Knowledge management to improve project communication and implementation
Knowledge management is an essential component of practicing project management. But to successfully manage the knowledge that projects generate, organizations must first understand both the two types of knowledge--explicit and tacit--involved in managing projects and the philosophical foundations of applying these knowledge types. This paper examines how different project environments determine the type of knowledge that organizations use when implementing projects. In doing so, it defines explicit and tacit knowledge and overviews the epistemological assumptions of developing organizational knowledge; it discusses--in relation to organizational knowledge--the differences between cognitive and autopoietic epistemology. It also identifies the primary concerns and challenges involved in categorizing and communicating project-generated knowledge. It then describes the two prevailing perspectives of practicing knowledge management--codification and personalization.