WorldWideScience

Sample records for project management knowledge

  1. Knowledge Model: Project Knowledge Management

    DEFF Research Database (Denmark)

    Durao, Frederico; Dolog, Peter; Grolin, Daniel

    2009-01-01

    The Knowledge model for project management serves several goals:Introducing relevant concepts of project management area for software development (Section 1). Reviewing and understanding the real case requirements from the industrial perspective. (Section 2). Giving some preliminary suggestions...... for usage in KIWI system (Sections 3). This document is intended for technological partners to understand how for example the software development concepts can be applied to a semantic wiki framework....

  2. Conceptualizing Knowledge Communication for Project Management

    DEFF Research Database (Denmark)

    Kampf, Constance Elizabeth

    2015-01-01

    In the field of project management, the search for better ways to manage projects is ongoing. One of the more recent trends in the literature focuses on the integration of knowledge management in project management environments. Advantages of integrating knowledge management into projects can be ...... knowledge for project management, this paper focuses on extending Knowledge Management to include concepts related to communicating knowledge from the fields of rhetoric, knowledge communication, and corporate communication....

  3. BODIES OF KNOWLEDGE IN PROJECT MANAGEMENT AND PROJECT QUALITY MANAGEMENT

    OpenAIRE

    Tamara Gvozdenovic; Mirjana Miljanovic; Aleksandar Jegdic; Zeljko Crnogorcic

    2008-01-01

    One of the main trends is standardization of project management. Some of the most important bodies of knowledge in project management, which were created by professional associations for project management are given in this paper. The main of the project management, apart from minimization of time, resources and costs, is to finish the project in the required quality, i.e. it is very important during the whole process of project management to provide realizing the project without any deviatio...

  4. BODIES OF KNOWLEDGE IN PROJECT MANAGEMENT AND PROJECT QUALITY MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Tamara Gvozdenovic

    2008-03-01

    Full Text Available One of the main trends is standardization of project management. Some of the most important bodies of knowledge in project management, which were created by professional associations for project management are given in this paper. The main of the project management, apart from minimization of time, resources and costs, is to finish the project in the required quality, i.e. it is very important during the whole process of project management to provide realizing the project without any deviations from the previously set quality standards. Basic processes of project quality management are: quality planning, quality assurance and quality control.

  5. Modern project management theory and knowledge framework

    Institute of Scientific and Technical Information of China (English)

    Luo Zhongbao

    2014-01-01

    The scholars increasingly pay at ention to the internal rules in knowledge development and innovation of construction engineering management,as wel as the framework for engineering management body of knowledge. Considering the one-of-a-kind characteristic of construction project s and highly dependence from projects on management knowledge and its innovation,this paper analyzed the knowledge body of engineering management and its development dimension ,such as thinking and knowledge structure dimensions. The engineering management knowledge innovation model and structural model were put forward. The paper reviewed and proposed the engineering management knowledge system framework under engineering thinking mode,including the basic knowledge system framework which is used in engineering management research ,and a framework for body of knowledge which is applicable for engineering management practice. Based on a brief analysis of engineering management practice,this paper analyzed the development progres of engineering management from engineering thinking to ethical thinking and philosophical thinking. A dynamic model formed from the modern engineering management theory was put forward. The construction of projects are divided into two stages:an investment decision-making stage, and project implementation stage. According to the fact that project owners obtain the project products by transaction,the management during project implementation stage are divided into two aspects:project transaction management for the owner, and construction project management for the contractor. Thus, the three theoretical modules of modern engineering management were established:project investment decision-making management theory,engineering transaction management theory, and engineering project management theory. This paper further analyzed the content and basic theoretical issues of each theoretical module.

  6. Globalization And Knowledge Management In Projects

    Directory of Open Access Journals (Sweden)

    Bubel Dagmara

    2015-06-01

    Full Text Available Knowledge management is a field of management dealing with the use of knowledge, methods, and tools to effectively coordinate complex and unique projects. In accordance with this definition, project knowledge can be treated as a useful resource of information that allows projects to be implemented in compliance with its objectives: time, costs, and quality of results. Knowledge in the activity of an organization, including in the implementation of projects, has for many years been an area of interest to researchers, who confirmed its key importance for building permanent competitive advantages of companies and enterprises. In project management, this issue takes on a new character, as it is transferred to the field of dynamic, time restricted, temporary, and team-implemented projects. The aim of this paper is to present the results of a survey regarding the use of practices of knowledge management in projects in international organizations and to show that the concept of knowledge management in projects is a tool conducive to spreading the process of globalization.

  7. MSFC Propulsion Systems Department Knowledge Management Project

    Science.gov (United States)

    Caraccioli, Paul A.

    2007-01-01

    This slide presentation reviews the Knowledge Management (KM) project of the Propulsion Systems Department at Marshall Space Flight Center. KM is needed to support knowledge capture, preservation and to support an information sharing culture. The presentation includes the strategic plan for the KM initiative, the system requirements, the technology description, the User Interface and custom features, and a search demonstration.

  8. Designing Knowledge Map for Knowledge Management projects Using Network Analysis

    Directory of Open Access Journals (Sweden)

    heidar najafi

    2017-09-01

    Full Text Available In this research knowledge management has been studied as an interdisciplinary area. We aim to find an answer for this question that "what are the scientific structure and knowledge map of knowledge management projects regarding these two aspect of subject areas and keywords. For this purpose, nearly 40000 scientific documents including knowledge management as one of their keywords were selected from Scopus database and were studied in various subject areas. In this research,bar charts have been drawn for each index of subject areas and keywords. Besides, using Co-occurrence matrix, adjacency graphs were drawn and then clustered using Average-Link algorithm. Bar charts and graphs were drawn using R and Excel software. The results of this research showed that among the researches on knowledge management in the world, the most relevant scientific fields to knowledge management are Computer Sciences with 32.5%, Business, Management and Accounting with 14.5%, Engineering with 13.7%, Decisive Sciences with 12.6%, Mathematics with 7.07%, and Social Sciences with 6.63%, respectively. The most keywords collocate with knowledge management in the world are Human-Computer Interaction, Information Management, Systems Management, Information Technology, Manufacturing, Acquisition of Knowledge, Semantics, Knowledge Transfer, Ontology and Information Retrieval.

  9. Knowledge Management in Product Development Projects

    International Nuclear Information System (INIS)

    Sheik Muhamad, S.

    2016-01-01

    Full text: Product data management system (PDM) solutions control vast quantities of information generated by engineers during the product development process. They provide vaulting capabilities to control access to shared data,workflow to distribute it, and configured product structures to relate it to product components. Nuclear Malaysia has the desire to have a proper CAD management system and this is achieved with the use of PDM system to manage all their designs throughout the product lifecycle, i.e., for drawing distribution and design change. The type of documents that Nuclear Malaysia manages are CAD files (as generated by CATIA, AUTOCAD), engineering files, reports, project files, documents (WORD, PDF), spreadsheet (EXCEL), bills of material, manufacturing processes and drawings. Besides managing drawings, we also want to control and manage engineering changes (ECO & ECR) in electronic format. (author

  10. Adaptive Knowledge Management of Project-Based Learning

    Science.gov (United States)

    Tilchin, Oleg; Kittany, Mohamed

    2016-01-01

    The goal of an approach to Adaptive Knowledge Management (AKM) of project-based learning (PBL) is to intensify subject study through guiding, inducing, and facilitating development knowledge, accountability skills, and collaborative skills of students. Knowledge development is attained by knowledge acquisition, knowledge sharing, and knowledge…

  11. Accumulating project management knowledge through process theory

    NARCIS (Netherlands)

    Niederman, Fred; March, Salvatore T.; Mueller, Benjamin

    2014-01-01

    This paper describes how the general notion of process theory can provide a foundational component in a portfolio of project management theories. The paper begins by outlining a variety of views pertaining to the nature of theory and theory development. This forms a basis for understanding how

  12. Knowledge Management in Projects: Insights from two Perspectives

    DEFF Research Database (Denmark)

    Christensen, Karina Skovvang; Bukh, Per Nikolaj

    2009-01-01

    The article focuses on how managerial options in relation to development and sharing of knowledge in projects can be extended by analysing project management from two different, but complementary, knowledge management perspectives: an artefact-oriented and a process-oriented perspective. Further......, the article examines how a similar project management model is used in two different organisations and how its role in knowledge management differs dependent on other knowledge management initiatives and how the production processes are structured. Following the artefact-oriented perspective, the explicit...... dimension of knowledge can be captured, retrieved and reused using knowledge management systems. From the process-oriented perspective, focus is on the tacit or implicit dimension of knowledge and the context for understanding the information is more important. It is concluded that if a company offers...

  13. MATHEMATICAL APPARATUS FOR KNOWLEDGE BASE PROJECT MANAGEMENT OF OCCUPATIONAL SAFETY

    Directory of Open Access Journals (Sweden)

    Валентина Николаевна ПУРИЧ

    2015-05-01

    Full Text Available The occupational safety project (OSP management is aimed onto a rational choice implementation. With respect to the subjectivity of management goals the project selection is considered as a minimum formalization level information process, The proposed project selection model relies upon the enterprise’s occupational and industrial safety assessment using fuzzy logic and linguistic variables based on occupational safety knowledge base.

  14. Use of a Knowledge Management System in Waste Management Projects

    International Nuclear Information System (INIS)

    Gruendler, D.; Boetsch, W.U.; Holzhauer, U.; Nies, R.A.

    2006-01-01

    In Germany the knowledge management system 'WasteInfo' about waste management and disposal issues has been developed and implemented. Beneficiaries of 'WasteInfo' are official decision makers having access to a large information pool. The information pool is fed by experts, so called authors This means compiling of information, evaluation and assigning of appropriate properties (metadata) to this information. The knowledge management system 'WasteInfo' has been introduced at the WM04, the operation of 'WasteInfo' at the WM05. The recent contribution describes the additional advantage of the KMS being used as a tool for the dealing with waste management projects. This specific aspect will be demonstrated using a project concerning a comparative analysis of the implementation of repositories in six countries using nuclear power as examples: The information of 'WasteInfo' is assigned to categories and structured according to its origin and type of publication. To use 'WasteInfo' as a tool for the processing the projects, a suitable set of categories has to be developed for each project. Apart from technical and scientific aspects, the selected project deals with repository strategies and policies in various countries, with the roles of applicants and authorities in licensing procedures, with safety philosophy and with socio-economic concerns. This new point of view has to be modelled in the categories. Similar to this, new sources of information such as local and regional dailies or particular web-sites have to be taken into consideration. In this way 'WasteInfo' represents an open document which reflects the current status of the respective repository policy in several countries. Information with particular meaning for the German repository planning is marked and by this may influence the German strategy. (authors)

  15. CONRRAD Project: how CNEA is managing radioactive waste knowledge

    International Nuclear Information System (INIS)

    Vetere, Claudia L.; Gomiz, Pablo R.

    2009-01-01

    The aim of this paper is to introduce CONRRAD Project, which is an initiative of the Knowledge Management Group (GesCon) belonged to the Nuclear Safety and Environment Area, for knowledge preservation of Radioactive Waste Management. It discusses the methodology and the results that have been achieved at present. (author)

  16. D6.4 Implementation: Project Knowledge Management

    DEFF Research Database (Denmark)

    Dolog, Peter; Durao, Frederico; Jahn, Karsten

    2009-01-01

    This report presents the prototype for the project knowledge management in Logica. We describe the related theories and our approach, the ‘circle of knowledge’. According to our analysis it results in the data-based import or update process between two specialized applications, one for project...... management and one for knowledge sharing. We describe the applications involved and the features used. The main component here is a templating mechanism in the KiWi system....

  17. Knowledge Management Practice on Construction Project ...

    African Journals Online (AJOL)

    Likewise, the results further indicated 19 benefits of KM practice for improving construction project performance and include: improve project quality, cost and time; practice and process improvement; encourage effective teamwork and innovation; improve the client satisfaction; boost productivity of employees and processes; ...

  18. Accumulating Project Management Knowledge Using Process Theory

    NARCIS (Netherlands)

    Niederman, Fred; March, Salvatore T.; Mueller, Benjamin

    2016-01-01

    Process theory has become an important mechanism for the accumulation of knowledge in a number of disciplines. In contrast with variance theory, which focuses on co-variation of dependent and independent variables, process theory focuses on sequences of activities, their duration and the intervals

  19. Knowledge Management in the Neutronics Group of CAREM Project

    International Nuclear Information System (INIS)

    Torres, L.; Lopasso, E.

    2016-01-01

    Full text: An analysis of the Neutronics Group of CAREM25 project was performed in order to plan for the gradual implementation of knowledge management. The group structure, performed tasks and the way these tasks are linked together were studied. Staff functions within the group, profiles of each position and the training and education of human resources were also analyzed. (author

  20. E-Learning and Knowledge Management: The MEMORAe Project.

    Science.gov (United States)

    Abel, Marie-Helene; Lenne, Dominique; Cisse, Omar

    E-learning leads to changes in the way courses are conceived. Diffused through the Web, course content cannot be the pure transcription of a "classical" course. The students need to personalize it and to access it when they need it (just-in-time). The MEMORAe project aims at applying knowledge management techniques to improve the…

  1. The Missing Point Of Knowledge Management in PFI Projects

    Directory of Open Access Journals (Sweden)

    Kipli Kumalasari

    2016-01-01

    Full Text Available The Private Finance Initiative (PFI procurement model is a complex system which includes long-term commitment; customers’ satisfaction and through-life collaborative working. The projects based on this type of procurement has start from the year 1992 in the UK and year 2006 in Malaysia. Along the process, the PFI projects face few problems despite its advantages. These problem has effected the projects performance such as delay and cost overruns. It seems that the problems occurred are repeatable despite many types of research delved into solving the issues. This paper seeks, to find out the most common problems occur in PFI projects and highlights the best solution to tackle the problems. It also looks at whether similar problems occur in Malaysian construction industry. This research has summarised and critically review the literature on the repeated issues and problem in PFI projects which effect the performance of the projects in term of time, quality and money. It was found that similar problems occur and that similar suggestions were proposed. This shows that the proposed solutions have weaknesses somewhat and hence need to enhance further. This research highlighted the potential of incorporating knowledge management concept through its elements to address the problems. Finally, the paper proposes recommendations to improve the performance of PFI projects with the enhancement of knowledge management especially at the initial and planning stage up to bidding stage where the problem reviewed in the literature always occurred

  2. An approach to knowledge management for EUROSAFE projects

    International Nuclear Information System (INIS)

    Goldschmidt, F.; Gelder, P. De; Beraha, D.

    2005-01-01

    The objective of a knowledge management system (KMS) in the field of Nuclear Safety Assessment is to keep competence in expertise and research at the best level. This contribution proposes a diagram of KM organization associated with the Eurosafe Safety Assessment Guide project proposal. The aim of the KM action is to test and bring forward a generic and perennial method of knowledge management adapted to the safety culture. It will be interested to support the access to information useful for the practices of expertise by organizing a knowledge mapping, supporting the exchanges of know-how by the consolidation of a competence network and the externalization of expert knowledge. This article presents the actions in progress at AVN, GRS and IRSN, and suggests some principles based on experience feedbacks drawn from the literature. It is not supposed to be exhaustive but rather to encourage other Technical Support Organizations to take part in this KM action associated with the technical project. We suggest to organize the KM action in three phases: (1) definition of a KM Strategy adapted to the technical project; (2) implementation of KM selected actions (actors sensitization, tests of KM methods, etc); (3) choice and fulfillment of effective and perennial KM solutions. (authors)

  3. Initiating Knowledge Management Project in a Regulatory Body in Thailand

    International Nuclear Information System (INIS)

    Pakdee, K.; Apichaibukol, A.

    2016-01-01

    Full text: Thailand is one of countries that have adopted the use of nuclear technology in various applications such as medical, agricultural, industrial and research applications. Recognizing this enormous potential in many applications, the Office of Atoms for Peace (OAP) as a regulatory body under the Ministry of Science and Technology, carries out a variety of activities to disseminate and promote youth, entrepreneurs and public on the awareness of the atomic energy in Thailand. In recent years, “knowledge management” is one of the key factors that contribute to safe, secure and efficient operation of nuclear activities and facilities but also for the regulatory processes as well. In this regards, the OAP is aware and recognize of the importance of studying and initiating nuclear knowledge and human resource development programme in the regulatory body. Even though, the OAP has been initiating the project on nuclear knowledge and human resources for several years but the present status of the projects still remain in primarily stage of the initiating. This paper describes the initiating of nuclear knowledge in the past and present status for knowledge management project in regulatory body in Thailand. (author

  4. Match & Manage : The use of knowledge matching and project management to integrate knowledge in collaborative inbound open innovation

    OpenAIRE

    Lakemond, Nicolette; Bengtsson, Lars; Laursen, Keld; Tell, Fredrik

    2016-01-01

    Despite mounting evidence on the potential benefits of inbound open innovation, little is known about how firms purposefully manage inflows of knowledge. We investigate the use of two knowledge governance procedures—project management and knowledge matching—in collaborative inbound open innovation. Our findings suggest that, in addition to “knowledge-precursors,” which the literature on open innovation and absorptive capacity has shown to be important for the integration of external knowledge...

  5. Analysis of a Knowledge-Management-Based Process of Transferring Project Management Skills

    Science.gov (United States)

    Ioi, Toshihiro; Ono, Masakazu; Ishii, Kota; Kato, Kazuhiko

    2012-01-01

    Purpose: The purpose of this paper is to propose a method for the transfer of knowledge and skills in project management (PM) based on techniques in knowledge management (KM). Design/methodology/approach: The literature contains studies on methods to extract experiential knowledge in PM, but few studies exist that focus on methods to convert…

  6. Managing Knowledge

    OpenAIRE

    Connolly, Niall

    2013-01-01

    This paper provides a perspective on what knowledge is, why knowledge is important, and how we might encourage good knowledge behaviours. A knowledge management framework is described, and although the framework is project management-centric the basic principles are transferrable to other contexts. From a strategic perspective, knowledge can be considered an asset that has the potential to provide a competitive advantage provided that it has intrinsic value, it is not easily accessible by ...

  7. Knowledge management in a project-oriented organization

    DEFF Research Database (Denmark)

    Christensen, Karina

    2003-01-01

    Knowledge management is seen as a metaphorical perspective on management where the managerial focus depends on the epistemological standpoint taken. An identification of three epistemological perspectives accommodates the main body of literature on knowledge management: an artifact oriented...... epistemology that focuses on explicit knowledge, a process oriented epistemology focusing on both tacit and explicit knowledge and the interaction of these types of knowledge and an autopoietic epistemology where knowledge basically always has a tacit dimension. Based on a study of knowledge management...... in the Danish company Crisplant, the paper shos how the three epistemologies bring different aspects of managerial practice forward. By comparing the characteristics of knowledge, the nature of knowledge management activities, how konwledge is created and share it is concluded that awareness of the implications...

  8. Knowledge management in design teams using a project website

    OpenAIRE

    Otter, den, A.F.H.J.; Lima, C.P

    2007-01-01

    In this paper the sharing of knowledge in architectural design teams using a Project Website is discussed. The results of multiple case studies, being part of a recently finished PhD research project to communication and performance of design teams using a Project Website, show that systems for sharing of knowledge in such teams are hard to change and better systems are difficult to implement for various reasons. Sharing of knowledge in such teams is important for collective understanding of ...

  9. Knowledge management in design teams using a project website

    NARCIS (Netherlands)

    Otter, den A.F.H.J.; Lima, C.P

    2007-01-01

    In this paper the sharing of knowledge in architectural design teams using a Project Website is discussed. The results of multiple case studies, being part of a recently finished PhD research project to communication and performance of design teams using a Project Website, show that systems for

  10. What is excellence for Project Management knowledge in the context of globalization?

    DEFF Research Database (Denmark)

    Kampf, Constance; Longo, Bernadette

    2009-01-01

    How can technical writers understand not only excellence in Project Management knowledge, but also the effects of globalization on how project management knowledge is used in project conception and project planning when major stakeholders live in third world countries? This study focuses in parti......How can technical writers understand not only excellence in Project Management knowledge, but also the effects of globalization on how project management knowledge is used in project conception and project planning when major stakeholders live in third world countries? This study focuses...... in particular on project conception for the use of cell phone and web 2.0 technologies with an NGO based in the Democratic Republic of Congo. We found that students were able to use knowledge management and knowledge communication concepts to shape their project titles, goals and objectives, as well...

  11. Knowledge Communication Through Visualizations in Project Management Documents

    DEFF Research Database (Denmark)

    Kampf, Constance

    Trust is difficult to locate, measure and define.  Yet, in terms of knowledge communication, Nonaka et al include trust as an experiential knowledge asset (2000). In 2000, Nonaka et al limited experiential knowledge assets to face-to-face interactions.  However, since then, technologies...... for supporting multimodal features of the Internet have developed to the point where it could be argued that virtual and face-to-face interactions can no longer be distinguished in terms of shared experience (Woolgar 2002). Thus, trust and other experiential knowledge assets can be understood to be present...... in Internet based communication.  To examine online trust from a knowledge communication perspective, this paper looks at the I35W bridge reconstruction project in Minneapolis through web-based communication by the Minnesota Department of Transportation (MnDOT) about the project. The MnDOT bridge...

  12. Project Management as a means of knowledge communication for the Information economy

    DEFF Research Database (Denmark)

    Kampf, Constance

    Currently Project Management as a field is understood from an engineering and management perspective as a system of planning, managing and monitoring work processes involved in projects.  The systems focus does not preclude communication as an important element, but it does not synthesize...... communication concepts with project management practices. Understanding Project Management from a communication perspective entails synthesizing key concepts from Knowledge Communication, Knowledge Management and Rhetoric.  From Knowledge Communication, key concepts include Wenger's Communities of Practice...... (1998), Nonaka & Takeuchi´s' SECI model describing the relationship between tacit and explicit knowledge in the context of knowledge creation (1995), and Davenport & Prusak's problematization of knowledge definitions in Working Knowledge (1998, 2000).  From a Knowledge Management Perspective, key...

  13. Project Management

    DEFF Research Database (Denmark)

    Pilkington, Alan; Chai, Kah-Hin; Le, Yang

    2015-01-01

    This paper identifies the true coverage of PM theory through a bibliometric analysis of the International Journal of Project Management from 1996-2012. We identify six persistent research themes: project time management, project risk management, programme management, large-scale project management......, project success/failure and practitioner development. These differ from those presented in review and editorial articles in the literature. In addition, topics missing from the PM BOK: knowledge management project-based organization and project portfolio management have become more popular topics...

  14. Knowledge Management in a Project Environment: Organisational CT and Project Influences

    OpenAIRE

    Polyaninova, Taya

    2011-01-01

    During a project implementation various forms of information and experience are generated within the organization. If this accumulated knowledge is not recorded and shared amongst other projects, this knowledge will be lost and no longer be available to assist future projects. This may lead to increased future projects costs as resources, time and money will be wasted on redefining the knowledge that once existed within the company. By not capturing and redeploying this knowledge, the quality...

  15. Knowledge Management as an Indication of Organizational Maturity in Project Management: An Enhancement of the OPM3(c) Model

    Science.gov (United States)

    Smith, Dedrick A.

    2010-01-01

    This dissertation reviews the knowledge management's role in organizational maturity in project management. It draws a direct linked between organizational maturity knowledge channels both informal and then formal and organizational project management maturity. The study uses a mixed method approach through online and telephone surveys that draws…

  16. A Framework for Integrating Knowledge Management with Risk Management for Information Technology Projects (RiskManiT)

    Science.gov (United States)

    Karadsheh, Louay A.

    2010-01-01

    This research focused on the challenges experienced when executing risk management activities for information technology projects. The lack of adequate knowledge management support of risk management activities has caused many project failures in the past. The research objective was to propose a conceptual framework of the Knowledge-Based Risk…

  17. Technological Innovation Projects: Proposal For an Integrative Model Between Project Management and Knowledge Management in a Customer-Supplier Perspective

    Directory of Open Access Journals (Sweden)

    Edval da Silva Tavares

    2014-10-01

    Full Text Available In face of strong competition, companies in Brazil have increased their financial investments in automation, offering new products and services and reducing operating costs. These companies are focusing their efforts on core competencies and, therefore, they often lack the internal expertise to implement new projects, especially those that bring technological innovation. For this reason, we use the processes of outsourcing or subcontracting to help implement such projects. The unit of analysis in this study is the project and the object of the study to analyze the process of knowledge transfer from a provider to a customer during the duration of the project, which involves new technologies. The main motivation of this work is to address the acquisition and retention of new knowledge related to projects designed for business customers. We have developed a study of three cases of multiple financial firms that buy new technologies and two suppliers of information technology. As a practical result, a management model of knowledge transfer and retention of knowledge in client companies is proposed and incorporated into project management.

  18. An Adaptive Approach to Managing Knowledge Development in a Project-Based Learning Environment

    Science.gov (United States)

    Tilchin, Oleg; Kittany, Mohamed

    2016-01-01

    In this paper we propose an adaptive approach to managing the development of students' knowledge in the comprehensive project-based learning (PBL) environment. Subject study is realized by two-stage PBL. It shapes adaptive knowledge management (KM) process and promotes the correct balance between personalized and collaborative learning. The…

  19. Knowledge Management in the Project Life Cycle - Initial Research on Polish Smes

    Directory of Open Access Journals (Sweden)

    Łapuńka Iwona

    2014-12-01

    Full Text Available Contemporary organizations run their activities in an environment, which might be defined as fully uncertain and turbulent. Due to variations that occur in the surrounding environment, an increased attention of management practitioners and theoreticians is paid to new management concepts frequently in an integrated version. The authors express a deep belief that consolidation of approaches to project management and knowledge management constitutes a response to challenge for modern organizations. Research into the issue was based on an attempt to determine significance of the knowledge management issue in a life of projects performed by Polish small and medium-sized enterprises (SMEs. Systemizing of desired knowledge management results in a project, from the point of view of its crucial success factors, is essentially substantiated in providing success of projects performed.

  20. How to scope configuration projects and manage the knowledge they require

    DEFF Research Database (Denmark)

    Shafiee, Sara; Kristjansdottir, Katrin; Hvam, Lars

    2018-01-01

    Purpose This paper aims to explore the use of the knowledge management (KM) perspective for configuration projects. Configuration projects implement configurators as information technology systems that help companies manage the specification process of customised products. An effective method...... of retrieving and formalising knowledge for configurators is essential, because it can reduce the risk of unsuccessful implementation and the time and effort required for development. Unfortunately, no standard KM frameworks are available specifically for configuration projects. This study identifies...... the knowledge necessary for different phases of a configuration project (which knowledge, for what purpose and from what sources), examines how it is transformed during a configuration project (what KM activities and tools are used) and establishes how the knowledge can be documented for future maintenance...

  1. Understanding the Influence of knowledge-sharing in Project Portfolio Management in professional services

    DEFF Research Database (Denmark)

    Møller, Mads Lyngsø; Horsager, Betina; Tambo, Torben

    2016-01-01

    that combine the entire project-, program and portfolio life-cycle. The information processing must facilitate controlled knowledge flows and learnings, while helping the project managers to reduce non-productive knowledge acquisition. This is accomplished with a balance between the need for knowledge....... As critical findings of the paper are observations, characterization of knowledge-sharing and -management processes between clients, consultants, consultants-as-a-community, and senior management with information systems often in a retrospective position according to the immediate needs of PPM....... As such there is found knowledge-based deficit in the precision of the PPM system. The originality of this paper relates to knowledge management studies in small professional services organization at the tipping point where KM changes from person-based to be institutionalized in information systems with having...

  2. Scaffolding Project-Based Learning with the Project Management Body of Knowledge (PMBOK[R])

    Science.gov (United States)

    van Rooij, Shahron Williams

    2009-01-01

    This paper reports the results of a study of the extent to which processes and procedures from the discipline of project management can scaffold online project-based learning in a graduate-level instructional technology course, by facilitating intra-team interaction, enhancing project outcomes and promoting a positive project team experience. With…

  3. Data Overload Impact on Project Management: How Knowledge Management Systems Can Improve Federal Agencies Effectiveness

    Science.gov (United States)

    Rodriguez, Jacinto

    2013-01-01

    This mixed method exploratory case study was used to explore the effect data overload has on project management, how data overload affects project management effectiveness, how prepared program office staff is to manage multiple projects effectively, and how the program office's organizational structure and data management systems affect project…

  4. Knowledge Management.

    Science.gov (United States)

    1999

    The first of the four papers in this symposium, "Knowledge Management and Knowledge Dissemination" (Wim J. Nijhof), presents two case studies exploring the strategies companies use in sharing and disseminating knowledge and expertise among employees. "A Theory of Knowledge Management" (Richard J. Torraco), develops a conceptual…

  5. Knowledge management

    DEFF Research Database (Denmark)

    Foss, Nicolai Juul; Mahnke, Volker

    2003-01-01

    Knowledge management has emerged as a very successful organization practice and has beenextensively treated in a large body of academic work. Surprisingly, however, organizationaleconomics (i.e., transaction cost economics, agency theory, team theory and property rightstheory) has played no role...... in the development of knowledge management. We argue thatorganizational economics insights can further the theory and practice of knowledge managementin several ways. Specifically, we apply notions of contracting, team production,complementaries, hold-up, etc. to knowledge management issues (i.e., creating...... and integrationknowledge, rewarding knowledge workers, etc.) , and derive refutable implications that are novelto the knowledge management field from our discussion....

  6. The influences of attributes, skills and knowledge of managers on refurbishment project performance

    Science.gov (United States)

    Ishak, Nurfadzillah

    2018-02-01

    Recently, the momentum on the growth of national building industry shows the increasing of the demand in refurbishment works becomes a trend spreading over the Malaysia. However, the potential of these activities normally related with the complexity in technical aspect compared to new build schemes. It will be reflecting on the unsatisfactory project performance. A competent manager is required to have the appropriate attributes, skills and knowledge in able to perform all the duties associated with managing the refurbishment building projects. Therefore, this paper is to identify the most appropriate attributes, skills and knowledge that required for managers to indicate the relationship between the influences on the refurbishment projects performance. This finding is indicate the importance of development the personal attributes, skills, and knowledge of managers and adds as benefit of raising the profile and image of managers in refurbishment building industry through a dissemination of the findings.

  7. How do ICT project managers manage project knowledge in the public sector? An empirical enquiry from the Victorian Public Sector in Australia

    Directory of Open Access Journals (Sweden)

    Yakub Karagoz

    2016-10-01

    Full Text Available Projects are temporal organisation forms that are highly knowledge-intensive and play an important role in modern public (and private sector organisations. The effective and efficient creation, dissemination, application and conservation of relevant knowledge are a critical success factor in the management of projects. Yet, project management (PM and knowledge management (KM are two distinct disciplines. This paper explores the relationship between PM and KM by analysing the literature at the intersection of those disciplines and presenting the empirical results of a case study of the Victorian Public Sector (VPS in Australia. A series of 14 interviews were conducted to explore how ICT project managers manage project knowledge across the departments of the VPS. Findings show a strong preference among the participants for informal, face-to-face interactions and agile approaches to facilitate knowledge transfer and creation in ICT project environments.

  8. Major Events Coordinated Security Solutions: The Application of the Project Management Body of Knowledge for Managing a Science and Technology Project

    Science.gov (United States)

    2011-02-01

    represents the sum of knowledge related to project management and includes best practises and techniques generally accepted by the project...project has demonstrated that the principles of project management can be applied even to those activities that naturally resist the structure and...team and to engender trust in the output. DRDC believes strongly in the application of sound project management principles and uses an abbreviated

  9. The impact of the strategic factor in knowledge management projects in the consulting industry

    Directory of Open Access Journals (Sweden)

    Marta Mas-Machuca

    2008-10-01

    Full Text Available The projects of Knowledge Management in the consulting industry have become a necessity to obtain sustainable competitive advantages. Between all the factors that influence in the success of a Knowledge Management project, the strategic ones have a decisive weight according to existing literature. Although many studies raise the issue of strategy’s influence on Knowledge Management success, few have measured them. This paper aims to identify the elements that configure the strategic dimension and measure its contribution in order to maximize the profit. The research methodology is based on a Structural Equation Model to validate the hypothesis. The findings highlight the huge influence of strategy in Knowledge Management project’s success in the consultancy industry.

  10. A guide to the project management body of knowledge PMBOK Guide

    CERN Document Server

    2017-01-01

    The PMBOK® Guide–Sixth Edition – PMI’s flagship publication has been updated to reflect the latest good practices in project management. New to the Sixth Edition, each knowledge area will contain a section entitled Approaches for Agile, Iterative and Adaptive Environments, describing how these practices integrate in project settings. It will also contain more emphasis on strategic and business knowledge—including discussion of project management business documents—and information on the PMI Talent Triangle™ and the essential skills for success in today’s market.

  11. Facilitating Work Based Learning Projects: A Business Process Oriented Knowledge Management Approach

    NARCIS (Netherlands)

    Miao, Yongwu; Sloep, Peter; Koper, Rob

    2009-01-01

    Miao, Y., Sloep, P. B., & Koper, R. (2009). Facilitating Work Based Learning Projects: A Business Process Oriented Knowledge Management Approach. Presented at the 'Open workshop of TENCompetence - Rethinking Learning and Employment at a Time of Economic Uncertainty-event'. November, 19, 2009,

  12. Facilitating Work Based Learning Projects: A Business Process Oriented Knowledge Management Approach

    NARCIS (Netherlands)

    Miao, Yongwu; Sloep, Peter; Koper, Rob

    2009-01-01

    Miao, Y., Sloep, P. B., & Koper, R. (2010). Facilitating Work Based Learning Projects: A Business Process Oriented Knowledge Management Approach. In D. Griffiths & R. Koper (Eds.), Rethinking Learning and Employment at a Time of Economic Uncertainty. Proceedings of the 6th TENCompetence Open

  13. Academy Sharing Knowledge (ASK). The NASA Source for Project Management Magazine, Volume 11, March 2003

    Science.gov (United States)

    2003-01-01

    APPL is a research-based organization that serves NASA program and project managers, as well as project teams, at every level of development. In 1997, APPL was created from an earlier program to underscore the importance that NASA places on project management and project teams through a wide variety of products and services, including knowledge sharing, classroom and online courses, career development guidance, performance support, university partnerships, and advanced technology tools. ASK Magazine grew out of APPL's Knowledge Sharing Initiative. The stories that appear in ASK are written by the 'best of the best' project managers, primarily from NASA, but also from other government agencies and industry. Contributors to this issue include: Teresa Bailey, a librarian at the Jet Propulsion Laboratory, Roy Malone, Deputy Director in the Safety and Mission Assurance (S&MA) Office at the NASA Marshall Space Flight Center (MSFC), W. Scott Cameron, Capital Systems Manager for the Food and Beverage Global Business Unit of Procter and Gamble, Ray Morgan, recent retiree as Vice President of AeroVironment, Inc., Marty Davis, Program Manager of the Geostationary Operational Environmental Satellite (GOES) at the NASA Goddard Space Flight Center (GSFC) in Greenbelt, Maryland, Todd Post, editor of ASK Magazine, and works for EduTech Ltd. in Silver Spring, Maryland, Dr. Owen Gadeken, professor of Engineering Management at the Defense Acquisition University, Ken Schwer, currently the Project Manager of Solar Dynamics Observatory, Dr. Edward Hoffmwan, Director of the NASA Academy of Program and Project Leadership, Frank Snow, a member of the NASA Explorer Program at Goddard Space Flight Center since 1992, Dr. Alexander Laufer, Editor-in-Chief of ASK Magazine and a member of the Advisory Board of the NASA Academy of Program and Project Leadership, Judy Stokley, presently Air Force Program Executive Officer for Weapons in Washington, D.C. and Terry Little, Director of the Kinetic

  14. Knowledge Management

    DEFF Research Database (Denmark)

    Hald Nielsen, Bo; Nicolajsen, Katrine

    For Økonomistyrelsen opstilles en teoretisk model over forudsætningerne for, at mmah er kan anvende knowledge management. Praksis vurderes dernæst i forhold til denne model.......For Økonomistyrelsen opstilles en teoretisk model over forudsætningerne for, at mmah er kan anvende knowledge management. Praksis vurderes dernæst i forhold til denne model....

  15. Knowledge Management

    Directory of Open Access Journals (Sweden)

    Ravi Kiran

    2013-04-01

    Full Text Available The present study covers the knowledge management (KM in institutions of higher technical education (IHTEs from the perspective of thought leaders and junior academia to identify whether there is a difference of opinion regarding KM strategies, including knowledge technologies, knowledge acquisition, knowledge storage, knowledge dissemination, and KM-based framework for research and curriculum development (CD. Data have been collected through structured questionnaire from 141 respondents covering 30 higher educational institutions in India, including national- and state-level institutions—Designations of the targeted respondents in the IHTEs have been categorized into (a senior academia, that is, professors, heads, and associate professors occupying senior management positions, considered to be the institute overseers and thought leaders of KM and (b junior academia consisting of assistant professors and lecturers who are using and also contributing to the KM system. ANOVA has been used to see whether there is a significant difference of opinion among the two groups of knowledge users. The results of the study highlight a significant difference among the two groups regarding knowledge technologies, knowledge acquisition, knowledge storage, and knowledge dissemination. But, there is a consensus regarding KM-based framework for research and CD.

  16. Customer Oriented Knowledge Management: Experiences from an Internationally Oriented Project Based Organisation

    DEFF Research Database (Denmark)

    Christensen, Karina

    2002-01-01

    Knowledge management should be seen as an on-going process that accentuates the role of knowledge based resources in the management of the finrm. Instead of seeing knowledge management purely as a technological solution this article argues that knowledge management should be regarded as a metapho...

  17. Facilitating Work Based Learning Projects: A Business Process Oriented Knowledge Management Approach

    OpenAIRE

    Miao, Yongwu; Sloep, Peter; Koper, Rob

    2009-01-01

    Miao, Y., Sloep, P. B., & Koper, R. (2010). Facilitating Work Based Learning Projects: A Business Process Oriented Knowledge Management Approach. In D. Griffiths & R. Koper (Eds.), Rethinking Learning and Employment at a Time of Economic Uncertainty. Proceedings of the 6th TENCompetence Open workshop (pp. 22-33). November, 19-20, 2009, Manchester, UK. Bolton, UK: Institute for Educational Cybernetics, The University of Bolton. For the complete book please see http://hdl.handle.net/1820/3191

  18. NAVSEA 05D Ship Design and Certification Network Knowledge Management Project

    National Research Council Canada - National Science Library

    Junod, John; Read, Mark; Kaistha, Vinek

    2007-01-01

    ... its people can create new knowledge, share knowledge around the organization, and use that knowledge to best effect. NAVSEA 05D recognized that effective knowledge management would help it achieve its overall strategy and goals...

  19. Day-to-day management of EU projects: Implementation of a local manager network to secure knowledge transfer

    Science.gov (United States)

    Hoffmann, Friederike; Meyer, Stefanie; de Vareilles, Mahaut

    2017-04-01

    In the past years there has been a strong push in Norway for increasing participation in the EU Framework Programmes for Research and Innovation. EU projects coordinated by the University of Bergen (UiB) usually receive management support from the central administration (mostly financial) in collaboration with a full- or part-time scientific project manager working on a fixed-term contract at the same institute as the project's principal scientist. With an increasing amount of granted EU projects, the number of scientific project managers employed across the whole university has also increased, and a need for coordination and professionalization of this service became obvious. Until recently, UiB had no unified structures and routines for training of newly recruited project managers, or for archiving and transferring routines and skills after the end of the project and the manager's employment contract. To overcome this administrative knowledge gap, the "Forum for scientific EU project managers at UiB" was founded in spring 2016 as an informal communication platform. Its purpose is to bring together current and previous scientific EU project managers from different disciplines to share their experiences. The main aim of the forum is to transfer and improve knowledge, skills and routines on effective management of EU funded projects, but also to function as a discussion forum where issues arising from handling international consortia can be reviewed. The group meets monthly and discusses current challenges from on-going EU projects as well as routines for specific project operation tasks. These routines are archived in an online best-practise guide which the group currently develops. The regular personal meetings are supplemented with an intense communication via a group mailing list and several individual mail- and phone-meetings. Since lessons learned during project implementation may improve future proposals, UiB research advisors for proposal support frequently

  20. Project Management

    DEFF Research Database (Denmark)

    Project Management Theory Meets Practice contains the proceedings from the 1st Danish Project Management Research Conference (DAPMARC 2015), held in Copenhagen, Denmark, on May 21st, 2015.......Project Management Theory Meets Practice contains the proceedings from the 1st Danish Project Management Research Conference (DAPMARC 2015), held in Copenhagen, Denmark, on May 21st, 2015....

  1. Advances in Knowledge Management

    DEFF Research Database (Denmark)

    Razmerita, Liana; Phillips-Wren, Gloria; Jain, Lakhmi C.

    2016-01-01

    This chapter briefly overviews the evolution of KM from a historical perspective and discusses core concepts associated with the management of knowledge, projects and networks. We introduce theoretical perspectives that are used in the KM literature, discuss the concept of a networked-centric col......This chapter briefly overviews the evolution of KM from a historical perspective and discusses core concepts associated with the management of knowledge, projects and networks. We introduce theoretical perspectives that are used in the KM literature, discuss the concept of a networked......-centric collaborative organization, and present future technologies in KM including the management of knowledge using social media and intelligent techniques....

  2. Implementation of knowledge management approach in project oriented activities. Experience from simulator upgrade project

    International Nuclear Information System (INIS)

    Pironkov, L.

    2010-01-01

    Project specifics: Replacement of analogue process control system with Ovation®based Distributed Control System; Hybrid solution with simulated I&C logic and stimulated Human Machine Interface; Initial design ‐“turn‐key” project based on standard relationship “single customer –single contractor

  3. Methodologies of Project Management

    Directory of Open Access Journals (Sweden)

    Wojciech Macek

    2011-07-01

    Full Text Available This paper presents comparison of three most popular project management standardsbelonging to a wider group of models (for example, PMBOK, Prince 2, CMMI, ISO 10006,BS 6079, IPMA Competence Baseline, European Commission Project Cycle ManagementGuidelines. The author discusses methods of project management according to PMBoK,Prince 2 and ISO 10006, some chosen criteria and fields of knowledge, such as generalregulations of standards, project range management, resources management, and processesconnected with risk, systems of project quality management.

  4. Managing knowledge management

    DEFF Research Database (Denmark)

    Lystbæk, Christian Tang

    2016-01-01

    today is that knowledge about health and health care is generated from a multitude of sources and circulated rapidly across professional and Karin Knorr Cetina (2006, 2007) stresses that to understand knowledge management practices we need to magnify the space of knowledge in action and consider......This work-in-progress focuses on the management of knowledge management and its socio-material implications. More specifically, it focuses on the management of epistemic objects and objectives in professional health care organisations. One of the main characteristics of professional health care...... the presentation and circulation of epistemic objects in extended contexts. In other words, we need to consider that the routes from research to practice – and the relation between knowledge and management – is not straightforward. First epistemic objects and objectives may lead to contrasting results...

  5. Project management process.

    Science.gov (United States)

    2007-03-01

    This course provides INDOT staff with foundational knowledge and skills in project management principles and methodologies. INDOTs project management processes provide the tools for interdisciplinary teams to efficiently and effectively deliver pr...

  6. Laying the Foundations for a Knowledge Management Strategy in the Context of a Nuclear New-Build Project

    International Nuclear Information System (INIS)

    Bright, C.; Schifflers, J.-F.

