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- by Deepa Gandhavalli Ramaniah, PMP
The transfer of knowledge from existing human resources to their successors must be managed effectively to ensure business continuity and successful project execution. This article explains the different approaches to permanent and temporary transitions and highlights best practices that enable efficient transition management.
Using Social Media as a Strategic Tool for Projects-Lessons-Learned (PLLs)
- by Franco Shuwing Pang, PMP
The growth of social media creates new opportunities to foster knowledge transfers within many professional arenas, including project management. Projects-lessons-learned (PLLs) are cases in point. This article describes the power of social media, as a new means of facilitating communication and interpersonal interactions, and how such power can be translated into a knowledge-sharing platform of PLLs.
The Successful Bookstore—Maximizing the Value of a Project's Intellectual Assets
- by Matty Dalrymple, PMP
A bookstore, with its entrepreneurial connotations, is a useful analogy for exploring how you as a project manager can manage and maximize the value of your project’s intellectual assets. This article discusses some of the key methods for maximizing the value of the information your team collects and creates.
The Project Management Information System (PMIS) Made Easy: A Case Study
- by Björn Nilsson, PMP
Most project management office (PMO) managers would probably agree that the success of a PMO launch depends heavily on its strategy behind selecting a suitable project management information system (PMIS). Even though the PMIS is merely one, although important, ingredient of the overall PMO foundation, along with process, talent development, project methodology, and strategic mission, it is vital to get it right from the beginning. What strategy can a company adopt when it decides to start a PMO and launch a PMIS?
Building a Lessons-Learned Culture
- by Bonnie Bischoff, PMP
Lessons learned are one of the most valuable, yet misunderstood and under-utilized aspects in project management. This article discusses the three important ways in which lessons learned can become an integral part of your company. First, the timing of lessons learned will be explored so they can be recorded throughout the project. Second, some suggestions are provided about the characterization of lessons learned; that is, capturing key information in a way that makes sense while maintaining morale and confidence in the team’s abilities. Finally, several recommendations will be made to avoid lessons learned becoming a “check-the-box” exercise.
Enterprise Architecture Blueprint for Knowledge Management Systems (KMS) to Maximize the Return on Investment (ROI)
- by Ravi Yerabolu, PMP, and Sreenu Yerabolu, PMP
Although many organizations have implemented enterprise knowledge management systems (KMS), most organizations struggle to provide return on investment from the existing enterprise KMS.
Managing At-Risk Knowledge Adds Value
- by Philipp Masefield, MA, PMP
This article presents a structured approach to managing the risk of losing critical knowledge due to resources becoming unavailable for the project. For key resources, the activities of this approach are ideally carried out even before the project is fully ramped up and before project risk management is fully underway. The four sequential processes-initiate, analyze and plan, execute, and close-ensure that the project's risk exposure to knowledge loss is effectively reduced in an efficient way.
Capturing and Leveraging Historical Information
- by Dan Marshall, PMP
The benefit of collecting and leveraging historical information is that we can achieve continuous improvement in our project management practices. The problem is that this information is rarely formally collected and even less frequently leveraged. This article discusses the criteria for selecting a best possible solution and presents one good simple solution that the author has used.