Sadia HanifStudent| Foundation University PakistanRawalpindi, Punjab, Pakistan
I am a Ph.D. student and my thesis is related to,' knowledge transfer in project management'. I had studied various knowledge barriers to project learning i.e. limitations of time, cost, and resources, integration of different cultures for a temporary time, disbanding teams leads to vanishing project knowledge and in case of developing countries lower absorptive capacity and lack of motivation and willingness to learn were key barriers. Here i want to know to what extent these barriers exists practically and what other barriers are? Saving Changes...
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Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
My first thought is availability. Too much project information is either tacit or not organized and centrally available. When it comes to the transfer part, there is so much effort to simply just gather and make the information available, the transition period is spent. Then, even so, there are gaps, with significant effort in trying to obtain or recreating documents.
Seems to repeatably come back to proper KM practices which are separate, but integrated with, project management practices. Maybe a KMO? : ) Saving Changes...
The last stage of Tuckman ladder is adjourning but before reaching completely to disbanding team members lessons learned must be archived. once archived most of key knowledge will not vanish with team disbanding.
Moreover you need to measure the importance of knowledge and how it was acquired, used, and shared most organization believe in the relevance but it is hard to implement. Therefore a succession plan must be in place when retirement of employees, new hire, promotion comes nearby a strategic planning to ensure a seamless knowledge transfer process is essential to the continued success that drives business value.” Lately Human Resources management taking big part in that process.
Here are few key steps for the execution of an effective knowledge transfer, determining what knowledge needs to be transferred as your first step then accumulate the essential knowledge that needs to be transferred, once done then establish methods for transferring the knowledge, you tailored methods to your site specific then start to use the knowledge that is transferred, after that evaluate the benefits of the knowledge.
Most organizations that embrace knowledge transfer as an important capability focus on culture, leadership and people,so the organization must have a culture to encourage buy-in and support knowledge transfer, leaders will set the tone and the employees make the difference with less resistance.
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1 reply by Sadia Hanif
Feb 26, 2018 7:17 AM
Sadia Hanif
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Its mean that there should be a separate plan for knowledge management? Because during project there may be time, cost and scope limitations?
Now mostly organizations have separate knowledge management department but what should happen in case of developing countries? where there is no concept of knowledge management at organizational level especially in case of public sector organizations.
Saving Changes...
Sadia HanifStudent| Foundation University PakistanRawalpindi, Punjab, Pakistan
Feb 25, 2018 11:02 PM
Replying to Riyadh Salih
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The last stage of Tuckman ladder is adjourning but before reaching completely to disbanding team members lessons learned must be archived. once archived most of key knowledge will not vanish with team disbanding.
Moreover you need to measure the importance of knowledge and how it was acquired, used, and shared most organization believe in the relevance but it is hard to implement. Therefore a succession plan must be in place when retirement of employees, new hire, promotion comes nearby a strategic planning to ensure a seamless knowledge transfer process is essential to the continued success that drives business value.” Lately Human Resources management taking big part in that process.
Here are few key steps for the execution of an effective knowledge transfer, determining what knowledge needs to be transferred as your first step then accumulate the essential knowledge that needs to be transferred, once done then establish methods for transferring the knowledge, you tailored methods to your site specific then start to use the knowledge that is transferred, after that evaluate the benefits of the knowledge.
Most organizations that embrace knowledge transfer as an important capability focus on culture, leadership and people,so the organization must have a culture to encourage buy-in and support knowledge transfer, leaders will set the tone and the employees make the difference with less resistance.
Its mean that there should be a separate plan for knowledge management? Because during project there may be time, cost and scope limitations?
Now mostly organizations have separate knowledge management department but what should happen in case of developing countries? where there is no concept of knowledge management at organizational level especially in case of public sector organizations. Saving Changes...
Muhammad Arif NurrohmanPMO Support Access Supervisor| PT Mora Telematika IndonesiaBogor Residence, West Java, Indonesia
So many people are involved in a project. That's why, it not only all about the technical capabilities used, but also need management and leadership capabilities to be able to control all the resources. That's why, to make everyone's aware we needs to be a mandatory rule. Let's say it like target and achievement training ours, anyone can get it through the sharing knowledge forum that has been provided by the learning team. I think, it greatly gives a significant effect on the knowledge level of our team. Saving Changes...
Lenka PincotChief of Staff to the CEO| Project Management InstituteParis, France
Hi, I’m my experience people use information at the time when they need it and they appreciate easy access. So for instance if we document things but no one needs it at a time, it may be soon forgotten. But when we need it and it’s difficult to obtain it, takes too much time or simply people don’t know how to find the information or that it even exist, they start from scratch. Pragmatically, I think it is important to make the information part of life, to focus on implementing the outcomes, and if it is just about storing the information, than focus on awareness and accessibility. Saving Changes...
Maya KalachHead of PMO, IT| Middle East AirlinesBeirut, Lebanon
Subject matter expertise, a skill full team and some lessons learned are key. Saving Changes...
Senthil SPM III| GGS Information Services IncChennai, Tamil Nadu, India
Key hurdles, in my opinion are:
a) Political environment
b) Lack of professional environment
c) Willingness of the knowledge provider
d) Lack of commitment
e) Lack of trust
f) Expectations such as recognition / reward - i.e., what do I get in return ?
g) Job security Saving Changes...