    2016-01-01

    Full text: This paper outlines NuGen’s strategic framework for Knowledge Management that is currently being defined in support of the Moorside nuclear new build project in the United Kingdom. The strategic context is described along with an underpinning KM model, five step knowledge process, and oversight and governance arrangements that in combination seek to deliver integrated and sustainable management of critical knowledge assets throughout the plant’s lifecycle. (author

  7. Managing knowledge management

    DEFF Research Database (Denmark)

    Lystbæk, Christian Tang

    ) and colleagues, who stresses that to understand knowledge management practices we need to magnify the space of knowledge in action and consider the presentation and circulation of epistemic objects in extended contexts. In other words, we need to consider that the routes from research to practice......The work-in-progress that I would like to present and discuss in the workshop focuses on the management of knowledge management and its socio-material implications. More specifically, my work focuses on how epistemic objects and objectives are managed in professional health care organisations. One...... of the characteristics of professional health care today is that knowledge is generated from a multitude of sources and circulated rapidly across organizational boundaries. This derives not only from a growth in knowledge production within many organizations, but also from the emergence of agencies that specialize...

  8. Knowledge Management in Sustainability Research Projects: Concepts, Effective Models, and Examples in a Multi-Stakeholder Environment

    Science.gov (United States)

    Kaiser, David Brian; Köhler, Thomas; Weith, Thomas

    2016-01-01

    This article aims to sketch a conceptual design for an information and knowledge management system in sustainability research projects. The suitable frameworks to implement knowledge transfer models constitute social communities, because the mutual exchange and learning processes among all stakeholders promote key sustainable developments through…

  9. Knowledge transfer from facilities management to building projects: A typology of transfer mechanisms

    DEFF Research Database (Denmark)

    Jensen, Per Anker

    2012-01-01

    . The typology is divided in two parts, both based on mechanisms of knowledge push and knowledge pull. The first part has the main focus on the effectiveness of the building requirements and design by knowledge transfer from FM to building project from the front end. Briefing is a central element in this part....... The second part has the main focus on efficiency of building performance and operation by knowledge transfer from FM from the back end. Commissioning is a central element in this part. The typology consists of four mechanisms of front end knowledge transfer and four mechanisms of back end knowledge transfer....

  10. A Knowledge Management Technology Architecture for Educational Research Organisations: Scaffolding Research Projects and Workflow Processing

    Science.gov (United States)

    Muthukumar; Hedberg, John G.

    2005-01-01

    There is growing recognition that the economic climate of the world is shifting towards a knowledge-based economy where knowledge will be cherished as the most prized asset. In this regard, technology can be leveraged as a useful tool in effectually managing the knowledge capital of an organisation. Although several research studies have advanced…

  11. Transferring water management knowledge: how actors, interaction and context influence the effectiveness of Dutch-funded projects in Romania

    NARCIS (Netherlands)

    Vinke-de Kruijf, Joanne

    2013-01-01

    Countries around the world face pressing, often similar, water problems. International projects in which knowledge is transferred from one country to another can contribute to solving these problems. Building on the experiences of three Dutch-funded flood risk management projects in Romania, this

  12. Integrating knowledge for managing risk in infrastructure projects : the case of tunnel works

    NARCIS (Netherlands)

    Chivatá Cárdenas, Ibsen

    2012-01-01

    The objective of traditional approaches to project risk management is to identify risks that can lead to project failure and to implement effective strategies to manage them. Information on the relevant causes and conditions in which failures arise is usually required as necessary input for

  13. Knowledge management program

    Energy Technology Data Exchange (ETDEWEB)

    Henderson, T. [CANDU Owners' Group, Toronto, Ontario (Canada)

    2013-07-01

    To capture and retain the CANDU experience from a wider CANDU base and transfer knowledge and experience to our members, supplier participants and universities in a cost effective manner. Major focus area of the program is knowledge management joint projects, generic training delivery, inter-utilities mentoring and technical support, public education programs. The path forward is execution of transition of OPG NPDS Program as an ongoing program in COG with member funding, pursue opportunities to provide member utilities with additional leadership and train-the-trainer training and grow the knowledge management activities by 20% per year based on 2013/2014 results.

  14. Knowledge management program

    International Nuclear Information System (INIS)

    Henderson, T.

    2013-01-01

    To capture and retain the CANDU experience from a wider CANDU base and transfer knowledge and experience to our members, supplier participants and universities in a cost effective manner. Major focus area of the program is knowledge management joint projects, generic training delivery, inter-utilities mentoring and technical support, public education programs. The path forward is execution of transition of OPG NPDS Program as an ongoing program in COG with member funding, pursue opportunities to provide member utilities with additional leadership and train-the-trainer training and grow the knowledge management activities by 20% per year based on 2013/2014 results.

  15. Risks and opportunities management on laser Megajoule project: the development of a new knowledge

    International Nuclear Information System (INIS)

    Delafosse-Le Ber, H.; Deysson, St.; Briault, S.

    2004-01-01

    The interest of these six years spent to build the management through the Risks and the Opportunities (R and O) approach on the project Megajoule Laser as well did not hold with the practical application of a method as to the installation of a formal culture and to its evolution in time. This culture, it had to be progressively founded within a mainly technical project team. More qualitative with most quantitative aspects, the putting into practice of the R and O approach on project LMJ knew all the degrees of evolution and precision. The starting of the project saw being born the first analysis of its 'Project Risk' with a series of interviews, carried out by the Quality Manager at the time. This analysis took the shape of a technical item lists, which are identified in an empirical way. Then, some brainstorming meeting were led under the responsibility of the Technical Coordinator (which is the Project Manager assistant) in order to identify and to evaluate the 'Project Risk' on a qualitative way, but always keeping a strong technical connotation. The methodological reference of the 'Project Risk' was outlined taking into account the DGA AQ 923 without directly interaction with the other project processes (for example, the cost, the deadlines and the performance management). Initially, the project developed an Access database, which allows the storing of the risk files. Unfortunately, this database is isolated from the other project management data processing tools. In the second time, the project decided to obtain a dedicated organisation, hierarchically independent from the technical managers but however integrated into the project and attached to the assistant of the Control Project Manager. This organisation being called 'Risks and Opportunities Team', when the management of the opportunities supplemented the R and O approach. This team combines today the individual interviews and the Working Groups in order to identify and to evaluate the effects of the R

  16. Using Process Theory for Accumulating Project Management Knowledge : A Seven-Category Model

    NARCIS (Netherlands)

    Niederman, Fred; Mueller, Benjamin; March, Salvatore T.

    2018-01-01

    Process theory has become an important type of theory for the accumulation of knowledge in a number of disciplines. Process theory focuses on sequences of activities, their duration and the intervals between them, as they lead to particular outcomes. Thus it is particularly relevant to project

  17. Knowledge Management as Attention

    DEFF Research Database (Denmark)

    Kreiner, Kristian

    2004-01-01

    This article explores the case of product development for insights into the potential role of knowledge management. Current literature on knowledge management entertains the notion that knowledge management is a specific set of practices - separate enough to allow specialization of responsibility....... By common standard, the proclaimed responsibility of knowledge management is shared knowledge, saved learning costs and coordinated action in an organization. The significance of the practices of knowledge management is the intention of shared knowledge, saved learning costs and coordinated action....

  18. Managing projects using a project management approach

    Directory of Open Access Journals (Sweden)

    Marko D. Andrejić

    2011-04-01

    Full Text Available Modern management theory treats all complex tasks and duties like projects and make these projects possible to be managed by a particular organizational-management concept in order to achieve a goal effectively. A large number of jobs and tasks performed in the system of defense or for defense purposes have the characteristics of projects. Project management is both a skill and a science of monitoring human, material, financial, energy and other resources to achieve required objectives within the given limits: deadlines, time, budget, possibility of realization and the satisfaction of the interests of all project participants. Project management is a traditional area of applied (or functional management focused on managing complex and uncertain situations with defined goals. Introduction In conditions of rapid change and high uncertainty, only adaptive organizations survive, i. e. those that are able not only to react quickly to changes but also to proactively take advantage of changes. Development of project management The biggest influence on the development of the area had complex jobs within the engineering profession. In parallel with the traditional approach new approaches began to develop, while the traditional one still remained in use. Contrary to the traditional engineering approach, a dynamic model first developed in order to respond to demands for greater control of costs. Project management Project management is a skill and knowledge of human and material resources to achieve set objectives within prescribed limits: deadlines, time, budget, possibility of realization, and the satisfaction of all participants in the project. In order to realize a project effectively, it is necessary to manage it rationally. Planning and project management A project plan is a document that allows all team members insight on where to go, when to start and when to arrive, what is necessary to be done in order to achieve the project objectives and what

  19. Project Management

    DEFF Research Database (Denmark)

    Kampf, Constance

    2009-01-01

    In this video Associate Professor Constance Kampf talks about the importance project management. Not only as a tool in implementation, but also as a way of thinking, and as something that needs to be considered from idea conception......In this video Associate Professor Constance Kampf talks about the importance project management. Not only as a tool in implementation, but also as a way of thinking, and as something that needs to be considered from idea conception...

  20. eDOC : A collaboration infrastructure to manage knowledge and information on nuclear projects and research activities

    International Nuclear Information System (INIS)

    Van Craeynest, J.M.; Jacquemet, F.; Chermette, D.; Bonneau, S.

    2004-01-01

    One of EU's strategic goals was launched at Lisbon 2000 European summit: becoming the most competitive knowledge economy by 2010. In the field of nuclear technologies, we know that capitalizing knowledge and acquired experience is vital to preserve nuclear equipment's' safe use in the future. Knowledge Management encompasses various domains of business practices, relating to human resources management, information, information technologies, strategy, and accounting. Facing such complex issues, especially in R and D organizations, knowledge management cannot only stand on a few organizational or technical solutions. All functions must be involved to achieve those strategic objectives: management must find realistic incentives and inscribe Knowledge Management as a core management objective (just as Quality Insurance has been). Human Resources departments and education institutes can benefit from new technologies to improve training methods. Research units have to launch knowledge capitalization projects to retrieve, save and transfer critical knowledge, technical skills and know-how. An a-posteriori knowledge saving 'fireman-type' action must be done in the case of major events but we must promote an on-going capitalization effort as well and embed KM into projects and activities management methods. This effort during the project and afterwards is implemented through a perennial information system. This information system should provide a wide range of services for scientific publications and patents management, corporate or local knowledge bases and document repositories, project management and collaboration, rich media authoring, etc. Implementing virtual workspaces with eDOC Research and engineering activities are more and more cross-organizations funded and netlike organized. Furthermore, it is very difficult for project managers to deal with security constraints as they must share but protect knowledge as well. Before sharing information, teams have to share a

  1. Knowledge Management: An Introduction.

    Science.gov (United States)

    Mac Morrow, Noreen

    2001-01-01

    Discusses issues related to knowledge management and organizational knowledge. Highlights include types of knowledge; the knowledge economy; intellectual capital; knowledge and learning organizations; knowledge management strategies and processes; organizational culture; the role of technology; measuring knowledge; and the role of the information…

  2. Academy Sharing Knowledge (ASK). The NASA Source for Project Management Magazine. Volume 5

    Science.gov (United States)

    Post, Todd (Editor)

    2001-01-01

    How big is your project world? Is it big enough to contain other cultures, headquarters, hierarchies, and weird harpoon-like guns? Sure it is. The great American poet Walt Whitman said it best, 'I am large/I contain multitudes.' And so must you, Mr. and Ms. Project Manager. In this issue of ASK, we look outside the project box. See how several talented project managers have expanded their definition of project scope to include managing environments outside the systems and subsystems under their care. Here's a sampling of what we've put together for you this issue: In 'Three Screws Missing,' Mike Skidmore tells about his adventures at the Plesetek Cosmodrome in northern Russia. Ray Morgan in his story, 'Our Man in Kauai,' suggests we take a broader view of what's meant by 'the team.' Jenny Baer-Riedhart, the NASA program manager on the same Pathfinder solar-powered airplane, schools us in how to sell a program to Headquarters in 'Know Thyself--But Don't Forget to Learn About the Customer Too.' Scott Cameron of Proctor and Gamble talks about sharpening your hierarchical IQ in 'The Project Manager and the Hour Glass.' Mike Jansen in 'The Lawn Dart' describes how he and the 'voodoo crew' on the Space Shuttle Advanced Solid Rocket Motor program borrowed a harpoon-like gun from the Coast Guard to catch particles inside of a plume. These are just some of the stories you'll find in ASK this issue. We hope they cause you to stop and reflect on your own project's relationship to the world outside. We are also launching a new section this issue, 'There are No Mistakes, Only Lessons.' No stranger to ASK readers, Terry Little inaugurates this new section with his article 'The Don Quixote Complex.'

  3. Knowledge management: organizing nursing care knowledge.

    Science.gov (United States)

    Anderson, Jane A; Willson, Pamela

    2009-01-01

    Almost everything we do in nursing is based on our knowledge. In 1984, Benner (From Novice to Expert: Excellence and Power in Clinical Nursing Practice. Menlo Park, CA: Addison-Wesley; 1984) described nursing knowledge as the culmination of practical experience and evidence from research, which over time becomes the "know-how" of clinical experience. This "know-how" knowledge asset is dynamic and initially develops in the novice critical care nurse, expands within competent and proficient nurses, and is actualized in the expert intensive care nurse. Collectively, practical "know-how" and investigational (evidence-based) knowledge culminate into the "knowledge of caring" that defines the profession of nursing. The purpose of this article is to examine the concept of knowledge management as a framework for identifying, organizing, analyzing, and translating nursing knowledge into daily practice. Knowledge management is described in a model case and implemented in a nursing research project.

  4. An Approach to Assess Knowledge and Skills in Risk Management through Project-Based Learning

    Science.gov (United States)

    Galvao, Tulio Acacio Bandeira; Neto, Francisco Milton Mendes; Campos, Marcos Tullyo; Junior, Edson de Lima Cosme

    2012-01-01

    The increasing demand for Software Engineering professionals, particularly Project Managers, and popularization of the Web as a catalyst of human relations have made this platform interesting for training this type of professional. The authors have observed the widespread use of games as an attractive instrument in the process of teaching and…

  5. Using prior risk-related knowledge to support risk management decisions: lessons learnt from a tunneling project.

    Science.gov (United States)

    Cárdenas, Ibsen Chivatá; Al-Jibouri, Saad S H; Halman, Johannes I M; van de Linde, Wim; Kaalberg, Frank

    2014-10-01

    The authors of this article have developed six probabilistic causal models for critical risks in tunnel works. The details of the models' development and evaluation were reported in two earlier publications of this journal. Accordingly, as a remaining step, this article is focused on the investigation into the use of these models in a real case study project. The use of the models is challenging given the need to provide information on risks that usually are both project and context dependent. The latter is of particular concern in underground construction projects. Tunnel risks are the consequences of interactions between site- and project-specific factors. Large variations and uncertainties in ground conditions as well as project singularities give rise to particular risk factors with very specific impacts. These circumstances mean that existing risk information, gathered from previous projects, is extremely difficult to use in other projects. This article considers these issues and addresses the extent to which prior risk-related knowledge, in the form of causal models, as the models developed for the investigation, can be used to provide useful risk information for the case study project. The identification and characterization of the causes and conditions that lead to failures and their interactions as well as their associated probabilistic information is assumed to be risk-related knowledge in this article. It is shown that, irrespective of existing constraints on using information and knowledge from past experiences, construction risk-related knowledge can be transferred and used from project to project in the form of comprehensive models based on probabilistic-causal relationships. The article also shows that the developed models provide guidance as to the use of specific remedial measures by means of the identification of critical risk factors, and therefore they support risk management decisions. Similarly, a number of limitations of the models are

  6. Evolution of knowledge management

    Directory of Open Access Journals (Sweden)

    Mašić Branislav

    2017-01-01

    Full Text Available The theory of business and management is changing rapidly, and changes are expected to continue. Emerging concepts and paradigms are being introduced and applied to organizational life. Knowledge management (KM is not new but rather newly structured concept. Although the concept was not popularized until the last two decades of the 20th century, transmitting and managing knowledge stretch back into distant history. The aim of this paper is to analyse knowledge management evolutionary history and to investigate the use of knowledge management as management tool in organizations. This paper is focused on systematic review of literature on knowledge management. Emphasis is placed on correlation between knowledge management and information and communication technology and advent and use of new tools and techniques; change in the way knowledge has been conceptualized; social context of KM, big data and analytics, artificial intelligence. The importance of knowledge itself was not questioned, as it is recognized as highly valuable resource.

  7. Knowledge as an Asset and Knowledge Management

    OpenAIRE

    Sevinç Gülseçen

    2014-01-01

    The most valuable resource available to any organization today is its knowledge asset which is stored in processes and information systems, corporate data warehouses, employees’ brains, copyrights and patents. Knowledge management is the process of capturing, distributing, and effectively using this knowledge. The factors affecting Knowledge Management can be listed as follows: organizational culture, knowledge manager, the evolution of knowledge, knowledge polution and technology.

  8. Student use of a Learning Management System for group projects: A case study investigating interaction, collaboration, and knowledge construction

    Science.gov (United States)

    Lonn, Steven D.

    Web-based Learning Management Systems (LMS) allow instructors and students to share instructional materials, make class announcements, submit and return course assignments, and communicate with each other online. Previous LMS-related research has focused on how these systems deliver and manage instructional content with little concern for how students' constructivist learning can be encouraged and facilitated. This study investigated how students use LMS to interact, collaborate, and construct knowledge within the context of a group project but without mediation by the instructor. The setting for this case study was students' use in one upper-level biology course of the local LMS within the context of a course-related group project, a mock National Institutes of Health grant proposal. Twenty-one groups (82 students) voluntarily elected to use the LMS, representing two-thirds of all students in the course. Students' peer-to-peer messages within the LMS, event logs, online surveys, focus group interviews, and instructor interviews were used in order to answer the study's overarching research question. The results indicate that students successfully used the LMS to interact and, to a significant extent, collaborate, but there was very little evidence of knowledge construction using the LMS technology. It is possible that the ease and availability of face-to-face meetings as well as problems and limitations with the technology were factors that influenced whether students' online basic interaction could be further distinguished as collaboration or knowledge construction. Despite these limitations, students found several tools and functions of the LMS useful for their online peer interaction and completion of their course project. Additionally, LMS designers and implementers are urged to consider previous literature on computer-supported collaborative learning environments in order to better facilitate independent group projects within these systems. Further research is

  9. Knowledge management at ELETRONUCLEAR

    International Nuclear Information System (INIS)

    Lepecki, W.

    2005-01-01

    ELETRONUCLEAR, a state-owned company responsible for design, construction, ownership and operation of nuclear power plants in Brazil, is applying systematic measures to preserve its essential technological know-how. A special project called 'Determination of Technological Know-How of ELETRONUCLEAR' was established in January 2001 for this purpose. The extent and location of the existing know-how was identified and the gaps in the essential know-how were evaluated. A multidisciplinary team was established to implement the project. The team interacted with experts both in Brazil and abroad to achieve a sound technical basis as far as knowledge identification and preservation techniques are concerned. The results of this know-how survey were stored in an electronic data bank, which facilitated the creation of several types of reports, according to various criteria. An in-depth analysis of the survey pointed to the gaps in essential know-how. Proposals for solutions to fill in the know-how gaps were set up, comprising both short-term, as well as long-term, solutions. This project was the first work by ELETRONUCLEAR in the field of Knowledge Management. An indirect consequence was the creation of a nucleus of personnel competent in this new discipline, which had a multiplying effect throughout ELETRONUCLEAR, allowing the execution of other new projects in KM. (author)

  10. Knowledge management at ELETRONUCLEAR

    International Nuclear Information System (INIS)

    Lepecki, W.

    2004-01-01

    ELETRONUCLEAR, a state-owned company responsible for design, construction, ownership and operation of nuclear power plants in Brazil, is applying systematic measures to preserve its essential technological know-how. A special Project called 'Determination of Technological Know-How of ELETRONUCLEAR' was established in January 2001 for this purpose. The extent and location of the existing know-how was identified and the gaps in the essential know-how were evaluated. A multidisciplinary team was established to implement the Project. The team interacted with experts both in Brazil and abroad to achieve a sound technical basis as far as knowledge identification and preservation techniques are concerned. The results of this know-how survey were stored in an electronic data bank, which facilitated the creation of several types of reports, according to various criteria. An in-depth analysis of the survey pointed to the gaps in essential know-how. Proposals for solutions to fill in the know-how gaps were set up, comprising both short term, as well as long-term, solutions. This Project was the first work by ELETRONUCLEAR in the field of Knowledge Management. An indirect consequence was the creation of a nucleus of personnel competent in this new discipline, which had a multiplying effect throughout ELETRONUCLEAR, allowing the execution of other new projects in KM. (author)

  11. Knowledge management: another management fad?

    Directory of Open Access Journals (Sweden)

    Leonard J. Ponzi

    2002-01-01

    Full Text Available Knowledge management is a subject of a growth body of literature. While capturing the interest of practitioners and scholars in the mid-1990s, knowledge management remains a broadly defined concept with faddish characteristics. Based on annual counts of article retrieved from Science Citation Index, Social Science Citation Index, and ABI Inform referring to three previous recognized management fad, this paper introduces empirical evidence that proposes that a typical management movement generally reveals itself as a fad in approximately five years. In applying this approach and assumption to the case of knowledge management, the findings suggest that knowledge management is at least living longer than typical fads and perhaps is in the process of establishing itself as a new aspect of management. To further the understanding of knowledge management's development, its interdisciplinary activity and breadth are reported and briefly discussed.

  12. ORGANIZATIONAL PROJECT MANAGEMENT MATURITY

    Directory of Open Access Journals (Sweden)

    Yana Derenskaya

    2017-11-01

    Full Text Available The present article is aimed at developing a set of recommendations for achieving a higher level of organizational project maturity at a given enterprise. Methodology. For the purposes of the current research, the available information sources on the components of project management system are analysed; the essence of “organizational maturity” and the existing models of organizational maturity are studied. The method of systemic and structural analysis, as well as the method of logical generalization, are employed in order to study the existing models of organizational maturity, to describe levels of organizational maturity, and finally to develop a set of methodological recommendations for achieving a higher level of organizational project maturity at a given enterprise. The results of the research showed that the core elements of project management system are methodological, organizational, programtechnical, and motivational components. Project management encompasses a wide range of issues connected with organizational structure, project team, communication management, project participants, etc. However, the fundamental basis for developing project management concept within a given enterprise starts with defining its level of organizational maturity. The present paper describes various models of organizational maturity (staged, continuous, petal-shaped and their common types (H. Кеrzner Organizational Maturity Model, Berkeley PM Maturity Model, Organizational Project Management Maturity Model, Portfolio, Program & Project Management Maturity Model. The analysis of available theoretic works showed that the notion “organizational project maturity” refers to the capability of an enterprise to select projects and manage them with the intention of achieving its strategic goals in the most effective way. Importantly, the level of maturity can be improved by means of formalizing the acquired knowledge, regulating project-related activities

  13. Managing customer knowledge

    OpenAIRE

    2013-01-01

    M. Phil. (Information Management) Customer relationship management has been exposed as a strategic failure, unveiling only customer dissatisfaction. A new method for managing customers is consequently required. The effect of the knowledge economy has brought about a change in global orientation, in the focus on customer wants and needs to increase satisfaction. There was then a shift in focus from information to knowledge. In such an economy, the customer knowledge management strategy, as ...

  14. Nuclear knowledge management

    International Nuclear Information System (INIS)

    2007-01-01

    The management of nuclear knowledge has emerged as a growing challenge in recent years. The need to preserve and transfer nuclear knowledge is compounded by recent trends such as ageing of the nuclear workforce, declining student numbers in nuclear-related fields, and the threat of losing accumulated nuclear knowledge. Addressing these challenges, the IAEA promotes a 'knowledge management culture' through: - Providing guidance for policy formulation and implementation of nuclear knowledge management; - Strengthening the contribution of nuclear knowledge in solving development problems, based on needs and priorities of Member States; - Pooling, analysing and sharing nuclear information to facilitate knowledge creation and its utilization; - Implementing effective knowledge management systems; - Preserving and maintaining nuclear knowledge; - Securing sustainable human resources for the nuclear sector; and - Enhancing nuclear education and training

  15. Knowledge Management at CNAT

    Energy Technology Data Exchange (ETDEWEB)

    Callosada, C. de la

    2016-07-01

    Knowledge management at CNAT (Almaraz & Trillo NPPs) representsa significant part of our safety-oriented management system. The purpose is to generate for the stations useful knowledge, which should be then preserved and made easily accessible for everyone in the organization. The aim is to promote knowledge usage for ensuring safe plant operation and facilitating the required generational change-over. In fact, knowledge management is considered one of the main policies at CNAT, with everyone in the organization being expected to collaborate in it. Similarly, some general behavioral expectations at CNAT are directly or indirectly related to knowledge management (i.e. qualification, teamwork, learning and continuous improvement). (Author)

  16. [Knowledge management (I)].

    Science.gov (United States)

    Ruiz Moreno, J; Cruz Martín Delgado, M

    2001-09-01

    Beyond to be in fashion, the knowledge management (KM) is by itself a powerful strategic weapon for managing organizations. In a first part, the authors analyze strategic concepts related to management, emphasizing the attachment between KM and competitive advantage. Finally, the authors tie the KM to learning process ("tacit knowledge", "socialization", "externalization", "combination", and "internationalization").

  17. Synthesis of Knowledge and Practice in Educational Management and Leadership. Volumes 1 and 2. Project No. ED 73-241.

    Science.gov (United States)

    Lavin, Richard J.; Sanders, Jean E.

    This is a systematic effort to review the knowledge and practice in management programs. In synthesizing the knowledge base, the study establishes and emphasizes the great need to link the knowledge banks of the producers' world with the users' stations. Several findings support this conclusion: (1) a wealth of knowledge exists; (2) although there…

  18. Knowledge as an Asset and Knowledge Management

    Directory of Open Access Journals (Sweden)

    Sevinç Gülseçen

    2014-03-01

    Full Text Available The most valuable resource available to any organization today is its knowledge asset which is stored in processes and information systems, corporate data warehouses, employees’ brains, copyrights and patents. Knowledge management is the process of capturing, distributing, and effectively using this knowledge. The factors affecting Knowledge Management can be listed as follows: organizational culture, knowledge manager, the evolution of knowledge, knowledge polution and technology.

  19. Making sense of project management

    DEFF Research Database (Denmark)

    Kjærgaard, Annemette; Kautz, Karl; Nielsen, Peter Axel

    2007-01-01

    How can a software company make sense of project management when it becomes involved in software process improvement? In software development most research has an instrumental view of knowledge management thus neglecting what is probably the most important part of knowledge management namely making...... sense of practice by developers and project managers. Through an action case, we study the knowledge management processes in a Danish software company. We analyse the case through the lens of a theoretical framework. The theoretical framework focuses in particular on sensemaking, collective construed...... substantial insight which could not have been achieved through an instrumental perspective on knowledge management....

  20. Knowledge management in creativity

    DEFF Research Database (Denmark)

    Byrge, Christian; Hansen, Søren

    2011-01-01

    Is it possible to predetermine what kind of ideas that comes out of creativity by using knowledge management? Is it possible to decide beforehand what ideas we want to generate and the direction in which an idea takes in the further development? This paper deals with knowledge management in creat......Is it possible to predetermine what kind of ideas that comes out of creativity by using knowledge management? Is it possible to decide beforehand what ideas we want to generate and the direction in which an idea takes in the further development? This paper deals with knowledge management...... in creativity. The point of departure is taken in the connection between knowledge in a cognitive sense, and creativity focussing on ideas. The paper gives a perspective on how knowledge management can be part of creativity. It develops a concept of horizontal thinking and combines it with the fuzzy set theory...

  1. From Project Management to Process Management - Effectively Organising Transdisciplinary Projects

    OpenAIRE

    Moschitz, Heidrun

    2013-01-01

    In transdisciplinary projects, the roles of researchers change. In addition to being a source of knowledge, they are required to engage in knowledge exchange processes. This results in an alteration at project level: researchers need to creatively manage projects as group processes.

  2. Manufacturing knowledge management strategy

    OpenAIRE

    Shaw , Duncan; Edwards , John

    2006-01-01

    Abstract The study sought to understand the components of knowledge management strategy from the perspective of staff in UK manufacturing organisations. To analyse this topic we took an empirical approach and collaborated with two manufacturing organisations. Our main finding centres on the key components of a knowledge management strategy, and the relationships between it and manufacturing strategy and corporate strategy. Other findings include: the nature of knowledge in manufact...

  3. How Can Clients Improve the Quality of Transport Infrastructure Projects? The Role of Knowledge Management and Incentives

    Directory of Open Access Journals (Sweden)

    Abukar Warsame

    2013-01-01

    Full Text Available The aim of this paper is to argue for a number of statements about what is important for a client to do in order to improve quality in new infrastructure projects, with a focus on procurement and organizational issues. The paper synthesizes theoretical and empirical results concerning organizational performance, especially the role of the client for the quality of a project. The theoretical framework used is contract theory and transaction cost theory, where assumptions about rationality and self-interest are made and where incentive problems, asymmetric information, and moral hazard are central concepts. It is argued that choice of procurement type will not be a crucial factor. There is no procurement method that guarantees a better quality than another. We argue that given the right conditions all procurement methods can give good results, and given the wrong conditions, all of them can lead to low quality. What is crucial is how the client organization manages knowledge and the incentives for the members of the organization. This can be summarized as “organizational culture.” One way to improve knowledge and create incentives is to use independent second opinions in a systematic way.

  4. Nuclear knowledge management

    International Nuclear Information System (INIS)

    Constantin, Marin; Ghitescu, Petre

    2007-01-01

    Nuclear knowledge is characterized by high-complexity and variety of the component topics and long duration required by the build-up of individual competence. At organizational level, these characteristics made the power of an organization or institution to be determined by the capital accumulated of existing knowledge. Furthermore, the capacity of an organization to re-generate and raise the knowledge capital according to the specific processes it is running according to the existing demand decides its position/ranking in the economy of nuclear field. Knowledge management emphasizes re-utilization of existing practice and experience, upgrade, enrich and re-value of accumulated knowledge. The present paper identifies and classifies the nuclear knowledge steps, namely: tacit knowledge, explicit knowledge, preserving, transfer, knowledge capture etc. On this basis there are identified the existing problems of nuclear knowledge management in Romania such as: difficulties to keep within the country the existing expertise, lack of interest in nuclear education, low level of organization of existing knowledge due to a small number of data bases, an insufficient integration of existing knowledge in IT systems, lack of ontology and taxonomy or an average structuralism. Nuclear knowledge in Romania is facing a major challenge which is generated by the future development of nuclear facilities. It is related to the rising demand of expertise and experts. This challenge is better solved by partnership between end users and institutions of Research and Development and university organization as well which could ensure the generation, transfer and preservation of nuclear knowledge. (authors)

  5. Design Basis Knowledge Management for New Build Projects & Ageing Plants - A Perspective

    International Nuclear Information System (INIS)

    Weightman, Mike

    2013-01-01

    Summary: • KM for Design Basis of New and Ageing nuclear facilities is at a crossroads; • Needs leadership, vision, cultural change and resources; • Outcome of this workshop is vital; • Information is not knowledge; • Knowledge includes the WHAT, the HOW, the WHY, the Environment and, importantly, Application; • In general, Industry and Regulators are behind the curve; • Develop and apply the principles rigorously; • Keep it simple - focus first on Leadership, values (e.g. questioning attitude), culture, and prioritise – risk informed; • KM is a complex organic creature and needs to be nurtured, fed, learn, grow, evolve in response to a changing environment, and discharge what is not needed to prosper

  6. Knowledge management for libraries

    CERN Document Server

    Forrestal, Valerie

    2015-01-01

    Libraries are creating dynamic knowledge bases to capture both tacit and explicit knowledge and subject expertise for use within and beyond their organizations. In this book, readers will learn to move policies and procedures manuals online using a wiki, get the most out of Microsoft SharePoint with custom portals and Web Parts, and build an FAQ knowledge base from reference management applications such as LibAnswers. Knowledge Management for Libraries guides readers through the process of planning, developing, and launching th

  7. KNOWLEDGE WORKERS’ MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Ramona TODERICIU

    2014-06-01

    Full Text Available The empirical research of this paper deals with knowledge workers in Romanian organizations from different fields of activity, with the purpose of distinguishing them from other types of employees and clarifying their profile and individual characteristics. Also, the paper presents the most important challenges concerning the knowledge workers’ management: identifying, developing and evaluating knowledge workers, motivating and rewarding them, as well as describing specific structure of the organizations that rely mostly on knowledgeable workforce. The findings of the research represent an important factor in developing future efficient human resources strategies and practices regarding workers that fuel the knowledge economy.

  8. Knowledge Management, Codification and Tacit Knowledge

    Science.gov (United States)

    Kimble, Chris

    2013-01-01

    Introduction: This article returns to a theme addressed in Vol. 8(1) October 2002 of the journal: knowledge management and the problem of managing tacit knowledge. Method: The article is primarily a review and analysis of the literature associated with the management of knowledge. In particular, it focuses on the works of a group of economists who…

  9. Managing Viable Knowledge

    NARCIS (Netherlands)

    Achterbergh, J.M.I.M.; Vriens, D.J.

    2002-01-01

    In this paper, Beer's Viable System Model (VSM) is applied to knowledge management. Based on the VSM, domains of knowledge are identified that an organization should possess to maintain its viability. The logic of the VSM is also used to support the diagnosis, design and implementation of the

  10. Essays on Knowledge Management

    Science.gov (United States)

    Xiao, Wenli

    2012-01-01

    For many firms, particularly those operating in high technology and competitive markets, knowledge is cited as the most important strategic asset to the firm, which significantly drives its survival and success (Grant 1996, Webber 1993). Knowledge management (KM) impacts the firm's ability to develop process features that reduce manufacturing…

  11. Knowledge Management and Transfer

    Energy Technology Data Exchange (ETDEWEB)

    Sennanye, D.M.; Thugwane, S.J.; Rasweswe, M.A. [South African Young Nuclear Professionals Society, South African Nuclear Energy Cooperation, National Nuclear Regulator, P O Box 7106, Centurion 0046 (South Africa)

    2008-07-01

    Knowledge management has become an important concept in the nuclear industry globally. This has been driven by the fact that new reactors are commissioned and some are decommissioned. Since most old experts are near retirement then there is a need to capture the nuclear knowledge and expertise and transfer it to the new generation. Knowledge transfer is one of the important building blocks of knowledge management. Processes and strategies need to be developed in order to transfer this knowledge. South African Young Nuclear Professionals Society (SAYNPS) has established a document to address strategies that can be used to close the knowledge gap between the young less experienced and experts in the field. This action will help the young generation to participate in knowledge management. The major challenges will be the willingness of the experts to share and making sure that all knowledge is captured, stored and kept up to date. The paper presents the SAYNPS point of view with regard to knowledge transfer. (authors)

  12. Knowledge Management and Transfer

    International Nuclear Information System (INIS)

    Sennanye, D.M.; Thugwane, S.J.; Rasweswe, M.A.

    2008-01-01

    Knowledge management has become an important concept in the nuclear industry globally. This has been driven by the fact that new reactors are commissioned and some are decommissioned. Since most old experts are near retirement then there is a need to capture the nuclear knowledge and expertise and transfer it to the new generation. Knowledge transfer is one of the important building blocks of knowledge management. Processes and strategies need to be developed in order to transfer this knowledge. South African Young Nuclear Professionals Society (SAYNPS) has established a document to address strategies that can be used to close the knowledge gap between the young less experienced and experts in the field. This action will help the young generation to participate in knowledge management. The major challenges will be the willingness of the experts to share and making sure that all knowledge is captured, stored and kept up to date. The paper presents the SAYNPS point of view with regard to knowledge transfer. (authors)

  13. eDOC: A collaboration infrastructure to manage knowledge and information on nuclear projects and research activities

    International Nuclear Information System (INIS)

    Van Craeynest, J.M.; Jacquemet, F.; Chermette, D.; Bonneau, S.

    2004-01-01

    After a brief recall of Knowledge Management issues and of the MKSM knowledge modelling method developed and used by the CEA, this paper focuses on the eDOC web collaboration platform designed to support a large range of cross-collaboration needs and a large spectrum of community types (from small units to large European Networks of Excellence). Online community members have different needs : knowing other members and their roles, accessing to reference information and documents, reviewing, annotating and publishing documents or sending information to all or part of members, being informed of events, scheduling shared jobs and manage tasks, discuss some questions using forums, etc. They also want to develop a common identity and portal look and structure customizations are very useful for that purpose. The Information System Department of the CEA has launched the eDOC project to supply a rapid demand growth for those tools. In the CEA, this demand is due to the growing importance and number of internal and external cross-collaborations and alliances with industrial and research partners. After a systematic evaluation campaign of both proprietary and open-source solutions, and after having defined the most pragmatic deployment strategy, we have chosen the Collaborative Portal Server (CPS) edited by Nuxeo. CPS is based on the Zope open-source object-oriented application server. Then we invested to improve functionalities and performances of CPS but also to design and implement a security policy adapted to different types of security requirements and information privacy levels. The eDOC web collaboration infrastructure is now used by 50 projects and this number keeps increasing. The main uses are internal documents repositories (to simplify classical 'Intranet' building and maintaining process) and information repositories (including documents but also events, news, calendar, conferences, etc.) for external collaborations. The 6th European research framework program

  14. Information management for decommissioning projects

    International Nuclear Information System (INIS)

    LeClair, A.N.; Lemire, D.S.

    2011-01-01

    This paper explores the importance of records and information management for decommissioning projects. Key decommissioning information and elements of a sound information management strategy are identified. Various knowledge management strategies and tools are discussed as opportunities for leveraging decommissioning information. The paper also examines the implementation of Atomic Energy of Canada Limited's (AECL) strategy for the long term preservation of decommissioning information, and its initiatives in leveraging of information with the application of several knowledge management strategies and tools. The implementation of AECL's strategy illustrates common as well as unique information and knowledge management challenges and opportunities for decommissioning projects. (author)

  15. Knowledge Management: A Skeptic's Guide

    Science.gov (United States)

    Linde, Charlotte

    2006-01-01

    A viewgraph presentation discussing knowledge management is shown. The topics include: 1) What is Knowledge Management? 2) Why Manage Knowledge? The Presenting Problems; 3) What Gets Called Knowledge Management? 4) Attempts to Rethink Assumptions about Knowledgs; 5) What is Knowledge? 6) Knowledge Management and INstitutional Memory; 7) Knowledge Management and Culture; 8) To solve a social problem, it's easier to call for cultural rather than organizational change; 9) Will the Knowledge Management Effort Succeed? and 10) Backup: Metrics for Valuing Intellectural Capital i.e. Knowledge.

  16. Knowledge management in international networks

    NARCIS (Netherlands)

    Man, de A.P.

    2006-01-01

    Networks and knowledge are intimately connected. Networks are believed to be innovative because of the smooth transfer, combination and creation of knowledge that can take place in them. Interestingly however, knowledge management research has hardly studied knowledge management techniques in

  17. Basic Elements of Knowledge Management

    Directory of Open Access Journals (Sweden)

    Marcin W. Staniewski

    2007-10-01

    Full Text Available The article is a review of basic knowledge management terminology. It presents such a description as: knowledge resources levels (data, information, knowledge, and wisdom, knowledge sources (internal, external, and knowledge typology (implicit, tacit or individual, social. Moreover the article characterizes knowledge management process, knowledge management system and main knowledge management strategies (codification, personalization. At the end of the article there is mentioned the knowledge creating process (the concept of knowledge creation spiral and the role of Intelligence Technology (IT and organizational culture as main elements supporting knowledge management implementation in organizations.

  18. A Design Thinking Approach to Teaching Knowledge Management

    Science.gov (United States)

    Wang, Shouhong; Wang, Hai

    2008-01-01

    Pedagogies for knowledge management courses are still undeveloped. This Teaching Tip introduces a design thinking approach to teaching knowledge management. An induction model used to guide students' real-life projects for knowledge management is presented. (Contains 1 figure.)

  19. Managing Distributed Knowledge Systems

    DEFF Research Database (Denmark)

    Sørensen, Brian Vejrum; Gelbuda, Modestas

    2005-01-01

    . This paper contributes to the research on organizations as distributed knowledge systems by addressing two weaknesses of the social practice literature. Firstly, it downplays the importance of formal structure and organizational design and intervention efforts by key organizational members. Secondly, it does......The article argues that the growth of de novo knowledge-based organization depends on managing and coordinating increasingly growing and, therefore, distributed knowledge. Moreover, the growth in knowledge is often accompanied by an increasing organizational complexity, which is a result...... of integrating new people, building new units and adding activities to the existing organization. It is argued that knowledge is not a stable capacity that belongs to any actor alone, but that it is rather an ongoing social accomplishment, which is created and recreated as actors engage in mutual activities...

  20. Knowledge Creation Through Development Projects

    DEFF Research Database (Denmark)

    Laursen, Erik

    2010-01-01

    The focus of the paper is set on efforts to produce and manage organizational learning and development through engagement in organizational development projects, involving the implementation of new methods, new technologies and new ways of organizing the work processes. The issues discussed...... study of four organizational development projects (covering the organizations as a whole) held by four Danish High Schools (“gymnasium”). The study included questionnaires as well as interviews with the management and staff, plus a survey of selected written materials and documents. The purpose...... of the paper is to describe the activities, actually organized by the projects., as well as the various ways in which different groupings among the staff and the management are relating to the project. A special focus is set on the different perspectives on the projects established by the staff...

  1. NASA/DOD Aerospace Knowledge Diffusion Research Project. Paper 68: Who is Managing Knowledge? The Implications for Knowledge Production and Management of Global Strategic Alliances in Knowledge Dependent Industries

    Science.gov (United States)

    Golich, Vicki L.; Pinelli, Thomas

    1998-01-01

    Knowledge is the foundation upon which researchers build as they innovate. Innovation lies at the core of a state's or a firm's ability to survive in a competitive world. Indeed, some economic historians ever that technological innovation, not trade, is the engine to economic growth. Despite the centrality of knowledge to corporate success, analysts have only recently shown an interest in the "knowledge capital" or "intellectual capital" of the firm, often literally trying to assign a value to this resource.

  2. Staff management, training and knowledge management

    International Nuclear Information System (INIS)

    Makino, Hitoshi; Umeki, Hiroyuki; Capouet, M.; Depaus, C.; Berckmans, A.

    2014-01-01

    Staff management/training and knowledge management are organisational issues that are particularly sensitive in long-term projects stretching over decades like the development and operation of a geological repository. The IAEA has already issued several publications that deal with this issue (IAEA, 2006, 2008). Organisational aspects were also discussed in the framework of a topical session organised by the Integration Group for the Safety Case (IGSC) at its annual meeting in 2009 and were regarded as a topic deserving future attention (NEA, 2009a). More recently, the Forum on Stakeholder Confidence (FSC) identified organisational, mission and behavioural features as attributes of confidence and trust (NEA, 2013). They also identified that aspects such as structural learning capacity, high levels of skill and competence in relevant areas, specific management plan, good operating records, transparency and consistency are associated with confidence building in a safety case. These aspects are considerably related to staff training/management and knowledge management. The IGSC has initiated a proposal of study dedicated to staff training/management and knowledge management with the objective to highlight how these recent concerns and the requirements issued by the IAEA are concretely implemented in the national programmes. The goal of this study is to acknowledge the differences of views and needs for staff management and knowledge management at different stages of individual programmes and between implementer and regulator. As a starting point to this study, the JAEA and ONDRAF/NIRAS prepared a draft questionnaire in order to succinctly capture processes and tools that the national organisations have implemented to meet the requirements and address the issues set out in the field of staff and knowledge management. For the purpose of this study, a questionnaire is now under development, which will be presented on the occasion of this symposium with guidance based on a

  3. Sustainable knowledge development across cultural boundaries: Experiences from the EU-project SILMAS (Toolbox for conflict solving instruments in Alpine Lake Management)

    Science.gov (United States)

    Fegerl, Michael; Wieden, Wilfried

    2013-04-01

    Increasingly people have to communicate knowledge across cultural and language boundaries. Even though recent technologies offer powerful communication facilities people often feel confronted with barriers which clearly reduce their chances of making their interaction a success. Concrete evidence concerning such problems derives from a number of projects, where generated knowledge often results in dead-end products. In the Alpine Space-project SILMAS (Sustainable Instruments for Lake Management in Alpine Space), in which both authors were involved, a special approach (syneris® ) was taken to avoid this problem and to manage project knowledge in sustainable form. Under this approach knowledge input and output are handled interactively: Relevant knowledge can be developed continuously and users can always access the latest state of expertise. Resort to the respective tools and procedures can also assist in closing knowledge gaps and in developing innovative responses to familiar or novel problems. This contribution intends to describe possible ways and means which have been found to increase the chances of success of knowledge communication across cultural boundaries. The process of trans-cultural discussions of experts to find a standardized solution is highlighted as well as the problem of dissemination of expert knowledge to variant stakeholders. Finally lessons learned are made accessible, where a main task lies in the creation of a tool box for conflict solving instruments, as a demonstrable result of the project and for the time thereafter. The interactive web-based toolbox enables lake managers to access best practice instruments in standardized, explicit and cross-linguistic form.

