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4.4 Manage Project Knowledge
- 2. Manage Project Knowledge Coincides with PMBOK 4.4 Process Group and Knowledge Area Mapping Knowledge Areas Initiating Planning Process Group Executing Process Group Monitoring and Controlling Process Group Closing Process Group 4. Project Integration Management 4.1 Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct and Manage Project Work 4.4 Manage Project Knowledge 4.5 Monitor and Control Project Work 4.6 Perform Integrated Change Control 4.7 Close Project or Phase 5. Project Scope Management 5.1 Plan Scope Management 5.2 Collect Requirements 5.3 Define Scope 5.4 Create WBS 5.5 Validate Scope 5.6 Control Scope 6. Project Schedule Management 6.1 Plan Schedule Management 6.2 Define Activities 6.3 Sequence Activities 6.4 Estimate Activity Durations 6.5 Develop Schedule 6.6 Control Schedule 7. Project Cost Management 7.1 Plan Cost Management 7.2 Estimate Costs 7.3 Determine Budget 7.4 Control Costs 8. Project Quality Management 8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality 9. Project Resource Management 9.1 Plan Resource Management 9.2 Estimate Activity Resources 9.3 Acquire Resources 9.4 Develop Team 9.5 Manage Team 9.6 Control Resources 10. Project Communications Management 10.1 Plan Communications Management 10.2 Manage Communications 10.3 Monitor Communications 11. Project Risk Management 11.1 Plan Risk Management 11.2 Identify Risks 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses 11.6 Implement Risk Responses 11.7 Monitor Risks 12. Project Procurement Management 12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements 13. Project Stakeholder Management 13.1 Identify Stakeholders 13.2 Plan Stakeholder Engagement 13.3 Manage Stakeholder Engagement 13.4 Monitor Stakeholder Engagement
- 3. What is it? Manage Project Knowledge is the process of using existing knowledge and creating new knowledge to achieve the project’s objectives and contribute to organizational learning. Why do we do it? This process ensures that prior organizational knowledge is leveraged to produce or improve the project outcomes, and knowledge created by the project is available to support organizational operations and future projects or phases. Manage Project Knowledge Coincides with PMBOK 4.4
- 4. Overview • Knowledge is commonly split into • “explicit” (knowledge that can be readily codified using words, pictures, and numbers) and; • “tacit” (knowledge that is personal and difficult to express, such as beliefs, insights, experience, and “know-how”) • From an organizational perspective, knowledge management is about making sure the skills, experience, and expertise of the project team and other stakeholders are used before, during, and after the project. • In practice, knowledge is shared using a mixture of knowledge management tools and techniques (interactions between people) Manage Project Knowledge Coincides with PMBOK 4.4
- 5. Manage Project Knowledge Coincides with PMBOK 4.4 Inputs, Tools & Techniques, Outputs Inputs Tools & Techniques Outputs 1. Project management plan • All components 2. Project documents • Lessons learned register • Project team assignments • Resource breakdown structure • Source selection criteria • Stakeholder register 3. Deliverables 4. Enterprise environmental factors 5. Organizational process assets 1. Expert judgment 2. Knowledge management 3. Information management 4. Interpersonal and team skills • Active listening • Facilitation • Leadership • Networking • Political awareness 1. Lessons learned register 2. Project management plan updates • Any component 3. Organizational process assets updates
- 6. Manage Project Knowledge Coincides with PMBOK 4.4 4.4 Manage Project Knowledge Project Management Plan Project Documents 4.3 Direct and manage project work Project Management Plan Updates Enterprise Environmental Factors Organisational Process Assets • Lessons learned register • Project team assignments • Resource breakdown structure • Source selection criteria • Stakeholder register • Deliverables Project Documents Organisational Process Assets updates • Any component • Lessons learned register
- 7. Manage Project Knowledge - Inputs Coincides with PMBOK 4.4 Project Management Plan All components of the project management plan are inputs. Project Documents • Lessons learned register • Project team assignments • Resource breakdown structure • Source selection criteria • Stakeholder register Inputs 1. Project management plan • All components 2. Project documents • Lessons learned register • Project team assignments • Resource breakdown structure • Source selection criteria • Stakeholder register 3. Deliverables 4. Enterprise environmental factors 5. Organizational process assets Deliverables Any unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase, or project.
- 8. Manage Project Knowledge - Inputs Coincides with PMBOK 4.4 Enterprise Environmental Factors Inputs 1. Project management plan • All components 2. Project documents • Lessons learned register • Project team assignments • Resource breakdown structure • Source selection criteria • Stakeholder register 3. Deliverables 4. Enterprise environmental factors 5. Organizational process assets • Organizational, stakeholder, and customer culture • Geographic distribution of facilities and resources • Organizational knowledge experts • Legal and regulatory requirements and/or constraints
- 9. Manage Project Knowledge - Inputs Coincides with PMBOK 4.4 Organisational Process Assets Inputs 1. Project management plan • All components 2. Project documents • Lessons learned register • Project team assignments • Resource breakdown structure • Source selection criteria • Stakeholder register 3. Deliverables 4. Enterprise environmental factors 5. Organizational process assets • Organizational standard policies, processes, and procedures • Personnel administration • Organizational communication requirements • Formal knowledge-sharing and information-sharing procedures
- 10. Manage Project Knowledge – Tools & Techniques Coincides with PMBOK 4.4 Expert Judgment Tools & Techniques 1. Expert judgment 2. Knowledge management 3. Information management 4. Interpersonal and team skills • Active listening • Facilitation • Leadership • Networking • Political awareness Expertise should be considered from individuals or groups with specialized knowledge or training in the following topics: • Knowledge management, • Information management, • Organizational learning, • Knowledge and information management tools, and • Relevant information from other projects.
