Managing Knowledge in Project Environments

Judy Payne works as an independent consultant, practitioner, facilitator, reluctant academic and educator specialising in knowledge management, collaborative working and learning. Eileen J Roden is a Directing Consultant of PMO Learning, a specialist training company for the PMO community, alongside PMO Flashmob, the PMO networking group, and the annual PMO Conference. Steve Simister is Director of the project and programme management group at Henley Business School. He also provides programme management consultancy support to a range of organisations and is a senior review team leader under the Cabinet Office's gateway review process.

List of Figures, List of Tables, About the Authors, Foreword, Authors’ Preface, CHAPTER 1, Managing Knowledge in Project Environments – an Introduction, Knowledge and Knowledge Management, KM in Project Environments, Project Environments, Aim of Managing Knowledge in Project Environments, Intended Readership, The Thinking Behind Managing Knowledge in Project Environments, How Managing Knowledge in Project Environments is Organised, Summary, References, CHAPTER 2, Understanding KM Principles, Knowledge Management Principles, Principle #1: Be Clear about What You Want to Achieve with KM, Principle #2: Develop Working Definitions of Knowledge and KM, Principle #3: Be Clear about the Difference between KM and IM, Principle #4: Create Different Working Environments for Different Kinds of Knowledge Work, Principle #5: Focus on the Big KM Picture rather than the Detailed Tools and Techniques, Principle #6: Experiment, Use Feedback and Adapt, Principle #7: Beware of Elephant Traps, References, CHAPTER 3, Understanding the Context for KM in Project Environments, Introduction, KM Scope, How the Clusters and Context Factors Work Together, Strategic KM Purpose, Project Delivery Method, The Better Business Cases Approach, Knowledge Perspective, KM Objectives and Outcomes, Strategic Knowledge Needs, Culture, The Physical and Virtual Working Environments, Governance and Assurance, Knowledge Boundaries, KM Practices, KM Roles and Responsibilities, KM Structures, Alignment, Alignment, Alignment, Everything Depends on Everything Else, References, CHAPTER 4, Understanding KM in aProjects, Programmes and Portfolios, Introduction, How do I Demonstrate the Benefits of KM? A Short Walk through a Single Project, Building KM into a Single Project, Portfolio-Wide KM, CHAPTER 5, Building KM into a Single Project, Introduction, Overview of KM Through the Project Lifecycle, Getting Started, Stage 1: Developing the Strategic Outline Case, Stage 2: Developing the Outline Business Case, Stage 3: Developing the Full Business Case, Stage 4: Execution, KM in an Existing Project, Stage 5: Handover and Closure and Stage 6: Benefits Realisation, Summary of Steps, References, CHAPTER 6, Building KM into a Portfolio, Overview, Who Can Build KM into a Portfolio? Why Introduce Portfolio-wide KM? The Business Case for Portfolio-wide KM, Approaches to Introducing Portfolio-Wide KM, What KM Services Should the PMO Offer? References, CHAPTER 7, KM and You, Judgement, Practice and Reflection, Learning and Reflective Practice, Personal KM, Over to You, Reference, Index