  4. Knowledge Management Orientation: An Innovative Perspective to Hospital Management.

    Science.gov (United States)

    Ghasemi, Matina; Ghadiri Nejad, Mazyar; Bagzibagli, Kemal

    2017-12-01

    By considering innovation as a new project in hospitals, all the project management's standard steps should be followed in execution. This study investigated the validation of a new set of measures in terms of providing a procedure for knowledge management-oriented innovation that enriches the hospital management system. The relation between innovation and all the knowledge management areas, as the main constructs of project management, was illustrated by referring to project management standard steps and previous studies. Through consultations and meetings with a committee of professional project managers, a questionnaire was developed to measure ten knowledge management areas in hospital's innovation process. Additionally, a group of experts from hospital managers were invited to comment on the applicability of the questionnaires by considering if the items are measurable in hospitals practically. A close-ended, Likert-type scale items, consisted of ten sections, were developed based on project management body of knowledge thorough Delphi technique. It enables the managers to evaluate hospitals' situation to be aware whether the organization follows the knowledge management standards in innovation process or not. By pilot study, confirmatory factor analysis and exploratory factor analysis were conducted to ensure the validity and reliability of the measurement items. The developed items seem to have a potential to help hospital managers and subsequently delivering new products/services successfully based on the standard procedures in their organization. In all innovation processes, the knowledge management areas and their standard steps help hospital managers by a new tool as questionnaire format.

  5. Managing a project's legacy: implications for organizations and project management

    Science.gov (United States)

    Cooper, Lynne P.; Hecht, Michael H.; Majchrzak, Ann

    2003-01-01

    Organizations that rely on projects to implement their products must find effective mechanisms for propagating lessons learned on one project throughout the organization. A broad view of what constitutes a project's 'legacy' is presented that includes not just the design products and leftover parts, but new processes, relationships, technology, skills, planning data, and performance metrics. Based on research evaluating knowledge reuse in innovative contexts, this paper presents an approach to project legacy management that focuses on collecting and using legacy knowledge to promote organizational learning and effective reuse, while addressing factors of post-project responsibility, information obsolescence, and the importance of ancillary contextual information. .

  6. Managing Projects for Change: Contextualised Project Management

    Science.gov (United States)

    Tynan, Belinda; Adlington, Rachael; Stewart, Cherry; Vale, Deborah; Sims, Rod; Shanahan, Peter

    2010-01-01

    This paper will detail three projects which focussed on enhancing online learning at a large Australian distance education University within a School of Business, School of Health and School of Education. Each project had special funding and took quite distinctive project management approaches, which reflect the desire to embed innovation and…

  7. Knowledge management based organizations

    Directory of Open Access Journals (Sweden)

    Manev Gjorgji

    2015-01-01

    Full Text Available Accomplishment of the goals set by a business organization implies implementation of knowledge management. It allows coordination of the working processes with the information technologies, with a view to adapting the organization's operations to the problems encountered. Overcoming these problems involves designing and implementation of complex business systems supported by information technology. This can be achieved by management that will monitor the business processes through clear indicators, with the purpose of accomplishing the preset strategic goals. This managerial staff must be fully devoted and committed to their work, to learning and creation of expertise that will help overcome the competition challenges.

  8. Nuclear Knowledge Management

    International Nuclear Information System (INIS)

    Hanamitsu, K.

    2015-01-01

    Knowledge is a strategic asset in every business. It should be actively managed by creating, acquiring, sharing, transferring and retaining among workers. Leaders and managers have to understand the significance of knowledge management (KM), recognise the risks of knowledge loss and gaps, and its impact on their working environment. Nuclear industry appears to be behind other industries in KM. This is firstly attributed to the nature of business which deals with sensitive data on nuclear materials and prioritises safety and security over information sharing. Second, it faces strong competition over the operational life-cycle, which discourages to exchange know-how and experiences. Third, nuclear industry is highly technology-oriented with homogeneous form, which misleads people to believe that KM has been already in place. Those factors could be barriers to establish nuclear KM culture on the basis of corporate core value and safety culture. Practical example of KM in business includes codification of particular skills into knowledge repository such as manual, handbook and database, and implicit knowledge transfer from experts to successors through apprenticeship and mentoring programmes. The examples suggest that KM applications closely link to information technology (IT) and human resource development (HRD) strategies, which results in effective integration of all available resources: people, process, and technology. Globalization and diversity is another dimension where KM can contribute to the solution. Global companies have to achieve a common goal beyond cultural, racial and gender differences. KM helps reduce the gaps, identify the core competence, and increase flexibility in workplace. Working women have been developing their professional career while adapting to situational changes in their lives. It might be easier for them to understand the importance of KM and develop KM practices in the organizations. KM will help nuclear industry to respond to the

  9. The Environmental Management Project Manager's Handbook for improved project definition

    International Nuclear Information System (INIS)

    1995-02-01

    The United States Department of Energy (DOE) is committed to providing high quality products that satisfy customer needs and are the associated with this goal, DOE personnel must possess the knowledge, skills, and abilities to ensure successful job performance. In addition, there must be recognition that the greatest obstacle to proper project performance is inadequate project definition. Without strong project definition, DOE environmental management efforts are vulnerable to fragmented solutions, duplication of effort, and wastes resources. The primary means of ensuring environmental management projects meet cost and schedule milestones is through a structured and graded approach to project definition, which is the focus of this handbook

  10. Project Communications Management

    OpenAIRE

    José C. Santiago-Guevara; Mauricio Rojas-Contreras; Luis A. Esteban-Villamizar

    2013-01-01

    This article presents a review in relation to the object of study: Communications Management as an important factor in the management of projects. The review includes the most relevant and most renowned authors in the field of project management, focusing on telecommunications projects, which lets you define a communications management model.

  11. Managing clinical improvement projects.

    Science.gov (United States)

    Phillips, Joanna; Simmonds, Lorraine

    This paper, the second of a three-part series looking at change management tools, provides a practical guide on how to use common project management principles in practice. Much of the literature on project management focuses on the business arena, with little reference to clinical settings. Identifying this literature and understanding its relevance to managing projects in healthcare can be difficult. This article provides a practical guide to identifying the key principles of good project management and applying these in health settings.

  12. Modern project-management

    CERN Multimedia

    CERN. Geneva

    2003-01-01

    This lecture will focus on the following issues: - The current state of the art in Project Management, especially the integration of Project Management with general management activities, and the integrated view of resources allocation. - Overview of the project life cycle, the phases and the deliverables - Necessity and limits of planning in a research environment - Organizational aspects of the projects the roles of the stakeholders - How to get the resources when they are needed - Risk Management in Projects - Earned value - How to keep a project on track (schedule and budget) - Management of the suppliers - Closing of the project

  13. A framework for extracting and representing project knowledge contexts using topic models and dynamic knowledge maps

    Science.gov (United States)

    Xu, Jin; Li, Zheng; Li, Shuliang; Zhang, Yanyan

    2015-07-01

    There is still a lack of effective paradigms and tools for analysing and discovering the contents and relationships of project knowledge contexts in the field of project management. In this paper, a new framework for extracting and representing project knowledge contexts using topic models and dynamic knowledge maps under big data environments is proposed and developed. The conceptual paradigm, theoretical underpinning, extended topic model, and illustration examples of the ontology model for project knowledge maps are presented, with further research work envisaged.

  14. Knowledge Map of Facilities Management

    DEFF Research Database (Denmark)

    Nenonen, Suvi; Jensen, Per Anker; Lindahl, Göran

    2014-01-01

    both the research community and FM-practitioners can develop new models for identifying knowledge needs and gaps and to improve knowledge sharing and knowledge flow and thus the fulfilment of their mission and goals. Knowledge maps can also help in organizing research activities and analysing......Purpose This paper aims to draft a knowledge map of the fragmented and multidisciplinary research of and relevant to FM. Facilities management knowledge map is a tool for presenting what relevant data and knowledge, a.k.a. knowledge, resides in different disciplines. Knowledge mapping is a step...... in creating an inventory of knowledge (i.e. the knowledge base) and developing/improving the processes of knowledge sharing in research, education and practice. Theory Knowledge mapping is discussed in terms of knowledge management. The research is connected to knowledge mapping in the facilities management...

  15. Project management case studies

    CERN Document Server

    Kerzner, Harold R

    2013-01-01

    A new edition of the most popular book of project management case studies, expanded to include more than 100 cases plus a ""super case"" on the Iridium Project Case studies are an important part of project management education and training. This Fourth Edition of Harold Kerzner''s Project Management Case Studies features a number of new cases covering value measurement in project management. Also included is the well-received ""super case,"" which covers all aspects of project management and may be used as a capstone for a course. This new edition:Contains 100-plus case studies drawn from re

  16. Designing Project Management

    NARCIS (Netherlands)

    Heintz, John Linke; Lousberg, L.; Wamelink, J.W.F.; Saari, A.; Huovinen, P.

    2016-01-01

    In this paper we introduce the concept of Designing Project Management. On the basis of our earlier work, we suggest that there is still a gap between what is known from recent project management literature and what project managers can structurally help in the effectiveness of their work. Assuming

  17. MRS project management

    International Nuclear Information System (INIS)

    Doman, J.W.; Vlahakis, J.

    1992-01-01

    Management of projects under the control of the Office of Civilian Radioactive Waste Management within the Department of Energy is subject to overview by a variety of internal and external entities. This paper reports that effective project management often requires balancing of conflicting directions and conflicting agendas of the different entities in order to proceed with implementation of the Monitored Retrievable Storage project

  18. Web Project Management

    OpenAIRE

    Suralkar, Sunita; Joshi, Nilambari; Meshram, B B

    2013-01-01

    This paper describes about the need for Web project management, fundamentals of project management for web projects: what it is, why projects go wrong, and what's different about web projects. We also discuss Cost Estimation Techniques based on Size Metrics. Though Web project development is similar to traditional software development applications, the special characteristics of Web Application development requires adaption of many software engineering approaches or even development of comple...

  19. PROJECT SCOPE MANAGEMENT PROCESS

    Directory of Open Access Journals (Sweden)

    Yana Derenskaya

    2018-01-01

    Full Text Available The purpose of the article is to define the essence of project scope management process, its components, as well as to develop an algorithm of project scope management in terms of pharmaceutical production. Methodology. To carry out the study, available information sources on standards of project management in whole and elements of project scope management in particular are analysed. Methods of system and structural analysis, logical generalization are used to study the totality of subprocesses of project scope management, input and output documents, and to provide each of them. Methods of network planning are used to construct a precedence diagram of project scope management process. Results of the research showed that components of the project scope management are managing the scope of the project product and managing the content of project work. It is the second component is investigated in the presented work as a subject of research. Accordingly, it is defined that project scope management process is to substantiate and bring to the realization the necessary amount of work that ensures the successful implementation of the project (achievement of its goal and objectives of individual project participants. It is also determined that the process of managing the project scope takes into account the planning, definition of the project scope, creation of the structure of project work, confirmation of the scope and management of the project scope. Participants of these subprocesses are: customer, investor, and other project participants – external organizations (contractors of the project; project review committee; project manager and project team. It is revealed that the key element of planning the project scope is the formation of the structure of design work, the justification of the number of works, and the sequence of their implementation. It is recommended to use the following sequence of stages for creating the structure of project work

  20. Project Risk Management

    Science.gov (United States)

    Jr., R. F. Miles

    1995-01-01

    Project risk management is primarily concerned with performance, reliability, cost, and schedule. Environmental risk management is primarily concerned with human health and ecological hazards and likelihoods. This paper discusses project risk management and compares it to environmental risk management, both with respect to goals and implementation. The approach of the Jet Propulsion Laboratory to risk management is presented as an example of a project risk management approach that is an extension to NASA NHB 7120.5: Management of Major System Programs and Projects.

  1. Knowledge management and organizational learning

    CERN Document Server

    2009-01-01

    Knowledge management (KM) is a set of relatively new organizational activities. This volume presents some 20 papers organized into five sections covering basic concepts of knowledge management. The volume editor is an esteemed name in the field..

  2. A Study into the Motivation of Knowledge Workers: Using an adapted version of the MOCC model of motivation to explain the motivational tendencies of project managers and engineers

    OpenAIRE

    Hammond, Matthew

    2012-01-01

    There is a general need across organisations to better understand the motivation of knowledge workers. Based on our own empirical findings, research into early and contemporary motivation theories and use of Sharp et al.’s (2009) Motivators, Outcomes, Context, and Characteristics (MOCC) motivational model we adapted our own model. Through adapting the content of the model but keeping the framework intact, we were able to explain the various aspects of motivation in project management and engi...

  3. Nuclear knowledge management at the IAEA

    International Nuclear Information System (INIS)

    Yanev, Y.

    2004-01-01

    Nuclear Knowledge Management as a part of the IAEA mission and its aim to help organizations to achieve competitive advantage; costs reduction; accelerated time to market in companies and large private sector organisations; innovation, supports error free decision making are discussed. The most important outputs such as nuclear knowledge management methodology; identifying endangered areas of nuclear science and technology; developing knowledge repositories; knowledge preservation technology; dedicated projects with Member States, (Atucha, Angra, KNK2, ) are presented. A brief review of the currently implemented with Agency's assistance project ANENT (Asian Network for Education in Nuclear Technology) is also given

  4. Project stakeholder management

    CERN Document Server

    Eskerod, Pernille

    2013-01-01

    Carrying out a project as planned is not a guarantee for success. Projects may fail because project management does not take the requirements, wishes and concerns of stakeholders sufficiently into account. Projects can only be successful though contributions from stakeholders. And in the end, it is the stakeholders that evaluate whether they find that the project is a success. To manage stakeholders effectively, you need to know your stakeholders, their behaviours and attitudes towards the project. In Project Stakeholder Management, the authors give guidance on how to adopt an analytical and s

  5. Distributed Knowledge Management in Extranets

    DEFF Research Database (Denmark)

    Pedersen, Mogens Kühn; Larsen, Michael Holm

    1999-01-01

    Knowledge management exchange schemes based on symmetric incentives are rarely found in the literature. The distributed knowledge model relies upon a double loop knowledge conversion decision support system with symmetric incentives in an extranet. The model merges specific knowledge with knowledge...... chains and networks like replacement, maintenance and services industries....

  6. Managing projects a team-based approach

    CERN Document Server

    Brown, Karen A

    2010-01-01

    Students today are likely to be assigned to project teams or to be project managers almost immediately in their first job. Managing Projects: A Team-Based Approach was written for a wide range of stakeholders, including project managers, project team members, support personnel, functional mangers who provide resources for projects, project customers (and customer representatives), project sponsors, project subcontractors, and anyone who plays a role in the project delivery process. The need for project management is on the rise as product life cycles compress, demand for IT systems increases, and business takes on an increasingly global character. This book adds to the project management knowledge base in a way that fills an unmet need—it shows how teams can apply many of the standard project management tools, as well as several tools that are relatively new to the field. Managing Projects: A Team-Based Approach offers the academic rigor found in most textbooks along with the practical attributes often foun...

  7. IT Project Management Metrics

    Directory of Open Access Journals (Sweden)

    2007-01-01

    Full Text Available Many software and IT projects fail in completing theirs objectives because different causes of which the management of the projects has a high weight. In order to have successfully projects, lessons learned have to be used, historical data to be collected and metrics and indicators have to be computed and used to compare them with past projects and avoid failure to happen. This paper presents some metrics that can be used for the IT project management.

  8. Successful project management

    CERN Document Server

    Young, Trevor L

    2016-01-01

    Successful Project Management, 5th edition, is an essential guide for anyone who wants to improve the success rate of their projects. It will help managers to maintain a balance between the demands of the customer, the project, the team and the organization. Covering the more technical aspects of a project from start to completion it contains practised and tested techniques, covering project conception and start-up, how to manage stake holders, effective risk management, project planning and launch and execution. Also including a brand new glossary of key terms, it provides help with evaluating your project as well as practical checklists and templates to ensure success for any ambitious project manager. With over one million copies sold, the hugely popular Creating Success series covers a wide variety of topic, with the latest editions including new chapters such as Tough Conversations and Treating People Right. This indispensable business skills collection is suited to a variety of roles, from someone look...

  9. Earned value project management

    CERN Document Server

    Fleming, Quentin W

    2010-01-01

    Organizations that follow the principles of good Earned Value Management (EVM) create an environment that allows teams to successfully operate and thrive ? even in the face of challenges that could negatively impact their projects. Earned Value Project Management (EVPM) is a methodology used to measure and communicate the real physical progress of a project taking into account the work completed, the time taken and the costs incurred to complete that work. As a result, EVPM allows more educated and effective management decision-making, which helps evaluate and control project risk by measuring project progress in monetary terms. In the first two editions of Earned Value Project Management, Quentin W. Fleming and Joel M. Koppelman provided guidance for project management practitioners already familiar with EVPM, was well as those who were new to the use of this technique. The third edition expanded the information available on of EVPM for medium and smaller projects while still being relevant for larger projec...

  10. Fundamentals of Project Management

    CERN Document Server

    Heagney, Joseph

    2011-01-01

    With sales of more than 160,000 copies, Fundamentals of Project Management has helped generations of project managers navigate the ins and outs of every aspect of this complex discipline. Using a simple step-by-step approach, the book is the perfect introduction to project management tools, techniques, and concepts. Readers will learn how to: ò Develop a mission statement, vision, goals, and objectives ò Plan the project ò Create the work breakdown structure ò Produce a workable schedule ò Understand earned value analysis ò Manage a project team ò Control and evaluate progress at every stage.

  11. Management of nuclear knowledge

    International Nuclear Information System (INIS)

    Khan, R.; Boeck, H.; Villa, M.

    2008-04-01

    The IAEA Technical Meeting (TM) on the 'Role of universities in preserving and managing nuclear knowledge' was held in Vienna, Austria, 10-14 December 2007. This TM is the continuation of IAEA efforts to address future workforce demand developments, quality and quantity of nuclear higher education in member states. IAEA activities always focussed in particular on curricula, on networking universities and on internet platforms. The objective of this meeting was to provide a forum to present and discuss the status of and good practices of nuclear higher education in member states. Around twenty experts from different member states presented the status and on-going practices of nuclear education. This meeting was divided into two main sections: part A gave the status of nuclear education in the member states while part B included the best practices and recommendations. A summary of both sessions are provided in this report. (Nevyjel)

  12. PROJECT MANAGER SKILLS, RISK MANAGEMENT TOOLS

    Directory of Open Access Journals (Sweden)

    Vladut Iacob

    2013-12-01

    Full Text Available Although the projects are different from each other there are many common things that contribute to their success. Looked overall, the success of a project is the result of a multitude of factors. This person is considered the "engine" of the project. The man who makes the action set for the achievement of project objectives to be brought to an end. The project manager must have the technical knowledge and economic diverse. He should be able to choose a team and lead. You must be tenacious, combative, to know how to communicate both within the team and beyond. In a word, the project manager must have an impressive stock of knowledge, skills and abilities and appreciate as Peter Drucker, to "exist for the organization. To be its servant. Any management who forget this will only cause damage to the organization. "This study will focus on highlighting the skills of the project manager and their role in managing difficult situations or risk.

  13. Spent Nuclear Fuel project, project management plan

    International Nuclear Information System (INIS)

    Fuquay, B.J.

    1995-01-01

    The Hanford Spent Nuclear Fuel Project has been established to safely store spent nuclear fuel at the Hanford Site. This Project Management Plan sets forth the management basis for the Spent Nuclear Fuel Project. The plan applies to all fabrication and construction projects, operation of the Spent Nuclear Fuel Project facilities, and necessary engineering and management functions within the scope of the project

  14. Knowledge Management di Perguruan Tinggi

    Directory of Open Access Journals (Sweden)

    Harjanto Prabowo

    2010-11-01

    Full Text Available Conceptually, Knowledge Management is the organization's activities in managing knowledge as an asset, it is necessary that knowledge is properly distributed to the right people and in swift time, until they can interact, share knowledge and apply it in their daily work in order to improve organizational performance. In the study of higher education, in addition to being an element forming a sustainable competitive advantage, knowledge is also the value created by the college to be conveyed to consumers. This research discusses the understanding of knowledge management that is implemented in universities. 

  15. Managing Distributed Software Projects

    DEFF Research Database (Denmark)

    Persson, John Stouby

    Increasingly, software projects are becoming geographically distributed, with limited face-toface interaction between participants. These projects face particular challenges that need careful managerial attention. This PhD study reports on how we can understand and support the management...... of distributed software projects, based on a literature study and a case study. The main emphasis of the literature study was on how to support the management of distributed software projects, but also contributed to an understanding of these projects. The main emphasis of the case study was on how to understand...... the management of distributed software projects, but also contributed to supporting the management of these projects. The literature study integrates what we know about risks and risk-resolution techniques, into a framework for managing risks in distributed contexts. This framework was developed iteratively...

  16. Social Media for Knowledge Management

    DEFF Research Database (Denmark)

    Dyrby, Signe

    2013-01-01

    of social media as a tool for knowledge management presents an interesting addition to existing knowledge management initiatives. In this research in progress paper, social media for knowledge management is explored through investigating the research question, how can social media influence knowledge...... and show multiple opportunities and challenges for adopting these initiatives into organizational practices. In recent years social media technologies have entered the organizational spheres with the objective of connecting people and enabling them to share and build knowledge. The application and use...... management practices in organizations? The investigation builds on a theoretical reflection of the concepts of knowledge management practices and social media. The method for the theoretical investigation is based in the outline of core literature perspectives dealing with knowledge management practices...

  17. Construction project management handbook.

    Science.gov (United States)

    2012-03-01

    The purpose of the FTA Construction Project Management Handbook is to provide guidelines for use by public transit agencies (Agen-cies) undertaking substantial construction projects, either for the first time or with little prior experience with cons...

  18. Knowledge management, innovation and creativity

    NARCIS (Netherlands)

    Dhondt, S.

    2003-01-01

    Since five years, knowledge management stays high on the policy agenda of companies. They hope to improve their operations by introducing knowledge and innovation programs. Also, at the EU-level, knowledge management is seen as an important item for research. The European Commission has included

  19. Project management for engineers

    CERN Document Server

    Bennett, Michael J

    2014-01-01

    Project Management for Engineers, as the title suggests, is a direct attempt at addressing the ever-increasing and specific needs for better project management of engineering students, practicing engineers and managers in the industry. It aims not only to present the principles and techniques of Project Management, but also to discuss project management standards, processes and requirements, such as PMBOK, IEEE and PRINCE. Each chapter begins with the basics of the theme being developed at a level understandable to an undergraduate, before more complex topics are introduced at the end of each section that are suitable for graduate students. For the practicing professionals or managers in the industry, the book also provides many real illustrations of practical application of the principles of Project Management. Through a realistic blend of theory and practical examples, as well as an integration of the engineering technical issues with business issues, this book seeks to remove the veil of mystery that has...

  20. Project Management Techniques

    OpenAIRE

    Mihalache Anita; Salagean Liana

    2010-01-01

    Project management is a technique that can aid in the planning, scheduling, and monitoring of complex projects characterized by numerous, non repetitive jobs called activities. Examples of projects that would use project management include: - developing a mass rapid – transit system for a metropolitan area; - organizing the relocation of a corporate headquarters; - planning the production of a concert, film, or play; - developing and marketing a new automobile; - constructing a high – rise of...

  1. Information and Knowledge Management at South African Law Firms

    African Journals Online (AJOL)

    In legal practice, information management technologies, for example intranets, ... document and content management systems, case and project management ... knowledge management, law firms, legal practice, information technology, legal ...

  2. Risks management in project planning

    OpenAIRE

    Stankevičiūtė, Roberta

    2017-01-01

    Project management consists of two very important aspects – managing the right project and managing the project right. To know that you are managing the right project you need to ensure that your project is based on an actual requirement and that your project goal is relevant and beneficial. And professional project planning assists in managing project the right way. The project planning process is very time consuming and is one of the most important parts of the project management process. T...

  3. Knowledge Discovery in Data in Construction Projects

    Directory of Open Access Journals (Sweden)

    Szelka J.

    2016-06-01

    Full Text Available Decision-making processes, including the ones related to ill-structured problems, are of considerable significance in the area of construction projects. Computer-aided inference under such conditions requires the employment of specific methods and tools (non-algorithmic ones, the best recognized and successfully used in practice represented by expert systems. The knowledge indispensable for such systems to perform inference is most frequently acquired directly from experts (through a dialogue: a domain expert - a knowledge engineer and from various source documents. Little is known, however, about the possibility of automating knowledge acquisition in this area and as a result, in practice it is scarcely ever used. It has to be noted that in numerous areas of management more and more attention is paid to the issue of acquiring knowledge from available data. What is known and successfully employed in the practice of aiding the decision-making is the different methods and tools. The paper attempts to select methods for knowledge discovery in data and presents possible ways of representing the acquired knowledge as well as sample tools (including programming ones, allowing for the use of this knowledge in the area under consideration.

  4. Investigating the Knowledge Management Culture

    Science.gov (United States)

    Stylianou, Vasso; Savva, Andreas

    2016-01-01

    Knowledge Management (KM) efforts aim at leveraging an organization into a knowledge organization thereby presenting knowledge employees with a very powerful tool; organized valuable knowledge accessible when and where needed in flexible, technologically-enhanced modes. The attainment of this aim, i.e., the transformation into a knowledge…

  5. Project-based knowledge in organizing open innovation

    CERN Document Server

    Comacchio, Anna; Pizzi, Claudio

    2014-01-01

    Enriching understanding of the current theoretical debate on project-based open innovation, ‘Project-based Knowledge in Organizing Open Innovation’ draws on innovation management literature and knowledge-based perspectives to investigate the relationship between knowledge development at project level and the strategic organization of open innovation. Addressing the still open issue of how the firm level should be complemented by studies at the project level of analysis, this book provides theoretical and empirical arguments on the advantages of a more fine-grained level of analysis to understand how firms organize their innovation processes across boundaries. The book also addresses the emerging interest in the management literature on project-based organizations, and on the relevance of project forms of organizing in a knowledge-based economy. Through field research in different industrial settings , this book provides empirical evidence on how firms design open innovation project-by-project and it will ...

  6. Principles of project management

    Science.gov (United States)

    1982-01-01

    The basic principles of project management as practiced by NASA management personnel are presented. These principles are given as ground rules and guidelines to be used in the performance of research, development, construction or operational assignments.

  7. Improving Knowledge Management and Utilization of Research ...

    International Development Research Centre (IDRC) Digital Library (Canada)

    Improving Knowledge Management and Utilization of Research Results in Ecohealth Projects. This study brings together lead investigators from 11 past and ongoing Ecohealth projects across Latin America who are interested in achieving better development outcomes guided by research results. Their collective ...

  8. Bringing knowledge management into an engineering curriculum ...

    African Journals Online (AJOL)

    The use of effective knowledge management is becoming an essential part of technical development projects in order to enable developers to handle the growing complexity of these projects. In this article we discuss an innovative approach to address this concern from the perspective of an undergraduate engineering ...

  9. Bringing Knowledge Management into an Engineering Curriculum

    Science.gov (United States)

    Winberg, S. L.; Schach, S. R.; Inggs, M. R.

    2007-01-01

    The use of effective knowledge management is becoming an essential part of technical development projects in order to enable developers to handle the growing complexity of these projects. In this article we discuss an innovative approach to address this concern from the perspective of an undergraduate engineering curriculum. Instead of adding…

  10. Interconnecting sensors and people to improve the knowledge and sustainable management in rural and alpine environment: the CIRCE project

    Science.gov (United States)

    Cavallo, Eugenio; Biddoccu, Marcella; Bagagiolo, Giorgia; De Marziis, Massimo; Gaia Forni, Emanuela; Alemanno, Laura; Ferraris, Stefano; Canone, Davide; Previati, Maurizio; Turconi, Laura; Arattano, Massimo; Coviello, Velio

    2016-04-01

    Environmental sensor monitoring is continuously developing, both in terms of quantity (i.e. measurement sites), and quality (i.e. technological innovation). Environmental monitoring is carried out by either public or private entities for their own specific purposes, such as scientific research, civil protection, support to industrial and agricultural activities, services for citizens, security, education, and information. However, the acquired dataset could be cross-appealing, hence, being interesting for purposes that diverted from their main intended use. The CIRCE project (Cooperative Internet-of-Data Rural-alpine Community Environment) aimed to gather, manage, use and distribute data obtained from sensors and from people, in a multipurpose approach. The CIRCE project was selected within a call for tender launched by Piedmont Region (in collaboration with CSI Piemonte) in order to improve the digital ecosystem represented by YUCCA, an open source platform oriented to the acquisition, sharing and reuse of data resulting both from real-time and on-demand applications. The partnership of the CIRCE project was made by scientific research bodies (IMAMOTER-CNR, IRPI-CNR, DIST) together with SMEs involved in environmental monitoring and ICT sectors (namely: 3a srl, EnviCons srl, Impresa Verde Cuneo srl, and NetValue srl). Within the project a shared network of agro-meteo-hydrological sensors has been created. Then a platform and its interface for collection, management and distribution of data has been developed. The CIRCE network is currently constituted by a total amount of 171 sensors remotely connected and originally belonging to different networks. They are settled-up in order to monitor and investigate agro-meteo-hydrological processes in different rural and mountain areas of Piedmont Region (NW-Italy), including some very sensitive locations, but difficult to access. Each sensor network differs from each other, in terms of purpose of monitoring, monitored

  11. Collaborative Knowledge Management

    African Journals Online (AJOL)

    pc

    2018-03-05

    Mar 5, 2018 ... collaboration of knowledge. The organizational structures and ... enables organizations to see the collective knowledge as a base element of ..... requirements for communication across different equipment and applications by ...

  12. MANAGING MULTICULTURAL PROJECT TEAMS

    Directory of Open Access Journals (Sweden)

    Cezar SCARLAT

    2014-06-01

    Full Text Available The article is based on literature review and authors’ own recent experience in managing multicultural project teams, in international environment. This comparative study considers two groups of projects: technical assistance (TA projects versus information technology (IT projects. The aim is to explore the size and structure of the project teams – according to the team formation and its lifecycle, and to identify some distinctive attributes of the project teams – both similarities and differences between the above mentioned types of projects. Distinct focus of the research is on the multiculturalism of the project teams: how the cultural background of the team members influences the team performance and team management. Besides the results of the study are the managerial implications: how the team managers could soften the cultural clash, and avoid inter-cultural misunderstandings and even conflicts – in order to get a better performance. Some practical examples are provided as well.

  13. Knowledge Management and Intellectual Capital

    DEFF Research Database (Denmark)

    Bukh, Per Nikolaj; Skovvang Christensen, Karina; Mouritsen, Jan

    From various angles and perspectives this book shows how knowledge management is actually practised in many different European firms. New dimensions of well-known management principles and concepts emerge by focusing on knowledge. Leading researchers and experts from European business schools offer...... new insight into the range of practical problems that can be addressed and methods that can be applied when knowledge is put on the management agenda....

  14. Knowledge management in production enterprises

    Directory of Open Access Journals (Sweden)

    Agnieszka Bitkowska

    2017-06-01

    Full Text Available The fact that companies are constantly subjected to changes creates challenges connected with constant learning and acquiring knowledge. Companies are forced to act in accordance with the generative strategy. Besides realizing the traditional tasks of production or service, companies need to acquire and process knowledge and apply it in practice. The consequence of these changes is the transformation of contemporary enterprises into knowledge-based organizations, with managers increasingly recognizing the role and importance of the concept of knowledge management in creating enterprises competitiveness. The main aim of the article is identification of knowledge management in production enterprises.

  15. Managing Stress. Project Seed.

    Science.gov (United States)

    Muto, Donna; Wilk, Jan

    One of eight papers from Project Seed, this paper describes a stress management project undertaken with high school sophomores. Managing Stress is described as an interactive workshop that offers young people an opportunity to examine specific areas of stress in their lives and to learn effective ways to deal with them. The program described…

  16. Managing Projects with KPRO

    Science.gov (United States)

    Braden, Barry M.

    2004-01-01

    How does a Project Management Office provide: Consistent, familiar, easily used scheduling tools to Project Managers and project team members? Provide a complete list of organization resources available for use on the project? Facilitate resource tracking and visibility? Provide the myriad reports that the organization requires? Facilitate consistent budget planning and cost performance information? Provide all of this to the entire organization? Provide for the unique requirement of the organization? and get people to use it? Answer: Implementation of the Kennedy space Center Projects and Resources Online (KPRO), a modified COTS solution.

  17. Software project management in a changing world

    CERN Document Server

    Ruhe, Günther

    2014-01-01

    By bringing together various current direc­tions, Software Project Management in a Changing World focuses on how people and organizations can make their processes more change-adaptive. The selected chapters closely correspond to the project management knowledge areas introduced by the Project Management Body of Knowledge, including its extension for managing software projects. The contributions are grouped into four parts, preceded by a general introduction. Part I "Fundamentals" provides in-depth insights into fundamental topics including resource allocation, cost estimation and risk manage

  18. The Little Black Book of Project Management

    CERN Document Server

    Thomsett, Michael C

    2009-01-01

    For nearly twenty years, The Little Black Book of Project Management has provided businesspeople everywhere with a quick and effective introduction to project management tools and methodology. The revised and updated third edition reflects the newest techniques, the latest project management software, as well as the most recent changes to the Project Management Body of Knowledge (PMBOK™). Readers will find invaluable strategies for: • Organizing any project • Choosing the project team • Preparing a budget and sticking to it • Scheduling, flowcharting, and controlling a project • Preparing proj

  19. Project Management Performance Drivers

    OpenAIRE

    Ra’ad, Mohammed A.; Najdawi, Mohammad K.

    2010-01-01

    The practice of project management has gained enormous importance over the past several years in various business industries. “In industries as diverse as pharmaceuticals, software, and aerospace, projects drive business” (Wheatley). This gain of importance can be attributed to the magnitude of the impact project performance results in terms of time, cost, and scope have over the project performing entity. “On the basis of data released by the Bureau of Economic Analysis, part of the US De...

  20. Knowledge management in international mergers

    NARCIS (Netherlands)

    Grotenhuis, F.D.J.; Weggeman, M.C.D.P.

    2002-01-01

    This paper discusses the need for knowledge management in mergers and acquisitions. In mergers and acquisitions two cultures are combined, and also two systems of knowledge and insights are integrated. In order to develop and sustain competitive advantages for the knowledge-intensive firm, strategic

  1. Knowledge Management and Intellectual Capital

    DEFF Research Database (Denmark)

    Bukh, Per Nikolaj; Skovvang Christensen, Karina; Mouritsen, Jan

    From various angles and perspectives this book shows how knowledge management is actually practised in many different European firms. New dimensions of well-known management principles and concepts emerge by focusing on knowledge. Leading researchers and experts from European business schools offer...

  2. The KMAT: Benchmarking Knowledge Management.

    Science.gov (United States)

    de Jager, Martha

    Provides an overview of knowledge management and benchmarking, including the benefits and methods of benchmarking (e.g., competitive, cooperative, collaborative, and internal benchmarking). Arthur Andersen's KMAT (Knowledge Management Assessment Tool) is described. The KMAT is a collaborative benchmarking tool, designed to help organizations make…

  3. Knowledge management systems in practice

    DEFF Research Database (Denmark)

    Tørning, Kristian

    which has the strategy of working with knowledge in the form of "best practices" meant to boost performance. The thesis explores the situation that workers are in, since they are meant to share and develop "best practices" knowledge in a portal based Knowledge Management System (KMS). The study...... indentifies a set of problems that prevents knowledge sharing from taking place to the degree to which management was specifically aiming. It was explored whether these problems could, to some degree, be mitigated by employing persuasive design, which is a new stance towards design where the aim...... is to directly seek to change the user's behavior, i.e., persuading more knowledge sharing. The main contribution is an indication of an anomaly with regards to the strategic approach towards knowledge management, where knowledge sharing is seen as an effort by which companies can gain a competitive advantage...

  4. Knowledge management in the firm

    DEFF Research Database (Denmark)

    Rasmussen, Palle; Nielsen, Peter

    2011-01-01

    to innovation and illustrates how combinations of these might benefit firm performance. It also stresses the preconditions of employee involvement and participation to knowledge management and not least the importance of interaction with environmental resources. To improve performance firms should be aware......Purpose – The purpose of this paper is to set focus on, and discuss the concept of knowledge, and show how the interrelations between knowledge and other concepts, such as learning, have become a decisive element in managing human resources and firm performance. Design....../methodology/approach – The dimensions of knowledge management are identified and related to learning, organizational configurations, human resources management and institutional environments in order to identify and percent the most important approaches to knowledge management and the development over time. Findings – Creating...

  5. Product Knowledge Modelling and Management

    DEFF Research Database (Denmark)

    Zhang, Y.; MacCallum, K. J.; Duffy, Alex

    1996-01-01

    function-oriented design. Both Specific Product Knowledge and Product Domain Knowledge are modelled at two levels, a meta-model and an information-level.Following that, a computer-based scheme to manage the proposed product lknowledge models within a dynamically changing environment is presented.......The term, Product Knowledge is used to refer to two related but distinct concepts; the knowledge of a specific product (Specific Product Knowledge) and the knowledge of a product domain (Product Domain Knowledge). Modelling and managing Product Knowlege is an essential part of carrying out design.......A scheme is presented in this paper to model, i.e. classify, structure and formalise the product knowledge for the purpose of supporting function-oriented design. The product design specification and four types of required attributes of a specific product have been identified to form the Specific Product...

  6. Lessons Learned from Client Projects in an Undergraduate Project Management Course

    Science.gov (United States)

    Pollard, Carol E.

    2012-01-01

    This work proposes that a subtle combination of three learning methods offering "just in time" project management knowledge, coupled with hands-on project management experience can be particularly effective in producing project management students with employable skills. Students were required to apply formal project management knowledge to gain…

  7. organizational challenges for knowledge management

    African Journals Online (AJOL)

    user

    business because they are involved in knowledge creation, dissemination and learning. ... Communities of Practice (CoP) if effectively cultivated can be an important strategy for ..... project, the KM leader was “not a top dog in the organization.

  8. The rhetoric of communicating knowledge through the project website

    DEFF Research Database (Denmark)

    Kampf, Constance

    Although the field of project management recognizes the need for project managers to communicate, (Mantell et al 2000, Maylor 2005, Smith & Umbrie 2005) the conceptual space for understanding the social action (Miller 1985) inherent in project management documentation practices lies in the domain...... and 2). Kress and VanLeeuwan's notions of multimodal discourse.  These concepts are combined to examine the project website as a site for knowledge communication processes between MnDOT and the Twin Cities community about the bridge reconstruction project. Results lead to an understanding...

  9. Project Management and the Project Manager: A Strategy for ...

    African Journals Online (AJOL)

    International Journal of Development and Management Review ... collapse, project failure, project abandonment, project cost and time overruns, etc. ... component parts that constitute project management in the building construction industry.

  10. Nuclear knowledge management: The GRS realisation

    International Nuclear Information System (INIS)

    Beraha, D.; Westerheide, P.

    2004-01-01

    Full text: Knowledge has become a crucial factor in our information society in deciding whether companies will last into the future. The aim of knowledge management is to promote systematically the acquisition, use, and distribution of knowledge in an organisation and to initiate measures for improving the knowledge processes. It therefore has a strategic significance for corporate decisions. The GRS faces the challenge of helping to shape the status and use of science and technology even in conditions in which many experts are retiring for age reasons. Knowledge management makes an essential contribution here. Methods and tools of knowledge management that support these activities will be outlined in the final paper. It will show also the ways of how systematic knowledge management in the GRS and its integration into projects is being performed. The approach of knowledge management for strengthening this factor consists in systematically analysing the knowledge-related processes in the identification, acquisition, sharing, distribution, use, retention, and growth of knowledge and in developing methods with the aim of managing knowledge processes better in the company. Advanced information technology enables knowledge-orientated methods ('enabling technologies') to be supported and put to good practical use. The acute lack of newcomers in the field of nuclear techniques and the narrowing financial situation are strengthening the GRS approach. To show the operational actions of knowledge management in a complete form a knowledge model has been introduced at GRS that puts the different fields of action into context with the normative and strategic goals. That model will be presented. A further section will illuminate the supporting means for practical knowledge management, whether these are procedures for the daily work or tools like the GRS Portal, the Document Management System or tools for online collaboration. Under its caption 'project oriented knowledge

  11. 97 Things Every Project Manager Should Know

    CERN Document Server

    Davis, Barbee

    2009-01-01

    If the projects you manage don't go as smoothly as you'd like, 97 Things Every Project Manager Should Know offers knowledge that's priceless, gained through years of trial and error. This illuminating book contains 97 short and extremely practical tips -- whether you're dealing with software or non-IT projects -- from some of the world's most experienced project managers and software developers. You'll learn how these professionals have dealt with everything from managing teams to handling project stakeholders to runaway meetings and more. While this book highlights software projects, its w

  12. The nuclear knowledge management: challenges and perspectives

    International Nuclear Information System (INIS)

    Gonzalez Garcia, Alejandro; Fernandez Rondon, Manuel

    2007-01-01

    The knowledge management has a one of its goals to keep and to drive the key organizational competence's to the development of products and services with high scientific and technological value, as proactive reply to a dynamic and complex environment. The International Atomic Energy Agency and nuclear institutions of Member Countries recognize that the pacific use of nuclear technology is supported on the nuclear knowledge collection and that its effective management is oriented to guarantee the continuos availability of scientific and technological information and high qualified people. Recently some nuclear Cuban institutions have started some projects to implement nuclear and organizational knowledge management process. In this paper some challenges and perspectives are presented for the nuclear knowledge management in Cuba and in the world context

  13. Nuclear knowledge management: Russian lessons

    International Nuclear Information System (INIS)

    Gagarinski, A.; Yakovlev, N.

