Abstract
This paper discusses the initial stages of a research in progress addressing knowledge reuse issues in a project management environment and explores how project management companies manage project knowledge. The project tests the statement that the effective transfer of tacit, implicit and explicit knowledge plays a critical role in a project management environment.
The paper presents concepts drawn from the literature covering ways that knowledge is captured and reused in project management context.
We propose a model for knowledge reuse in a project management environment where knowledge is assimilated at the tactical level and flows to the strategic level. This model derives from two prior models: the OODA loop — Observe, Orient, Decide, Act, which focuses on strategic requirements and the Plan Do Study Act (PDSA) cycle, which focuses on the operational or tactical level of projects. Both the OODA Loop and the PDSA Cycle are adaptive learning and decision-making cycles where changes or actions are produced via iterated cycling through that loop.
The initial aim is to use these models as a starting point for analysing and describing how the organization currently captures, manages and reuses knowledge in a project management environment.
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Owen, J., Burstein, F., Hall, W.P. (2004). Knowledge Reuse in Project Management. In: Linger, H., et al. Constructing the Infrastructure for the Knowledge Economy. Springer, Boston, MA. https://doi.org/10.1007/978-1-4757-4852-9_33
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DOI: https://doi.org/10.1007/978-1-4757-4852-9_33
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