Abstract
This paper investigated the role of KM in enabling Project Management (PM) to achieve project objectives. Using relevant literature of PM, the research identified five deliverables dominating PM expectations in the past ten years. An analysis of the PM process as a knowledge-generating process led to the formulation of a KM model for PM. Using a quantitative approach, data was sought from 1000 respondents out of a population of 10,000 from 11 PM areas in eight world regions. This was then analysed using quantitative analysis tools and techniques. KM was found to have an impact on completion times, innovation, project success, operational efficiency and the generation of new knowledge.
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