    2004-01-01

    Full text: Union, the issue of generation and accumulation of nuclear knowledge and human resources for realizing this knowledge in practice, have received strong governmental support, and were subject to strict control of the state. This policy, despite the well-known Russian difficulties related to the lag of computational base and complicated scientific and technical exchange with the West ('Iron Curtain'), in the 50-70's has made it possible both to solve the required defence tasks and ensure development of peaceful nuclear energy applications in the Soviet Union. The report briefly summarizes the main achievements in the field of nuclear knowledge management strategy in the period of fast nuclear energy deployment, which include: - establishment, on the base of the 'Uranium Project' founder institutions, of a series of nuclear science and engineering centers (Arzamas, Dimitrovgrad, Dubna, etc.), both within the nuclear branch and in the USSR and Soviet Republics' Academies of Science; - formation of scientific schools headed by eminent scientists, on the base of major nuclear energy issues, gathering creative teams with 'natural' nuclear knowledge transfer; - harmonious nuclear education system, including a large network of higher professional education institutions, which had a principal achievement - close relationship with the leading nuclear research centers; - creation of a regional centers' network intended for regular retraining of nuclear specialists; - creation and development of national centers for collecting, processing and evaluation of nuclear and other data (materials, thermal physics, etc.) necessary for nuclear engineering, as well as for development of algorithms and codes. Russian nuclear program as a whole, and KNM system in particular, received three severe crises in a short time period: - Chernobyl accident (1986); - restructuring of the political system (end of 80's - beginning of 90's); - collapse of the Soviet Union (1991). The report

  14. Structuring Knowledge Management – Classical Theory, Strategic Initiation And Operational Knowledge Management (part I

    Directory of Open Access Journals (Sweden)

    Zawiła-Niedźwiecki Janusz

    2015-06-01

    Full Text Available The article is the generalization of experience of the implementation project, which has been treated as well as a research field. The results are presented in two parts. The first part includes: a description of the classical approach to knowledge management and shows the concept of structure of process of knowledge management with a description of the procedure in each step of the process. The key idea is to divide the process in three spirals of actions: spiral of perfecting the collection of knowledge; spiral of the perfecting of the formulation of knowledge; spiral of perfecting the utilization of knowledge. Part II of this paper is article Structuring Knowledge Management – Levels, Resources And Efficiency Areas of Knowledge Management (DOI: 10.1515/fman-2015-0042.

  15. Organization of project management

    International Nuclear Information System (INIS)

    Schmidt, R.

    1975-01-01

    When speaking about interfaces within a project and their management, one has to understand and define what an interface is. In general, each component facing another one and each person working on a project with another person represents an interface. Therefore a project will consist practically in its entirety of interfaces with components and people sandwiched between them. This paper is limited to the most important interfaces with a focus on the problems occuring at them and their resolution. (orig.) [de

  16. Knowledge management technologies

    Science.gov (United States)

    2000-08-01

    This report presents recommendations for technologies that have potential to contribute to future development and management of Kansas Department of Transportation (KDOT) information systems. The recommendations are accomplished by examples of design...

  17. Knowledge management in fast reactors

    International Nuclear Information System (INIS)

    Kuriakose, K.K.; Satya Murty, S.A.V.; Swaminathan, P.; Raj, Baldev

    2010-01-01

    This paper highlights the work that is being carried out in Knowledge Management of Fast Reactors at Indira Gandhi Centre for Atomic Research (IGCAR) including a few examples of how the knowledge acquired because of various incidents in the initial years has been utilized for the successful operation of Fast Breeder Test Reactor. It also briefly refers to the features of the IAEA initiative on the preservation of Knowledge in the area of Fast Reactors in the form of 'Fast Reactor Knowledge Organization System' (FR-KOS), which is based on a taxonomy for storage and mining of Fast Reactor Knowledge. (author)

  18. Knowledge management and the elephant

    International Nuclear Information System (INIS)

    Marcus, G.H.

    2004-01-01

    industry, nuclear training is also an important concern. The research community sees the closure of research facilities and the cancellation of research projects midstream and worries about the loss of the data collected from past experiments and the undocumented knowledge of the original researchers. Of course, I draw a slightly extreme picture. Most of us understand the multiple dimensions to nuclear knowledge. However, different parts of the community do define KM somewhat differently, and different parts of the community do have a different sense of what actions are most critical, and therefore, on where resources should be spent. The time is ripe for the nuclear community to revisit how it has managed knowledge and to refine its activities for the future. Worldwide, there is a renewed interest in the nuclear power option. With the exploration of advanced reactor technologies comes the need to consider the use of research already done. (Changes to current operating facilities, through and including the decommissioning of such facilities, also draw on old data and design decisions.) The one caution that is on the mind of everyone who is interested in KM is that the resources for this activity are limited. For example, new facilities are needed, but they are expensive, and we can no longer expect to duplicate expensive research facilities on every campus and in every country. Better sharing of such scarce resources is needed, both within the larger countries and across national borders. The strong interest in international collaboration on research projects is therefore very promising. However, there are still many hurdles ahead when it comes to siting new facilities, as the ITER experience in the fusion area suggests. Further, there may be useful data available from old experiments, but the analysis of this data will draw from the same pool of funding that is available for new research. Intelligent decisions need to be made to determine which portions of the old data

  19. Social web and knowledge management

    DEFF Research Database (Denmark)

    Dolog, Peter; Kroetz, Markus; Schaffert, Sebastian

    2009-01-01

    Knowledge Management is the study and practice of representing, communicating, organizing, and applying knowledge in organizations. Moreover, being used by organizations, it is inherently social. The Web, as a medium, enables new forms of communications and interactions and requires new ways...... to represent knowledge assets. It is therefore obvious that the Web will influence and change Knowledge Management, but it is very unclear what the impact of these changes will be. This chapter raises questions and discusses visions in the area that connects the Social Web and Knowledge Management – an area...... of research that is only just emerging. The World Wide Web conference 2008 in Beijing hosted a workshop on that question, bringing together researchers and practitioners to gain first insights toward answering questions of that area....

  20. Design knowledge management using configuration manager

    International Nuclear Information System (INIS)

    Kang, Mu Jin; Jung, Seung Hwan

    2000-01-01

    It is known that about 15 to 40 percent of total design time is spent on retrieving information such as standard parts, handbook data, engineering equations, previous designs. This paper describes a knowledge management system for machine tool design. Product structuring, change management, and complex design knowledge management are possible through the developed system. The system can speed up the design process by making necessary data instantly available as it is needed and keeping of all the relevant design information and knowledge including individual decisions, design intentions, documents, and drawings

  1. Fault management and systems knowledge

    Science.gov (United States)

    2016-12-01

    Pilots are asked to manage faults during flight operations. This leads to the training question of the type and depth of system knowledge required to respond to these faults. Based on discussions with multiple airline operators, there is agreement th...

  2. Ace Project as a Project Management Tool

    Science.gov (United States)

    Cline, Melinda; Guynes, Carl S.; Simard, Karine

    2010-01-01

    The primary challenge of project management is to achieve the project goals and objectives while adhering to project constraints--usually scope, quality, time and budget. The secondary challenge is to optimize the allocation and integration of resources necessary to meet pre-defined objectives. Project management software provides an active…

  3. Cross-cultural Knowledge Management

    Directory of Open Access Journals (Sweden)

    Dorel Mihai PARASCHIV

    2009-01-01

    Full Text Available The success of international companies in providing high quality products and outstanding services is subject, on the one hand, to the increasing dynamic of the economic environment and on the other hand to the adoption of worldwide quality standards and procedures. As market place is becoming more and more global, products and services offered worldwide by international companies must face the multi-cultural environment challenges. These challenges manifest themselves not only at customer relationship level but also deep inside companies, at employee level. Important support in facing all these challenges has been provided at cognitive level by management system models and at technological level by information cutting edge technologies Business Intelligence & Knowledge Management Business Intelligence is already delivering its promised outcomes at internal business environment and, with the explosive deployment of public data bases, expand its analytical power at national, regional and international level. Quantitative measures of economic environment, wherever available, may be captured and integrated in companies’ routine analysis. As for qualitative data, some effort is still to be done in order to integrate measures of social, political, legal, natural and technological environment in companies’ strategic analysis. An increased difficulty is found in treating cultural differences, common knowledge making the most hidden part of any foreign environment. Managing cultural knowledge is crucial to success in cultivating and maintaining long-term business relationships in multicultural environments. Knowledge Management provides the long needed technological support for cross-cultural management in the tedious task of improving knowledge sharing in multi-national companies and using knowledge effectively in international joint ventures. The paper is approaching the conceptual frameworks of knowledge management and proposes an unified model

  4. HERMES project management I

    CERN Multimedia

    CERN. Geneva

    2013-01-01

    A two-hours course on the HERMES Project Management Methodology to the attention of Project Leaders and Project Participants. The methodology is quickly presented; the focus is put on the roles and responsibilities and on the project initiation phase. The course is given in French with slides in English. On April 22nd 2013, a new version of the HERMES methodology was made public. For practical reasons, this course is still given based on the 2009 version of HERMES (a.k.a. HERMES 4).

  5. Scrum Project Management

    CERN Document Server

    Pries, Kim H

    2010-01-01

    Scrum, which was originally invented solely for software development, can now be applied to all types of projects. This book shows project managers how to implement Scrum by explaining the artifacts, rituals, and roles used. The text provides Scrum planning methods to control project scope and schedule as well as Scrum tracking methods to focus teams on improving throughput and streamlining communications. The authors show how to combine traditional project methods with Scrum and how to adapt the familiar work breakdown structure to create Scrum backlogs and sprints. They also demonstrate how

  6. An Integrated Knowledge Management System

    Directory of Open Access Journals (Sweden)

    Vasile Mazilescu

    2014-11-01

    Full Text Available The aim of this paper is to present a Knowledge Management System based on Fuzzy Logic (FLKMS, a real-time expert system to meet the challenges of the dynamic environment. The main feature of our integrated shell FLKMS is that it models and integrates the temporal relationships between the dynamic of the evolution of an economic process with some fuzzy inferential methods, using a knowledge model for control, embedded within the expert system’s operational knowledge base.

  7. Cofrentes NPP Knowledge management plan

    International Nuclear Information System (INIS)

    Pardo Gonzalez, F.

    2016-01-01

    The main objective of the Knowledge Management Plan at Cofrentes Nuclear Power Plant is therefore to establish the steps to be followed for distributing and sharing the existing knowledge at the Plant through collaboration and continuous learning and exchanges with internal and external groups. It is also very important that staff and organisational learning is closely in line with Plant expectations. (Author)

  8. Project management in health informatics.

    Science.gov (United States)

    Ho, Jessica

    2010-01-01

    This chapter gives an educational overview of: * the concept of project management and its role in modern management * the generic project lifecycle process * processes used in developing a plan for the management of resources - time, cost, physical resources and people * the concept of managing risk in projects * communication processes and practices that are important to the management of projects.

  9. Risk Management and Uncertainty in Infrastructure Projects

    DEFF Research Database (Denmark)

    Harty, Chris; Neerup Themsen, Tim; Tryggestad, Kjell

    2014-01-01

    The assumption that large complex projects should be managed in order to reduce uncertainty and increase predictability is not new. What is relatively new, however, is that uncertainty reduction can and should be obtained through formal risk management approaches. We question both assumptions...... by addressing a more fundamental question about the role of knowledge in current risk management practices. Inquiries into the predominant approaches to risk management in large infrastructure and construction projects reveal their assumptions about knowledge and we discuss the ramifications these have...... for project and construction management. Our argument and claim is that predominant risk management approaches tends to reinforce conventional ideas of project control whilst undermining other notions of value and relevance of built assets and project management process. These approaches fail to consider...

  10. KNOWLEDGE MANAGEMENT IN CUBAN ENTERPRISES

    Directory of Open Access Journals (Sweden)

    Raúl Yoel La Fé Jiménez

    2017-10-01

    Full Text Available In Cuba the intensive use of knowledge has focused on some sectors more than others, despite the high level of training of human resources and the need to boost the Cuban economy with efficiency. This is the reason why the objective of this article is to propose a procedure for the implementation and improvement of knowledge management in Cuban companies. For this purpose, it was created a series of phases that follows a logical sequence for the implementation and improvement of knowledge management in any type of company.

  11. Managing nuclear knowledge: A SCK-CEN concern: Status of a practical knowledge management approach

    International Nuclear Information System (INIS)

    Ruyssen, M.L.; Moons, F.; Borgermans, P.

    2004-01-01

    Preserving and enhancing the institutional memory has become a strategic concern for SCK-CEN. Managing the Knowledge Capital is a long term journey, starting from a strategic commitment and integrating various operational projects. Since 2002, several pilot projects in different areas of expertise have been conducted to set up nuclear knowledge repositories and to sustain interactive research communities. Beyond the establishment of a corporate knowledge sharing culture, dedicated web-based portals based on both well established and emerging open source internet technologies ensure the long term persistence of data and the continuous capture of knowledge by providing on-line tools and related QA procedures. (author)

  12. The Politics of Management Knowledge.

    Science.gov (United States)

    Clegg, Stewart R., Ed.; Palmer, Gill, Ed.

    This book recognizes the political nature of management knowledge, as a discourse produced from, and reproducing, power processes within and between organizations. Critical examinations of certain current management theories--lean production, excellence, entrepreneurship--are examples of relations of power that intermingle with relations of…

  13. Managing Knowledge through "Hoshin Kanri"

    Science.gov (United States)

    Tennant C.; Roberts P.

    2003-01-01

    A fundamental challenge within business organizations (whether manufacturing or service, large or small) is posed by the difficulties associated with managing knowledge to integrate the long-term vision and strategic goals with daily working processes and with people. The traditional Western approach of "Management by Objectives" (MbO)…

  14. Knowledge Exchange and Management Research

    DEFF Research Database (Denmark)

    Bager, Torben

    2018-01-01

    for ‘interesting’ discoveries has a potential to lift off papers with a high level of scientific rigor as well as a high level of relevance for practice. Originality: An outcome focus on the relationship between knowledge exchange activities and management research is to our knowledge new in the debate about......Purpose: The growing involvement of management researchers in knowledge exchange activities and collaborative research does not seem to be reflected in a growing academic output. The purpose of this paper is to explore barriers for academic output from these activities as well as the potential...... derived from knowledge exchange activities and Mode 2 research into academic papers such as low priority of case study research in leading management journals, a growing practice orientation in the research funding systems, methodological challenges due to limited researcher control, and disincentives...

  15. Temporal Convergence for Knowledge Management

    Directory of Open Access Journals (Sweden)

    Christopher Phillip Martin

    2008-05-01

    Full Text Available Time and knowledge have tended to be conceptualised in conventional knowledge management systems as either ‘timeless’ recordings of procedures, or time-stamped records of past events and states. The concept of temporal convergence was previously developed to help apply knowledge-management theory to complex military processes such as commander’s intent, shared situation awareness, and self-synchronisation. This paper clarifies the concept and introduces several others in forming a framework to assist discussion and exploration of the types of knowledge required for complex endeavours, such as warfighting, characterised by opposition and uncertainty. The approach is grounded in a pragmatist philosophy and constructivist epistemology. Argument proceeds along mathematical lines from a basis that the types of knowledge most valuable to goal-directed agents in uncertain environments can be modelled as directed graph topologies. The framework is shown to be useful in describing and reasoning about the knowledge requirements and prerequisites for distributed decision-making through the sharing of situational knowledge and common intentions, with practical application to the planning and execution of operations. To the designers of knowledge management systems seeking to address this space, it presents a challenge that cannot be addressed merely by construction, storage, search and retrieval of documents and records pertaining to the past.

  16. Agile & Distributed Project Management

    DEFF Research Database (Denmark)

    Pries-Heje, Jan; Pries-Heje, Lene

    2011-01-01

    Scrum has gained surprising momentum as an agile IS project management approach. An obvious question is why Scrum is so useful? To answer that question we carried out a longitudinal study of a distributed project using Scrum. We analyzed the data using coding and categorisation and three carefully...... selected theoretical frameworks. Our conclusion in this paper is that Scrum is so useful because it provides effective communication in the form of boundary objects and boundary spanners, it provides effective social integration by building up social team capital, and it provides much needed control...... and coordination mechanisms by allowing both local and global articulation of work in the project. That is why Scrum is especially useful for distributed IS project management and teamwork....

  17. KNOWLEDGE MANAGEMENT UNTUK CUSTOMER SERVICE

    Directory of Open Access Journals (Sweden)

    Lianna Sugandi

    2010-10-01

    Full Text Available Knowledge is a success key in every field aspects. Along with the development in the world nowadays, where globalization is a challenge in every Indonesian human resource to face global competition. In this case, education has important part as media in developing qualified human resources and also as the place where they can be educated in their field. In the development of information technology, it came new systems in several fields including what educational field known as e-learning. Knowledge management (KM is one implementation of e-learning. There is a concept that gathers all knowledge aspects in easily accessed file or document, and also in hardly accessed as knowledge and experience.Keywords: knowledge management, human resource, education

  18. Improving performance with knowledge management

    Science.gov (United States)

    Kim, Sangchul

    2018-06-01

    People and organization are unable to easily locate their experience and knowledge, so meaningful data is usually fragmented, unstructured, not up-to-date and largely incomplete. Poor knowledge management (KM) leaves a company weak to their knowledge-base - or intellectual capital - walking out of the door each year, that is minimum estimated at 10%. Knowledge management (KM) can be defined as an emerging set of organizational design and operational principles, processes, organizational structures, applications and technologies that helps knowledge workers dramatically leverage their creativity and ability to deliver business value and to reap finally a competitive advantage. Then, this paper proposed various method and software starting with an understanding of the enterprise aspect, and gave inspiration to those who wanted to use KM.

  19. Agile Project Portfolio Management

    DEFF Research Database (Denmark)

    Andersen, Jesper Rank; Riis, Jens Ove; Mikkelsen, Hans

    2005-01-01

    This paper will provide a preliminary introduction to the application of Agile Thinking in management of project portfolio and company development. At any point in time, companies have a crowd of development initiatives spread around the organisation and managed at different levels...... in the managerial hierarchy. They compete for resources and managerial attention, and they often take too long time - and some do not survive in the rapid changing context. Top man¬agers ask for speed, flexibility and effectiveness in the portfolio of development activities (projects). But which competencies...

  20. Personal knowledge management: the foundation of organisational knowledge management

    Directory of Open Access Journals (Sweden)

    Priti Jain

    2011-01-01

    Full Text Available The purpose of this small-scale study was to explore how people perceived Personal Knowledge Management (PKM, whether people were aware of the PKM concept, and how PKM can have an impact on organisational knowledge management and productivity. A questionnaire survey with quantitative and qualitative questions was used. The study revealed that a majority (63% of respondents were not aware of the PKM concept; 33% were aware, while 2% had a vague idea about it. Eighty three (83% felt that it was important to manage personal knowledge and that PKM could increase individual productivity and organisational performance. The major recommendations included creating awareness about PKM. It should be at the heart of each employee-development programme, alignment of personal and organisational goals and adequate facilities and training in PKM.

  1. Project management tool

    Science.gov (United States)

    Maluf, David A. (Inventor); Bell, David G. (Inventor); Gurram, Mohana M. (Inventor); Gawdiak, Yuri O. (Inventor)

    2009-01-01

    A system for managing a project that includes multiple tasks and a plurality of workers. Input information includes characterizations based upon a human model, a team model and a product model. Periodic reports, such as a monthly report, a task plan report, a budget report and a risk management report, are generated and made available for display or further analysis. An extensible database allows searching for information based upon context and upon content.

  2. Software Tools Streamline Project Management

    Science.gov (United States)

    2009-01-01

    Three innovative software inventions from Ames Research Center (NETMARK, Program Management Tool, and Query-Based Document Management) are finding their way into NASA missions as well as industry applications. The first, NETMARK, is a program that enables integrated searching of data stored in a variety of databases and documents, meaning that users no longer have to look in several places for related information. NETMARK allows users to search and query information across all of these sources in one step. This cross-cutting capability in information analysis has exponentially reduced the amount of time needed to mine data from days or weeks to mere seconds. NETMARK has been used widely throughout NASA, enabling this automatic integration of information across many documents and databases. NASA projects that use NETMARK include the internal reporting system and project performance dashboard, Erasmus, NASA s enterprise management tool, which enhances organizational collaboration and information sharing through document routing and review; the Integrated Financial Management Program; International Space Station Knowledge Management; Mishap and Anomaly Information Reporting System; and management of the Mars Exploration Rovers. Approximately $1 billion worth of NASA s projects are currently managed using Program Management Tool (PMT), which is based on NETMARK. PMT is a comprehensive, Web-enabled application tool used to assist program and project managers within NASA enterprises in monitoring, disseminating, and tracking the progress of program and project milestones and other relevant resources. The PMT consists of an integrated knowledge repository built upon advanced enterprise-wide database integration techniques and the latest Web-enabled technologies. The current system is in a pilot operational mode allowing users to automatically manage, track, define, update, and view customizable milestone objectives and goals. The third software invention, Query

  3. Knowledge management: processes and systems | Igbinovia ...

    African Journals Online (AJOL)

    Knowledge management: processes and systems. ... Information Impact: Journal of Information and Knowledge Management ... observation, role reversal technique, and discussion forums as well as the forms of knowledge representation to include report writing, database management system and institutional repositories.

  4. Project management at a university

    Science.gov (United States)

    Eaton, Joel A.

    2006-06-01

    Managing instrumentation projects, large or small, involves a number of common challenges-defining what is needed, desiging a system to provide it, producing it in an economical way, and putting it into service expeditiously. Doing these things in a university environoment provides unique challenges and opportunities not obtaining in the environment of large projects at NASA or national labs. I address this topic from the viewpoint of knowledge of two such projects, the development of OAO-2 at the University of Wisconsin and the relocation of Fairborn Observatory to the Patagonia Mountains in Arizona, as well as my own developemnt of the Tennessee State 2-m Automatic Spectroscopic Telescope. For the university environment, I argue for a more traditional management style that relies on more informal techniques than those used in large-scale projects conducted by big bureaucratic institutions. This style identifies what tasks are really necessary and eliminates as much wasteful overhead as possible. I discuss many of the formalities used in project management, such as formal reviews (PDR, CDR, etc.) and Gantt charts, and propose other ways of acheving the same results more effectively. The university environment acutely requires getting the right people to do the project, both in terms of their individual personalities, motivation, and technical skills but also in terms of their ability to get on with one another. Two critical challenges confronting those doing such projects in universities are 1) keeping the contractors on task (the major challenge to anyone doing project management) and 2) dealing with the purchasing systems in such institutions.

  5. From project management to project leadership

    NARCIS (Netherlands)

    Braun, F.; Avital, M.

    2010-01-01

    It is virtually a truism that good leadership practices can help project managers with attaining the desired project outcome. However, a better understanding of which leadership practices enable project managers to be more effective warrants further investigation. Subsequently, in this study, we

  6. An IS Project Management Course Project

    Science.gov (United States)

    Frank, Ronald L.

    2010-01-01

    Information Systems curricula should provide project management (PM) theory, current practice, and hands-on experience. The schedule usually does not allow time in Analysis and Design courses for development oriented project management instruction other than a short introduction. Similarly, networking courses usually don't put project management…

  7. SAT project introduction: management issues

    International Nuclear Information System (INIS)

    Kazennov, A.Yu.

    1998-01-01

    Management issues of introducing SAT Project include main objectives and expectations; SAT goal and management; major phases of SAT implementation; project quality assurance; SAT based training system and procedures; role of the project team qualifications

  8. Ensuring effective project management

    International Nuclear Information System (INIS)

    Ward, J.N.

    1980-01-01

    A brief description is given of the organisation methods employed by the Bechtel Power Corporation, in their contract with Mississippi Power and Light Company for the design, construction and procurement activities for the Grand Gulf Nuclear Station. The aim is to ensure effective management, and good communications at all stages of construction, between the project team and the client. (U.K.)

  9. Exploring Project Management Education

    NARCIS (Netherlands)

    Steven Nijhuis

    2017-01-01

    From the article: "The object of this paper is to explore the actual practice in project management education in the Netherlands and compare it to reference institutions and recent literature. A little over 40% of the Higher Education institutions in the Netherlands mentions PM education in

  10. Enhanced project management tool

    Science.gov (United States)

    Hsu, Chen-Jung (Inventor); Patel, Hemil N. (Inventor); Maluf, David A. (Inventor); Moh Hashim, Jairon C. (Inventor); Tran, Khai Peter B. (Inventor)

    2012-01-01

    A system for managing a project that includes multiple tasks and a plurality of workers. Input information includes characterizations based upon a human model, a team model and a product model. Periodic reports, such as one or more of a monthly report, a task plan report, a schedule report, a budget report and a risk management report, are generated and made available for display or further analysis or collection into a customized report template. An extensible database allows searching for information based upon context and upon content. Seven different types of project risks are addressed, including non-availability of required skill mix of workers. The system can be configured to exchange data and results with corresponding portions of similar project analyses, and to provide user-specific access to specified information.

  11. Managing a sensitive project

    International Nuclear Information System (INIS)

    Etcheber, Pascal

    1998-01-01

    A 'sensitive' project needs to be managed differently from a 'normal' project. This statement might seem simple enough. However, it does not seem to be a simple task to prove it in twenty minutes. This paper is an attempt to share with the audience some of the experiences the company had dealing with sensitive projects. It describes what a sensitive project is, though of all people, the 'nuclear' should know. Then the common mistakes are described, that are made in the hoping that some personal experiences are recognised. Finally the company's strategy is shown, how we foster third party support and the main tools to be used. Ultimately, success is ensured by having a sufficient quantity of allies. A sensitive project does not die because it has too many opponents, but because it has too few allies. Finding and helping allies to act is the thrust of our activity. It enables sensitive projects which deserve to succeed to do so, where traditional management fails miserably

  12. Project Success in IT Project Management

    OpenAIRE

    Siddiqui, Farhan Ahmed

    2010-01-01

    The rate of failed and challenged Information Technology (IT) projects is too high according to the CHAOS Studies by the Standish Group and the literature on project management (Standish Group, 2008). The CHAOS Studies define project success as meeting the triple constraints of scope, time, and cost. The criteria for project success need to be agreed by all parties before the start of the project and constantly reviewed as the project progresses. Assessing critical success factors is another ...

  13. Prospects of international collaboration and knowledge transfer on project management and public relations in nuclear power engineering (economic aspect)

    International Nuclear Information System (INIS)

    Pysmenna, U.

    2001-01-01

    In this paper author deals with public consultations of the State Scientific Engineering Center of Control Systems and Emergency Response, Kiev. The following conclusions should be made: - Public consultations support and strengthen the positive image of nuclear energy projects, also by youth. - The public relations work which includes only occasional meetings or discussions of some problems is not effective. - Effective are the following facilities: - press releases in popular scientific and technical issues (now there are a few of such issues because of lack of financing) - career-guidance at all phases of education (to begin with secondary schools to post-graduate courses). It is well known that the economic situation in a country influences the functioning of electric energy market and efficiency of energy companies. The aim of our research is to find out the ways of further development of energy branch and what economic consequences the different changes in legislation and taxation systems can bring about. Great attention is paid to the activities of the producers of nuclear energy and regional energy supplying companies and the state of payments in electric energy market. Current research is being carried out to find out the ways of enlarging current assets, decreasing debts, also optimal equipment depreciation normative and main dependencies between some economic indexes and existing tariffs. All these tasks can be effectively solved using the. (author)

  14. Increase Productivity Through Knowledge Management

    OpenAIRE

    Gavrikova, Nadezhda Aleksandrovna; Dolgikh, Irina Nikolaevna; Dyrina, E. N.

    2016-01-01

    Increase in competition level requires companies to improve the efficiency of work force use characterized by labor productivity. Professional knowledge of staff and its experience play the key role in it. The results of Extrusion Line operator's working time analysis are performed in this article. The analysis revealed that the reasons of working time ineffective use connected with inadequate information exchange and knowledge management in the company. Authors suggest the way to solve this ...

  15. KNOWLEDGE MANAGEMENT CHALLENGES IN NEW BUSINESS DEVELOPMENT

    DEFF Research Database (Denmark)

    Jensen, Ole Kjeldal; Ahmed-Kristensen, Saeema; Jensen, Nevena

    2011-01-01

    The empirical study this paper is based upon, aimed to identify and describe knowledge management challenges, throughout the new business development process. This paper reports findings from the study, as well as the framework used for analysing the KM challenges, which can be applied to other...... in the early phases. Furthermore, two new roles of the early phase, besides instigating projects, were found. This study contributes to the development of support tools for knowledge management in industry and to research with a deeper understanding of the new business development process....... case studies for comparison. Six interviews and 2 full-day workshops, gathering the perspectives of 76 people from an energy-utilities company forms the empirical background of the study. Six categories of knowledge management challenges were identified and, within each, central issues were extracted...

  16. KNOWLEDGE MANAGEMENT DI INSTANSI PEMERINTAH

    Directory of Open Access Journals (Sweden)

    Tri Pujadi

    2016-01-01

    Full Text Available Tujuan yang ingin dicapai adalah menyusun model manajemen pengetahuan di instansi pemerintahan. Kegiatan ini menggunakan metode deskriptif dengan menggunakan metode soft system methodology. Faktor yang mendukung keberhasilan kegiatan ini adalah tersedianya data dan informasi diberbagai instansi pemerintah dan swasta. sekaligus penguasaan metodologi dalam analisis. Persaingan internasional pada saat ini cenderung lebih ketat dan kompleks, untuk itu perlu dicari cara agar mendapatkan produk atau jasa yang diperlukan oleh masyarakat. Inovasi yang kreatif dapat meningkatkan pelayanan terhadap masyarakat yang memerlukannya. Sehingga unit-unit di pemerintahan sangat tergantung dari pengelolaan pengetahuan apakah akan terjadi siklus knowledge yaitu perpindahan dari tacit ke explicit knowledge dan ke tacit knowledge. Oleh karena itu pengelolaan knowledge (knowledge management ini menjadi penting bagi pengembangan pelayanan, karena masyarakat semakin kritis dan cerdas dan meningkatkan kemampuan sumber daya manusia bagi pemangku kepentingan.

  17. Knowledge Management and Innovation Policies

    Directory of Open Access Journals (Sweden)

    Jhonny Antonio Pabón Cadavid

    2016-12-01

    Full Text Available Implementation of knowledge management strategies and administration of intellectual capital defines the effectiveness of national innovation policies. This article analyses the intersection between national policies and organizational strategies to transfer value to the economy and society. It studies the recent scholarship related to this intersection. The article introduces and defines the main concepts that are relevant for the understanding of the topic. The article stresses that democratization of education and knowledge production should be part of the analysis of innovation models. The importance of intellectual capital valuation is highlighted with special emphasis on national and organizational policies regarding human capital, knowledge assets and education.

  18. HUBUNGAN KOMPETENSI PROJECT MANAGER TERHADAP KEBERHASILAN PROYEK KONSTRUKSI GEDUNG

    OpenAIRE

    Ida Ayu Ari Brahmantariguna; GAP. Candra Dharmayanti; I W. Yansen

    2016-01-01

    Abstract :One of the factor that influences the achievement of a project success is the role of a project manager. A reliable project manager, who knows his duties as a project leader and has the necessary competency requirements is needed to achieve the success of the project. The competence of a project manager can be measured by three aspects: knowledge, skill and attitude.This research  aims to analyze the relationship between project manager competencies (that measured by three independe...

  19. Cross-Cultural Knowledge Management

    CERN Document Server

    Giudice, Manlio Del; Peruta, Maria Rosaria Della

    2012-01-01

    Cross-cultural knowledge management, an elusive yet consequential phenomenon, is becoming an increasingly essential factor in organizational practice and policy in the era of globalization. In order to overcome culturally shaped blind spots in conducting research in different settings, this volume highlights how the structuring of roles, interests, and power among different organizational elements, such as teams, departments, and management hierarchies (each comprised of members from different intellectual and professional backgrounds), generates various paradoxes and tensions that bring into

  20. Knowledge management in the NPP domain

    International Nuclear Information System (INIS)

    Nilsen, Svein; Bisio, Rossella; Ludvigsen, Jan Tore

    2004-03-01

    This report gives an outlook on Knowledge Management (KM) activities within NPP related establishments as of today. There may be less activity in the NPP world as compared to many other industrial sectors. Still there is an awakening within the NPP industry demanding that KM should be attended to at a larger scale. The most notable reason for this is maybe an imminent increase in the number of people going into retirement. The types of establishments involved cover the major kinds such as utilities, research institutes and worldwide nuclear organizations. The report sums up a few of those efforts that are presently being implemented. Moreover the report looks at general advancements within the field of knowledge management. Simply stated the endeavours belong to either one of two classes. The first class emphasize the use of technology to solve knowledge management problems. The second class regard knowledge management as a problem pertaining to human factors and organizational issues. This report maintain that knowledge management initiatives should make due considerations to both perspectives. This report also sums up the Halden Reactor Project short term KM initiative. (Author)

  1. Multidisciplinary Knowledge Transfer in Training Multimedia Projects

    Science.gov (United States)

    Freyens, Benoit; Martin, Marguerite

    2007-01-01

    Purpose--Training multimedia projects often face identical knowledge-transfer obstacles that partly originate in the multidisciplinarity of the project team. The purpose of this paper is to describe these difficulties and the tools used to overcome them. In particular, the aim is to show how elements of cognitive psychology theory (concept maps,…

  2. BUSINESS PROCESS MODELLING: A FOUNDATION FOR KNOWLEDGE MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Vesna Bosilj-Vukšić

    2006-12-01

    Full Text Available Knowledge management (KM is increasingly recognised as a strategic practice of knowledge-intensive companies, becoming an integral part of an organisation's strategy to improve business performance. This paper provides an overview of business process modelling applications and analyses the relationship between business process modelling and knowledge management projects. It presents the case study of Croatian leading banks and the insurance company, discussing its practical experience in conducting business process modelling projects and investigating the opportunity for integrating business process repository and organisational knowledge as the foundation for knowledge management system development.

  3. Planning and Nuclear Knowledge Management

    International Nuclear Information System (INIS)

    Grance Torales, V.L.; Lira, L.

    2016-01-01

    Full text: The present case aims to share the experience of the Intellectual Capital Section (ICS), part of Planning, Coordination and Control Department of the Argentine Atomic Energy Commission (CNEA) in its search for a sustainable knowledge management. Among the strategic objectives included in CNEA’s Strategic Plan (SP), is the development, preservation and transference of knowledge and experience. Under this framework, the role initially assumed by the ICS, consisted on the observation and diagnosis of the situation of the Institutional Human Capital (HC), through the study of the main characteristics of the staff of CNEA. The second stage of SP (2015–2025), which consisted of updating the HC data, the incorporation of the concept of “knowledge management” was approved by the authorities of the Institution. Based on this background, in 2016 the objectives of the ICS are aimed at organizing and coordinating a network of knowledge management that involves the entire organization. This new phase implies, among other things, the proposal of a knowledge management policy, interaction with other sectors of CNEA for implementation, analysis of the tools to be used, in order to determine a way and work style that suits the culture and structure of the organization. (author

  4. Knowledge Management and Reference Services

    Science.gov (United States)

    Gandhi, Smiti

    2004-01-01

    Many corporations are embracing knowledge management (KM) to capture the intellectual capital of their employees. This article focuses on KM applications for reference work in libraries. It defines key concepts of KM, establishes a need for KM for reference services, and reviews various KM initiatives for reference services.

  5. Web Based Project Management System

    OpenAIRE

    Aadamsoo, Anne-Mai

    2010-01-01

    To increase an efficiency of a product, nowadays many web development companies are using different project management systems. A company may run a number of projects at a time, and requires input from a number of individuals, or teams for a multi level development plan, whereby a good project management system is needed. Project management systems represent a rapidly growing technology in IT industry. As the number of users, who utilize project management applications continues to grow, w...

  6. Total Quality Management in a Knowledge Management Perspective.

    Science.gov (United States)

    Johannsen, Carl Gustav

    2000-01-01

    Presents theoretical considerations on both similarities and differences between information management and knowledge management and presents a conceptual model of basic knowledge management processes. Discusses total quality management and quality control in the context of information management. (Author/LRW)

  7. Management & Communication: Project Management Case Study

    CERN Multimedia

    Nathalie Dumeaux

    2004-01-01

    We are pleased to announce the recent launch of a new workshop on Project Management. This is designed for People with budgetary, scheduling and/or organizational responsibilities in a project or a sub-project. The objectives through a management case study specially suited to CERN are: to become familiar with modern management techniques in use for structuring, planning, scheduling, costing and progress monitoring of a project or a sub-project. to understand in-depth issues associated with Deliverable-oriented Project Management, Earned Value Management, Advanced Project Cost Engineering and Project Risk Management. The full description of this workshop can be found here. The next session will be held on 8 October 2004. If you are interested in this workshop, please contact Nathalie Dumeaux, email or 78144. Programme of Seminars October to December 2004 Situation : 21.09.2004 Séminaires bilingues Dates Jours Places disponibles Project Management Case study 8 October 1 oui Intr...

  8. Knowledge Management Analysis: A Case Study

    Science.gov (United States)

    Mecha, Ezi I.; Desai, Mayur S.; Richards, Thomas C.

    2009-01-01

    It is imperative for businesses to manage knowledge and stay competitive in the marketplace. Knowledge management is critical and is a key to prevent organizations from duplicating their efforts with a subsequent improvement in their efficiency. This study focuses on overview of knowledge management, analyzes the current knowledge management in…

  9. Switchgear project meticulously managed.

    Science.gov (United States)

    Baillie, Jonathan

    2015-04-01

    Electrical engineering and estates personnel at Sodexo--which manages a wide range of soft and hard facilities management services for five hospitals under a PFI contract at the Manchester Royal Infirmary--have successfully planned, managed, and co-ordinated, a complex electrical engineering project which saw high voltage (HV) switchgear in the site's main intake sub-station dismantled by the supplier to repair a potential earthing mechanism fault which would have prevented individual switchgear panels being shut down, to, for example, cater for renovation of electrical cabling or components cross the site's high voltage network. With detailed planning, including provision for bringing onto site temporary bulk generators, and the formulation of a 600-step switching programme, the replacement of potential faulty driver components in the disconnect mechanism for 20 HV switchgear panels was completed in just four weeks, with minimal interruption to the vast complex's power supply.

  10. Knowledge Management Design Using Collaborative Knowledge Retrieval Function

    OpenAIRE

    Suryadi, Kadarsah; Sigit Pramudyo, Cahyono

    2008-01-01

    Knowledge is a key word in the information age. Organizational knowledge provides businesses with a way to compete effectively and efficiently in the market. The performance of many organizations is determined more by their knowledge than their physical assets. Capturing and representing knowledge is critical in knowledge management. The spread of organizational knowledge has made a difficulty in sharing knowledge. This problem creates a longer learning cycle. This research proposes a web bas...

  11. Project Management Methodology in Human Resource Management

    Science.gov (United States)

    Josler, Cheryl; Burger, James

    2005-01-01

    When charged with overseeing a project, how can one ensure that the project will be completed on time, within budget, and to the satisfaction of everyone involved? In this article, the authors examine project management methodology as a means of ensuring that projects are conducted in a disciplined, well-managed and consistent manner that serves…

  12. Artificial intelligence and knowledge management

    OpenAIRE

    Hoesch, Hugo Cesar; Barcellos, Vânia

    2006-01-01

    This article intends to make an analysis about the Artificial Intelligence (AI) and the Knowledge Management (KM). Faced with the dualism mind and body how we be able to see it AI? It doesn’t intent to create identical copy of human being, but try to find the better form to represent all the knowledge contained in our minds. The society of the information lives a great paradox, at the same time that we have access to an innumerable amount of information, the capacity and the forms of its proc...

  13. The Management of Projects and Product Experimentation

    DEFF Research Database (Denmark)

    Lorenzen, Mark; Frederiksen, Lars

    2005-01-01

    The paper analyses management of product innovation in project-based industries, offering a view on management not only of firms, but also of markets. It first argues that projects are prominent in industries where the nature of consumer demand means that product innovation takes place...... as experimentation. Then, the paper argues that if skills needed for projects are very diverse and projects are complex, there are few internal managerial economies of projects, and the scope for management then transcends the boundaries of firms. In these cases, markets become organized in combinations of people......, contracts, and other institutions, in order to facilitate the coordination of market-based projects. While contracts play a role, a continuous, active role of knowledgeable managers (leaders and boundary spanners) is also often necessary. Such managers --- and thus (core parts of) whole industries...

  14. Supporting Knowledge Transfer in IS Deployment Projects

    Science.gov (United States)

    Schönström, Mikael

    To deploy new information systems is an expensive and complex task, and does seldom result in successful usage where the system adds strategic value to the firm (e.g. Sharma et al. 2003). It has been argued that innovation diffusion is a knowledge integration problem (Newell et al. 2000). Knowledge about business processes, deployment processes, information systems and technology are needed in a large-scale deployment of a corporate IS. These deployments can therefore to a large extent be argued to be a knowledge management (KM) problem. An effective deployment requires that knowledge about the system is effectively transferred to the target organization (Ko et al. 2005).

  15. Analyzing Project Management Maturity Level in Indonesia

    Directory of Open Access Journals (Sweden)

    Eliot Simangunsong

    2013-04-01

    Full Text Available Project management has been generally known and increasingly used by many organizations to gain competitive advantage. In this context, many studies have proposed maturity models to evaluate how project management knowledge has been deployed effectively and efficiently in or- ganization. As a developing country, Indonesia needs many development projects managed by government and private companies in different industries. Here, a study to assess project manage- ment maturity level in Indonesian businesses may bring insight about current business practices, which is important to speed up country development and business sustainability. Adapting the Project Management Maturity Model (ProMMM, a survey instrument has been developed and ap- plied to professionals from Jakarta and surrounding area. The result of analysis shows that con- struction and primary industry have a higher maturity level compare to manufacturing and servic- es. It is to be noted, however, that the level of project management understanding is low across in- dustries. This indicates that more quality project management training or certification is required to improve overall project management knowledge in Indonesia.

  16. Nuclear knowledge management and preservation in Lithuania

    International Nuclear Information System (INIS)

    Karaliute, R.

    2005-01-01

    Problems of nuclear knowledge management and preservation in Lithuania are presented in the paper. The support provided through bilateral cooperation projects was very important for Lithuania. The main projects implemented in the last 14 years are described in this paper. Lithuania joined INIS (International Nuclear Information System) in 1994 and established its own INIS national centre in the premises of the Ministry of Economy. To educate the public about the processes going on in Ignalina NPP, the information centre of Ignalina NPP was founded. Nuclear and nuclear related education in Lithuania is provided in the Kaunas Technological University. (author)

  17. Ontologies, Knowledge Bases and Knowledge Management

    National Research Council Canada - National Science Library

    Chalupsky, Hans

    2002-01-01

    ...) an application called Strategy Development Assistant (SDA) that uses that ontology. The JFACC ontology served as a basis for knowledge sharing among several applications in the domain of air campaign planning...

  18. Project management and Enterprise systems

    DEFF Research Database (Denmark)

    Koch, Christian; Buhl, Henrik

    2006-01-01

    Implementing and Operating integrated Enterprise Systems are a multidimensional effort. It seriously challenges the IT supplier as well as the professional service provider client. The paper discuss these issues in a project management perspective. A framework for supporting project management...

  19. Agile Project Management For Dummies

    CERN Document Server

    Layton, Mark C

    2012-01-01

    Be flexible and faster with Agile project management As mobile and web technologies continue to evolve rapidly, there is added pressure to develop and implement software projects in weeks instead of months. Agile Project Management For Dummies can make that happen. This is the first book to provide a simple, step-by-step guide to Agile Project Management approaches, tools, and techniques. With the fast pace of mobile and web technology development, software project development must keep pace; Agile Project Management enables developers to complete and implement projects more quickly and this b

  20. NASA/DOD Aerospace Knowledge Diffusion Research Project. Paper 67: Maximizing the Results of Federally-Funded Research and Development Through Knowledge Management: A Strategic Imperative for Improving US Competitiveness

    Science.gov (United States)

    Pinelli, Thomas E.; Barclay, Rebecca O.

