLC in four categories (project
knowledge, process knowledge, product knowledge, and
technology knowledge). It is noteworthy to mention that, the
output of each step can be use as the input for the following
steps.
V.
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CONCLUSION
There are several contributions for this study. First, it
provides a guide to show how to manage knowledge
management practices during project management courses.
Also, it identifies the required knowledge and desired
deliverables for each step of project life cycle.
Mapping KLC into PLC phases is done by applying
helpful KMS (article proposed method) brings the practical
guide to create, refine, storage and share knowledge during
the project time. This method is central to improving the
concept of KM in the way knowledge assets are managed
can lead to better corporate performance, reduced cost of
solving recurring problems, shrink the time to market,
enhance products quality and increase maturity level. Failure
to integrate KLC in project could decline the quality of
knowledge, dismiss the tacit knowledge, and increase the
time necessary for decision making.
Future research should aim at validating and
refining this framework. Other research avenues
could include clarify the role of project knowledge
manager and project team in implementing KLC in project,
customizing the mentioned method (KLC in PLC) for special
project like IT project, Mapping KM and KLC to PMBOK
phases, Considering the implementation of KLC in virtual
organization and virtual project.
REFERENCE
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organizations,” Proceedings of the Fourth Americas Conference on
Information Systems, 1998, pp. 629-631.
Table 1: knowledge components that can be achieved in PLC phases
Project
knowledge
PLC
define project
goal
plan project
Data
and
Information about
resources,
functional
and
attributes
requirements, work
products,
budget,
timing, milestones,
deliverables,
increments, quality
targets
and
performance
parameters
Project
Knowledge
Product
Knowledge
Data
and
Information
about
Quality
goal,
Requirement
Data
Information
Resource
Process
Knowledge
Data
and
Information
about
business
processes,
workflows,
Business Value
Data
and
Information about
responsibilities
Technology
Knowledge
Data
Information
about
requirement
Knowledge life
Cycle step
and
Creation
Data
Information
resource
and
about
and
about
execute project plan
Data and Information about
resources, functional and
attributes requirements, work
products, budget, timing,
milestones,
deliverables,
increments, quality targets
and performance parameters,
close project
evaluate project
Data
and
Information
about Budget,
timing,
Deliverables,
Data and Information
about
resources,
functional and attributes
requirements,
work
products,
budget,
timing,
milestones,
deliverables,
increments,
quality
targets and performance
parameters
Data and Information about
product features, Data and
Information about how a
product relates to other
products, standards, Data and
Information
about
development,
Data
and
Information about changes.
Data and Information about
type of technology, Data and
Information about techniques
used in development, Data
and
Information
about
technology support for new
changes.
Acquisition ,Refinement ,storage ,Transfer, sharing
performance
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Utilization, Organization