Knowledge Management For the project team

Knowledge Management For the project team
Knowledge Management
Knowledge management is the systematic management of an organization’s knowledge assets for the purpose of creating value and meeting tactical & strategic requirements; it consists of the initiatives, processes, strategies, and systems that sustain and enhance the storage, assessment, sharing, refinement, and creation of knowledge.
Knowledge management (KM) therefore implies a strong tie to organizational goals and strategy, and it involves the management of knowledge that is useful for some purpose and which creates value for the organization.
Introducing Knowledge Management

Knowledge management is essentially about getting the right knowledge to the right person at the right time. This in itself may not seem so complex, but it implies a strong tie to corporate strategy, understanding of where and in what forms knowledge exists, creating processes that span organizational functions, and ensuring that initiatives are accepted and supported by organizational members. Knowledge management may also include new knowledge creation, or it may solely focus on knowledge sharing, storage, and refinement. For a more comprehensive discussion and definition, see my knowledge management definition.
It is important to remember that knowledge management is not about managing knowledge for knowledge’s sake.
The overall objective is to create value and to leverage, improve, and refine the firm’s competences and knowledge assets to meet organizational goals and targets. Implementing knowledge management thus has several dimensions including:
• KM Strategy: Knowledge management strategy must be dependent on corporate strategy. The objective is to manage, share, and create relevant knowledge assets that will help meet tactical and strategic requirements.

• Organizational Culture: The organizational culture influences the way people interact, the context within which knowledge is created, the resistance they will have towards certain changes, and ultimately the way they share (or the way they do not share) knowledge.

• Organizational Processes: The right processes, environments, and systems that enable KM to be implemented in the organization.

• Management & Leadership: KM requires competent and experienced leadership at all levels. There are a wide variety of KM-related roles that an organization may or may not need to implement, including a CKO, knowledge managers, knowledge brokers and so on. More on this in the section on KM positions and roles.

• Technology: The systems, tools, and technologies that fit the organization’s requirements – properly designed and implemented.
• Politics: The long-term support to implement and sustain initiatives that involve virtually all organizational functions, which may be costly to implement (both from the perspective of time and money), and which often do not have a directly visible return on investment.
Typically, failed initiatives have often placed an undue focus on knowledge management tools and systems while neglecting the other aspects. This issue will also be addressed throughout the site, and particularly in the knowledge management strategy section.
At this point, the articles presented on this site focus on the first five dimensions. Originally, I had deemed the political dimension to be beyond the scope of this site, since it is not something that is commonly tackled in KM literature. However, I will add a section on the political aspect of KM in the future.
Throughout the site, I will explain and discuss known theories, occasionally contributing with some of my own frameworks. I will also discuss the potential role of knowledge management systems from a broad perspective, and in the section on KM tools I will provide specific advice on this topic. I have tried to organize the site as logically as possible, moving from a general introduction to knowledge and KM to introducing key subjects like organizational memory, learning, and culture. The later sections discuss several models and frameworks as well as knowledge management initiatives, strategy, and systems, before finally presenting an overview of various tools and techniques