    1998-01-01

    Federally-funded research and development (R&D) represents a significant annual investment (approximately $79 billion in fiscal year 1996) on the part of U.S. taxpayers. Based on the results of a 10-year study of knowledge diffusion in U.S. aerospace industry, the authors take the position that U.S. competitiveness will be enhanced if knowledge management strategies, employed within a capability-enhancing U.S. technology policy framework, are applied to diffusing the results of federally-funded R&D. In making their case, the authors stress the importance of knowledge as the source of competitive advantage in today's global economy. Next, they offer a practice-based definition of knowledge management and discuss three current approaches to knowledge management implementation-mechanistic, "the learning organization," and systemic. The authors then examine three weaknesses in existing U.S. public policy and policy implementation-the dominance of knowledge creation, the need for diffusion-oriented technology policy, and the prevalence of a dissemination model- that affect diffusion of the results of federally-funded R&D. To address these shortcomings, they propose the development of a knowledge management framework for diffusing the results of federally-funded R&D. The article closes with a discussion of some issues and challenges associated with implementing a knowledge management framework for diffusing the results of federally-funded R&D.

  1. A Conceptualization of Knowledge Governance in Project-based Organizations

    DEFF Research Database (Denmark)

    Pemsel, Sofia; Wiewiorac, Anna; Müller, Ralf

    2014-01-01

    This paper conceptualizes and defines knowledge governance (KG) in project-based organizations (PBOs). Two key contributions towards a multi-faceted view of KG and an understanding of KG in PBOs are advanced, as distinguished from knowledge management and organizational learning concepts. The con......This paper conceptualizes and defines knowledge governance (KG) in project-based organizations (PBOs). Two key contributions towards a multi-faceted view of KG and an understanding of KG in PBOs are advanced, as distinguished from knowledge management and organizational learning concepts....... The conceptual framework addresses macro- and micro-level elements of KG and their interaction. Our definition of KG in PBOs highlights the contingent nature of KG processes in relation to their organizational context. These contributions provide a novel platform for understanding KG in PBOs....

  2. The construction project manager in South Africa: Analysis of ...

    African Journals Online (AJOL)

    Journal Home > Vol 22, No 1 (2015) > ... Construction project managers in the built environment come from various backgrounds and knowledge bases; therefore, the project managers' project ... Industry-specific guidelines for construction project management (PMBOK and SACPCMP) were obtained and analysed.

  3. CONTEMPORARY TRENDS IN PROJECT MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Ana Argirova

    2015-09-01

    Full Text Available The modern information society in ever increasing business projects and time limits to achieve the objectives at minimum cost leads to a search for ways to manage them. Today, more and more managers use IT tools for project management, and the term itself is associated with software solutions for the optimization and management of projects in different fields of human activity. The paper examines the main characteristics of project management by means of information technology. Key tasks and processes in the project implementation and management are discussed.

  4. Knowledge management in the Argentine Nuclear Regulatory Authority

    International Nuclear Information System (INIS)

    Chahab, Martin

    2006-01-01

    In 2006, the Argentine Nuclear Regulatory Authority has initiated a regulatory knowledge management process to face the loss of knowledge resulting from retiring experts, the generation gap, and the existing need to train new human resources. A number of projects have been started together with the technical assistance of the National Public Administration Institute to preserve knowledge and render it explicit for the coming generations. These projects include 'The History of the Expert's Learning Process' in which the majority of the most critical experts have been interviewed so far. The results of this project help envision a training structure and prospective projects. An Internet Site has also been created on the Intranet in order to render knowledge explicit and facilitate the tools for knowledge management initiatives. Furthermore, ARN's knowledge map project has also been started. (author) [es

  5. Knowledge Management: Trends and Challenges

    Directory of Open Access Journals (Sweden)

    Ljubo Đula

    2010-07-01

    Full Text Available The main theme of this paper is based on the principle goal of the European Union, which is “to become the most competitive and dynamic knowledge-based economy in the world, capable of sustainable economic growth with more and better jobs and greater social cohesion”. The competitive advantage of the “new economy” has been transferred from material and financial resources to non-material and non-financial goods. The crucial challenge for the 21st century company is defining, evaluating, improving, appraisal and management of knowledge. Intellectual capital is the fundamental lever, the basic resource, the underlying potential, the underlying factor of all the elements, i.e. of the business system vertically. Special attention is paid to the intellectual capital as the synergy element of the business system, which can bring about vertical integration. Every company has at its disposal knowledge, abilities, values and recognisability that can be turned into value. If managing with that resource can contribute to a competitive advantage, productivity increase and market value increase, then it is no longer a choice, but a necessity. Because of that, the question is not whether it is necessary to manage intellectual capital, but how to do it.

  6. KNOWLEDGE MANAGEMENT IN A COMPANY

    Directory of Open Access Journals (Sweden)

    Petrică Stoica

    2013-12-01

    Full Text Available All organisations are primarily interested in maintaining and increasing intellectual capital assets, and knowledge management represents only a manner of supporting the satisfaction of this interest and of laying stress on this type of assets. A mistaken conception, according to which at the level of a company there is a finite knowledge store that can be “managed”, reflects nothing but the fact that, at the beginning, many companies have overlooked the general aim of their business. The intangible part is immaterial, difficult to describe, quantify and measure. The intangible asset has and creates value and that is why the evaluation of intellectual property does not represent a simple activity. From a modern viewpoint, organisational learning does not consist only in obtaining new knowledge, but also considers its employment in carrying out the activities of the company, and so it contributes to the generation of new knowledge. The success of companies depends on the personnel’s ability to understand, manipulate and develop information. In case of epistemic economy, the improvement of the innovation capacity, the creation of value and wealth are based on the division of knowledge.

  7. Systematic Integration of Innovation in Process Improvement Projects Using the Enhanced Sigma-TRIZ Algorithm and Its Effective Use by Means of a Knowledge Management Software Platform

    Directory of Open Access Journals (Sweden)

    Mircea FULEA

    2009-01-01

    Full Text Available In an evolving, highly turbulent and uncertain socio-economic environment, organizations must consider strategies of systematic and continuous integration of innovation within their business systems, as a fundamental condition for sustainable development. Adequate methodologies are required in this respect. A mature framework for integrating innovative problem solving approaches within business process improvement methodologies is proposed in this paper. It considers a TRIZ-centred algorithm in the improvement phase of the DMAIC methodology. The new tool is called enhanced sigma-TRIZ. A case study reveals the practical application of the proposed methodology. The integration of enhanced sigma-TRIZ within a knowledge management software platform (KMSP is further described. Specific developments to support processes of knowledge creation, knowledge storage and retrieval, knowledge transfer and knowledge application in a friendly and effective way within the KMSP are also highlighted.

  8. Rethinking Knowledge Management: Strategies for Enhancing District-Level Teacher and Leader Tacit Knowledge Sharing

    Science.gov (United States)

    Edge, Karen

    2013-01-01

    Grounded within knowledge management (KM) theory and conceptions of tacit and explicit knowledge, this article draws on historical evidence from the Early Years Literacy Project (EYLP), a four-year instructional renewal strategy implemented across 100 schools in a large Canadian school district. The EYLP management approach included a series of…

  9. Effects of the First Line Diabetes Care (FiLDCare) self-management education and support project on knowledge, attitudes, perceptions, self-management practices and glycaemic control: a quasi-experimental study conducted in the Northern Philippines.

    Science.gov (United States)

    Ku, Grace Marie V; Kegels, Guy

    2014-08-11

    To investigate the effects of implementing a context-adapted diabetes self-management education and support (DSME/S) project based on chronic care models in the Philippines, on knowledge, attitudes, self-management practices, adiposity/obesity and glycaemia of people with diabetes. Prospective quasi-experimental before-after study. 203 people with type 2 diabetes mellitus from two local government units in the Northern Philippines fulfilling set criteria. Context-adapted DSME/S was given to a cohort of people with diabetes by trained pre-existing local government healthcare personnel. Changes in knowledge, attitudes and self-management practices, body mass index, waist circumference, waist-hip ratio (WHR) and glycosylated haemoglobin (HbA1c) were measured 1 year after full project implementation. Non-parametric and parametric descriptive and inferential statistics including logistic regression analysis were done. Complete data were collected from 164 participants. Improvements in glycaemia, waist circumference, WHR, knowledge, some attitudes, adherence to medications and exercise, and an increase in fear of diabetes were significant. Reductions in HbA1c, regardless of level of control, were noted in 60.4%. Significant increase in knowledge (pability to control blood glucose (p=0.004) and adherence to medications (p=0.001) were noted among those whose glycaemia improved. Significant differences between the subgroups whose HbA1c improved and those whose HbA1c deteriorated include male gender (p=0.042), shorter duration of diabetes (p=0.001) and increased perceived ability to control blood glucose (p=0.042). Significant correlates to improved glycaemia were male gender (OR=2.655; p=0.034), duration of diabetes >10 years (OR=0.214; p=0.003) and fear of diabetes (OR=0.490; p=0.048). Context-adapted DSME/S introduced in resource-constrained settings and making use of established human resources for health may improve knowledge, attitudes, self-management practices

  10. Knowledge Management in Nuclear Medicine

    International Nuclear Information System (INIS)

    Abaza, A.

    2017-01-01

    The last two decades have seen a significant increase in the demand for medical radiation services following the introduction of new techniques and technologies that has led to major improvements in the diagnosis and treatment of human diseases. The diagnostic and therapeutic applications of nuclear medicine techniques play a pivotal role in the management of these diseases, improving the quality of life of patients by means of an early diagnosis allowing opportune and proper therapy. On the other hand, inappropriate or unskilled use of these technologies can result in potential health hazards for patients and staff. So, there is a need to control and minimize these health risks and to maximize the benefits of radiation in medicine. The present study aims to discuss the role of nuclear medicine technology knowledge and scales in improving the management of patients, and raising the awareness and knowledge of nuclear medicine staff regarding the use of nuclear medicine facilities. The practical experience knowledge of nuclear medicine staff in 50 medical centers was reviewed through normal visiting and compared with the IAEA Published documents information. This review shows that the nuclear medicine staff has good technology knowledge and scales during managing patients as compared to IAEA Published information regarding the radiation protection measures and regulation. The outcome of the study reveals that competent authority can improve radiation safety in medical settings by developing and facilitating the implementation of scientific evidence-based policies and recommendations covering nuclear medicine technology focusing in the public health aspects and considering the risks and benefits of the use of radiation in health care. It could be concluded that concerted and coordinated efforts are required to improve radiation safety, quality and sustain ability of health systems

  11. Data warehousing: toward knowledge management.

    Science.gov (United States)

    Shams, K; Farishta, M

    2001-02-01

    With rapid changes taking place in the practice and delivery of health care, decision support systems have assumed an increasingly important role. More and more health care institutions are deploying data warehouse applications as decision support tools for strategic decision making. By making the right information available at the right time to the right decision makers in the right manner, data warehouses empower employees to become knowledge workers with the ability to make the right decisions and solve problems, creating strategic leverage for the organization. Health care management must plan and implement data warehousing strategy using a best practice approach. Through the power of data warehousing, health care management can negotiate bettermanaged care contracts based on the ability to provide accurate data on case mix and resource utilization. Management can also save millions of dollars through the implementation of clinical pathways in better resource utilization and changing physician behavior to best practices based on evidence-based medicine.

  12. Knowledge management in support of enterprise risk management

    OpenAIRE

    Rodriguez, Eduardo; Edwards, John S.

    2014-01-01

    Risk management and knowledge management have so far been studied almost independently. The evolution of risk management to the holistic view of Enterprise Risk Management requires the destruction of barriers between organizational silos and the exchange and application of knowledge from different risk management areas. However, knowledge management has received little or no attention in risk management. This paper examines possible relationships between knowledge management constructs relate...

  13. Knowledge Management for Command and Control

    National Research Council Canada - National Science Library

    Ceruti, Marion G; Wilcox, Dwight R; Power, Brenda J

    2004-01-01

    This paper highlights some major trends and developments in knowledge management with particular emphasis on knowledge capturing and authoring, and how this technology can be combined with intelligent...

  14. Knowledge management: implications for human service organizations.

    Science.gov (United States)

    Austin, Michael J; Claassen, Jennette; Vu, Catherine M; Mizrahi, Paola

    2008-01-01

    Knowledge management has recently taken a more prominent role in the management of organizations as worker knowledge and intellectual capital are recognized as critical to organizational success. This analysis explores the literature of knowledge management including the individual level of tacit and explicit knowledge, the networks and social interactions utilized by workers to create and share new knowledge, and the multiple organizational and managerial factors associated with effective knowledge management systems. Based on the role of organizational culture, structure, leadership, and reward systems, six strategies are identified to assist human service organizations with implementing new knowledge management systems.

  15. Understanding dynamic capabilities through knowledge management

    DEFF Research Database (Denmark)

    Nielsen, Anders Paarup

    2006-01-01

    In the paper eight knowledge management activities are identified; knowledge creation, acquisition, capture, assembly, sharing, integration, leverage and exploitation. These activities are assembled into the three dynamic capabilities of knowledge development, knowledge (re......)combination and knowledge use. The dynamic capabilities and the associated knowledge management activities create flows to and from the firm’s stock of knowledge and they support the creation and use of organizational capabilities....

  16. Project Management Plan

    International Nuclear Information System (INIS)

    1988-01-01

    The mission of the Uranium Mill Tailings Remedial Action (UMTRA) Project is explicitly stated and directed in the Uranium Mill Tailings Radiation Control Act of 1978, Public Law 95-604, 42 USC 7901 (hereinafter referred to as the ''Act''). Title I of the Act authorizes the Department of Energy (DOE) to undertake remedial actions at 24 designated inactive uranium processing sites and associated vicinity properties containing uranium mill tailings and other residual radioactive materials derived from the processing sites. The Act, amended in January 1983, by Public Law 97-415, also authorizes DOE to perform remedial actions at vicinity properties in Edgemont, South Dakota. Cleanup of the Edgemont processing site is the responsibility of the Tennessee Valley Authority. This document describes the plan, organization, system, and methodologies used to manage the design, construction, and other activities required to clean up the designated sites and associated vicinity properties in accordance with the Act. The plan describes the objectives of the UMTRA Project, defines participants' roles and responsibilities, outlines the technical approach for accomplishing the objectives, and describes the planning and managerial controls to be used in integrating and performing the Project mission. 21 figs., 21 tabs

  17. Nurse managers' challenges in project management.

    Science.gov (United States)

    Suhonen, Marjo; Paasivaara, Leena

    2011-11-01

    To analyse the challenges that nurse managers meet in project management. Project management done by nurse managers has a significant role in the success of projects conducted in work units. The data were collected by open interviews (n = 14). The participants were nurse managers, nurses and public health nurses. Data analysis was carried out using qualitative content analysis. The three main challenges nurse managers faced in project management in health-care work units were: (1) apathetic organization and management, (2) paralysed work community and (3) cooperation between individuals being discouraged. Nurse managers' challenges in project management can be viewed from the perspective of the following paradoxes: (1) keeping up projects-ensuring patient care, (2) enthusiastic management-effective management of daily work and (3) supporting the work of a multiprofessional team-leadership of individual employees. It is important for nurse managers to learn to relate these paradoxes to one another in a positive way. Further research is needed, focusing on nurse managers' ability to promote workplace spirituality, nurse managers' emotional intelligence and their enthusiasm in small projects. © 2011 Blackwell Publishing Ltd.

  18. [NASA/DOD Aerospace Knowledge Diffusion Research Project. Report 3:] Technical communications in aeronautics: Results of an exploratory study. An analysis of profit managers' and nonprofit managers' responses

    Science.gov (United States)

    Pinelli, Thomas E.; Glassman, Myron; Barclay, Rebecca O.; Oliu, Walter E.

    1989-01-01

    Data collected from an exploratory study concerned with the technical communications practices of aerospace engineers and scientists were analyzed to test the primary assumption that profit and nonprofit managers in the aerospace community have different technical communications practices. Five assumptions were established for the analysis. Profit and nonprofit managers in the aerospace community were found to have different technical communications practices for one of the five assumptions tested. It was, therefore, concluded that profit and nonprofit managers in the aerospace community do not have different technical communications practices.

  19. Knowledge management in Portuguese healthcare institutions.

    Science.gov (United States)

    Cruz, Sofia Gaspar; Ferreira, Maria Manuela Frederico

    2016-06-01

    Knowledge management imposes itself as a pressing need for the organizations of several sectors of the economy, including healthcare. to evaluate the perception of healthcare institution collaborators in relation to knowledge management in the institution where they operate and analyze the existence of differences in this perception, based on the institution's management model. a study conducted in a sample consisting of 671 collaborators from 10 Portuguese healthcare institutions with different models of management. In order to assess the knowledge management perception, we used a score designed from and based on items from the scores available in the literature. the perception of moderate knowledge management on the healthcare institutions and the statistically significant differences in knowledge management perception were evidenced in each management model. management knowledge takes place in healthcare institutions, and the current management model determines the way staff at these institutions manage their knowledge.

  20. Knowledge management strategies: Enhancing knowledge transfer to clinicians and patients.

    Science.gov (United States)

    Roemer, Lorrie K; Rocha, Roberto A; Del Fiol, Guilherme; Bradshaw, Richard L; Hanna, Timothy P; Hulse, Nathan C

    2006-01-01

    At Intermountain Healthcare (Intermountain), executive clinical content experts are responsible for disseminating consistent evidence-based clinical content throughout the enterprise at the point-of-care. With a paper-based system it was difficult to ensure that current information was received and was being used in practice. With electronic information systems multiple applications were supplying similar, but different, vendor-licensed and locally-developed content. These issues influenced the consistency of clinical practice within the enterprise, jeopardized patient and clinician safety, and exposed the enterprise and its employees to potential financial penalties. In response to these issues Intermountain is developing a knowledge management infrastructure providing tools and services to support clinical content development, deployment, maintenance, and communication. The Intermountain knowledge management philosophy includes strategies guiding clinicians and consumers of health information to relevant best practice information with the intention of changing behaviors. This paper presents three case studies describing different information management problems identified within Intermountain, methods used to solve the problems, implementation challenges, and the current status of each project.

  1. Project and Sports Events Management

    OpenAIRE

    Sebastian Madalin MUNTEANU

    2011-01-01

    This paper tries to capture the importance it holds the project management in socio-cultural sector which stands out when we refer to the sport. So when we talk about project management in sport, to consider a much larger vision, a new project management perspective, they involve a responsibility for the implementation of an event with global impact on very long term. Sports projects, as history shows us, played a significant role in developing societies. Also, all major sports industry proje...

  2. Project Portfolio Management Applications Testing

    OpenAIRE

    Paul POCATILU

    2006-01-01

    Many IT companies are running project simultaneously. In order to achieve the best results, they have to group to the project in portfolios, and to use specific software that helps to manage them. Project portfolio management applications have a high degree of complexity and they are very important for the companies that are using it. This paper focuses on some characteristics of the testing process for project portfolio management applications

  3. Project Portfolio Management Applications Testing

    Directory of Open Access Journals (Sweden)

    Paul POCATILU

    2006-01-01

    Full Text Available Many IT companies are running project simultaneously. In order to achieve the best results, they have to group to the project in portfolios, and to use specific software that helps to manage them. Project portfolio management applications have a high degree of complexity and they are very important for the companies that are using it. This paper focuses on some characteristics of the testing process for project portfolio management applications

  4. Nuclear knowledge management overview at EDF

    International Nuclear Information System (INIS)

    Ballay, J.; Vannieuwenhuyse, J.

    2004-01-01

    dimension, this 3rd level of knowledge is the core competency shared by the whole nuclear community in its culture, norms and documents. The third level of knowledge consists in the different specific know-how, which are located in each power plant, due to local contexts. For example, the experts in chemistry problems have local know-how about how to use measurement apparatus in their geographic context. Another example: the organization is quite different from one unit to one another, depending on all sorts of parameters: personality of managers, environment, industrial context, history of each unit. This distinctive and flexible knowledge is a good thing for global competitiveness, because it suits to every kind of contexts and gives more situations for learning. At this 3rd level of knowledge, groupware and communities of practice are the KM systems very useful and powerful to share good practices. For example, a community of practice on engineering skills is now growing all over the 19 power plants, and this is a very powerful way for sharing good practices between the 1500 people concerned. This 3rd level of knowledge has no normative function, but only an added-value function for performance of each power plant. Due to its tacit nature, it cannot be reproduced from one place to one another without a process of transformation and adaptation to the new context. The fourth level of knowledge is the expertise and experience of some people, engaged, during their personal history, in many learning affairs and projects. This 4th level of knowledge is incorporated in some individuals who are likely to learn in many situations and who are always interested in innovations and knowledge creation. These people take away their personal experience with them when they get retired, and this is a big lost of knowledge for the enterprise. So, it appears to be a special challenge for the institution to recognize them and encourage them to share the memory of their experience. Which

  5. A Study of Operationally Relevant C2 Knowledge Management

    National Research Council Canada - National Science Library

    Petrov, Plamen

    2003-01-01

    .... The empirical phase of the project was designed to compare the performance of C2 personnel using an advanced information/knowledge management software environment to C2 personnel using a currently...

  6. Knowledge Sharing Strategies for Large Complex Building Projects.

    Directory of Open Access Journals (Sweden)

    Esra Bektas

    2013-06-01

    complex nature of such projects has often been reported as a potential barrier to investing knowledge sharing. However, this analysis highlighted that the while the location is unique, the underlying challenges are typically not, and although projects are per definition temporary, these large, complex projects often last for a decade. Investing in knowledge sharing is therefore possible and worth the effort, and with respect to complexity more needed than those involved are aware of. In the second part of the empirical data analysis, the knowledge sharing strategies inuse in the two cases were examined. The first case represents a people-oriented approach using collocated open plan offices for the entire design team; the second case represents a tool-oriented approach drawing on a Building Information Model (BIM. The co-located offices provided the physical setting for knowledge sharing, but it not planned as a conscious strategy and so was mainly regarded as sharing the same office floor and was not used to its full potential. Physical boundaries remained between subteams and interaction was restricted to the level of project managers. In the second case, the implementation of a BIM represented a bottom-up and emergent strategy that embraced digital technologies for specific problems. The analysis showed that there was limited understanding about requirements and implication of changes in the design processes. Introduced through a bottom-up emergent strategy without commitment from all project partners, it was not possible to utilize the potential benefits of a BIM system for the overall design team. The analysis also revealed that what practitioners referred to as a BIM, was not a true BIM implementation, thereby indicating that digital concepts are still not completely clear in practice. This comparative analysis of two cases led to several conclusions: • Irrespective of whether a tool or people-oriented approach is used, there will be emerging strategies with which

  7. Applications of Ontologies in Knowledge Management Systems

    Science.gov (United States)

    Rehman, Zobia; Kifor, Claudiu V.

    2014-12-01

    Enterprises are realizing that their core asset in 21st century is knowledge. In an organization knowledge resides in databases, knowledge bases, filing cabinets and peoples' head. Organizational knowledge is distributed in nature and its poor management causes repetition of activities across the enterprise. To get true benefits from this asset, it is important for an organization to "know what they know". That's why many organizations are investing a lot in managing their knowledge. Artificial intelligence techniques have a huge contribution in organizational knowledge management. In this article we are reviewing the applications of ontologies in knowledge management realm

  8. Rethinking Project Management in Denmark

    DEFF Research Database (Denmark)

    Svejvig, Per

    2012-01-01

    . The chapter argues for a rethinking process due to pervasiveness and complexity in the contemporary project environment where rethinking is needed in order to stay competitive. The suggested approach for the rethinking project management is a framing process where body of ideas is established......Projects are everywhere across different sectors, industries and countries. Project management is no longer a sub-discipline of engineering and other rather technical disciplines but is also used for many other purposes. Even though practice has changed dramatically over the years, the models...... and methodologies for project management has been fairly static and has therefore received substantial criticism for a lack of relevance to practice. Several scholars have therefore started to think more widely about projects and project management conceptualized as rethinking project management. However this theme...

  9. Knowledge Resources - A Knowledge Management Approach for Digital Ecosystems

    Science.gov (United States)

    Kurz, Thomas; Eder, Raimund; Heistracher, Thomas

    The paper at hand presents an innovative approach for the conception and implementation of knowledge management in Digital Ecosystems. Based on a reflection of Digital Ecosystem research of the past years, an architecture is outlined which utilizes Knowledge Resources as the central and simplest entities of knowledge transfer. After the discussion of the related conception, the result of a first prototypical implementation is described that helps the transformation of implicit knowledge to explicit knowledge for wide use.

  10. Managing knowledge and information on nuclear safety

    International Nuclear Information System (INIS)

    Hahn, L.

    2005-01-01

    Described is the management of nuclear safety knowledge through education networks, knowledge pool, sharing, archiving and distributing the knowledge information. Demonstrated is the system used at Gesellschaft fuer Anlagen-und Reaktorsicherheit

  11. Knowledge management toboost productivity in manufacturing ...

    African Journals Online (AJOL)

    Knowledge management toboost productivity in manufacturing. ... Journal of Fundamental and Applied Sciences ... The assessment tool is an important factor because knowledge management has a deep relationship with performance ...

  12. knowledge management practices in higher learning institutions

    African Journals Online (AJOL)

    user

    Knowledge Management (KM) Practices in Institutions of Higher Learning in .... quality and skills to cope with the labour market demands. .... Total. 44. 100.0. Source: Field Data (2012/13). Staff's Level of Awareness of Knowledge Management.

  13. Knowledge management in nuclear power plants

    International Nuclear Information System (INIS)

    Cal, C. de la; Barasoain, F.; Buedo, J. L.

    2013-01-01

    This article aims to show the importance of knowledge management from different perspectives. In this first part part of the article, the overall approach that performs CNAT of knowledge management is described. In the second part, a specific aspect of knowledge management in ANAV, tacit knowledge transfer is showed. finally, the third part discusses the strategies and actions that are followed in CNCO for knowledge management. All this aims to show an overview of knowledge management held in the Spanish Nuclear Power Plants. (Author)

  14. Knowledge Management Challenges For Global Business

    OpenAIRE

    Veli Denizhan Kalkan

    2011-01-01

    Managing organizational knowledge effectively is a prerequisite for securing competitive advantages in the global marketplace. The field of knowledge management brings out important challenges for global business practices. Based on a comprehensive academic and popular literature review, this paper identifies six main knowledge management challenges faced by global business today. These are developing a working definition of knowledge, dealing with tacit knowledge and utilization of informati...

  15. Management of research and development project

    International Nuclear Information System (INIS)

    Go, Seok Hwa; Hong Jeong Yu; Hyun, Byeong Hwan

    2010-12-01

    This book introduces summary on management of research and development project, prepare of research and development with investigation and analysis of paper, patent and trend of technology, structure of project, management model, management of project, management of project range, management of project time, management of project cost, management of project goods, management of project manpower, management of communication, management of project risk, management of project supply, management of outcome of R and D, management of apply and enroll of patent and management of technology transfer.

  16. Project Management in Higher Education

    Science.gov (United States)

    Alpert, Shannon Atkinson

    2011-01-01

    This study identified factors that influenced the use of project management in higher education research projects. Using a qualitative grounded theory approach that included in-depth interviews with assistant professors, the researcher examined how these individuals were using project management processes and tools and factors that enabled,…

  17. Comprehensive management of project changes

    Directory of Open Access Journals (Sweden)

    Aljaž Stare

    2010-06-01

    Full Text Available The goal of this research was to examine how project changes can be prevented, and how to reduce their negative impact. Theoretical research examined risk management, project control and change management. Based on the study a “Comprehensive Change Management Model” was developed and verified after conducting empirical research in Slovenian enterprises. The research confirmed that risk management identifies possible changes and reduces their impact; project control ensures the timely detection of changes and an efficient response, while formal change management ensures the effective implementation of changes. The combined functioning of all three areas ensures effective project execution.

  18. Personal Knowledge Management for Employee Commoditization

    Science.gov (United States)

    Schild, Susie A.

    2013-01-01

    Knowledge management thinking has resulted in the perception that the organization is the relevant beneficiary of knowledge. Individual approaches to and experiences with personal knowledge management are not well documented in empirical studies, which uncovered the specific problem that the situatedness of knowledge worker contemporaries within…

  19. Risk management in nuclear projects

    International Nuclear Information System (INIS)

    Salles, Claudio J.R.

    2002-01-01

    The risk management will be defined by different aspects: danger or loss possibility, or responsibility for damage. The risk management is one stage of project management. The risk management is a continuous process of planning, identification, quantification, answer and risk control to maximize the success potential of activity. The reduction of risk is part of priority establishment. This work will indicate how introduce this important instrument in the management of nuclear projects. (author)

  20. Project management in building industry management

    Directory of Open Access Journals (Sweden)

    Martin Nový

    2012-01-01

    Full Text Available The article deals with contents of the project management on general level first. It mentions the most widespread project management standards, which have historically developed in global scale, their parts and objectives. Further, it describes position of the building industry in national economy, its specific features distinguishing it from the other industrial production, contents of the building industry management and project management of structures. The importance of the role of project manager is documented by characteristics of construction projects, their course, contents of sub-phases, and individual types of managing activities. Attention is devoted to project planning – determination of realization costs, necessary resources, sequence and time course of individual works. The most frequently used graphic methods of schedule presentation – Gantt chart, network chart and frequency bar chart are applied on examples of constructions. These charts can be focused in time sequence on individual types of resources – workforce, finance, materials, energies, and machinery. In conclusion, necessity to manage the project management procedures is emphasized as a part of skills of a construction engineer in the role of preparation manager or construction project realization manager.

  1. Knowledge Transfer in Collaborative Knowledge Management: A Semiotic View

    Directory of Open Access Journals (Sweden)

    Norbert Jastroch

    2010-12-01

    Full Text Available Codification and transfer of knowledge is essential in the practice of knowledge management. Theoretical knowledge, like scientific theories and models, by nature comes in coded representation for the explicit purpose of transfer. Practical knowledge, as involved frequently in engineering or business operations, however, is a priori uncoded, making transfer for further use or the generation of new knowledge difficult. A great deal of systems engineering effort in recent years has been focused on resolving issues related to this sort of knowledge transfer. Semantic technologies play a major role in here, along with the development of ontologies. This paper presents a semiotic perspective on transfer of knowledge within collaborations.

  2. Managing opportunities in the global knowledge society

    DEFF Research Database (Denmark)

    Nielsen, Sven Hvid

    2007-01-01

    It is commonplace these days to say that knowledge is the most critical asset to be managed. Yet not many people - particularly not practitioners - invest very much time in learning about what knowledge really is and how different knowledge management (KM) is from information management (IM...

  3. Implementation of Knowledge Management in Organizations

    Science.gov (United States)

    Winkler, Katrin; Mandl, Heinz

    2007-01-01

    In the context of learning implementation of new ideas e.g. knowledge management in organizations often is neglected. Concerning knowledge management measures we demonstrate its implementation in organizations. A theoretical framework was developed showing the necessary basic conditions for implementing knowledge management. Subsequently we…

  4. Knowledge Management: Applications for Nuclear Facilities

    International Nuclear Information System (INIS)

    Volkov, Eduard

    2014-01-01

    Critical Knowledge criteria: - lack of key personnel in certain field of knowledge to realize project or fulfill investigation; - perspective for the field of knowledge to be closed or transferred to external organization within next fife years; - irregularity in the work implementation in the field of knowledge; - need of high expertise to implement work; - importance of the developed field of knowledge for the organization to reach goals; - when knowledge is used practically in all compartments of the organization; - possibility to improve the organization activity effectiveness at the expense of knowledge preservation, sharing and use; - high level of risk to lose knowledge because knowledge mediums leave the organization; - danger of unauthorized knowledge use consequence

  5. Knowledge Governance in Project-Based Organizations

    DEFF Research Database (Denmark)

    Pemsel, Sofia; Wiewiora, Anna; Müller, Ralf

    This paper conceptualizes knowledge governance (KG) in project-based organizations (PBOs) and its methodological approaches for empirical investigation. Three key contributions towards a multi-faceted view of KG and an understanding of KG in PBOs are advanced. These contributions include a defini......This paper conceptualizes knowledge governance (KG) in project-based organizations (PBOs) and its methodological approaches for empirical investigation. Three key contributions towards a multi-faceted view of KG and an understanding of KG in PBOs are advanced. These contributions include...... a definition of KG in PBOs, a conceptual framework to investigate KG and a methodological framework for empirical inquiry into KG in PBO settings. Our definition highlights the contingent nature of KG processes in relation to their organizational context. The conceptual framework addresses macro- and micro...

  6. A Knowledge Management Strategy To Achieve Organisation Competitiveness

    Directory of Open Access Journals (Sweden)

    Dr. St. Sukmawati.

    2015-08-01

    Full Text Available The purpose of this research is to study the influence of organizational environment on the selection of knowledge management strategies. The research focuses particularly on the relationship between business and knowledge management strategy and the success of the knowledge management initiatives. This research is a case study researching 2 South Sulawesi banking companies. The knowledge management initiatives were categorized by six criteria objectives processes problems content strategy knowledge type and their fit with the respective business strategy of the organizational unit was evaluated. The findings in this research suggest a relationship between the success of knowledge management and the alignment of knowledge management and business strategy. The research also shows that an organization whose business strategy requires process efficiency should rely primarily on a codification strategy. An organization whose business strategy requires productprocess innovation should rely primarily on a personalization strategy. The most successful knowledge management projects were driven by a strong business need and with the goal to add value to the organizational unit operations. The research shows there are limitations due to the qualitative nature of the research logical rather than statistical conclusions small sample size and subjectivity of interpretations. The research sees that a manager should be aware of the objectives and business processes of the organizational unit and chooses the knowledge management strategy and objective in accordance to the business strategy and objective. Originalityvalue. The research enhances understanding about the influence of organizational environment factors on the success of knowledge management initiatives.

  7. Global Project Management: Graduate Course

    National Research Council Canada - National Science Library

    Beranek, Thomas R

    2006-01-01

    ..., A. James Clark School of Engineering - Project Management Program. The course slides and suggested readings provide a general exploration of the nuances of doing projects globally as compared to domestically...

  8. Efficient and Effective Project Management

    Directory of Open Access Journals (Sweden)

    Dusan Pene

    2014-03-01

    Full Text Available The purpose of the article is to investigate different authorities and responsibilities of a project manager and of a project leader. Considering the fact that nowadays the project management is becoming the important factor in performing and leading the investments which are modified by modern leadership theories, we can say that the key element is the sovereign leadership of a manager and a project leader. The current multi-project environments and modern techniques at the project management area need the interdisciplinary leadership approach and at the same time they enable the strengthening of company’s competitive features so they are consistently satisfying high project expectations of the project investor or a client.

  9. Knowledge-Centric Technical Support Organization (TSO) Using Process Oriented Knowledge Management Approach

    International Nuclear Information System (INIS)

    Mohamad Safuan Sulaiman; Siti Nurbahyah Hamdan; Mohd Dzul Aiman Aslan

    2014-01-01

    In the United States of America, Process Oriented Knowledge Management (POKM) Model has been successfully implemented in most of Nuclear Power Plants. This approach has been introduced in Nuclear Knowledge Management program by the IAEA since 2011. Malaysia has involved in the IAEA Coordinated Research Project (CRP) focusing the approach started in 2011. The main objective for Malaysian participation of this project is to support readiness in terms of nuclear technical knowledge by Technical Support Organization (TSO) for Nuclear Power Program. This project has focused on several nuclear technical areas which consist of Public Information (PI), Radiological Impact Assessment (RIA), Nuclear Reactor Technology (NRT), Plant and Prototype Development (PDC) and nuclear knowledge management. This paper articulates the detail POKM approach and project experience in implementing the approach at organizational level. (author)

  10. Integrating knowledge seeking into knowledge management models and frameworks

    Directory of Open Access Journals (Sweden)

    Francois Lottering

    2012-09-01

    Objectives: This article investigates the theoretical status of the knowledge-seeking process in extant KM models and frameworks. It also statistically describes knowledge seeking and knowledge sharing practices in a sample of South African companies. Using this data, it proposes a KM model based on knowledge seeking. Method: Knowledge seeking is traced in a number of KM models and frameworks with a specific focus on Han Lai and Margaret Graham’s adapted KM cycle model, which separates knowledge seeking from knowledge sharing. This empirical investigation used a questionnaire to examine knowledge seeking and knowledge sharing practices in a sample of South African companies. Results: This article critiqued and elaborated on the adapted KM cycle model of Lai and Graham. It identified some of the key features of knowledge seeking practices in the workplace. It showed that knowledge seeking and sharing are human-centric actions and that seeking knowledge uses trust and loyalty as its basis. It also showed that one cannot separate knowledge seeking from knowledge sharing. Conclusion: The knowledge seeking-based KM model elaborates on Lai and Graham’s model. It provides insight into how and where people seek and share knowledge in the workplace. The article concludes that it is necessary to cement the place of knowledge seeking in KM models as well as frameworks and suggests that organisations should apply its findings to improving their knowledge management strategies.

  11. Robustness of a Distributed Knowledge Management Model

    DEFF Research Database (Denmark)

    Pedersen, Mogens Kühn; Larsen, Michael Holm

    1999-01-01

    Knowledge management based on symmetric incentives is rarely found in literature. A knowledge exchange model relies upon a double loop knowledge conversion with symmetric incentives in a network. The model merges specific knowledge with knowledge from other actors into a decision support system...

  12. Project network-oriented materials management policy for complex projects

    DEFF Research Database (Denmark)

    Dixit, Vijaya; Srivastava, Rajiv K; Chaudhuri, Atanu

    2015-01-01

    This work devises a materials management policy integrated with project network characteristics of complex projects. It proposes a relative quantitative measure, overall criticality (OC), for prioritisation of items based on penalty incurred due to their non-availability. In complex projects...... managerial tacit knowledge which provides them enough flexibility to provide information in real form. Computed OC values can be used for items prioritisation and as shortage cost coefficient in inventory models. The revised materials management policy was applied to a shipbuilding project. OC values were......, practicing managers find it difficult to measure OC of items because of the subjective factors and intractable nature of penalties involved. However, using their experience, they can linguistically identify the antecedents and relate them to consequent OC. This work adopts Fuzzy Set Theory to capture...

  13. Models of knowledge management in Russian institutions: social and psychological analysis

    Directory of Open Access Journals (Sweden)

    Nestik Timofei Aleksandrovich

    2014-12-01

    Full Text Available The paper presents socio-psychological analysis of five knowledge management models used in Russian institutions: knowledge management in projects, virtual expert groups, competence centers, knowledge management via organization development and open innovations. Special attention is given to the consequences of transition to network-based knowledge management.

  14. BOOK REVIEW: Case Studies in Knowledge Management

    Directory of Open Access Journals (Sweden)

    Reviewed by Dr. Adnan BOYACI

    2005-10-01

    .The book presents case studies explaining actual applications of KM in a different oforganizational and global settings. Different subjects and issues associated withconstruction of KM system in different kinds of organizations are explored within eachsection. Organizational learning (OL, knowledge, culture and productivity are some ofthe issues tackled with construction of KM system in a variety of organizational andglobal settings.The book is organized into seven sections; KM in support of organizational learning,knowledge management in support of retaining organizational knowledge, knowledgemanagement strategy, issues in knowledge management, KM is support of knowledgetransfer, KM in support of projects, KM outcomes. Each section is related with an area KMresearch.In section I, there are two cases discussing KM in support of OL. The first case is fromLynne P. Cooper, Rebecca L. Nash, Tu-Anh T. Phan, and Teresa R. Bailey and describesdevelopment and operation of knowledge system in order to support learning oforganizational knowledge at the Jet Propulsion Laboratory in USA. It presents in detailimplementation and rollout of the system and argues the results from performance andusage data collected over 19 weeks. The second case is from Brigette McGregor-MacDonald and describes the work of global organizations in its KM efforts to sustain andtransfer learning from global leadership curriculum. It mainly focuses on KM solution162developed to support employees to sustain their learning, to enable them to share theirinsights and experiences with others, and thus increase organizational capability.Section 2 explores using KM to support the retention of organizational knowledge inorganizations where the work forces are in transition. In third chapter in this section HaniAbdel-Aziz, and Khaled Wahba discuss the building of organizational memory informationsystem (OMIS in an Egyptian Professional Services company suffering from knowledgeloss due to high rate of employee turnover

  15. Knowledge Management – the Key Resource in the Knowledge Economy

    Directory of Open Access Journals (Sweden)

    Domingo NEVADO PEÑA

    2010-06-01

    Full Text Available The influence of global information and communication technology changes and globalization have transformed our society by favoring the economy and innovation as key driver of global competition. Creation and exploitation of knowledge has become key resource in the new economy. All advanced economies are technologically knowledgebased economy. Many of today's managers and their employees, still guided by the definition given by Francis Bacon (1597 “Knowledge is power” instead of “sharing and managing knowledge is power”. Knowing taken alone may not bring value if not shared before and then managed in an efficient manner. This article seeks to demonstrate what knowledge, what the knowledge management is and what are its main implications in the new economy, a knowledge-based economy.

  16. Integrating knowledge seeking into knowledge management models and frameworks

    Directory of Open Access Journals (Sweden)

    Francois Lottering

    2012-02-01

    Full Text Available Background: A striking feature of the knowledge management (KM literature is that the standard list of KM processes either subsumes or overlooks the process of knowledge seeking. Knowledge seeking is manifestly under-theorised, making the need to address this gap in KM theory and practice clear and urgent.Objectives: This article investigates the theoretical status of the knowledge-seeking process in extant KM models and frameworks. It also statistically describes knowledge seeking and knowledge sharing practices in a sample of South African companies. Using this data, it proposes a KM model based on knowledge seeking.Method: Knowledge seeking is traced in a number of KM models and frameworks with a specific focus on Han Lai and Margaret Graham’s adapted KM cycle model, which separates knowledge seeking from knowledge sharing. This empirical investigation used a questionnaire to examine knowledge seeking and knowledge sharing practices in a sample of South African companies.Results: This article critiqued and elaborated on the adapted KM cycle model of Lai and Graham. It identified some of the key features of knowledge seeking practices in the workplace. It showed that knowledge seeking and sharing are human-centric actions and that seeking knowledge uses trust and loyalty as its basis. It also showed that one cannot separate knowledge seeking from knowledge sharing.Conclusion: The knowledge seeking-based KM model elaborates on Lai and Graham’s model. It provides insight into how and where people seek and share knowledge in the workplace. The article concludes that it is necessary to cement the place of knowledge seeking in KM models as well as frameworks and suggests that organisations should apply its findings to improving their knowledge management strategies. 

  17. Enhancing knowledge sharing management using BIM technology in construction.

    Science.gov (United States)

    Ho, Shih-Ping; Tserng, Hui-Ping; Jan, Shu-Hui

    2013-01-01

    Construction knowledge can be communicated and reused among project managers and jobsite engineers to alleviate problems on a construction jobsite and reduce the time and cost of solving problems related to constructability. This paper proposes a new methodology for the sharing of construction knowledge by using Building Information Modeling (BIM) technology. The main characteristics of BIM include illustrating 3D CAD-based presentations and keeping information in a digital format and facilitation of easy updating and transfer of information in the BIM environment. Using the BIM technology, project managers and engineers can gain knowledge related to BIM and obtain feedback provided by jobsite engineers for future reference. This study addresses the application of knowledge sharing management using BIM technology and proposes a BIM-based Knowledge Sharing Management (BIMKSM) system for project managers and engineers. The BIMKSM system is then applied in a selected case study of a construction project in Taiwan to demonstrate the effectiveness of sharing knowledge in the BIM environment. The results demonstrate that the BIMKSM system can be used as a visual BIM-based knowledge sharing management platform by utilizing the BIM technology.

  18. Participative knowledge management to empower manufacturing workers

    DEFF Research Database (Denmark)

    Campatelli, Gianni; Richter, Alexander; Stocker, Alexander

    2016-01-01

    skills. In this paper, the authors suggest a participative knowledge management approach to empower manufacturing workers. Starting from a comprehensive empirical analysis of the existing work practices in a manufacturing company, the authors have developed and validated a knowledge management system...... prototype. The prototype is aimed for training, problem solving, and facilitating the discovery, acquisition, and sharing of manufacturing knowledge. The conducted evaluation of the prototype indicates that workers' skills and level of work satisfaction will increase since the knowledge management system...