- 11. Manage Project Knowledge – Tools & Techniques Coincides with PMBOK 4.4 Knowledge Management Tools & Techniques 1. Expert judgment 2. Knowledge management 3. Information management 4. Interpersonal and team skills • Active listening • Facilitation • Leadership • Networking • Political awareness Tools and techniques include but are not limited to: • Networking, including informal social interaction and online social networking • Communities of practice • Meetings, including virtual meetings • Work shadowing and reverse shadowing • Discussion forums such as focus groups • Knowledge-sharing events such as seminars and conferences • Workshops, including problem-solving sessions and retrospectives • Storytelling • Creativity and ideas management techniques • Knowledge fairs • Training that involves interaction between learners • Online forums • Face to face or virtual
- 12. Information Management Information management tools and techniques are used to create and connect people to information. • Lessons learned register; • Library services; • Information gathering, for example, web searches and reading published articles; and • Project management information system (PMIS) - often including document management systems. Tools and techniques that connect people to information can be enhanced by adding an element of interaction, for example, include a “contact me” function. Tools & Techniques 1. Expert judgment 2. Knowledge management 3. Information management 4. Interpersonal and team skills • Active listening • Facilitation • Leadership • Networking • Political awareness Manage Project Knowledge – Tools & Techniques Coincides with PMBOK 4.4
- 13. Interpersonal and Team Skills 1. Active listening 2. Facilitation 3. Leadership 4. Networking 5. Political awareness Tools & Techniques 1. Expert judgment 2. Knowledge management 3. Information management 4. Interpersonal and team skills • Active listening • Facilitation • Leadership • Networking • Political awareness Manage Project Knowledge – Tools & Techniques Coincides with PMBOK 4.4
- 14. Lessons Learned Register The lessons learned register can include the category and description of the situation. The lessons learned register may also include the impact, recommendations, and proposed actions associated with the situation. The lessons learned register may record challenges, problems, realized risks and opportunities, or other content as appropriate. The lessons learned register is created as an output of this process early in the project. Thereafter it is used as an input and updated as an output in many processes throughout the project. Lessons are captured as a team. Outputs 1. Lessons learned register 2. Project management plan updates • Any component 3. Organizational process assets updates Manage Project Knowledge – Outputs Coincides with PMBOK 4.4
- 15. Project management plan updates Any component of the project management plan may be updated as a result of this process. Outputs 1. Lessons learned register 2. Project management plan updates • Any component 3. Organizational process assets updates Manage Project Knowledge – Outputs Coincides with PMBOK 4.4 Project management plan updates All projects create new knowledge - for example, if an existing idea for a new procedure is piloted in the project and found to be successful. Any organizational process asset can be updated as a result of this process. Some of this knowledge is codified, embedded in deliverables, or embedded in improvements to processes and procedures as a result of the Manage Project Knowledge process.
Editor's Notes
- This process is performed throughout the project.
- The existence of trusting working relationships and a no-blame culture is particularly important in managing knowledge. Other factors include the value placed on learning and social behavioural norms. The location of team members helps determine methods for gaining and sharing knowledge. Some organizations have a team or individual that specializes in knowledge management. These include confidentiality of project information.
- These may include: confidentiality and access to information; security and data protection; record retention policies; use of copyrighted information; destruction of classified information; format and maximum size of files; registry data and metadata; authorized technology and social media; etc. These include, for example, employee development and training records, and competency frameworks that refer to knowledge-sharing behaviours. Formal, rigid communication requirements are good for sharing information. Informal communication is more effective for creating new knowledge and integrating knowledge across diverse stakeholder groups. These include learning reviews before, during, and after projects and project phases; for example, identifying, capturing, and sharing lessons learned from the current project and other projects.
- Online forums where people can ask open questions (“What does anyone know about…?”) are useful for starting knowledge-sharing conversations with specialists; (sometimes called communities of interest or just communities) and special interest groups; where participants can interact using communications technology; All of these tools and techniques can be applied face-to-face or virtually, or both. Face-to-face interaction is usually the most effective way to build the trusting relationships that are needed to manage knowledge. Once relationships are established, virtual interaction can be used to maintain the relationship.
- Interaction and support also helps people find relevant information. Asking for help is generally quicker and easier than trying to identify search terms. Search terms are often difficult to select because people may not know which keywords or key phrases to use to access the information they need. Knowledge and information management tools and techniques should be connected to project processes and process owners. Communities of practice and subject matter experts (SMEs), for example, may generate insights that lead to improved control processes; having an internal sponsor can ensure improvements are implemented. Lessons learned register entries may be analysed to identify common issues that can be addressed by changes to project procedures
- Active listening helps reduce misunderstandings and improves communication and knowledge sharing. Facilitation helps effectively guide a group to a successful decision, solution, or conclusion. Leadership is used to communicate the vision and inspire the project team to focus on the appropriate knowledge and knowledge objectives. Networking allows informal connections and relations among project stakeholders to be established and creates the conditions to share tacit and explicit knowledge. Political awareness helps the project manager to plan communications based on the project environment as well as the organization’s political environment.