Project management is the process of analyzing, planning, organizing, monitoring and managing resources to bring out the successful completion of specific project and customer satisfaction.
A project manager takes responsibility for planning and managing to deliver success on a project. The role of the project manager is to ensure the mixing of management process and manage through project management cycle that leads to the successful completion of the project. Project manager must be able to encourage and keep up people. Project team members will look to the project manager to solve problems and help with removing obstacles. In simple words, a good Project manager must be able to
• Deliver projects on time
• Deliver projects within cost
• Deliver projects within scope and
• Meet customer quality requirements
• Some of the activities of the good Project manager
• Define the project
• Reduce the project into set of understandable modules
• Form a group of team to complete the task
• Allocate resources based on the module Complexity.
• Motivate and encourage his team to complete the task on time
• Must evaluate and analyze the risks of the project and reduce them.
• Must be able to adapt and manage any change in the project.
Skills needed for a Good Project Manager
Leadership:
A project team needs the way for the life of the project and the project manager is the responsible for leading the team to achieve the goal of the project. A project manager achieves this by coordinating and motivating the team members.
Project leading is the key role, it involves with others to achieve the success of the project. The leading includes the effective of facilitate and motivate- this will conclude the ability of the project manager.
People Management:
At the time of project planning and development, the manager has to meet the various kinds of people like customers, suppliers, functional managers and project team members. The role of the manager is to satisfy the all kind of people to bring the successful completion of the specific project.
Effective communication:
The communication is plays an essential role in the project management. The verbal and written communication is vital in project management that enables a project manager to convey project information in a way that it is received and understood by all project team members.
Communication is only successful when both the sender and receiver understand the information.
Conflict management:
Conflict occurs when two or more people against one another because their needs, wants, goals, or values are different. Conflict management is the practice of identifying and handling conflict in a wise, reasonable, and well-organized manner. Conflict management requires such skills as efficient communicating, trouble solving and negotiating with a focus on wellbeing.
Planning:
The planning of the project involves defining about the project, fix the timeline for the project, plan about the implementation and monitor who will do it. The project manager is responsible for creating the project plans, defining about the project goals, project objectives and resources needed for doing the project
The project manager is also responsible for updating the new changes in the project plan to all the stakeholders and ensures that the changes are being incorporated in all the project activities.
Estimating:
In project management accurate estimates are the key role for sound project planning. A good project manager should be able to estimate the cost of the project and should complete the project within that estimation.
Problem solving:
All projects are level to meet problems, problems that were not identified in the risk or scope of the project and that will need to be managed accordingly, trouble solving requires a good explanation of the problem that is detected early enough to allow time to respond.
The project manager needs synthesis and analysis thinking skills. Analysis is the skill of breaking a whole project into component parts, mush like decomposing a work.
Time management:
The time management is most commonly known as project planning and project scheduling. A good manager should be able to manage the time and complete the project to achieve aim and objective and it can be delivered to client on time.
Personal skills:
The project manager must be able to motivate the team and complete the project within the timeline and estimation. The project team members will be watching all the activities of the project manager, so a manager must be sincere, clear-cut and familiar in all dealings with the people and in the project.
Project managers must be always having a positive attitude, even when there are significant difficulties or problems. Project managers are respected if they are direct, open and deal with all type of problems.
Coping skills:
A good project manager has to attain a many number of skills to cope with different situations, conflicts, uncertainty and doubts. A good project manager has a high tolerance for surprises, uncertainty and ambiguity.
Negotiation skills:
The negotiation is the procedure of accepting a mutual agreement from the group or individuals. The manager has to negotiate on behalf of association depending on the project construction and the level of manager authorization.
Conceptual skills:
Conceptual skills is the capability to organize and incorporate all the project efforts, it requires to the good project manager to see the project as a whole and not just the sum of its parts, capability to recognize how all the parts make a whole and how they all relate and depend on one another, and the ability to anticipate how a change on one part of the project will affect the entire project.
Advantages to team members when the Manager is good:
• Opportunity to learn from the Manager every day.
• A motivation to work hard and give your 200% involvement.
• Makes you feel that you are on right career path.
• Makes you feel free to discuss the task about the project.
Organizational learning
Organizational Learning is concerned with gathering of understanding through various actions or practice in organizations. Organizational Learning recommends that the employees lead learning in organizational setting, and utilize what they learn in their job. Neilson reflect on Organizational Learning as a incessant process of knowledge formation, gaining and transformation.

Knowledge management capability

The managerial capability refers to an organization’s expertise, knowledge, and familiarity, which are applied to manage complex and difficult tasks in management and creation (Choi and Shepherd, 2004). Knowledge Management Capability has been acknowledged as a fundamental feature for obtaining and supporting a competitive advantage (Corsoa et al., 2006).

Organizational Performance

Organizational Performance is an indication which evaluates how healthy an enterprise attains their goals. Organizational Performance can be evaluated by an organization’s competence and success of goal attainment stated that the idea of effectiveness is a proportion, meaning that two things are needed when explaining and assessing effectiveness. He also stated that when effectiveness is conceptualized as an extent of purpose achievement, that is, the attainment of profitability goals.