  19. Managing Intellectual Capital in Knowledge Economy

    OpenAIRE

    Mercier-Laurent, Eunika

    2014-01-01

    Part 4: Components of Knowledge Flow; International audience; Strategic Knowledge Management considers Intellectual Capital (IC) as roots of all organizations activities. The success of organizations strongly depends on the way they manage all facets of knowledge and skills. Artificial Intelligence brought some methods and techniques for handling intellectual assets of companies, expertise management, knowledge transfer and training. This paper presents an overview of experiences and research...

  20. Integrated Project Management System description

    International Nuclear Information System (INIS)

    1987-03-01

    The Uranium Mill Tailings Remedial Action (UMTRA) Project is a Department of Energy (DOE) designated Major System Acquisition (MSA). To execute and manage the Project mission successfully and to comply with the MSA requirements, the UMTRA Project Office (''Project Office'') has implemented and operates an Integrated Project Management System (IPMS). The Project Office is assisted by the Technical Assistance Contractor's (TAC) Project Integration and Control (PIC) Group in system operation. Each participant, in turn, provides critical input to system operation and reporting requirements. The IPMS provides a uniform structured approach for integrating the work of Project participants. It serves as a tool for planning and control, workload management, performance measurement, and specialized reporting within a standardized format. This system description presents the guidance for its operation. Appendices 1 and 2 contain definitions of commonly used terms and abbreviations and acronyms, respectively. 17 figs., 5 tabs

  1. Managing Projects with CSR in mind

    DEFF Research Database (Denmark)

    Kampf, Constance; Thomsen, Christa

    2008-01-01

    This paper examines project management as a place where CSR can be operationalized, focusing particularly on project conception processes and co-constructing CSR knowledge with emergent tertiary stakeholders. Two projects which dealt with emergent tertiary stakeholders differently are examined.......  First, the Finnish company Metsa-Botnia's paper pulp plant in Uruguay is examined as a project in which a tertiary stakeholder, Argentina, emerged during the early stages of the project.  Argentina requested dialogue about the project conception and Metsa Botnia did not include them.  In contrast......, the Danish emergency services company Falck A/S's project on redefining CSR is offered as an example of a project transformed through dialogue with the emergent tertiary stakeholder, the county of Aarhus.   To analyze the cases, the paper combines Morsing & Schultz's (2006) dialectic CSR strategy based...

  2. Project Management Meets Change Management - A Success Story. Focus Area: Tech Perspectives TI012SN

    Science.gov (United States)

    Hall, Wayne

    2011-01-01

    Utilizing the concepts and terminology from Project Management, the process of planning and executing a Change Management (CM) Infrastructure improvement project is described. The primary audience for this presentation includes both experienced and relatively new CM administrators and their managers. It also includes anyone with an interest in the application of project management knowledge to CM administration. There are several benefits: the complexity of the CM tool technology is more manageable, CM administrators get to use project management knowledge to complete a project (not "firefighting"), improve relations with your customers (that means developers and managers), and get the opportunity to do it again.

  3. Mobile Project Management

    Directory of Open Access Journals (Sweden)

    Catalin BOJA

    2006-01-01

    Full Text Available Based on the development of new communication and data transfer technologies, the mobile solutions for the management process have been able to provide new ways to conduct management actions. This environment describes methods and tools available only here, which will bring information, speed and efficiency to any stage and component of the management process. The paper takes into discussion the impact of the technological development on the management process paradigm. The paper presents the main aspects regarding the business and management models used in mobile management. The role of mobile multimedia informatics applications in mobile management is highlighted.

  4. Knowledge-enabled Customer Relationship Management: integrating customer relationship management and knowledge management concepts

    OpenAIRE

    Gebert, Henning; Geib, Malte; Kolbe, Lutz; Brenner, Walter

    2003-01-01

    The concepts of customer relationship management (CRM) and knowledge management (KM) both focus on allocating resources to supportive business activities in order to gain competitive advantages. CRM focuses on managing the relationship between a company and its current and prospective customer base as a key to success, while KM recognizes the knowledge available to a company as a major success factor.From a business process manager's perspective both the CRM and KM approaches promise a positi...

  5. KNOWLEDGE MANAGEMENT TOOLS FOR THE EUROPEAN KNOWLEDGE BASED SOCIETY

    Directory of Open Access Journals (Sweden)

    Ramona – Diana Leon

    2011-12-01

    Full Text Available Increasingly more literature mention that in the current competitive environment, knowledge have become the main source of the competitive advantages, while recent researches regarding economic growth and development have defined knowledge as being the most critical resource of the emerging countries.Therefore, the organizations interest for knowledge has increased, the latter being defined as knowledge management process in order to meet existing needs, to identify and exploit existing and/or acquired knowledge and developing new opportunities.In other words, knowledge management facilitates productive information usage, intelligence growth, storing intellectual capital, strategic planning, flexible acquisition, collection of best practices, increasing the likelihood of being successful as well as a more productive collaboration within the company.In order to benefit from all these advantages, it is required the usage of specific tools including models and systems to stimulate the creation, dissemination and use of knowledge held by each employee and the organization as a whole.

  6. Project Management Personnel Competencies Evaluation

    Directory of Open Access Journals (Sweden)

    Paul POCATILU

    2006-01-01

    Full Text Available An important factor for the success management of IT projects is the human resource. People involved in the project management process have to be evaluated. In order to do that, same criteria has to be specified. This paper describes some aspects regarding the personnel evaluation.

  7. Measuring the ROI on Knowledge Management Systems.

    Science.gov (United States)

    Wickhorst, Vickie

    2002-01-01

    Defines knowledge management and corporate portals and provides a model that can be applied to assessing return on investment (ROI) for a knowledge management solution. Highlights include leveraging knowledge in an organization; assessing the value of human capital; and the Intellectual Capital Performance Measurement Model. (LRW)

  8. Knowledge Management and Global Information Dissemination

    Science.gov (United States)

    Umunadi, Ejiwoke Kennedy

    2014-01-01

    The paper looked at knowledge management and global information dissemination. Knowledge is a very powerful tool for survival, growth and development. It can be seen as the information, understanding and skills that you gain through education or experience. The paper was addressed under the following sub-headings: Knowledge management knowledge…

  9. Information and knowledge management for sustainable forestry

    Science.gov (United States)

    Alan J. Thomson; Michael Rauscher; Daniel L. Schmoldt; Harald Vacik

    2007-01-01

    Institutional information and knowledge management often involves a range of systems and technologies to aid decisions and produce reports. Construction of a knowledge system organizing hierarchy facilitates exploration of the interrelationships among knowledge management, inventory and monitoring, statistics and modeling, and policy. Two case studies illustrate these...

  10. Librarians Are the Ultimate Knowledge Managers?

    Science.gov (United States)

    Koina, Cathie

    2003-01-01

    Librarians are the ultimate knowledge managers. Everyone knows that. After all, haven't they been the custodians of documented knowledge for centuries? Who could possibly do it better than them? Well, then why aren't people knocking down their doors, begging them to be the knowledge managers of the organisation? Are they just ignorant of how…

  11. Application of Project Portfolio Management

    Science.gov (United States)

    Pankowska, Malgorzata

    The main goal of the chapter is the presentation of the application project portfolio management approach to support development of e-Municipality and public administration information systems. The models of how people publish and utilize information on the web have been transformed continually. Instead of simply viewing on static web pages, users publish their own content through blogs and photo- and video-sharing slides. Analysed in this chapter, ICT (Information Communication Technology) projects for municipalities cover the mixture of the static web pages, e-Government information systems, and Wikis. So, for the management of the ICT projects' mixtures the portfolio project management approach is proposed.

  12. Managing projects in a digital government | Onyemaobi | Journal of ...

    African Journals Online (AJOL)

    The process of developing a new system in a Digital Government is a kind of planned ... management ensures the application of information technology knowledge, ... Keywords: Digital Government, System Development, Project Management, ...

  13. Nuclear knowledge management in radioactive waste management programmes

    International Nuclear Information System (INIS)

    Vetere, Claudia L.; Gomiz, Pablo R.; Lavalle, Myriam; Masset, Elvira

    2015-01-01

    In late 2007, the Nuclear Knowledge Management (NKM) group of the Argentine Atomic Energy Commission (CNEA), understanding the need to preserve knowledge related with radioactive waste, formulated the CONRRaD Project with the aim of developing and implementing a sustainable knowledge management system. The CONRRaD Project was highly focused on minimising the loss of radioactive waste management knowledge related to processes and facilities as a consequence of staff ageing and retiring, promoting transfer and preservation so as to ensure that future generations interpret and improve the management of waste, protecting the environment and people's health. The National Programme for Radioactive Waste Management (NPRWM) has the responsibility of maintaining a documented record system to preserve the knowledge that is available and relates to the facilities for radioactive wastes treatment, conditioning, packaging, storing and disposal of low-level radioactive wastes. The STOReR system has been designed with the aim of ensuring traceability through all the steps of radioactive waste management from generation to storage or disposal. Apart from upgrading an application in use since 2001, the new software includes improvements in the inventory calculations according to the current regulations. Basically, the system consists of two applications. One application called PAGE is on the Net and it is available for the producers. These producers are the facilities that generate radioactive waste as a consequence of their normal operation. PAGE enables the producers to access all the services provided by AGE more easily. Not only are producers the users of PAGE, but there are also authorised owners of radioactive sources and devices because AGE provides transitory or permanent storage of these elements. The other application called STOReR is the main one which provides the capabilities needed to support the whole system, such as the databases storage and management. STORe

  14. 6 Project-Management Tips

    Science.gov (United States)

    Demski, Jennifer

    2012-01-01

    When it comes to project management, the IT department is typically its own worst enemy. When project requests are pushed through the budgeting process by different departments, it's up to IT to make them all work. The staff is required to be "heroic" to get the project load done. People get to work over weekends and postpone their vacations. The…

  15. Concurrent engineering design and management knowledge capture

    Science.gov (United States)

    1990-01-01

    The topics are presented in viewgraph form and include the following: real-time management, personnel management, project management, conceptual design and decision making; the SITRF design problem; and the electronic-design notebook.

  16. A Qualitative Study of the Relationship between a Banking IT Troubled Project and the Executive Project Sponsor's Project Management Maturity Level

    Science.gov (United States)

    Northcraft, Terry G.

    2017-01-01

    This qualitative study examined the effect the level of project management maturity a banking IT project sponsor has on project success. Project management maturity is gauged by the amount of modern project management training, knowledge and organizational skills an individual or organization has and applies to their project lifecycle experiences.…

  17. Strategic knowledge management in brazilian organizations

    Directory of Open Access Journals (Sweden)

    Rivadávia Correa Drummond de Alvarenga

    2010-08-01

    Full Text Available Investigates the theme known as “Knowledge Management” (KM in three large Brazilian organizations trying to discuss its concepts, constituent elements, managerial approaches and tools, while aiming at leaving behind the purely terminological discussion, which is innocuous and naive. The basic presuppositions were two: (i most of what it´s referred to or named KM is actually “Information Management” (IM and IM is just one of the components of KM. KM is more than simply IM due to the fact that it includes and incorporates other concerns, such as the creation, use and sharing of information and knowledge in the organizational context; (ii a conceptual model or map can be formulated based on three basic conceptions: (a a strategic conception of information and knowledge, (b the introduction of such strategy in the tactical and operational levels through the several managerial approaches and informaion technology tools and (c the creation of an organizational space for knowledge. The main objective is to investigate and analyze the conceptions, motivations, practices and results of KM effectively implemented in three large Brazilian organizations. The qualitative research strategy used was the study of multiple cases with incorporated units of analysis and three criteria ere observed for the judgment of the quality of the research project: validity of the construct, external validity and reliability. Multiple sources of evidence were used and data analysis consisted of three flows of activities: data reduction, data displays and conclusion drawing/verification. The results confirmed the presuppositions and the fact that KM means a rethinking of management practices in the information ea. It was also identified that the main challenges facing organizations committed to KM have its focus on change management, cultural and behavioral issues and the creation of an enabling context that favors the creation, use and sharing of information and

  18. Knowledge Management - Identification of Domain Specific Knowledge Processes

    DEFF Research Database (Denmark)

    Larsen, Michael Holm

    1999-01-01

    Implementation of Information Technology infer substantial changes to an organisation, e.g. changes in jobs, roles of the company's employees, and the knowledge content of these jobs.This paper point out some of the knowledge management issues and challenges in the case of an implementation of an...... performed by humans. Their decisions are based on the integration of three different kinds of knowledge, i.e. uncodifiable or tacit knowledge, codifiable data from acquisition systems, and codifiable best practice from knowledge repositories....

  19. Managing regional innovation strategy projects

    OpenAIRE

    Wolf, Patricia; Hanisch, Christoph

    2014-01-01

    This paper presents a qualitative interview study with 28 RIS project managers that aimed at understanding whether or not this is true in the context of regional innovation and what the specifics of managing regional innovation projects are. In taking up a recent claim for policy intervention studies which allow to “derive precise suggestions for their design and management”.  The study investigated the interrelation between the agility of the management approach and the achievements of RIS p...

  20. Methodologies used in Project Management

    OpenAIRE

    UNGUREANU, Adrian; UNGUREANU, Anca

    2014-01-01

    Undoubtedly, a methodology properly defined and strictly followed for project management provides a firm guarantee that the work will be done on time, in budget and according to specifications. A project management methodology in simple terms is a “must-have” to avoid failure and reduce risks, because is one of the critical success factors, such basic skills of the management team. This is the simple way to guide the team through the design and execution phases, processes and tasks throughout...

  1. EDUCATIONAL PROJECTS STAKEHOLDER MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Юлія Юріївна ГУСЄВА

    2016-02-01

    Full Text Available An approach based on an integration of requirements breakdown structure and work breakdown structure of the project is proposed. It can complement existing methods of project stakeholders classification with the indicator of resource input, which can be defined in monetary terms. A method of requirements monitoring is proposed, which allows you to track the requirements of project stakeholders over time according to the actual amount of resources spent by analogy with the earned value method. Proposed indexes are the basis not only for monitoring but for the forecast of the project. The need of creating of a mechanism for getting baseline data taking into account the existence of different types of requirements of project stakeholders is grounded.

  2. Applying a life cycle approach to project management methods

    OpenAIRE

    Biggins, David; Trollsund, F.; Høiby, A.L.

    2016-01-01

    Project management is increasingly important to organisations because projects are the method\\ud by which organisations respond to their environment. A key element within project management\\ud is the standards and methods that are used to control and conduct projects, collectively known as\\ud project management methods (PMMs) and exemplified by PRINCE2, the Project Management\\ud Institute’s and the Association for Project Management’s Bodies of Knowledge (PMBOK and\\ud APMBOK. The purpose of t...

  3. The Major Causes for the Failure of Knowledge Management

    International Nuclear Information System (INIS)

    Prusak, L.

    2016-01-01

    Full text: It is a well-known but disheartening fact that many knowledge management projects either fail outright or do not live up to the expected promises of working with knowledge. Some of the causes of these failed attempts are easy to understand: Macroeconomic changes that can constrain an organization’s new project funding; change of ownership or senior management with new ideas and disdain of older projects, and several other forces out of the control of KM managers. However in my experience there are other sources for these failed attempts that are not too difficult to avoid and can make a huge difference in the sustainability and value of knowledge and learning projects. This talk will focus on these—fully aware that there are other disarming factors at work. (author

  4. Project Hanford management contract quality improvement project management plan; TOPICAL

    International Nuclear Information System (INIS)

    ADAMS, D.E.

    1999-01-01

    On July 13, 1998, the U.S. Department of Energy, Richland Operations Office (DOE-RL) Manager transmitted a letter to Fluor Daniel Hanford, Inc. (FDH) describing several DOE-RL identified failed opportunities for FDH to improve the Quality Assurance (QA) Program and its implementation. In addition, DOE-RL identified specific Quality Program performance deficiencies. FDH was requested to establish a periodic reporting mechanism for the corrective action program. In a July 17, 1998 response to DOE-RL, FDH agreed with the DOE concerns and committed to perform a comprehensive review of the Project Hanford Management Contract (PHMC) QA Program during July and August, 1998. As a result, the Project Hanford Management Contract Quality Improvement Plan (QIP) (FDH-3508) was issued on October 21, 1998. The plan identified corrective actions based upon the results of an in-depth Quality Program Assessment. Immediately following the scheduled October 22, 1998, DOE Office of Enforcement and Investigation (EH-10) Enforcement Conference, FDH initiated efforts to effectively implement the QIP corrective actions. A Quality Improvement Project (QI Project) leadership team was assembled to prepare a Project Management Plan for this project. The management plan was specifically designed to engage a core team and the support of representatives from FDH and the major subcontractors (MSCs) to implement the QIP initiatives; identify, correct, and provide feedback as to the root cause for deficiency; and close out the corrective actions. The QI Project will manage and communicate progress of the process

  5. Waste Management Process Improvement Project

    International Nuclear Information System (INIS)

    Atwood, J.; Borden, G.; Rangel, G. R.

    2002-01-01

    The Bechtel Hanford-led Environmental Restoration Contractor team's Waste Management Process Improvement Project is working diligently with the U.S. Department of Energy's (DOE) Richland Operations Office to improve the waste management process to meet DOE's need for an efficient, cost-effective program for the management of dangerous, low-level and mixed-low-level waste. Additionally the program must meet all applicable regulatory requirements. The need for improvement was highlighted when a change in the Groundwater/Vadose Zone Integration Project's waste management practices resulted in a larger amount of waste being generated than the waste management organization had been set up to handle

  6. Linking Theory with Practice: Undergraduate Project Management with School-Age Children.

    Science.gov (United States)

    Falkenberg, Loren; Russell, Randy; Ricker, Lynne

    2000-01-01

    Management students taught basic business concepts to sixth graders and managed business projects with them. The management students applied knowledge of marketing, human resources, and operations management and developed reflective learning skills through project reports and coaching sessions. (SK)

  7. Management Of Knowledge And System - Evolution Of Knowledge

    Directory of Open Access Journals (Sweden)

    Avishek Choudhury

    2015-08-01

    Full Text Available The study of knowledge is one of the most fundamental and necessary components in todays world. A claim to knowledge should be evaluated to determine whether or not it is knowledge in its real sense. To conduct this sort of evaluation understanding of what knowledge is and how much knowledge is possible is required. This paper provides an overview of the important aspects of knowledge and with the help of epistemology tries to answer the most fundamental questions of what is knowledge Moreover how do we know what we know The paper attempts to show the effect of culture on organizations and how foundational knowledge can help us develop logical decisions in a fluctuating environment. To manage an organization within evolving paradigm knowledge of variation acts as a necessary requirement. As Deming defined management as a prediction a leader must have skills to predict and adapt to its external environment. Most of the time organizations fail to observe the paradigm shift and couldnt adjust to the changing environment. The paper also discusses the effect of diverse culture and their respective interpretation of language. Thus the paper highlights the necessity of understanding human psychology attaining foundational knowledge and ability to validate the knowledge to establish a successful organization.

  8. Project Management Plan Solution Stabilization

    Energy Technology Data Exchange (ETDEWEB)

    SATO, P.K.

    1999-08-31

    This plan presents the overall objectives, description, justification and planning for the Plutonium Finishing Plant (PFP) Solutions Stabilization subproject. The intent of this plan is to describe how this project will be managed and integrated with other facility stabilization and deactivation activities. This plan supplements the overall integrated plan presented in the Integrated Project Management Plan (IPMP) for the Plutonium Finishing Plant Stabilization and Deactivation Project, HNF-3617. This project plan is the top-level definitive project management document for the PFP Solution Stabilization subproject. It specifies the technical, schedule, requirements and the cost baselines to manage the execution of the Solution Stabilization subproject. Any deviations to the document must be authorized through the appropriate change control process.

  9. Project Management Plan Solution Stabilization

    International Nuclear Information System (INIS)

    SATO, P.K.

    1999-01-01

    This plan presents the overall objectives, description, justification and planning for the Plutonium Finishing Plant (PFP) Solutions Stabilization subproject. The intent of this plan is to describe how this project will be managed and integrated with other facility stabilization and deactivation activities. This plan supplements the overall integrated plan presented in the Integrated Project Management Plan (IPMP) for the Plutonium Finishing Plant Stabilization and Deactivation Project, HNF-3617. This project plan is the top-level definitive project management document for the PFP Solution Stabilization subproject. It specifies the technical, schedule, requirements and the cost baselines to manage the execution of the Solution Stabilization subproject. Any deviations to the document must be authorized through the appropriate change control process

  10. HBR guide to project management

    CERN Document Server

    Harvard Business Review

    2013-01-01

    MEET YOUR GOALS—ON TIME AND ON BUDGET. How do you rein in the scope of your project when you’ve got a group of demanding stakeholders breathing down your neck? And map out a schedule everyone can stick to? And motivate team members who have competing demands on their time and attention? Whether you’re managing your first project or just tired of improvising, this guide will give you the tools and confidence you need to define smart goals, meet them, and capture lessons learned so future projects go even more smoothly. The HBR Guide to Project Management will help you: • Build a strong, focused team • Break major objectives into manageable tasks • Create a schedule that keeps all the moving parts under control • Monitor progress toward your goals • Manage stakeholders’ expectations • Wrap up your project and gauge its success

  11. Knowledge Architect : A Tool Suite for Managing Software Architecture Knowledge

    NARCIS (Netherlands)

    Liang, Peng; Jansen, Anton; Avgeriou, Paris

    2009-01-01

    Management of software architecture knowledge (AK) is vital for improving an organization’s architectural capabilities. To support the architecting process within our industrial partner: Astron, the Dutch radio astronomy institute, we implemented the Knowledge Architect (KA): a tool suite for

  12. Knowledge Management in Doctoral Education toward Knowledge Economy

    Science.gov (United States)

    Stamou, Adamantia

    2017-01-01

    Purpose: The purpose of this paper is to investigate the role and the scope of knowledge management (KM) in doctoral education, in the emerging knowledge economy (KE) context, and the recommendation of a framework for KM in doctoral education. Design/Methodology/Approach: An extended literature analysis was contacted to elaborate the role and the…

  13. Knowledge Management Experience in Kosovo Organizations

    OpenAIRE

    MSc. Drita Kacandolli-Gjonbalaj; MSc. Anera Alishani; MSc. Arber Reci

    2014-01-01

    This paper is an empirical study, the findings of which reflect the experience gathered in knowledge management in Kosovo organizations. The main goal of this paper was to identify the realistic situation, and recommend instruments for a more effective knowledge management in Kosovo organizations. The findings of the empirical study have found inefficiency in knowledge management by organizations in Kosovo. A research was undertaken for this study, thereby directly interviewing representative...

  14. Information and Knowledge Management at South African Law Firms

    Directory of Open Access Journals (Sweden)

    T du Plessis

    2011-07-01

    Full Text Available Global and national law firms alike operate in a challenging business environment and managing the firm's information and knowledge assets is increasingly viewed as a key factor in efficient legal service delivery. In legal practice, information management technologies, for example intranets, portals, workflow management systems, document and content management systems, case and project management systems and online dispute resolution systems are becoming important means of legal service delivery. The reason for applying information management technologies and implementing knowledge management strategies in law firms is not only to satisfy clients' growing need for a trusted online platform to interact with legal service providers, but for law firms to capitalise on their intellectual assets, to continuously modernise legal practice management, to empower lawyers, to increase productivity, to use time efficiently, to transfer skills and knowledge from senior to junior professionals, to improve service delivery and to gain competitive advantage. This article firstly reviews the role of information and knowledge management in providing an effective legal service to clients and compares foreign and South African law firms' information management related contexts, challenges and benefits. Secondly, it presents the findings of a survey conducted at South African law firms based on their knowledge management practices. The aim of the article is to provide insights into law firm knowledge management and its effect on providing legal services in an online business environment.

  15. Leveraging Text Content for Management of Construction Project Documents

    Science.gov (United States)

    Alqady, Mohammed

    2012-01-01

    The construction industry is a knowledge intensive industry. Thousands of documents are generated by construction projects. Documents, as information carriers, must be managed effectively to ensure successful project management. The fact that a single project can produce thousands of documents and that a lot of the documents are generated in a…

  16. Project Management in Instructional Design: ADDIE Is Not Enough

    Science.gov (United States)

    Van Rooij, Shahron Williams

    2010-01-01

    In the digital age, instructional designers must possess both a sound instructional design knowledge base and solid project management skills that will enable them to complete courseware projects on time, on budget and in conformance with client expectations. Project management skills include the ability to apply repeatable processes, along with…

  17. Challenges and Issues in Knowledge Management

    DEFF Research Database (Denmark)

    "Challenges and Issues in Knowledge Management" - the fifth volume in the "Research on Management Consulting" series - presents sixteen chapters that explore these various perspectives, focusing on knowledge management within the context of the management consulting industry, the dynamics...... associated with knowledge sharing and dissemination, methodological approaches to studying knowledge in organizations, and reflections on knowledge management and management consulting. As the chapters underscore, it is important to ensure that KM initiatives are aligned with the needs of the organization...... and its members, that the KM system is "owned" by organizational members with particular emphasis on executive sponsorship and team member acceptance, and that it be understood as an ongoing process rather than simply another management objective or faddish consulting tool. The focus, therefore, should...

  18. PROJECT APPROACH TO ENERGY MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Інга Борисівна СЕМКО

    2016-02-01

    Full Text Available Project management is widely used around the world as a tool to improve business performance. Correct implementation of the program of implementation of energy efficiency is accompanied by the adoption of an appropriate legislative framework, support programs, the approval of market-based instruments. Currently, it is paying enough attention to the effective application of market-based instruments, although most of the activities in the field of energy efficiency from the economic side are quite profitable. The authors suggested the use of the methodology of project management to the management of energy-saving measures, new approaches to the place and role of project management in the hierarchy of guidance. As a result, this innovation can improve the competitiveness of enterprises. The conclusions that the energy-saving project management allows you to get the best results for their implementation by reducing the time, resources, risk reduction.

  19. Information systems for knowledge management

    CERN Document Server

    Saad, Inès; Gargouri, Faiez

    2014-01-01

    More and more organizations are becoming aware of the importance of tacit and explicit knowledge owned by their members which corresponds to their experience and accumulated knowledge about the firm activities. However, considering the large amount of knowledge created and used in the organization, especially with the evolution of information and communications technologies, the firm must first determine the specific knowledge on which it is necessary to focus. Creating activities to enhance identification, preservation, and use of this knowledge is a powerful mean to improve the level of econ

  20. Evolution of project management research: a bibliometric study of International Journal of Project Management

    Directory of Open Access Journals (Sweden)

    Fábio Cocchi da Silva Eiras

    2017-03-01

    Full Text Available Over the past decades, the project management field has evolved and consolidated. Facing this growth, this research aims to identify the main trends of research in the area, as well as providing an overview of publications, identifying new issues, changes in approaches and the development of knowledge areas. To do so, a systematic review of the literature was performed with the use of bibliometric study in the papers of the International Journal of Project Management (IJPM, included in SCOPUS, from its first volume to 2015, covering a period of more than 30 years. It was found that developing countries are increasingly concerned in developing research into the field of project management, especially in mega infrastructure projects and public-private partnerships. The risk is a central topic in all periods of analysis, however, the strategic topics such as success in project and portfolio management are among the fastest growing. Issues related to the soft side of project management as skills, culture, and knowledge management have emerged in recent periods. According to the industry, construction projects and projects in information technology are the most studied along the period analysed.

  1. Developing knowledge management systems with an active expert methodology

    International Nuclear Information System (INIS)

    Sandahl, K.

    1992-01-01

    Knowledge management, understood as the ability to store, distribute and utilize human knowledge in an organization, is the subject of this dissertation. In particular we have studied the design of methods and supporting software for this process. Detailed and systematic description of the design and development processes of three case-study implementations of knowledge management software are provided. The outcome of the projects is explained in terms of an active expert development methodology, which is centered around support for a domain expert to take substantial responsibility for the design and maintenance of a knowledge management system in a given area of application. Based on the experiences from the case studies and the resulting methodology, an environment for automatically supporting knowledge management was designed in the KNOWLEDGE-LINKER research project. The vital part of this architecture is a knowledge acquisition tool, used directly by the experts in creating and maintaining a knowledge base. An elaborated version of the active expert development methodology was then formulated as the result of applying the KNOWLEDGE-LINKER approach in a fourth case study. This version of the methodology is also accounted for and evaluated together within the supporting KNOWLEDGE-LINKER architecture. (au)

  2. THE IMPACT OF KNOWLEDGE AND RESOURCES ON MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Marisa Padovani

    2010-06-01

    Full Text Available This paper considers the knowledge, resource, and competence management practices of a capital intensive company in Brazil. We map general and essential competencies, identify critical performance factors and catalogue the knowledge management tools available to the firm. We also attempt to trace the impact of the implementation strategies selected on the success or failure of the project. Two specific questions that arose in the course of the research were: a. How can firms maintain the knowledge base of the organization in the presence of high turnover, and b. What are the effects of the loss of intellectual capital on the firm. This was exploratory research, using the longitudinal case study method advocated by Voss, Tsikritsis and Frolich. The unit of analysis was the individual project. We studied 15 new plant erections or revamps carried out between 2007 and 2009. Data sources included interviews with key project management employees as well as analyses of management reports, firm data banks, and software used in the project management process. Among other things, our research identified a strong relationship between the profile of the individual project manager and the management structure adopted on a given project.

  3. A PROCESS-BASED APPROACH TO KNOWLEDGE MANAGEMENT

    OpenAIRE

    Kovačić, Andrej; Bosilj Vukšić, Vesna; Lončar, Anita

    2006-01-01

    This paper analyses the relationship between business process modelling, knowledge management and information systems development projects. The paper’s main objective is to present business rules as the encoded knowledge of corporate business practices. Further, it introduces a rule-based business activity meta-model as a repository in which business knowledge can be captured and traced from their origin in the business environment through to their implementation in information systems. The c...

  4. The Digital Space Shuttle, 3D Graphics, and Knowledge Management

    Science.gov (United States)

    Gomez, Julian E.; Keller, Paul J.

    2003-01-01

    The Digital Shuttle is a knowledge management project that seeks to define symbiotic relationships between 3D graphics and formal knowledge representations (ontologies). 3D graphics provides geometric and visual content, in 2D and 3D CAD forms, and the capability to display systems knowledge. Because the data is so heterogeneous, and the interrelated data structures are complex, 3D graphics combined with ontologies provides mechanisms for navigating the data and visualizing relationships.

  5. Agile Project Management with Scrum

    CERN Document Server

    Schwaber, Ken

    2009-01-01

    The rules and practices for Scrum-a simple process for managing complex projects-are few, straightforward, and easy to learn. But Scrum's simplicity itself-its lack of prescription-can be disarming, and new practitioners often find themselves reverting to old project management habits and tools and yielding lesser results. In this illuminating series of case studies, Scrum co-creator and evangelist Ken Schwaber identifies the real-world lessons-the successes and failures-culled from his years of experience coaching companies in agile project management. Through them, you'll understand how to

  6. Problems in knowledge management: a case study of a knowledge intensive company

    NARCIS (Netherlands)

    van Zolingen, S.J.; Streumer, Jan; Stooker, M.M.; Stooker, M.

    2001-01-01

    Knowledge management has become an important tool in staying ahead in the competition between companies. In this article five different phases of the knowledge management process are distinguished: acquiring knowledge, codifying knowledge, disseminating knowledge, developing knowledge and applying

  7. Knowledge Management for Nuclear Research and Development Organizations

    International Nuclear Information System (INIS)

    2012-05-01

    This publication elaborates on the role of nuclear knowledge management in a research and development (R and D) context, and on the importance of facilitating innovation and future development of nuclear technologies for nuclear power, its associated fuel cycles and nuclear applications in medicine, industry and agriculture. It highlights aspects including transferring and preserving knowledge, exchanging information, establishing and supporting cooperative networks, and training the next generation of nuclear experts. It concludes with basic concepts, trends and key drivers for nuclear knowledge management to R and D project managers and other workers from nuclear R and D organizations.

  8. Knowledge Management for Nuclear Research and Development Organizations (Russian Edition)

    International Nuclear Information System (INIS)

    2016-01-01

    This publication elaborates on the role of nuclear knowledge management in a research and development (R&D) context, and on the importance of facilitating innovation and future development of nuclear technologies for nuclear power, its associated fuel cycles, and nuclear applications in medicine, industry and agriculture. It highlights aspects such as transferring and preserving knowledge, exchanging information, establishing and supporting cooperative networks, and training the next generation of nuclear experts. It concludes with basic concepts, trends and key drivers for nuclear knowledge management for R&D project managers and other workers from nuclear R&D organizations.

  9. Foundations for Knowledge Management Practices for the Fusion Sector

    International Nuclear Information System (INIS)

    Botrugno, A.

    2016-01-01

    Full text: This paper intends to overview the status of fusion activities and to present emerging issues related to the management of resources and knowledge in fusion projects; they can be better addressed by looking at appropriate methodologies and tools in the thematic areas of knowledge management. After a short introduction outlining the present transition phase of the worldwide fusion activity, I will present a preliminary analysis of emerging requirements and challenges, which creates the foundations for knowledge management practices for the fusion sector. Differences between the fusion and the nuclear sector will be also discussed, and appropriate practices for some selected challenges will be proposed and analyzed. (author

  10. WIPP Project Records Management Handbook

    International Nuclear Information System (INIS)

    1991-01-01

    The Waste Isolation Pilot Plant (WIPP) Records Management Handbook provides the WIPP Project Records Management personnel with a tool to use to fulfill the requirements of the WIPP Records Program and direct their actions in the important area of records management. The handbook describes the various project areas involved in records management, and how they function. The handbook provides the requirements for Record Coordinators and Master Record Center (MRC) personnel to follow in the normal course of file management, records scheduling, records turnover, records disposition, and records retrieval. More importantly, the handbook provides a single reference which encompasses the procedures set fourth in DOE Order 1324.2A, ''Records Disposition'' ASME NQA-1, ''Quality Assurance Program Requirements for Nuclear Facilities'' and DOE-AL 5700.6B, ''General Operations Quality Assurance.'' These documents dictate how an efficient system of records management will be achieved on the WIPP Project

  11. Knowledge collaborative incentive based on inter-organizational cooperative innovation of project-based supply chain

    Directory of Open Access Journals (Sweden)

    Guangdong Wu

    2013-09-01

    Full Text Available Purpose: Within project-based supply chain inter-organizational cooperative innovation, the achievement of project value-adding reflects by factors such as project-based organizational effect level, the relationship between project cooperative innovation objectives etc. The purpose is to provide a reliable reference for the contractor reasonably allocate the effect level and resources between the knowledge input and innovation stage and realize the knowledge collaboration for project-based supply chain. Design/methodology/approach: Based on the assumption of equal cooperation between project-based organizations, from the view of maximizing project value-adding and the relationship of effect cost between knowledge input and innovation stage in consideration, the knowledge collaborative incentive model for project-based supply chain inter-organizational cooperative innovation was established, and solved through the first-order and second-order approach, then the digital simulation and example analysis were presented. Findings: The results show that, the project management enterprise resorted to adjust project knowledge collaboration incentive intensity and implemented knowledge input-innovation coordinative incentive strategy, not only could achieve project value-adding maximization, but also could realize net earnings Pareto improvement between project management enterprise and contractor. Research limitations/implications: To simplify the knowledge flow among project-based organizations, the knowledge flow in the model hypothesis is presented as knowledge input and knowledge innovation stage, thus it may affect the final analysis results. Originality/value: In construction project practice, knowledge is become more and more important to achieve project value-adding. The research can provide a theoretical guideline for the project-based organizations, such as the contractor, the owner, especially how to utilize their core knowledge.

  12. Project management a systems approach to planning, scheduling, and controlling

    CERN Document Server

    Kerzner, Harold

    2013-01-01

    The bestselling project management text for students andprofessionals-now updated and expanded This Eleventh Edition of the bestselling "bible" ofproject management maintains the streamlined approach of the prioreditions and moves the content even closer to PMI's ProjectManagement Body of Knowledge (PMBOK). New content has been added tothis edition on measuring project management ROI, value to theorganization and to customers, and much more. The capstone "super"case on the "Iridium Project" has been maintained, covering allaspects of project management. Increased use of sidebars throughoutthe book helps further align it with the PMBOK and the ProjectManagement Professional (PMP) Certification Exam. This new edition features significant expansion, including morethan three dozen entirely new sections and updates on processsupporting; types of project closure; project sponsorship; andculture, teamwork, and trust. This comprehensive guide to theprinciples and practices of project management: Offers new sections...

  13. A knowledge management model for graduate development

    Directory of Open Access Journals (Sweden)

    Eduardo Bustos Farías

    2016-01-01

    Full Text Available The aim of this paper is to present a model for administrative knowledge management for the Graduate Support Division of the Instituto Politécnico Nacional (IPN. This administrative unit is important because it is responsible for managing the institution’s academic services at graduate level. A qualitative methodology was used based on in-depth interviews with graduate-level directors, experts in knowledge management and members of the institution. The results obtained support the use of administrative management tools based on Information Technology (IT, such as the design of a comprehensive dashboard, and the proposal that knowledge management processes be automated with digital repositories. The model identifies factors such as the relationships between people, technology, administrative knowledge and knowledge management processes, and is formed with innovative administrative contributions.

  14. How to Develop the Knowledge Management Environment

    International Nuclear Information System (INIS)

    Pleslic, S.

    2016-01-01

    Full text: Knowledge as the most valuable asset in organization should be managed properly and carefully. When we are trying to manage knowledge, we should not intent to create big knowledge repositories that will capture everything that anybody ever knew. It is better to follow people who have knowledge and to develop culture and technology that will help them to share knowledge and experience. The key elements for successful knowledge management are: people, processes and technology. Technology should be standard and reliable to facilitate knowledge sharing. KM processes should be defined to simplify creation, sharing and use of knowledge. People are the most valuable resource of organizational knowledge because they can create new knowledge, share knowledge around the organization and use that knowledge to achieve the best performance. Technology and processes are powerful together, but without the people there is a high risk that efforts to change something in organization will not be successful. People are such factor that can break or make any KM initiatives. It is even more critical situation in nuclear knowledge management. How to develop organizational culture and individual behavior in nuclear field will be described. (author

  15. Project management a systems approach to planning, scheduling, and controlling

    CERN Document Server

    Kerzner, Harold

    2017-01-01

    Project Management is the bestselling text for students and professionals, presenting a streamlined approach to project management functions in full alignment with PMI(r)'s latest Project Management Body of Knowledge (PMBOK(r)). This new 12th edition has been updated to reflect the latest changes found in the PMBOK(r) Guide--Sixth Edition, and features new coverage of emerging topics including global stakeholder management, causes of failure, agile project management, project governance failure, customer approval milestones, classifying project metrics, and more. Supplementary materials are available for students, working professionals, and instructors. * Understand organizational structures and project management functions * Learn how to control costs, manage risk, and analyze trade-offs * Examine different methods used for planning, scheduling, QA, and more * Work effectively with customers and stakeholders from around the globe Project Management is the comprehensive reference to keep within arm's reach. ...

  16. Bottomland Hardwood Ecosystem Management Project

    Science.gov (United States)

    John A. Stanturf; Calvin E. Meier

    1994-01-01

    Federal agency approaches to land management are undergoing a shift from parcel-specific concerns toward a more holistic, ecosystem management approach. Southern bottomland hardwood ecosystems provide important environmental services and commodity goods (Wharton et al. 1982), yet much of our knowledge of these systems comes from anecdotal information. The Bottomland...

  17. Knowledge information management toolkit and method

    Science.gov (United States)

    Hempstead, Antoinette R.; Brown, Kenneth L.

    2006-08-15

    A system is provided for managing user entry and/or modification of knowledge information into a knowledge base file having an integrator support component and a data source access support component. The system includes processing circuitry, memory, a user interface, and a knowledge base toolkit. The memory communicates with the processing circuitry and is configured to store at least one knowledge base. The user interface communicates with the processing circuitry and is configured for user entry and/or modification of knowledge pieces within a knowledge base. The knowledge base toolkit is configured for converting knowledge in at least one knowledge base from a first knowledge base form into a second knowledge base form. A method is also provided.

  18. Agile project management managing for success

    CERN Document Server

    Crowder, James A

    2015-01-01

    Management and enables them to deal with the demands and complexities of modern, agile systems/software/hardware development teams. The book examines the project/program manager beyond the concepts of leadership and aims to connect to employees' sense of identity. The text examines human psychological concepts such as "locus of control," which will help the manager understand their team members' view and how best to manage their "world" contributions. The authors cover new management tools and philosophies for agile systems/software/hardware development teams, with a specific focus on how this

  19. Human Resource Management in the Enhancement Processes of Knowledge Management

    Directory of Open Access Journals (Sweden)

    Didi Sundiman

    2017-11-01

    Full Text Available This research explored Human Resource Management (HRM in enhancement processes of knowledge management. This research explored how HRM practice enhanced the operational of knowledge management. Data were collected by a survey by interviewing 12 informants from Small and Medium Enterprise (SME. The results show that HRM practice gives initiative in the enhancement process of the knowledge management strategy applied to the company. It can be concluded that each sub-component of HRM affects the components of knowledge management, and HRM is highly influential and has a positive effect on quality management processes and vice versa in the work environment.

  20. Towards rethinking Project portfolio management

    DEFF Research Database (Denmark)

    Hansen, Lars Kristian; Svejvig, Per

    the last five years. Utilizing the theoretical lens proposed by Svejvig and Andersen (2015), we apply two complementary analytical perspectives to classify and analyze the stocks. One perspective, denoted as classical project management (CPM), highlights key characteristics of conventional research....... A second perspective, denoted as rethinking project management (RPM), highlights characteristics of progressive research. Not surprisingly, characteristics from CPM are very dominant in the stock of most cited publications of all years — instrumentality and controllability in particular. In the newest...

  1. Risk Management for New Product Development Projects in Food Industry

    Directory of Open Access Journals (Sweden)

    Porananond, D.

    2014-07-01

    Full Text Available Project risk management provides a guideline for decision making in new product development (NPD projects, reducing uncertainty and increasing success rate. However, the acceptance of formal risk management applications in industry, especially for NPD projects is still in question. A study of a food conglomerate in Thailand found that only 9% of NPD projects used a systematic approach for managing risk. 61% of the projects realised the importance of risk management, while the remaining 30% did not involve risk management at all. This study aims to develop a risk management model for NPD projects in the food industry. The first section of this paper reviews the literature on risk management theory, including international standards for risk and project management (ISO31000 and ISO21500, publications for the Project Management Body of Knowledge (PMBOK, by a professional organisation the Project Management Institute (PMI, and also academic research. 182 academic papers, published between January 2002 and August 2012 were selected. The second part interviews conducted with eight NPD experts from five of the major food manufacturers in Thailand to examine their risk management practices and problems. Conclusions are made on five topics : classification of research method, project type and industrial segment, distribution of articles by region, tools & techniques for risk management and risk factors in projects. Specific requirements of risk management for NPD projects in the food industry are identified. A risk management model and the concept of risk management applications for the food industry are proposed.

  2. IT Management: How IT managers gain IT knowledge

    DEFF Research Database (Denmark)

    Søndergård, Jes; Tambo, Torben; Koch, Christian

    2010-01-01

    It is not a secret that, IT management has become more and more and integrated part of almost all organizations. IT managers posses an enormous amount of knowledge within both organizational knowledge and general IT knowledge. This article investigates how IT managers keep themselves updated...... on IT knowledge in general and looks into how much time IT managers spend on weekly basis searching the net for new or problem solving IT knowledge. The theory used in this paper is used to investigate the current role of IT managers and what issues they are facing. Furthermore a research is conducted where 7...... IT managers in medium sized and large Danish companies are interviewed to add further focus on the role of the IT manager and to focus on how they keep themselves updated. Beside finding substantial need for more research, IT managers - generalists or specialists - only have limited knowledge resources...

