A knowledge management perspective of the project management office

Jeniffer De Nadae,Marly Monteiro De Carvalho

doi:10.14488/bjopm.2017.v14.n3.a8

Jeniffer De Nadae, Marly Monteiro De Carvalho

Open Access

https://doi.org/10.14488/bjopm.2017.v14.n3.a8

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Abstract

The purpose of this paper is to investigate the converting projects tacit knowledge into an available explicit knowledge in Project Management Offices, using the SECI model to analyze these processes. Using case studies, the information was gathered by in loco observation, interviews with PMO managers and project managers, and document analysis. The results show the socialization, externalization, combination and internalization, SECI in PMOs level, helping to visualize the process of transforming project tacit knowledge into explicit knowledge and to understand that knowledge must be incorporated into operational practices, rules in databases, and company history. Organizational culture was presented itself as a major factor, influencing this process of sharing knowledge among employees from the two companies studied. The steps of the spiral of knowledge, using the SECI model for the conversion of knowledge, the stage and how companies apply this conversion, show that these processes happen on a daily basis and continuously if the team understands this need. Project managers have to emphasizes the important of knowledge management, knowledge sharing and knowledge storage during the development of projects. Mainly PMO has an important role in the process of storage and sharing of knowledge.

Highlights

Knowledge is a fluid mixture of framed experiences, values and contextual information, which provides a framework for assessing and incorporating new experiences and information, according to Davenport et Prusak (2000); while knowledge management (KM) essentially consists of processes and tools that are able to capture and share data
In PM literature, studies on KM highlight the key role of the project management office (PMO) for storing and disseminating knowledge (Aubry et al, 2011; Müller et al, 2013; Pemsel et Wiewiora, 2013)
This paper aims to investigate the converting tacit knowledge into explicit knowledge in PMOs

Summary

Introduction

Knowledge is a fluid mixture of framed experiences, values and contextual information, which provides a framework for assessing and incorporating new experiences and information, according to Davenport et Prusak (2000); while knowledge management (KM) essentially consists of processes and tools that are able to capture and share data. Those processes can apply and share knowledge between individuals within an organization (Nonaka et al, 2000). An effective and successful KM requires more than new technologies and innovation; it requires the understanding and the aspects of the integration between humans and organizational culture (Davenport et al 1998; Shand, 1998; Resende Junior et Reis, 2016)

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