Knowledge Management for Project Excellence

Lukasz Rosinski has a bachelor’s degree in Information Sciences and a master’s degree in Business Informatics from Utrecht University. He is the founder of KnowledgePlace, a document management system for project-based and project driven organizations. He is also co-founder of CyberKnowmad, a knowledge sharing platform.

List of Figures; Acknowledgements; Introduction; Chapter 1: Knowledge/Information needs in projects; Project Management Information; Example 1: Starting Up a Project (SU); Example 2: Initiating a Project (IP); Example 3: Project Risk Management; Reusable Project Knowledge; Knowledge Type Creativity Model; Chapter 2: Introduction to the ProwLO process model; KM problems as experienced in practice; A parallel Process Model to Project Management; Mapping with other frameworks; Solving the problems; Chapter 3: Initiate Knowledge Processes; Capture Knowledge Needs; Add Meta-data; Define and Plan knowledge activities; Execute SU knowledge activities; Evaluate knowledge needs satisfaction SU; Implement Live Tracking; Implications for other frameworks; Suggested Roles and Resonsibilities; Chapter 4: Directing Knowledge Processes; Identify Knowledge Brokers; Authorize Knowledge Management Strategy; Ad hoc knowledge support; Evaluate Knowledge reuse; Endorse Knowledge Integration; Implications for other frameworks; Suggested Roles and Responsibilities; Chapter 5: Establish Knowledge Processing (Framework); Prepare KM Strategy; Boh’s Framework; Links to KM Initiatives; ProwLO Implementation; Knowledge Strategy Process; Set up Knowledge Management System; Knowledge capture; Project Reviews; Live Capture; Cases-method; Role of PRINCE2; Knowledge integration; Web-based access; Project Knowledge Portal; Knowledge application; Case-based Reasoning; Project Approach; Standards; Refine Knowledge Needs; Update KM Activities Plan; Evaluate Knowledge needs satisfaction Initiating a Project; Execute IP knowledge activities; Examine Project Plan impact; Update Project Initiation Document; Implications for other frameworks; Suggested Roles and Responsibilities; Chapter 6: Trigger Knowledge Value Chains; Review Knowledge needs next Stage; Update KM activities plan; Identify commonness of knowledge (so far); Create new chain; Evaluate previous chain(s); Adopt and update chain; Trigger organizational evaluation; Examine Project Plan Impact; Moderate Gate Review; Implications for other frameworks; Suggested Roles and Responsibilities; Chapter 7: Live Capture; Identify Organizational Knowledge Needs; Identify Project and Individual Knowledge Gaps; Identify repeated nature of Stage Issues; Direct Knowledge Capture; Trigger Case-based Reasoning; Monitoring knowledge value chains; Execution of Stage Activities & Evaluate knowledge application; Report Knowledge need satisfaction; Implications for other frameworks; Suggested Roles and Responsibilities; Chapter 8: Reuse Specialist Knowledge; Review Knowledge Requirements; Capture ad hoc knowledge needs; Evaluate Specialist Knowledge Reuse; Trigger / Endorse Specialist Knowledge Evaluation; Update Organizational Knowledgebase; Update Knowledge Value Chains; Implications for other frameworks; Suggested Roles and Responsibilities; Chapter 9: Optimize Knowledge Value Chains; Review all executed knowledge processes; Consolidate Knowledge Value Chains; Identify Follow-On Action Recommendations; Review newly gained knowledge and experience; Integrate and modify knowledge objects; Evaluate the KM Strategy and KM System; Implications for other frameworks; Suggested Roles and Responsibilities; Chapter 10: Post Project Knowledge Control; Collect feedback on Knowledge objects; Assess validation needs; Asses knowledge potential; Suggest KM Activities; Execute KM Activities; Modify knowledge objects; Implications for other frameworks; Suggested Roles and Responsibilities; Appendix I:;Appendix II: Case example; Appendix III: Lessons Learned Log; Appendix IV: Meta-models; Professional Acknowledgements; References; Index