  3. RISK MANAGEMENT USING PROJECT RECON

    Science.gov (United States)

    2016-11-28

    centralized database . • Project Recon (formerly Risk Recon) is designed to be used by all Program Management Offices, Integrated Project Teams and any...Create growth plans to proactively capture benefits • Customize reports to group opportunities by programmatic, technical, business, contracting, and

  4. Green knowledge management to support environmental sustainability

    International Nuclear Information System (INIS)

    Dornhoefer, Mareike-Jessica

    2017-01-01

    Sustainability, environmental management and green initiatives are topics which gradually developed into trends since the late 1980s, not only in research institutions, but also in public and private organizations. While the usage of energy and other resources are increasing, these organizations search for new possibilities to reduce the economic, ecologic and social burdens and consequences of office and production environments for employees and nature. While certified environmental management systems were established already in the 1990s, green approaches and technologies are only about 10 years old and steadily developing. Decisions about a fitting strategy and the support of suitable measures inside an organization always require knowledge provided for the decision makers. Furthermore it is of importance to record the environmental consequences of the operational business and to not only record data and information, but to create a context and deduce the knowledge for future activities. Based on this situation, the work addresses the main research question of how �classical'' knowledge management might be further developed or transformed into Green Knowledge Management and how it addresses the goals of sustainability, especially ecological sustainability, environmental management and green approaches alike? The definition of Green Knowledge Management consists of five factors, which are discussed systematically, explored conceptually and documented with the help of practical examples. Different knowledge management models and their respective building blocks are analyzed to deduce how knowledge processes might interact with environmental ones as well as green aspects. Also different types of knowledge management systems are analysed for their application possibilities. A planning and decision making tool in form of a three dimensional cube, the ''Green Knowledge Management Cube'' is introduced on a conceptual level and documented

  5. Knowledge management challenges in new business development

    NARCIS (Netherlands)

    Berends, J.J.; Vanhaverbeke, W.P.M.; Kirschbaum, R.

    2007-01-01

    This paper's focus is on the knowledge management challenges that come along with technology-based new business development (NBD). NBD thrives upon the exploration of knowledge, under radical uncertainty. Furthermore, existing knowledge may both enable and constrain the radical innovation process.

  6. Knowledge Management: The Bedrock of Enterprise Strategy.

    Science.gov (United States)

    Stevens, George H.; Krasner, Scott M.

    2001-01-01

    Discussion of information technology and competitive advantages in organizations focuses on the scope of knowledge management, its goals, components, and outcomes. Highlights include the relationship between effective identification and use of existing knowledge; the creation and re-use of new knowledge; and the ability of an organization to…

  7. Knowledge Management from Organizational Culture Perspectives

    OpenAIRE

    Nguyen, Nhu T.B.

    2007-01-01

    This paper examines organizational culture perspectives to demonstrate their importance on knowledge management. Also, it is aimed to link three perspectives of organizational culture (Integration, Differentiation, and Fragmentation) to knowledge management. The conclusion suggests several implications of this paper and future research.

  8. Information and Knowledge Management: Dimensions and Approaches

    Science.gov (United States)

    Schlögl, Christian

    2005-01-01

    Introduction: Though literature on information and knowledge management is vast, there is much confusion concerning the meaning of these terms. Hence, this article should give some orientation and work out the main aspects of information and knowledge management. Method: An author co-citation analysis, which identified the main dimensions of…

  9. Knowledge Management System Model for Learning Organisations

    Science.gov (United States)

    Amin, Yousif; Monamad, Roshayu

    2017-01-01

    Based on the literature of knowledge management (KM), this paper reports on the progress of developing a new knowledge management system (KMS) model with components architecture that are distributed over the widely-recognised socio-technical system (STS) aspects to guide developers for selecting the most applicable components to support their KM…

  10. Why Knowledge management is (Cognitive) Psychology

    NARCIS (Netherlands)

    Jorna, R.J.J.M.; Jorna, R.J.J.M.; Stephenson, N; Radtke, H.R.; Stam, H.J.

    2003-01-01

    This chapter illustrates how psychology, and cognitive psychology in particular, can enrich the discussions on knowledge management. Beginning with a realistic organizational example of the use of knowledge management, I argue that organizations are multi-actor systems and discuss the relevance of

  11. School Astronomy Club: from Project to Knowledge

    Science.gov (United States)

    Folhas, Alvaro

    2016-04-01

    Prepare a generation of young people for the challenges of the future is a task which forces us to rethink the school, not just for being difficult, but also because students feel that the school has very little to offer, especially something that interests them. Thus, the school is dysfunctional, is ill, and needs prompt treatment. School have to adjust to the new times, and this does not mean changing the old blackboards by advanced interactive whiteboards. The school has to find the way to the students with something that seduce them: the Challenge. The Astronomy Club that I lead in my school is essentially a Project space. Students who voluntarily joined the club, organize themselves according to their interests around projects whose outcome is not defined from the beginning, which requires them to do, undo and redo. Which obliges them to feel the need to ask for help to mathematics or physics to achieve answers, to feel the passion to study with a genuine purpose of learning. Some examples of the work: The younger students are challenged to reproduce the historical astronomical experiments that have opened the doors of knowledge such as the Eratosthenes experiment to determine the perimeter of the Earth (on equinox), or by using congruent triangles, determine the diameter the sun. These students are driven to establish distance scales in the solar system, which, to their astonishment, allows them to clear misconceptions that arise from some pictures of books and allows them to have a scientifically correct idea of the planetary orbit and distance separating the planets of the Solar System. For students from 15 to 18 years, I have to raise the level of the challenges and use the natural tendency of this age bracket to assert making new and exciting things. To this purpose, I am fortunate to have the support of large organizations like NUCLIO, ESA, CERN, and Go-Lab Project, Inspiring Science Education, Open Discovery Space and Global Hands on Universe. Through

  12. Digital Repository as Instrument for Knowledge Management

    International Nuclear Information System (INIS)

    Hakopov, Zaven N.

    2016-03-01

    In the modern technologically advanced world, implicit knowledge, but also certain manifestations of tacit knowledge, is accumulated primarily in digital form, increasing the dependence of Knowledge Management (KM) on tools and specifically on digital content management platforms and repositories. The latter, powered by subject classification system such as a thesaurus or an ontology, can form a complete Knowledge Organization System (KOS). The purpose of this paper is to describe and (re)define the role of these systems as an integral part of KM, and present an example of such a KOS, including its major role in knowledge preservation. (author)

  13. Management Of Building Projects

    OpenAIRE

    Niko Majdandzic; Tadija Lovric; Vido Peric

    2006-01-01

    In this work we have shown the concept of logistic support in management in building production and in building of objects, which is realised in Enterprise resource Planning – ERP system ERPINSG, developed in Informatic firm Informatic engineering – ININ in Slavonski Brod, and in cooperation with scientists of catedra for informatics of Faculty of Mechanical Engineering and users from building firms.

  14. Nuclear Knowledge Management: the IAEA Approach

    International Nuclear Information System (INIS)

    Sbaffoni, M.; De Grosbois, J.

    2015-01-01

    Knowledge in an organization is residing in people, processes and technology. Adequate awareness of their knowledge assets and of the risk of losing them is vital for safe and secure operations of nuclear installations. Senior managers understand this important linkage, and in the last years there is an increasing tendency in nuclear organizations to implement knowledge management strategies to ensure that the adequate and necessary knowledge is available at the right time, in the right place. Specific and advanced levels of knowledge are clearly required to achieve and maintain technical expertise, and experience must be developed and be available throughout the nuclear technology lifecycle. If a nuclear organization does not possess or have access to the required technical knowledge, a full understanding of the potential consequences of decisions and actions may not be possible, and safety, security and safeguards might be compromised. Effective decision making during design, licencing, procurement, construction, commissioning, operation, maintenance, refurbishment, and decommissioning of nuclear facilities needs to be risk-informed and knowledge-driven. Nuclear technology is complex and brings with it inherent and unique risks that must be managed to acceptably low levels. Nuclear managers have a responsibility not only to establish adequate technical knowledge and experience in their nuclear organizations but also to maintain it. The consequences of failing to manage the organizations key knowledge assets can result in serious degradations or accidents. The IAEA Nuclear Knowledge Management (NKM) sub-programme was established more than 10 years ago to support Nuclear Organizations, at Member States request, in the implementation and dissemination of the NKM methodology, through the development of guidance and tools, and by providing knowledge management services and assistance. The paper will briefly present IAEA understanding of and approach to knowledge

  15. Organizational structure features supporting knowledge management processes

    OpenAIRE

    Claver-Cortés, Enrique; Zaragoza Sáez, Patrocinio del Carmen; Pertusa-Ortega, Eva

    2007-01-01

    Purpose – The idea that knowledge management can be a potential source of competitive advantage has gained strength in the last few years. However, a number of business actions are needed to generate an appropriate environment and infrastructure for knowledge creation, transfer and application. Among these actions there stands out the design of an organizational structure, the link of which with knowledge management is the main concern here. More specifically, the present paper has as its aim...

  16. Strategic Management of Large Projects

    Institute of Scientific and Technical Information of China (English)

    WangYingluo; LiuYi; LiYuan

    2004-01-01

    The strategic management of large projects is both theoretically and practically important. Some scholars have advanced flexible strategy theory in China. The difference of strategic flexibility and flexible strategy is pointed out. The supporting system and characteristics of flexible strategy are analyzed. The changes of flexible strategy and integration of strategic management are discussed.

  17. Project management in crisis situations

    Directory of Open Access Journals (Sweden)

    Agnieszka Goździewska-Nowicka

    2017-05-01

    Full Text Available In today’s methodologies of project management attention is increasingly paid to the crises-related issues. Modern economy and the turbulent environment cause that an emergingcrisis can pose a serious threat to the implementation of any undertaking. This article focuses on the presentation of the conditions and causes of crisis situations, the essence of projects, and their effective management. The major objective of the paper, however, is to demonstrate how companies implementing projects cope with the occurrence of a crisis situation.

  18. Knowledge management in the learning economy

    DEFF Research Database (Denmark)

    Lundvall, Bengt-Åke

    organisation, are more innovative than the average firm. The paper contributes to the empirical foundation for the argument that learning organisations stimulate innovation and competence building and it makes an original conceptual contribution of practical relevance by linking knowledge management to HRM......The purpose of this paper is to show why to build ‘learning organisations' must be a central element of knowledge management. The paper argues that the wide use of information technology has a contradictory impact on knowledge management. On the one hand it extends the potential for codifying...... and innovation management....

  19. Knowledge Management for Shared Awareness

    Science.gov (United States)

    2013-05-01

    knowledge derived from experiences that can be communicated through mechanisms such as storytelling , debriefing etc., or summarized in databases...patterned on the neural architecture of the brain . Neural nets often consist of a large number of nodes connected by links that transmit signals...that allow speech generation by a computer. Storytelling : The use of stories in organizations as a way of sharing knowledge and helping learning

  20. Human resource management practices stimulating knowledge sharing

    Directory of Open Access Journals (Sweden)

    Matošková Jana

    2017-12-01

    Full Text Available The major goal of the paper was to develop a theoretical framework that conceptualizes the indirect impact on human resource management practice on knowledge sharing in the organization. In the current competitive environment, the ability to use knowledge assets and to continuously renovate it is required for organizational success. Therefore, the field of human resource management should dedicate great effort to understanding how to enhance the knowledge flows within the organization. Theoretical indications were provided about HRM practices that influence the quality and quantity of knowledge sharing within an organization. Further, a conceptual model of relations between HRM practices and factors influencing knowledge sharing within an organization was introduced. It is supposed that HRM practices have direct impacts on personality traits of employees, organizational culture, characteristics of managers, and instruments used for knowledge sharing. Subsequently, these factors have direct effects on the perceived intensity of knowledge sharing. The paper offers 12 testable propositions for the indirect relation between HRM practices and knowledge sharing in the organization. The suggested model could assist future research to examine the influence of HRM practices upon managing knowledge is a more complex way. Via a theoretical contribution to the debate on the influence on HRM practices upon managing knowledge, the study contributes to further research development in this field.

  1. Managing Nuclear Knowledge: connecting past and future

    International Nuclear Information System (INIS)

    Ruyssen, M.-L.

    2006-01-01

    Since several years SCKoCEN has acknowledged the importance of Nuclear Knowledge Management. In recent years, a number of trends have drawn attention to the need for better management of nuclear knowledge. At the Lisbon European Council in 2000 the role of RandD was recognized as the driving force for a competitive and dynamic knowledge-based economy and linked to the economy's capacity to turn new knowledge into technological innovation. Knowledge management (KM) is therefore becoming more and more critical to exploit RandD results effectively and expect sufficient returns to balance the risk inherent in the large investments required by today's nuclear research. The SCK-CEN practical approach towards Nuclear Knowledge Management is twofold. First, the capture of tacit knowledge before the loss of key individuals as well as the preservation of various knowledge repositories address the complex issues of aging of the nuclear workforce and reduction of the number of students taking nuclear subjects. Secondly, the set up of education networks at international level aims to prevent further dilution of nuclear education and training programmes while pooling nuclear research resources in order to meet future requirements for qualified nuclear staff. Knowledge management combines therefore different sources of information with human knowledge capital

  2. Clinical Knowledge Governance Framework for Nationwide Data Infrastructure Projects.

    Science.gov (United States)

    Wulff, Antje; Haarbrandt, Birger; Marschollek, Michael

    2018-01-01

    The availability of semantically-enriched and interoperable clinical information models is crucial for reusing once collected data across institutions like aspired in the German HiGHmed project. Funded by the Federal Ministry of Education and Research, this nationwide data infrastructure project adopts the openEHR approach for semantic modelling. Here, strong governance is required to define high-quality and reusable models. Design of a clinical knowledge governance framework for openEHR modelling in cross-institutional settings like HiGHmed. Analysis of successful practices from international projects, published ideas on archetype governance and own modelling experiences as well as modelling of BPMN processes. We designed a framework by presenting archetype variations, roles and responsibilities, IT support and modelling workflows. Our framework has great potential to make the openEHR modelling efforts manageable. Because practical experiences are rare, prospectively our work will be predestinated to evaluate the benefits of such structured governance approaches.

  3. Organizational Politics, Social Network, and Knowledge Management

    Science.gov (United States)

    Lee, Hyun Jung; Kang, Sora; Lee, Jongwon

    This research identifies the social relationship and structure among members as well as organization’s political inclination, through which, it also identifies the current status of knowledge management. The result shows that the socio-technological factors (individual, knowledge and IT factors) affect knowledge transfer and the knowledge transfer influences performance and that the members’ relationship based on the political inclination of the organization has a major moderating effect on the above two relation.

  4. Quality Management in Project Management Consulting. A Case Study in an International Consulting Company

    OpenAIRE

    Ceptureanu, Eduard-Gabriel; Ceptureanu, Sebastian-Ion; Luchian, Cristian-Eugen; Luchian, Iuliana

    2017-01-01

    The present paper addresses quality management from the specific perspective of project management consulting service providers, in the framework of large infrastructure projects. Because of their supposed superiority in knowledge and experience, project management consultants have an ultimate responsibility for the proper implementing of the project. Therefore, quality management in consulting organizations should focus on critical success factors. As there is no consensus yet regarding the ...

  5. Document Management Projects: implementation guide

    OpenAIRE

    Beatriz Bagoin Guimarães

    2016-01-01

    Records Management System implementation is a complex process that needs to be executed by a multidisciplinary team and involves components of apparently non-related areas such as archival science, computer engineering, law, project management and human resource management. All of them are crucial and complementary to guarantee a full and functional implementation of a system and a perfect fusion with the connected processes and procedures. The purpose of this work is to provide organizations...

  6. Waste Management Project Contingency Analysis

    International Nuclear Information System (INIS)

    Edward L. Parsons, Jr.

    1999-01-01

    The purpose of this report is to provide the office of Waste Management (WM) with recommended contingency calculation procedures for typical WM projects. Typical projects were defined as conventional construction-type activities that use innovative elements when necessary to meet the project objectives. Projects involve treatment, storage, and disposal of low level, mixed low level, hazardous, transuranic, and high level waste. Cost contingencies are an essential part of Total Cost Management. A contingency is an amount added to a cost estimate to compensate for unexpected expenses resulting from incomplete design, unforeseen and unpredictable conditions, or uncertainties in the project scope (DOE 1994, AACE 1998). Contingency allowances are expressed as percentages of estimated cost and improve cost estimates by accounting for uncertainties. The contingency allowance is large at the beginning of a project because there are more uncertainties, but as a project develops, the allowance shrinks to adjust for costs already incurred. Ideally, the total estimated cost remains the same throughout a project. Project contingency reflects the degree of uncertainty caused by lack of project definition, and process contingency reflects the degree of uncertainty caused by use of new technology. Different cost estimation methods were reviewed and compared with respect to terminology, accuracy, and Cost Guide standards. The Association for the Advancement of Cost Engineering (AACE) methods for cost estimation were selected to represent best industry practice. AACE methodology for contingency analysis can be readily applied to WM Projects, accounts for uncertainties associated with different stages of a project, and considers both project and process contingencies and the stage of technical readiness. As recommended, AACE contingency allowances taper off linearly as a project nears completion

  7. The Use of ICT Platforms to Promote Knowledge Exchange in Project-Based Organisations

    Directory of Open Access Journals (Sweden)

    Priyono Anjar

    2016-12-01

    Full Text Available This study aims to investigate the use of information and communication technology (ICT to support knowledge exchange in project-based organisations. The primary ICT tool investigated in this research is WhatsApp, a messaging application that has been widely used since its introduction. An ethnographic case study method was utilised to analyse qualitative data collected from interviews and focus group discussions. Three projects in an Indonesian university with a duration ranging from 8 months to 2 years were examined as object of investigations. Broadly, the findings show that ICT tools are generally useful in supporting knowledge exchange, which ultimately positively affects project performance. The project teams relied on WhatsApp for the success of the projects. Although face-to-face meetings were rare, team communication was highly intensive, supported by WhatsApp. In addition, managers are encouraged to promote knowledge exchange between team members. Through knowledge exchange, there will be knowledge development, which facilitates the invention of new techniques and methods for promoting project success. The most prominent findings are presented using direct quotations to provide first hand insight from the field. At the end of the paper, recommendations regarding what project managers should do during and after the project has been completed are presented. The recommendations are classified based on the knowledge management life cycle, representing a structured method to manage knowledge in project-based organisations.

  8. Knowledge management and Discovery for advanced Enterprise Knowledge Engineering

    OpenAIRE

    Novi, Daniele

    2014-01-01

    2012 - 2013 The research work addresses mainly issues related to the adoption of models, methodologies and knowledge management tools that implement a pervasive use of the latest technologies in the area of Semantic Web for the improvement of business processes and Enterprise 2.0 applications. The first phase of the research has focused on the study and analysis of the state of the art and the problems of Knowledge Discovery database, paying more attention to the data mining systems. Th...

  9. An end-users oriented methodology for enhancing the integration of knowledge on soil-water-sediment systems in River Basin Management: an illustration from the AquaTerra project.

    Science.gov (United States)

    Merly, Corinne; Chapman, Antony; Mouvet, Christophe

    2012-01-01

    Research results in environmental and socio-economic sciences are often under-used by stakeholders involved in the management of natural resources. To minimise this gap, the FP6 EU interdisciplinary project AquaTerra (AT) developed an end-users' integration methodology in order to ensure that the data, knowledge and tools related to the soil-water-sediment system that were generated by the project were delivered in a meaningful way for end-users, thus improving their uptake. The methodology and examples of its application are presented in this paper. From the 408 project deliverables, 96 key findings were identified, 53 related to data and knowledge, and 43 describing advanced tools. River Basin Management (RBM) stakeholders workshops identified 8 main RBM issues and 25 specific stakeholders' questions related to RBM which were classified into seven groups of cross-cutting issues, namely scale, climate change, non-climatic change, the need for systemic approaches, communication and participation, international and inter-basin coordination and collaboration, and the implementation of the Water Framework Directive. The integration methodology enabled an assessment of how AT key findings meet stakeholders' demands, and for each main RBM issue and for each specific question, described the added-value of the AT project in terms of knowledge and tools generated, key parameters to consider, and recommendations that can be made to stakeholders and the wider scientific community. Added value and limitations of the integration methodology and its outcomes are discussed and recommendations are provided to further improve integration methodology and bridge the gaps between scientific research data and their potential uptake by end-users.

  10. Document Management Projects: implementation guide

    Directory of Open Access Journals (Sweden)

    Beatriz Bagoin Guimarães

    2016-12-01

    Full Text Available Records Management System implementation is a complex process that needs to be executed by a multidisciplinary team and involves components of apparently non-related areas such as archival science, computer engineering, law, project management and human resource management. All of them are crucial and complementary to guarantee a full and functional implementation of a system and a perfect fusion with the connected processes and procedures. The purpose of this work is to provide organizations with a basic guide to Records Management Project implementation beginning with the steps prior to acquiring the system, following with the main project activities and concluding with the post implementation procedures of continuous improvement and system maintenance.

  11. Integrated project management type contracts

    International Nuclear Information System (INIS)

    Heisler, S.I.

    1975-01-01

    The concept of integrated project management represents a single source to which the owner can turn for all project management functions excepting for those relating to outside parties such as site purchase, personnel selection etc. Other functions such as design, procurement, construction management, schedule and cost control, quality assurance/quality control are usually handled by the integrated project manager as the agent of the owner. The arrangement is flexible and the responsibilities can be varied to suit the size and experience of the owner. Past experience in the United States indicates an increase in the trend toward IPM work and it appears that overseas this trend is developing also. (orig./RW) [de

  12. IMPORTANCE OF KNOWLEDGE MANAGEMENT FOR COMPANIES

    OpenAIRE

    Vivian Toledo Santos Gambarato; Pâmela Gimenez Mateus; Renato Luiz Gambarato

    2015-01-01

    This work addressed the importance of knowledge management as a strategy for the survival of companies in the market. It have been shown the talent retention concepts, people management, intellectual capital and technologies related to knowledge management, in the view of several authors, in order to prove the importance of these issues can provide organizations. A survey of companies was performed, which showed part of your reality with respect to talent retention practice and...

  13. Management and leadership: analysis of nurse manager's knowledge.

    Science.gov (United States)

    Lourenço, Maria Regina; Shinyashiki, Gilberto Tadeu; Trevizan, Maria Auxiliadora

    2005-01-01

    Nurses have assumed management positions in many health institutions. To properly accomplish the demands of this role, it is important that they be competent in both management and leadership. For appropriate performance, knowledge of management and supervision styles is a priority. Therefore, the goal of this investigation is to identify the nurse manager's knowledge regarding management and leadership. A structured questionnaire containing twenty-seven questions was applied to twelve Brazilian nurse managers of primary care center called "Family Basic Health Units". Data analysis suggested that the nurse manager lower knowledge in management and leadership is related to visionary leadership, management and leadership conceptual differences, leader's behavior, and situational leadership. And, nurse manager greater knowledge is related to power; team work, and coherence between values and attitudes.

  14. The Partnership between Project Management and Organizational Change: Integrating Change Management with Change Leadership

    Science.gov (United States)

    Griffith-Cooper, Barber; King, Karyl

    2007-01-01

    The nature of project management is change. Even though all knowledge areas in the Project Management Body of Knowledge (PMBOK) are rooted in controlling change, none of these areas specifically addresses the human elements of change. There is a significant distinction between directly controlling change relative to the nonhuman aspects of a…

  15. Planning and Managing Drupal Projects

    CERN Document Server

    Nordin, Dani

    2011-01-01

    If you're a solo website designer or part of a small team itching to build interesting projects with Drupal, this concise guide will get you started. Drupal's learning curve has thrown off many experienced designers, particularly the way it handles design challenges. This book shows you the lifecycle of a typical Drupal project, with emphasis on the early stages of site planning. Learn how to efficiently estimate and set up your own project, so you can focus on ways to make your vision a reality, rather than let project management details constantly distract you. Plan and estimate your projec

  16. Knowledge And Knowledge Management As A Competitive Advantage

    Directory of Open Access Journals (Sweden)

    Diana Bratić

    2009-01-01

    Full Text Available In the modern business environment with high turbulence and complexity, an organization’s force to create and sustain competitive advantage lies in what it knows not what it owns. Establishment of a knowledge management in organization will ensure sustainable competitive advantage because the intellectual capital has become the primary bases of core competencies and the key to superior performance. The transition from industrial to knowledge society, effective use of knowledge is one of the deciding factors in the struggle for competitiveness because it will ensure the rationality, efficiency and flexibility in operations, and only through the realization of those graphics company can gain a competitive advantage on the market.

  17. Knowledge intensive organisations: on the frontiers of knowledge management: Guest editorial

    NARCIS (Netherlands)

    Millar-Schijf, Carla C.J.M.; Lockett, Martin; Mahon, John F.

    2016-01-01

    Purpose This paper aims to further research on leadership and knowledge management through formal knowledge strategies in knowledge-intensive organizations (KIOs), and analyse knowledge management challenges and approaches within KIOs, especially tacit knowledge. Design/methodology/approach This

  18. Principles and applications of knowledge management in the BC industry (with examples

    Directory of Open Access Journals (Sweden)

    Igor Bizjak

    2006-01-01

    Full Text Available Many definitions define Knowledge Management as capturing, organizing and storing knowledge by different methods from various sources and transforming it into enduring value. The knowledge management is one of the most important principles that companies must explore and use to gain the competitive advantage, even in buildings and construction industry. There are various projects of knowledge management for the BC industry. One such project is e-COGNOS. Its key issues are knowledge management in the construction domain and documents interdependencies and consistency across projects and between enterprises. At the Urban Planning Institute of the Republic of Slovenia we are using very crude methods of knowledge management or we even can not call it a knowledge management. It is more or less information services or document management. With new technologies like Microsoft SharePoint services, we are hoping that we will be able to advance these old methods and use accumulated knowledge in a more sophisticated way.

  19. Knowledge capture and preservation at Cernavoda Unit 2 Project

    International Nuclear Information System (INIS)

    Condu, M.; Chirica, T.; Popescu, D.; Marculescu, N.

    2007-01-01

    Full text: As it is known, Cernavoda Unit 2 - Romania, is a delayed nuclear power plant (NPP), started in early '80s, works were frozen in 1990 and resumed in 2003 under a management contract concluded by Nuclearelectrica, the Romanian nuclear utility, with Atomic Energy of Canada Ltd (AECL)-Canada and Ansaldo - Italy. This project has many specificities, including long time stored equipment, some works done 15 to 20 years ago; technology developments during these years; only couple of staff available from those initially involved; and a forthcoming project (Cernavoda Units 3 and 4) in its latest development phase. On top of that, like in other Eastern European countries, Nuclearelectrica is losing people due to salary issue and 'brain drain'. In the actual international situation where the nuclear energy contribution to energy mix is under reconsideration and where the demand for qualified personnel significantly exceeds the offer, it is estimated that maybe the biggest challenge of the forthcoming Cernavoda Units 3 and 4 would be availability of human resources. As Cernavoda Unit 2 Project goes towards a successful completion, all those who put lots of efforts and a difficult to overestimate contribution to overcome all challenges of this special Project will leave one after the other. Special attention is being given by Nuclearelectrica and the main contractors AECL and Ansaldo capturing the knowledge (both explicit and tacit) accumulated in these last almost five years and to leave to those who will continue the forthcoming Unit 3 and 4 Projects and to the nuclear industry in general. The objective on knowledge capture and preservation is to gather all experience and lessons learned during contracting, financing, constructing and commissioning of NPP Cernavoda Unit 2, with a focus on tacit knowledge and to asses potential improvements that might be applied in the forthcoming projects, in order to improve nuclear and economic performance. There are couple of

  20. Managing project risks and uncertainties

    Directory of Open Access Journals (Sweden)

    Mike Mentis

    2015-01-01

    Full Text Available This article considers threats to a project slipping on budget, schedule and fit-for-purpose. Threat is used here as the collective for risks (quantifiable bad things that can happen and uncertainties (poorly or not quantifiable bad possible events. Based on experience with projects in developing countries this review considers that (a project slippage is due to uncertainties rather than risks, (b while eventuation of some bad things is beyond control, managed execution and oversight are still the primary means to keeping within budget, on time and fit-for-purpose, (c improving project delivery is less about bigger and more complex and more about coordinated focus, effectiveness and developing thought-out heuristics, and (d projects take longer and cost more partly because threat identification is inaccurate, the scope of identified threats is too narrow, and the threat assessment product is not integrated into overall project decision-making and execution. Almost by definition, what is poorly known is likely to cause problems. Yet it is not just the unquantifiability and intangibility of uncertainties causing project slippage, but that they are insufficiently taken into account in project planning and execution that cause budget and time overruns. Improving project performance requires purpose-driven and managed deployment of scarce seasoned professionals. This can be aided with independent oversight by deeply experienced panelists who contribute technical insights and can potentially show that diligence is seen to be done.

  1. Knowledge Management Practices for Development - Slovak Model

    Directory of Open Access Journals (Sweden)

    Aferdita Dervishi

    2016-11-01

    Full Text Available Knowledge and its management, innovation and technology are key elements for economic growth and sustainable development in technology and globalization era. The purpose of this paper is to study the effects of best practices of knowledge management in Slovakia, a$ empting to present a model that may serve to improve access to knowledge management and technology in Albania. This paper analyses practices of research & development, intellectual capital, the link between knowledge, innovation and technology transfer and trends of economic development in Slovakia. This study has used the qualitative method, supported on secondary source of data. From the assessment perspective, the findings are believable that investing on intellectual capital and managing knowledge properly, stable effects on the development of economy, industry and other fields is reached. Knowledge is managed by higher scientific institutions supported by the state. Today, in Slovakia are operating the most powerful companies. Albanians possess human capital that may face the difficult technological challenges and innovations. Both, Albania and Kosovo governments need to create a more coherent and national access to knowledge management and innovation through the establishment of National Council of Science, Knowledge and Technology Transfer.

  2. Knowledge Management in Economic Downturn: Indian Scenario

    Directory of Open Access Journals (Sweden)

    D. Mehta

    2011-10-01

    Full Text Available Knowledge management is becoming an indispensable aspect of most of the modern business organizations. It is considered as a corporate cost savings process to augment performance capabilities with broader availability and utilization of major corporate knowledge assets. Knowledge management is the basis of all planning, all development and all progress ofan organization. It is one of the significant ingredients, which makes the accessibility of acceptance with understanding of learning. With recession encompassing the globe, theorganizations are passionately engaged in cost cutting practices to maintain profitability and competitiveness. When enterprises realize that developing and sharing knowledge is pivotal tosustain a cutting edge, the management can decide to place knowledge management high on their agenda- especially during economic turmoil. The Indian organizations have exceedingly done well during the economic turmoil. The present paper is an attempt to study knowledge management during recession in Indian scenario. Major challenges faced by the organizations are highlighted along with strategies to overcome such challenges are presented by the authors.Keywords: knowledge, knowledge management, recession, innovation, Indian scenario.

  3. COMMUNICATION - CENTRAL VECTOR IN KNOWLEDGE MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Adriana, GRIGORESCU

    2014-11-01

    Full Text Available As a key concept in modern management, the knowledge management among the knowledge administration, development and transfer between the members of an organization, it also involves the knowledge stimulation to obtain the competitive advantage and the innovations. The association between communication and knowledge is normal; the knowledge without communication is sterile, even useless. The communication's role in the knowledge management is both normal and valuable, because the knowledge, which is a good value, must be transferred so it can be exploited to maximum, and the knowledge transfer is possible only through communication. The managerial decisions, strategies, plans, explanations must be communicated to the organization's members so they know how, where and why it must be acted to assure its success. In turn, the organization's members hold a personal luggage of knowledge that can be developed and putted in the interests of the organization so it can become a collective source that generates new values. The present article presents the results of a research that had as purpose to identify in which way the communication is used to implement the knowledge management.

  4. Multidisplinary Engineering, Project, and Production Management

    Directory of Open Access Journals (Sweden)

    Chien-Ho Ko

    2012-01-01

    Full Text Available Journal of Engineering, Project, and Production Management (EPPM-Journal reflect the journal’s multidisciplinary approach to management research and can be categorized as belonging to three general topics: Project Management, Engineering and Project Management, and Project and Production Management.

  5. 7 CFR 3565.351 - Project management.

    Science.gov (United States)

    2010-01-01

    ... 7 Agriculture 15 2010-01-01 2010-01-01 false Project management. 3565.351 Section 3565.351... AGRICULTURE GUARANTEED RURAL RENTAL HOUSING PROGRAM Project Management § 3565.351 Project management. As a... Agency and complies with an approved management plan for the project. (b) Management plan. The lender...

  6. Multidisplinary Engineering, Project, and Production Management

    OpenAIRE

    Chien-Ho Ko

    2012-01-01

    Journal of Engineering, Project, and Production Management (EPPM-Journal) reflect the journal’s multidisciplinary approach to management research and can be categorized as belonging to three general topics: Project Management, Engineering and Project Management, and Project and Production Management.

  7. MANAGING LARGE INVESTMENT PROJECTS IN GORJ

    Directory of Open Access Journals (Sweden)

    CÎRNU DORU

    2016-12-01

    Full Text Available Currently, the concept of project management is considered to be the best concept for efficient management of a project, so it is used all over the world, and most recently in our country. This concept is designed with all the general characteristics of project management, but adapted to the large investment projects. This paper presents the project management concept and project management organization for capital projects. This concept is conceived with all general characteristics of project management, but adopted to the condition of large investment projects. The concept also includes the project team and the project manager, the person authorized and responsible for achieving the objectives planned in the project. For efficient managing by project, it is necessary to insure a good compozition of project team, as a team of people who, in collaboration with project manager, work directly on managing the project. To effectively manage the project, it is necessary to ensure a proper composition of the project team, a team of people who, in collaboration with the project manager to work directly for project management. It is a particularly good method of achieving the objectives planned projects, which means a project with a certain level of performance required in a planned time, with planned costs.

  8. Knowledge Management in Nuclear Facilities

    International Nuclear Information System (INIS)

    Strba, M.

    2007-01-01

    Rebirth of and return to nuclear energy conditioned by an increasing worldwide energy consumption and decreasing fuel sources such as crude oil, gas and oil has aroused the question how to maintain nuclear knowledge obtained by previous generations and at the same time to deliver it to their successors in as complete form as possible. (author)

  9. Knowledge management in learning communities

    NARCIS (Netherlands)

    Guizzardi-Silva Souza, R.; Wagner, G.; Aroyo, L.M.

    Collaborative learning motivates active participation of individuals in their learning process, which often results in the attaining of creative and critical thinking skills. In this way, students and teachers are viewed as both providers and consumers of knowledge gathered in environments where

  10. Librarians' Attitudes toward Knowledge Management

    Science.gov (United States)

    Aharony, Noa

    2011-01-01

    The purpose of this research is to develop an understanding of the factors that support or constrain the individual's sharing knowledge in the organization. The current study seeks to explore whether personality (self-efficacy and self-esteem) and situational (cognitive appraisal: threat versus challenge) characteristics influence participants'…

  11. KNOWLEDGE MANAGEMENT AND INFORMATION SYSTEMS IN ORGANIZATIONS

    Directory of Open Access Journals (Sweden)

    Karla Torres

    2015-11-01

    Full Text Available At present, knowledge and information are considered vital resources for organizations, so some of them have realized that the creation, transfer and knowledge management are essential for success. This paper aims to demonstrate knowledge management as a transformative power for organizations using information systems; addressing the study from the interpretive perspective with the use of hermeneutical method in theory, documentary context. It is concluded that people living in a changing characteristic environment of the globalized world companies and motivated by the same company changes have accelerated in them the generation and acquisition of new knowledge and innovative capabilities to achieve competitive positions with the help of systems of information.

  12. Knowledge management vs business process management in contemporary enterprises

    Directory of Open Access Journals (Sweden)

    Bitkowska Agnieszka

    2016-06-01

    Full Text Available The main objective of this paper is to identify the system of knowledge management in contemporary process organizations in business process perspective, especially with regard to technological and social conditions. Methodology is based on literature analysis and case studies. The integration of knowledge management technologies, concepts and methods into organizational business processes is challenging research issue today. The concepts of knowledge management and business process management should be analyzed jointly in the contemporary enterprises. Despite of the growing interest among researchers and practitioners of the concept of the knowledge management referring to business process management there is a lack of articles in this area. Appropriate approach to the modelling of knowledge management processes, as well as the use of IT tools, and a motivation system are of key importance for the introduction of this solution in organizations.

  13. PERANCANGAN PROTOTYPE APLIKASI KNOWLEDGE MANAGEMENT PADA DIVISI MANAGEMENT AUTOMATION INFORMATION UNTUK MENDUKUNG ORACLE FINANCIAL PADA ORANG TUA GROUP

    Directory of Open Access Journals (Sweden)

    Gema Gema

    2010-10-01

    Full Text Available The purpose of this project is to design a knowledge management application as a media to document knowledge and facility that supported a knowledge sharing culture in Oracle Financial subdivision in Orang Tua Group. The researcher uses 7 first steps method which defined by Tiwana in doing knowledge management application prototype. The knowledge management prototype application modules consist of Wiki page, document library, discussion board, blog, picture library, knowledge base, help desk, frequently asked questions, and surveys. In using knowledge in knowledge base, user will get knowledge through business process, how to use the application, or how to finish some cases. Knowledge management prototype application design as a whole could fulfill user’s needs in sharing knowledge, but still needs continuous improvement for maximal usage.Keywords: prototype design, knowledge management application, knowledge

  14. Analyzing Project Management Maturity Level in Indonesia

    Directory of Open Access Journals (Sweden)

    Eliot Simangunsong

    2013-05-01

    Full Text Available Normal 0 false false false IN X-NONE X-NONE MicrosoftInternetExplorer4 Project management has been generally known and increasingly used by many organizations to gain competitive advantage. In this context, many studies have proposed maturity models to evaluate how project management knowledge has been deployed effectively and efficiently in organization. As a developing country, Indonesia needs many development projects managed by government and private companies in different industries. Here, a study to assess project management maturity level in Indonesian businesses may bring insight about current business practices, which is important to speed up country development and business sustainability.  Adapting the Project Management Maturity Model (ProMMM, a survey instrument has been developed and applied to professionals from Jakarta and surrounding area.  The result of analysis shows that construction and primary industry have a higher maturity level compare to manufacturing and services.  It is to be noted, however, that the level of project management understanding is low across industries.  This indicates that more quality project management training or certification is required to improve overall project management knowledge in Indonesia. /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin:0cm; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;}

  15. Management of Software Development Projects

    Directory of Open Access Journals (Sweden)

    Felician ALECU

    2011-04-01

    Full Text Available Any major software development starts with the Initiating process group. Once the charter document is approved, the Planning and then to the Executing stages will follow. Monitoring and Controlling is measuring the potential performance deviation of the project in terms of schedule and costs and performs the related Integrated Change Control activities. At the end, during the Closing, the program/project manager will check the entire work is completed and the objectives are met.

  16. Project management plan : Dallas Integrated Corridor Management (ICM) demonstration project.

    Science.gov (United States)

    2010-12-01

    The Dallas Integrated Corridor Management System Demonstration Project is a multi-agency, de-centralized operation which will utilize a set of regional systems to integrate the operations of the corridor. The purpose of the Dallas ICM System is to im...

  17. Project Management 2027; The Future of Project Management

    NARCIS (Netherlands)

    Drs. A.J.G. Silvius

    2008-01-01

    This paper describes a study into the expected development of the competences op the project manager in the year 2027. The study was performed amongst the members of IPMA-Netherlands during the summer of 2007. In the study the 46 competences of the International Competence Baseline 3 (ICB 3) were

  18. Knowledge management initiatives benefits for the Slovenian public sector

    Directory of Open Access Journals (Sweden)

    Simon Colnar

    2017-01-01

    Full Text Available This paper highlights the importance of knowledge management in Slovenian public sector organizations. Knowledge management has received a lot of attention in the past two decades, however in the public sector it is still under-researched. The global financial and economic crisis revealed some important organizational weaknesses in the Republic of Slovenia, some particularly due to the ineffectiveness of the Slovenian public sector, which ranks amongst the worst in the Euro zone. Authors argue that a stronger commitment to knowledge management, which is currently unused in the Slovenian public sector, represents an opportunity to coordinate and exploit public sector organizational knowledge resources. After analysing existing literature, authors have identified examples of good practices from foreign countries that could be partially transferred and adapted into the Slovenian environment. Since the efficient use of knowledge is linked to the performance of public sector organizations, the paper suggests that successful implementation of knowledge management initiatives should result in a more efficient public sector and, indirectly, in improved international public sector competitiveness rankings. This paper is also considered to be important for public sector practitioners and managers, as it proposes implementation of a knowledge management pilot project in Slovenian public sector.

  19. The CANTEACH project: preserving CANDU technical knowledge

    International Nuclear Information System (INIS)

    Garland, B.; Kosarenko, Y.; Meneley, D.

    2003-01-01

    a 'CANDU Textbook' is needed. However, other work priorities and intense activity within AECL and the utilities have prevented the completion of such a reference volume. There is, in fact, a large volume of existing documents that describe CANDU systems and operations. Too much of that documentation is repetitious and contains less depth than is desirable. Very few of the documents detail why CANDU is designed the way it is. How can designs evolve appropriately and how can retrofits and design changes be implemented correctly if the 'whys' are not elucidated? How are the graying experts passing on their knowledge and wisdom? It is this need that the CANTEACH project is striving to fill. The CANTEACH project has the objectives of (1) capturing the existing legacy non-proprietary documents and images and making them available to all, and (2) distilling the essence of these documents so that the key concepts and the relations between these concepts can be elucidated. As the project proceeds, documentation gaps will, no doubt, become evident, prompting a third objective of preparing new documentation. The first objective is as pedestrian as it is necessary. Gathering up the existing documents in an open forum is valid in its own right but it is also necessary for the subsequent tasks of distillation and writing of new documents. The generation of definitive CANDU documents in the public domain will facilitate their subsequent reuse in new documentation preparation throughout the industry. CANTEACH is meant to be a resource for CANDU content. As such, it is a perfect complement to education and training delivery via UNENE, at the utilities, at consulting companies, and at the colleges and universities. This paper outlines the project, its present status, and its future plans. (author)

  20. Integrated Project Management System description

    International Nuclear Information System (INIS)

    1994-09-01

    The Integrated Program Management System (IPMS) Description is a ''working'' document that describes the work processes of the Uranium Mill Tailings Remedial Action Project Office (UMTRA) and IPMS Group. This document has undergone many revisions since the UMTRA Project began; this revision not only updates the work processes but more clearly explains the relationships between the Project Office, contractors, and other participants. The work process flow style has been revised to better describe Project work and the relationships of participants. For each work process, more background and guidance on ''why'' and ''what is expected'' is given. For example, a description of activity data sheets has been added in the work organization and the Project performance and reporting processes, as well as additional detail about the federal budget process and funding management and improved flow charts and explanations of cost and schedule management. A chapter has been added describing the Cost Reduction/Productivity Improvement Program. The Change Control Board (CCB) procedures (Appendix A) have been updated. Project critical issues meeting (PCIM) procedures have been added as Appendix B. Budget risk assessment meeting procedures have been added as Appendix C. These appendices are written to act as stand-alone documentation for each process. As the procedures are improved and updated, the documentation can be updated separately

  1. Projected oriented organizations as development of enterprise management methods

    Directory of Open Access Journals (Sweden)

    S.I. Pavlova

    2016-12-01

    Full Text Available Dynamic external environment, significant shortage of product life cycle, increase of product technological difficulty, extension of innovative knowledge motivates managers to look for and use in their activities keys that will provide constant, stable development of organizational structures. The methodology of project enterprise management meets the requirements of «preservation through development». The articles researches the integration of methods and procedures of project management into the enterprise management system. Project management philosophy is the efficient way of existence in the competitive environment and the means for internal development of a company. The author conducts an analysis, determines the essence and peculiarities of a project-oriented enterprise, performs comparing characteristics of functional and project management, describes the stages of gradual transformation of an enterprise organizational structure into a project-oriented one. It is defined that a project-oriented enterprise is that one which functions on the base of innovative development and are scientific, creative and widely use the project activity as the means of a steady development. The article describes internal and external instruments of project management, base knowledge systems on project management and possibilities of enterprises on audit of state of system project management in an enterprise according to the IPMA certification program on the territory of Ukraine.

  2. The application of project management in construction projects ...

    African Journals Online (AJOL)

    Project management is critical for successful project development. A crucial responsibility of the project manager is ensuring that the client is certified and the scope of work is of high quality, within the agreed budget and time frame. In some way, project financing is completed from the time of project conception. Indeed ...

  3. Project Management with IT Security Focus

    OpenAIRE

    Felician Alecu; Paul Pocatilu; Sergiu Capisizu

    2011-01-01

    The paper focus on the main key points related to the IT security project management. The most important lifecycle stages are identified: IT security project proposal definition, project organization, project planning, quality planning, project team organization, IT security project activities management and project closing. The most important success factors for IT security projects are the support of top-management, customer satisfaction, prevention over remediation and continuous progress....

  4. Information literacy and personal knowledge management

    DEFF Research Database (Denmark)

    Schreiber, Trine; Harbo, Karen

    2004-01-01

    The aim of the paper is to discuss a new subject called personal knowledge management and to compare it with the better-known concept information literacy. Firstly, the paper describes and discusses the course called personal knowledge management. People from three institutions, the Library...... the participants partly how to manage information in such a way that it supports a learning process, and partly how to negotiate with the colleagues about the information needs, locate the information, and mediate it in such a way that the colleagues will use it. At the end of the course the participants construct...... a ´knowledge map´, which constitutes the mediation of the information to the workplace. The course has got a very positively reception. Secondly, the paper compares the course of personal knowledge management with the concept of information literacy. There exist a number of different definitions of the last...

  5. Role of organizational learning and knowledge management

    Directory of Open Access Journals (Sweden)

    Haleem Fazal

    2017-12-01

    Full Text Available This research is based on Electrocell, a US battery manufacturing company, which was facing problems in its marketing and sales departments as evidenced by its low performance. Following a short introduction to the firm, literature reviews the two recently emerged and widely debated topics, that is, organizational learning and knowledge management. It is followed by the reasons for Electrocell’s declination and revival before and after acquisition by Restart, a US cosmetic manufacturing company. Then, Knowledge Sharing Model, General Hierarchical Model of Organizational Commitment, Knowledge Management, and Learning Organization Capacity, and Three Dimensional Model are described and critically analyzed. At the end, Knowledge Management System Conceptual Model is applied on the case study thoroughly and critically analyzed followed by summary. The research contributes to the literature and offers important implications for academics, managers and strategists that why learning is important and how does it matter to an organization.

  6. Implementing Knowledge Management as a Strategic Initiative

    National Research Council Canada - National Science Library

    DiGiacomo, Joseph

    2003-01-01

    ... are: leadership, organization, technology and leaning. Knowledge management was one of five strategic initiatives in the overall strategic plan, which was developed using Kaplan and Norton's Balanced Scorecard methodology...

  7. Knowledge Management in TENCompetence: concepts & tools

    NARCIS (Netherlands)

    Lemmers, Ruud

    2009-01-01

    Lemmers, R. (2009). Knowledge Management in TENCompetence: concepts & tools. Presented at the 'Open workshop of TENCompetence - Rethinking Learning and Employment at a Time of Economic Uncertainty-event. November, 19, 2009, Manchester, United Kingdom: TENCompetence.

  8. Socialization as key process in knowledge management

    Directory of Open Access Journals (Sweden)

    Francisco José GARCÍA-PEÑALVO

    2016-07-01

    Full Text Available The editorial of this second issue of volume 17,corresponding to 2016, is devoted to socialization process in the knowledge management in order to complement the special section about Social Networks and Education.

  9. Management of knowledge across generations: preventing knowledge loss, enabling knowledge readiness

    International Nuclear Information System (INIS)

    Day, John A.

    2012-01-01

    J. Day argued that the preservation of records is a necessary, but not a sufficient condition to enable intelligent future decision making and management of nuclear waste. He distinguishes knowledge management from information management. Information without the potential to act on it is information for its own sake. He believes that knowledge will be a key factor for the generations that follow us. Records need knowledge, and knowledge needs records. A single representation of knowledge can be dangerous. Knowledge is multifaceted and complex, which necessitates a holistic approach. Throughout the presentation the concepts of 'knowledge readiness' and 'knowledge mothballing' (the process of knowing, forgetting and relearning) were proposed. Based on experiences at Sellafield the actions of knowledge audit mapping (including technical, societal and historical knowledge), knowledge loss risk assessing (although we would like to we cannot hold on to everything, and should thus take a risk approach, asking ourselves what is at stake if we delete certain parts of information), and knowledge retention for the long term management of a nuclear facility were presented. During the discussion, the link between knowledge and behaviour was raised. It was argued that the better informed people are, the less likely they are to make mistakes

  10. Management's knowledge of information technology

    NARCIS (Netherlands)

    Boersma, SKT; Stegwee, RA; Barta, BZ; Tatnall, A; Juliff, P

    1997-01-01

    Information Technology (IT) has always been the playground of technical specialists. In this paper we argue no changes in this respect, but rather that the management of an organisation becomes aware of what the technical specialists are actually doing. This cannot be achieved by teaching tomorrow's

  11. Instructional Design as Knowledge Management: A Knowledge-in-Practice Approach to Choosing Instructional Methods

    Science.gov (United States)

    McIver, Derrick; Fitzsimmons, Stacey; Flanagan, David

    2016-01-01

    Decisions about instructional methods are becoming more complex, with options ranging from problem sets to experiential service-learning projects. However, instructors not trained in instructional design may make these important decisions based on convenience, comfort, or trends. Instead, this article draws on the knowledge management literature…

  12. Project approach in enterprise management in Kazakhstan

    Directory of Open Access Journals (Sweden)

    Berdykulova G. M.

    2016-03-01

    Full Text Available the article is dedicated to study the advanced case of small business of Kazakhstan on reorganization of organizational structure in accord with the methodology of Project Management Body of Knowledge (PMBOK.

  13. How Project Managers Really Manage: An Indepth Look at Some Managers of Large, Complex NASA Projects

    Science.gov (United States)

    Mulenburg, Gerald M.; Impaeilla, Cliff (Technical Monitor)

    2000-01-01

    This paper reports on a research study by the author that examined ten contemporary National Aeronautics and Space Administration (NASA) complex projects. In-depth interviews with the project managers of these projects provided qualitative data about the inner workings of the project and the methodologies used in establishing and managing the projects. The inclusion of a variety of space, aeronautics, and ground based projects from several different NASA research centers helped to reduce potential bias in the findings toward any one type of project, or technical discipline. The findings address the participants and their individual approaches. The discussion includes possible implications for project managers of other large, complex, projects.

  14. Safety and Mission Assurance Knowledge Management Retention

    Science.gov (United States)

    Johnson, Teresa A.

    2006-01-01

    This viewgraph presentation reviews the issues surrounding the management of knowledge in regards to safety and mission assurance. The JSC workers who were hired in the 1960's are slated to retire in the next two to three years. The experiences and knowledge of these NASA workers must be identified, and disseminated. This paper reviews some of the strategies that the S&MA is developing to capture that valuable institutional knowledge.

  15. Knowledge Management: Individual versus organizational learning

    OpenAIRE

    Noemí Martínez Caraballo

    2007-01-01

    During the last two decades, there has been a profusion of articles dealing with the topics organizational learning and knowledge management, on the academic and managerial side. For this reason, the present paper is focused on further analysing these concepts. In particular, the purpose is studying the link between individual and organizational learning, taking into account the literature about knowledge management, and trying to establish the application field and the intersection of them. ...

  16. Applying Knowledge Management in Teacher Evaluation Systems

    Science.gov (United States)

    Essandoh, Albert

    2013-01-01

    Teacher evaluations are underused in public schools, resulting in the loss of knowledge critical to professional development. Knowledge management (KM) theory offers approaches that can lead to improvements in the effectiveness of evaluations and teacher performance. This multiple case study of 9 campuses in an exemplary school district…

  17. Confirming the Stankosky Knowledge Management Framework

    Science.gov (United States)

    Ternes, Carl D., Jr.

    2011-01-01

    As a managerial construct, knowledge management (KM) optimizes organizational knowledge assets to achieve sustainable business advantages by connecting people with the intellectual resources needed to operate more effectively. Yet KM may have its greatest impact when used with repeatable, systems engineering-based "frameworks." As such, this study…

  18. Managing Temporal Knowledge in Port Management Systems

    Directory of Open Access Journals (Sweden)

    Anita Gudelj

    2006-05-01

    Full Text Available Large ports need to deal with a number of disparate activities:the movement of ships, containers and other cargo, theloading and unloading of ships and containers, customs activities.As well as human resources, anchorages, channels, lighters,tugs, berths, warehouse and other storage spaces have to beallocated and released. The efficient management of a port involvesmanaging these activities and resources, managing theflows of money involved between the agents providing and usingthese resources, and providing management information.Many information systems will be involved.Many applications have to deal with a large amount of datawhich not only represent the perceived state of the real world atpresent, but also past and/or future states. These applicationsare not served adequately by today's computer managementand database systems. In particular, deletions and updates insuch systems have destructive semantics. This means that previousdatabase contents (representing previous perceived statesof the real world cannot be accessed anymore.A review of how define temporal data models, based ongeneralizing a non-temporal data model in to a temporal one toimprove port management is presented. This paper describes apractical experiment which supports managing temporal dataalong with the corresponding prototype implementations.

  19. Nuclear knowledge management overview at EDF

    International Nuclear Information System (INIS)

    Ballay, J.; Vannieuwenhuyse, J.; Nups, A.

    2004-01-01

    This paper gives an overview of knowledge management practices within the French nuclear generation park. The study was initially partnered by one of the 19 Nuclear Power-plants, located at Golfech near Toulouse, and then extended to a more general overview. Golfech is a 650 people unit, from which 25 of them were interviewed to carry out the study. This staff was made of managers, experts, seniors and juniors, all of them being working at Golfech in the different skills for nuclear generation needs: driving, engineering, maintenance, safety, environment, etc. They were questioned about their practices, tools and organisations concerning creating, sharing, transferring, and renewing knowledge. A general knowledge management model was derived from this study. It shows that the professional knowledge, in any industrial sector, is the result of four learning processes: an education-oriented process, a codified and normative learning process, a context-based collective learning process and an experience-based individual learning process. These learning processes inter-operate through any kind of activity, and they induce four knowledge structures: the basic knowledge, the technical knowledge, the know-how and the experiential knowledge. In conclusion, the model explains how the firm learns and, in the same time, how everybody as a single individual learns. It is a crucial point to understand how the knowledge-based economy runs, as a constant interconnection between two opposite but complementary forces: the collective and the individual ones. (author)

  20. Examination of the relationship between project management critical success factors and project success of oil and gas drilling projects

    Science.gov (United States)

    Alagba, Tonye J.

    and gas drilling projects could help oil companies improve the performance of future drilling projects. Theoretically, the study's findings may help to bridge a gap in the project management CSFs literature, and add to the general project management body of knowledge.

  1. Project management as steppingstone of enterprises

    OpenAIRE

    Andreeva, T.; Petrovska, T.; Tytar, T.

    2011-01-01

    Actual problems of project management in enterprises in order to achieve their goals. The basic members of the organization and implementation of project and the methodology for their implementation. The basic principles of project management are included.

  2. PROJECT MANAGEMENT CONSIDERED IN A 2014 PERSPECTIVE

    Directory of Open Access Journals (Sweden)

    GRAPĂ ADELINA-ROXANA

    2014-05-01

    Full Text Available Project Management has come of age, yet multiple surveys and reports confirm the fact that the majority of projects are challenged. Given the more demanding and strict financial constraints associated with the current fiscal climate, project management is regarded as a tool that can deliver more with less. The literature on Project Management shows that, in spite of advancement in Project Management processes, tools and systems, project success has not significantly improved. This problem raises questions about the value and effectiveness of Project Management and Project Management systems. Programs and projects are considered as strategic assets for the majority of businesses, therefore, the trend of these organizations is to embrace a management by projects culture. The main objective of Project Management nowadays is to ensure programs and projects aligned to a certain strategy and also to provide for every member of an organization the ability to take proactive actions creating additional benefits.

  3. Nuclear knowledge management: Russian lessons

    International Nuclear Information System (INIS)

    Gagarinski, A.; Yakovlev, N.

    2004-01-01

    The paper describes the Soviet experience preserved in Russia and related to the strategy of nuclear knowledge preservation in period of fast nuclear energy deployment. It's also discusses the problems of 80-90ies: 'gap' between generations, loss of the experimental base, ageing of scientific teams, weakened governmental support, etc. Obviously resumed positive development of the Russian nuclear energy in the last years, as well as expectation of the 'Second Nuclear Era' of large-scale nuclear energy use in the country, has made the elimination of NKM defects and the development of human resources one of the most important and vital prerequisites of the further nuclear development. The paper considers the measures taken in this regard by the Russian nuclear industry, including international cooperation

  4. Gestalteconomy: Paradigm of knowledge management

    International Nuclear Information System (INIS)

    Maisseu, A.

    2004-01-01

    Conventional economic analyses, whether integrationist or reductionist, whether inspired by Keynesian, neo-classic or Marxist theory, are all based on several dogmas. To varying degrees, these 'revealed truths' include the dogma of general equilibrium, the dogma of reversible processes, the dogma of conservative economics, the existence of work as a production factor measured in hours, etc. The implementation of these dogmas is frequently out of phase with reality. It is thus very difficult to introduce technology, technological innovation and technical progress correctly into all the theoretical constructions derived from the application of these principles. The same applies to the consideration of pollution and the depletion of natural resources. These difficult problems, which bedevil the definition of a sustainable development, find no satisfactory answer in these theoretical considerations. The considering of knowledge as a production factor helps to resolve these difficulties, in opening the door to the definition of the framework for sustainability: Gestaleconomy. (author)

  5. The management of nuclear knowledge and expertise for sustainable development

    International Nuclear Information System (INIS)

    Stumpf, W.

    2004-01-01

    Knowledge is the key resource of most organisations in today's world. To manage it effectively requires the concept of organisational knowledge rather than simply knowledge that is centered in individuals. This needs to be addressed through the concept of an 'organisational core competency' that has proven itself within many organisations. Hard knowledge can be captured easily but not the nebulous 'tacit learning' that is embodied in the life-long experience of employees. Some of the more recent methods to capture the tacit learning within organisations are explored. Since the middle 1990s, the International Atomic Energy Agency has redirected its technical co-operation (TC) programme towards a focused 'needs driven' approach away from the former 'technologically driven' approach. From a 'before' and 'after' comparison, it is concluded that the new strategy is better placed to manage the preservation of the nuclear knowledge and to ensure the sustainability of these projects. (author)

  6. Evaluation of knowledge management performances in NULIFE network

    International Nuclear Information System (INIS)

    Nitoi, Mirela; Cojan, Mihai; Pavelescu, Margarit

    2009-01-01

    One of the objectives of Nuclear Plant Life Prediction (NULIFE) network is the identification of experts and resources which can be used in the future. The major challenge is to use these competent personnel in an efficient manner, in the network. The paper presents the necessity of developing the knowledge management strategy for networks of excellence, as the specific issues of NULIFE network. In order to highlight the progress during the project operating, the developed indicators of performance are specified. The developed questionnaires evaluate the quality of knowledge management (development, use and distribution of knowledge), type of knowledge which is considered important for organization (at present and in future) and the benefits of knowledge transfer (immediate and in perspective). The developed questionnaires permit along with the evaluation of others groups activities, an auto-evaluation for the activity of the group where the subject is involved. (authors)

  7. Information Technology Management Strategies to Implement Knowledge Management Systems

    Science.gov (United States)

    McGee, Mary Jane Christy

    2017-01-01

    More than 38% of the U.S. public workforce will likely retire by 2030, which may result in a labor shortage. Business leaders may adopt strategies to mitigate knowledge loss within their organizations by capturing knowledge in a knowledge management system (KMS). The purpose of this single case study was to explore strategies that information…

  8. CNCAN Knowledge Management Process and Tools in Support of Sustainable Development of Regulatory Competences

    International Nuclear Information System (INIS)

    Tronea, M.; Ciurea, C.; Oprisescu, M.; Liutiev, C.; Ghinea, P.

    2016-01-01

    Full text: The paper presents the knowledge management process and the knowledge management portal developed by CNCAN, in the framework of the Regional Excellence Project on Regulatory Capacity Building in Nuclear and Radiological Safety, Emergency Preparedness and Response in Romania. The activities of this project started in 2014. The general process for knowledge management is presented, together with its sub-processes: identification of the necessary knowledge; identification of the risk of knowledge loss; acquisition and/or creation of knowledge; knowledge retention (capture, collect, store and organize knowledge); knowledge utilization; review of the effectiveness of the knowledge management process; identification of opportunities for improving the knowledge management process. The paper also presents a set of indicators of the effectiveness of the knowledge management process and the artifacts, espoused values and basic assumptions supporting an effective knowledge management process. The necessary knowledge has been identified using the IAEA recommendations on managing regulatory body competence and the SARCoN methodology. The knowledge management process has been developed based on the IAEA publications on knowledge management in the nuclear industry and in regulatory bodies. The implementation of the process and the development of the portal are ongoing, with more than 20% of the staff using the portal. (author

  9. Analysis of Relationship between Knowledge Management and Customer Relationship Management with Customer Knowledge Management (Case Study At Azaran Valve Co.)

    OpenAIRE

    Sayyed Mohsen Allameh; Arash Shahin; Babak Tabanifar

    2012-01-01

    Knowledge management (KM) and customer relationship management (CRM) are both emphasized on the allocation of resources to business supportive activities in order to gain competitive advantages.. Merging the two concepts of knowledge management and customer relationship management in customer knowledge management (CKM) model can promote the benefits of employing each of them and reduce the risk of implementation failure. This study sought to analyze the relationship between knowledge manageme...

  10. 44 CFR 206.438 - Project management.

    Science.gov (United States)

    2010-10-01

    ... 44 Emergency Management and Assistance 1 2010-10-01 2010-10-01 false Project management. 206.438 Section 206.438 Emergency Management and Assistance FEDERAL EMERGENCY MANAGEMENT AGENCY, DEPARTMENT OF... Project management. (a) General. The State serving as grantee has primary responsibility for project...

  11. PROJECT MANAGEMENT CONSIDERED IN A 2014 PERSPECTIVE

    OpenAIRE

    GRAPA ADELINA-ROXANA; SOARE ALICE-MAGDALENA

    2014-01-01

    Project Management has come of age, yet multiple surveys and reports confirm the fact that the majority of projects are challenged. Given the more demanding and strict financial constraints associated with the current fiscal climate, project management is regarded as a tool that can deliver more with less. The literature on Project Management shows that, in spite of advancement in Project Management processes, tools and systems, project success has not significantly improved. T...

  12. Risk Management of NASA Projects

    Science.gov (United States)

    Sarper, Hueseyin

    1997-01-01

    Various NASA Langley Research Center and other center projects were attempted for analysis to obtain historical data comparing pre-phase A study and the final outcome for each project. This attempt, however, was abandoned once it became clear that very little documentation was available. Next, extensive literature search was conducted on the role of risk and reliability concepts in project management. Probabilistic risk assessment (PRA) techniques are being used with increasing regularity both in and outside of NASA. The value and the usage of PRA techniques were reviewed for large projects. It was found that both civilian and military branches of the space industry have traditionally refrained from using PRA, which was developed and expanded by nuclear industry. Although much has changed with the end of the cold war and the Challenger disaster, it was found that ingrained anti-PRA culture is hard to stop. Examples of skepticism against the use of risk management and assessment techniques were found both in the literature and in conversations with some technical staff. Program and project managers need to be convinced that the applicability and use of risk management and risk assessment techniques is much broader than just in the traditional safety-related areas of application. The time has come to begin to uniformly apply these techniques. The whole idea of risk-based system can maximize the 'return on investment' that the public demands. Also, it would be very useful if all project documents of NASA Langley Research Center, pre-phase A through final report, are carefully stored in a central repository preferably in electronic format.

  13. Knowledge management: the cornerstone of a 21. century safety case

    International Nuclear Information System (INIS)

    Umeki, H.; Osawa, H.; Naito, M.; Nakano, K.; Makino, H.; Mc Kinley, I.G.

    2008-01-01

    The safety case for a radioactive waste repository involves many complex, multi-disciplinary issues; these must be summarised in a comprehensive and concise manner, with links to all supporting information. The safety case can thus be considered an edifice built on structured knowledge. Knowledge is defined here in the very widest sense; including all of the information underpinning a repository project. Knowledge management covers all aspects of the development, integration, quality assurance, communication and maintenance/archiving of such knowledge. When seen from this perspective, the exponential expansion of the knowledge base represents a little-discussed challenge to safety case development. Indeed, knowledge production rates in this area are rapidly reaching, if not already surpassing, the limits of traditional management methods. This problem has been recognised in Japan and thus a project has been initiated to develop a next generation knowledge management system (KMS). This will utilize advanced electronic information management technology to handle the vast quantity of material involved. Autonomic systems will perform many of the information processing functions, helping ensure that required knowledge is accessible to all stakeholders and that gaps can be identified and supporting R and D prioritized. In a departure from conventional structuring by technical discipline, the prototype KMS utilizes a safety case structure. This should facilitate use of the core of neutral scientific and technical knowledge by both the implementer and the regulator. Flexibility is built into the system, to allow it to be restructured to match the user needs or even interfaced directly to a formal requirements management system. (authors)

  14. Learning Management Systems: Are They Knowledge Management Tools?

    Directory of Open Access Journals (Sweden)

    Bayan Aref Abu Shawar

    2010-03-01

    Full Text Available The new adventure of online world has helped to improve many domains and sectors. Knowledge management era which originally related to business sector is now required in industry, health, or any institute that needs to manage its knowledge. Education is no exception! The advancement in computers speed and memory, and the growth of Internet usage are behind the inspiration of e-learning approach. In which the computer is used as a medium to deliver and share educational materials and knowledge instead of face-to-face tutoring. This makes education available to any one, any place, and any time as learner need. This paper presents the relationship between knowledge management and learning management system (LMS that is used in e-learning paradigms. A detailed description of the LMS used at Arab Open University (AOU is included in this paper. We claim that the LMS used at AOU can be considered as a knowledge management tool.

  15. Knowledge-Based Software Management

    International Nuclear Information System (INIS)

    Sally Schaffner; Matthew Bickley; Brian Bevins; Leon Clancy; Karen White

    2003-01-01

    Management of software in a dynamic environment such as is found at Jefferson Lab can be a daunting task. Software development tasks are distributed over a wide range of people with varying skill levels. The machine configuration is constantly changing requiring upgrades to software at both the hardware control level and the operator control level. In order to obtain high quality support from vendor service agreements, which is vital to maintaining 24/7 operations, hardware and software must be kept at industry's current levels. This means that periodic upgrades independent of machine configuration changes must take place. It is often difficult to identify and organize the information needed to guide the process of development, upgrades and enhancements. Dependencies between support software and applications need to be consistently identified to prevent introducing errors during upgrades and to allow adequate testing to be planned and performed. Developers also need access to information regarding compilers, make files and organized distribution directories. This paper describes a system under development at Jefferson Lab which will provide software developers and managers this type of information in a timely user-friendly fashion. The current status and future plans for the system will be detailed

  16. Measurement of software project management effectiveness

    OpenAIRE

    Demir, Kadir Alpaslan

    2008-01-01

    Approved for public release; distribution is unlimited. Evaluating, monitoring, and improving the effectiveness of project management can contribute to successful acquisition of software systems. In this dissertation, we introduce a quantitative metric for gauging the effectiveness of managing a software-development project. The metric may be used to evaluate and monitor project management effectiveness in software projects by project managers, technical managers, executive man...

  17. Proses Knowledge Management di Semen Indonesia Group

    OpenAIRE

    Putri, Natalia Yan

    2017-01-01

    Penelitian ini dilakukan untuk mengetahui prosesknowledge management yang ada di Perusahaan Semen IndonesiaGroup, yakni PT Semen Gresik, PT Semen Padang, PT SemenTonasa. Proses knowledge management dapat dilakukan denganpenciptaan pengetahuan, berbagi pengetahuan dan penggunaankembali pengetahuan. Penelitian ini menggunakan metodekualitatif dengan wawancara. Validasi data menggunakan codingdan uji triangulasi sumber data dan teori.

  18. African Traditional Knowledge Systems and Biodiversity Management

    African Journals Online (AJOL)

    There is a link between African Traditional Knowledge Systems and the management of Biodiversity. These have been passed over from one generation to the next through oral tradition. The lack of documentation of these systems of managing biodiversity has led to the existence of a gap between the scientifi cally based ...

  19. Integrating technologies for effective knowledge management

    Energy Technology Data Exchange (ETDEWEB)

    Beaugrand, F.S.; Curtis, T.A. [Public Petroleum Data Model, PPDM Association, Calgary, AB (Canada)

    2002-06-01

    In order to succeed in today's business environment, effective knowledge management strategies are needed along with effective tools to solve real business problems. Relational databases provide accessible and practical tools that can be used to manage corporate knowledge assets. However, technology is growing so rapidly that it is difficult and too expensive for individual corporations to pursue each line of development independently. Collaborative efforts are needed to improve access to shared knowledge. The PPDM Association is an international not for profit standards body that is working collaboratively with the petroleum exploration and production industry to develop standards for managing data and knowledge, spatially enabling data, standardizing data content and data exchange. The PPDM Association provides a vendor-neutral environment for development, technical support and a methodology for designing, developing and publishing technical deliverables.

  20. KNOWLEDGE, INTELECTUAL CAPITAL AND QUALITY MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Stevan Živojinović

    2009-12-01

    Full Text Available From the contemporary change management paradigm and new, knowledge-based economy, we emphasize the impact of advanced managerial tools. As evidenced in practice, simultaneous implementation of several management approaches, concepts and methods brings about more integral corporate success. We advocate integration of up-to-date approaches - knowledge management (KM and intellectual capital management (ICM as well as balanced scorecard (BSC under the "conceptional umbrella" of quality management, i.e. quality management system (QMS and total quality management (TQM. Interrelating elements of these management concepts through comparison of respective characteristics, differences and similarities, connections and complementary activities, we establish relations and interdependence which result in synergy when applied concurrently. QMS implementation (in accordance with ISO 9000 standard series, enroute to TQM, KM is improved, intellectual capital enlarged (via knowledge, skills, motivation, management systems, procedures, information and product flow, customer and other stakeholder relations and application of BSC facilitated. Conversely, KM and BSC improve opportunities for attaining organisational and business excellence. All mentioned concepts can be viewed as facets of modern integral management model, in continual dynamic interaction that brings about a potential for improved competitive advantage and business performance.

  1. Accident knowledge and emergency management

    Energy Technology Data Exchange (ETDEWEB)

    Rasmussen, B; Groenberg, C D

    1997-03-01

    The report contains an overall frame for transformation of knowledge and experience from risk analysis to emergency education. An accident model has been developed to describe the emergency situation. A key concept of this model is uncontrolled flow of energy (UFOE), essential elements are the state, location and movement of the energy (and mass). A UFOE can be considered as the driving force of an accident, e.g., an explosion, a fire, a release of heavy gases. As long as the energy is confined, i.e. the location and movement of the energy are under control, the situation is safe, but loss of confinement will create a hazardous situation that may develop into an accident. A domain model has been developed for representing accident and emergency scenarios occurring in society. The domain model uses three main categories: status, context and objectives. A domain is a group of activities with allied goals and elements and ten specific domains have been investigated: process plant, storage, nuclear power plant, energy distribution, marine transport of goods, marine transport of people, aviation, transport by road, transport by rail and natural disasters. Totally 25 accident cases were consulted and information was extracted for filling into the schematic representations with two to four cases pr. specific domain. (au) 41 tabs., 8 ills.; 79 refs.

  2. Accident knowledge and emergency management

    International Nuclear Information System (INIS)

    Rasmussen, B.; Groenberg, C.D.

    1997-03-01

    The report contains an overall frame for transformation of knowledge and experience from risk analysis to emergency education. An accident model has been developed to describe the emergency situation. A key concept of this model is uncontrolled flow of energy (UFOE), essential elements are the state, location and movement of the energy (and mass). A UFOE can be considered as the driving force of an accident, e.g., an explosion, a fire, a release of heavy gases. As long as the energy is confined, i.e. the location and movement of the energy are under control, the situation is safe, but loss of confinement will create a hazardous situation that may develop into an accident. A domain model has been developed for representing accident and emergency scenarios occurring in society. The domain model uses three main categories: status, context and objectives. A domain is a group of activities with allied goals and elements and ten specific domains have been investigated: process plant, storage, nuclear power plant, energy distribution, marine transport of goods, marine transport of people, aviation, transport by road, transport by rail and natural disasters. Totally 25 accident cases were consulted and information was extracted for filling into the schematic representations with two to four cases pr. specific domain. (au) 41 tabs., 8 ills.; 79 refs

  3. IAEA/ICTP/WNU workshop on managing nuclear knowledge. Presentations

    International Nuclear Information System (INIS)

    2005-01-01

    The purpose of the workshop was to continue efforts to raise awareness of the nuclear knowledge management challenge, to share best practices, and provide a forum for the exchange of information among participating nuclear professionals. The need to manage (preserve and transfer) knowledge has been widely recognized in the international community. The need is compounded by aging work force issues in many industries and is not limited to areas of nuclear technology. The workshop was attended by 41 participants from 24 counties and three international organizations. Presentations by several of the participants covered a broad range of nuclear knowledge management issues, including the role of technology, preserving expert knowledge, and preparing the new generation of nuclear worker. The meeting covered methodological and design practices for NKM including the information technology impact on NKM implementation, presented the lessons learned and accumulated national experiences and good practices from NKM programs in academia, industry, the governmental sector and technical support organizations. The style of the meeting was series of leading presentations followed by working sessions discussing the issues raised and difficulties envisaged. All participants were actively involved in discussions, panel reviews and workshop activities. During the technical sessions participants presented case studies and examples from their national activities/projects. The following issues have been addressed during the Workshop as the issues forming the framework for activities in nuclear knowledge management: Policies and Strategies in Nuclear Science and Technology; Managing Nuclear Information Resources; Human Resources and Knowledge Transfer for the Nuclear Sector; Managing and Preserving Knowledge in Nuclear Sector; Networking for Education, Training and Knowledge Transfer. The issues outlined in the workshop program including strategies, approaches and current activities on the

  4. Project Management Yinyang: Coupling project success and client satisfaction

    Directory of Open Access Journals (Sweden)

    Greg Stewart Usher

    2017-06-01

    Full Text Available Our research applies paradox theory to a project management construct to help project management researchers and practitioners understand the tensions that can exist between project success and client satisfaction. Our research highlights that although project success and client satisfaction are both present within a project management construct, they also belong to different functional systems. Project success and client satisfaction have different systemic-discourses and use different language games to convey information. These distinctions can create latent and sometimes salient tensions within the project management construct that project managers must understand, embrace, and work with. We have used a Grounded Theory (GT methodology to explore the lived experience of project managers, and from this have identified a phenomenon which we have termed project management yinyang. Project management yinyang is the state that exists when both project success and Client satisfaction are tightly coupled within the project management construct. Project management yinyang highlights that these two phenomena cannot be viewed as separate elements because the ‘seed’ of each exists within the other. And to truly achieve one, you must also achieve the other. Our findings indicate that in order to create project management yinyang the project manager must embrace a paradoxical yet holistic philosophy. They must understand the complementarity, interdependency, and structural coupling that exists between the positivist and interpretivist paradigms within the project management construct. They must understand how satisfaction (Yin and success (Yang are created through focus. Furthermore, they must understand how project management yinyang is separate from, but borne from, the convergence of the other two elements.

  5. Experiences in managing the Prometheus Project

    Science.gov (United States)

    Lehman, David H.; Clark, Karla B.; Cook, Beverly A.; Gavit, Sarah A.; Kayali, Sammy A.; McKinney, John C.; Milkovich, David C.; Reh, Kim R.; Taylor, Randall L.; Casani, John R.

    2006-01-01

    Congress authorized NASA?s Prometheus Project in February 2003, with the first Prometheus mission slated to explore the icy moons of Jupiter. The Project had two major objectives: (1) to develop a nuclear reactor that would provide unprecedented levels of power and show that it could be processed safely and operated reliably in space for long-duration, deep-space exploration and (2) to explore the three icy moons of Jupiter - Callisto, Ganymede, and Europa - and return science data that would meet the scientific goals as set forth in the Decadal Survey Report of the National Academy of Sciences. Early in Project planning, it was determined that the development of the Prometheus nuclear powered Spaceship would be complex and require the intellectual knowledge residing at numerous organizations across the country. In addition, because of the complex nature of the Project and the multiple partners, approaches beyond those successfully used to manage a typical JPL project would be needed. This paper1 will describe the key experiences in managing Prometheus that should prove useful for future projects of similar scope and magnitude

  6. Innovation in health service management: Adoption of project management offices to support major health care transformation.

    Science.gov (United States)

    Lavoie-Tremblay, Mélanie; Aubry, Monique; Cyr, Guylaine; Richer, Marie-Claire; Fortin-Verreault, Jean-François; Fortin, Claude; Marchionni, Caroline

    2017-11-01

    To explore the characteristics that influence project management offices acceptance and adoption in healthcare sector. The creation of project management offices has been suggested as a promising avenue to promote successful organisational change and facilitate evidence-based practice. However, little is known about the characteristics that promote their initial adoption and acceptance in health care sector. This knowledge is important in the context where many organisations are considering implementing project management offices with nurse managers as leaders. A descriptive multiple case study design was used. The unit of analysis was the project management offices. The study was conducted in three university-affiliated teaching hospitals in 2013-14 (Canada). Individual interviews (n = 34) were conducted with senior managers. Results reveal that project management offices dedicated to project and change management constitute an innovation and an added value that addresses tangible needs in the field. Project management offices are an innovation highly compatible with health care managers and their approach has parallels to the process of clinical problem solving and reasoning well-known to adopters. This knowledge is important in a context where many nurses hold various roles in project management offices, such as Director, project manager, clinical expert and knowledge broker. © 2017 John Wiley & Sons Ltd.

  7. Towards Knowledge Management for Smart Manufacturing.

    Science.gov (United States)

    Feng, Shaw C; Bernstein, William Z; Hedberg, Thomas; Feeney, Allison Barnard

    2017-09-01

    The need for capturing knowledge in the digital form in design, process planning, production, and inspection has increasingly become an issue in manufacturing industries as the variety and complexity of product lifecycle applications increase. Both knowledge and data need to be well managed for quality assurance, lifecycle-impact assessment, and design improvement. Some technical barriers exist today that inhibit industry from fully utilizing design, planning, processing, and inspection knowledge. The primary barrier is a lack of a well-accepted mechanism that enables users to integrate data and knowledge. This paper prescribes knowledge management to address a lack of mechanisms for integrating, sharing, and updating domain-specific knowledge in smart manufacturing. Aspects of the knowledge constructs include conceptual design, detailed design, process planning, material property, production, and inspection. The main contribution of this paper is to provide a methodology on what knowledge manufacturing organizations access, update, and archive in the context of smart manufacturing. The case study in this paper provides some example knowledge objects to enable smart manufacturing.

  8. Project manager attributes influencing project success in the South ...

    African Journals Online (AJOL)

    success criteria for building projects in Ghana and concluded that the “current and ... qualifications, profession, leadership style and project team ... and expectations of project management competence between ... 1.d. Sense of teamwork ...

  9. The importance of ICT on knowledge management in organizations ...

    African Journals Online (AJOL)

    The importance of ICT on knowledge management in organizations. ... Journal of Fundamental and Applied Sciences ... Abstract. Knowledge management (KM) is a process that transforms individual knowledge into organizational knowledge.

  10. [NASA/DOD Aerospace Knowledge Diffusion Research Project. Report 2:] Technical communications in aeronautics: Results of an exploratory study. An analysis of managers' and nonmanagers' responses

    Science.gov (United States)

    Pinelli, Thomas E.; Glassman, Myron; Barclay, Rebecca O.; Oliu, Walter E.

    1989-01-01

    Data collected from an exploratory study concerned with the technical communications practices of aerospace engineers and scientists were analyzed to test the primary assumption that aerospace managers and nonmanagers have different technical communications practices. Five assumptions were established for the analysis. Aerospace managers and nonmanagers were found to have different technical communications practices for three of the five assumptions tested. Although aerospace managers and nonmanagers were found to have different technical communications practices, the evidence was neither conclusive nor compelling that the presumption of difference in practices could be attributed to the duties performed by aerospace managers and nonmanagers.

  11. Oil sands tailings management project

    Energy Technology Data Exchange (ETDEWEB)

    Godwalt, C. [Alberta WaterSMART, Calgary, AB (Canada); Kotecha, P. [Suncor Energy Inc, Calgary, AB (Canada); Aumann, C. [Alberta Innovates - Technology Futures, Alberta Governement, AB (Canada)

    2010-11-15

    The Oil sands leadership initiative (OSLI) works with the Government of Alberta on the development of the oil sands industry, considering environmental, economical and social aspects. Water management was identified as one of most important areas to focus on. Alberta WaterSMART was requested to support the development and the management of projects resulting from the work done or underway in this field. The development of a regional water management solution stood out as the most interesting solution to obtain significant results. In the Athabasca Region, oil sands producers work independently on their water sourcing and disposal with particular attention to fresh water conservation and economics. The Athabasca River represents a source for mines and distant saline aquifers are the target of steam assisted gravity drainage (SAGD) operators. As part of a four-phase project aiming to study the environmental and economic footprint (EEF) benefit of alternatives for Athabasca oil sands production water supply and disposal, the purpose of the tailings water management project was to identify tailings treatment technologies that are ready to be implemented, and to design and evaluate solutions in order to improve regional oil sands production water sourcing and disposal. Alternatives were evaluated based on their total EEF, applying a lifecycle assessment methodology with a particular attention on the quantification of important performance indicators. 25 refs., 8 tabs., 40 figs.

  12. Oil sands tailings management project

    International Nuclear Information System (INIS)

    Godwalt, C.; Kotecha, P.; Aumann, C.

    2010-11-01

    The Oil sands leadership initiative (OSLI) works with the Government of Alberta on the development of the oil sands industry, considering environmental, economical and social aspects. Water management was identified as one of most important areas to focus on. Alberta WaterSMART was requested to support the development and the management of projects resulting from the work done or underway in this field. The development of a regional water management solution stood out as the most interesting solution to obtain significant results. In the Athabasca Region, oil sands producers work independently on their water sourcing and disposal with particular attention to fresh water conservation and economics. The Athabasca River represents a source for mines and distant saline aquifers are the target of steam assisted gravity drainage (SAGD) operators. As part of a four-phase project aiming to study the environmental and economic footprint (EEF) benefit of alternatives for Athabasca oil sands production water supply and disposal, the purpose of the tailings water management project was to identify tailings treatment technologies that are ready to be implemented, and to design and evaluate solutions in order to improve regional oil sands production water sourcing and disposal. Alternatives were evaluated based on their total EEF, applying a lifecycle assessment methodology with a particular attention on the quantification of important performance indicators. 25 refs., 8 tabs., 40 figs.

  13. Governance factors enabling knowledge transfer in interorganisational development projects

    NARCIS (Netherlands)

    Bosch-Sijtsema, Petra M.; Postma, Theo J. B. M.

    2010-01-01

    In this study we examine governance factors affecting knowledge transfer in interorganisational development projects. There is a gap in the literature indicating a need for more insights into processes of knowledge sharing and governance of interorganisational development projects. By using cases

  14. Breakthrough Propulsion Physics Project: Project Management Methods

    Science.gov (United States)

    Millis, Marc G.

    2004-01-01

    To leap past the limitations of existing propulsion, the NASA Breakthrough Propulsion Physics (BPP) Project seeks further advancements in physics from which new propulsion methods can eventually be derived. Three visionary breakthroughs are sought: (1) propulsion that requires no propellant, (2) propulsion that circumvents existing speed limits, and (3) breakthrough methods of energy production to power such devices. Because these propulsion goals are presumably far from fruition, a special emphasis is to identify credible research that will make measurable progress toward these goals in the near-term. The management techniques to address this challenge are presented, with a special emphasis on the process used to review, prioritize, and select research tasks. This selection process includes these key features: (a) research tasks are constrained to only address the immediate unknowns, curious effects or critical issues, (b) reliability of assertions is more important than the implications of the assertions, which includes the practice where the reviewers judge credibility rather than feasibility, and (c) total scores are obtained by multiplying the criteria scores rather than by adding. Lessons learned and revisions planned are discussed.

  15. Project planning and project management of Baseball II-T

    International Nuclear Information System (INIS)

    Kozman, T.A.; Chargin, A.K.

    1975-01-01

    The details of the project planning and project management work done on the Baseball II-T experiment are reviewed. The LLL Baseball program is a plasma confinement experiment accomplished with a superconducting magnet in the shape of a baseball seam. Both project planning and project management made use of the Critical Path Management (CPM) computer code. The computer code, input, and results from the project planning and project management runs, and the cost and effectiveness of this method of systems planning are discussed

  16. [The research project: financing and management].

    Science.gov (United States)

    Schena, F P

    2003-01-01

    Basic and clinical research is accomplished by projects. The design of a project is not only based on the scientific content but also on its financing and management. This article wants to illustrate the correct modalities for project financing and project management in a scientific project.

  17. Project management v praxi

    OpenAIRE

    Králová, Eliška

    2013-01-01

    Project management approaches are commonly used to write and implement business plans. In this thesis standard project management tools and methods are applied to a real project, which aims to improve the properties of the product it offers (an online educational game). This project is unique in that it is based on a voluntary basis, has limited resources and is very responsive to market demands. Project management is broken down into four stages according to the project life cycle: initiatio...

  18. Refinement of an Instrument to Assess Readiness for Knowledge Management

    National Research Council Canada - National Science Library

    Bailey, Landon C

    2007-01-01

    ... for knowledge management. This study culminates in the development and field-testing of the resultant knowledge management readiness instrument, filling in an important gap in contemporary literature.

  19. Managing MDO Software Development Projects

    Science.gov (United States)

    Townsend, J. C.; Salas, A. O.

    2002-01-01

    Over the past decade, the NASA Langley Research Center developed a series of 'grand challenge' applications demonstrating the use of parallel and distributed computation and multidisciplinary design optimization. All but the last of these applications were focused on the high-speed civil transport vehicle; the final application focused on reusable launch vehicles. Teams of discipline experts developed these multidisciplinary applications by integrating legacy engineering analysis codes. As teams became larger and the application development became more complex with increasing levels of fidelity and numbers of disciplines, the need for applying software engineering practices became evident. This paper briefly introduces the application projects and then describes the approaches taken in project management and software engineering for each project; lessons learned are highlighted.

  20. Project report - an overview of the project and experiences with project management

    DEFF Research Database (Denmark)

    Jørgensen, Michael Søgaard; Mikkelsen, Bent Egberg

    1996-01-01

    A collection of the project planning and the experiences with project management from the Catering 2000 project.As appendieces articles etc. from journals, newspapers etc. about the project.......A collection of the project planning and the experiences with project management from the Catering 2000 project.As appendieces articles etc. from journals, newspapers etc. about the project....