Managing knowledge and learning in IT projects
a conceptual framework and guidelines for practice
Projects usually result in much more than specific outcomes. Projects also generate a broad range lessons learned that organizations can exploit to more effectively create, integrate, and transfer new knowledge into existing knowledge. This paper examines a framework that can help organizations identify the key areas within their information technology (IT) projects where knowledge-based risks occurs, risks that can create opportunities for applying existing lessons and generating new knowledge. In doing so, it discusses the literature on IT project failure and describes an approach that may help IT project teams succeed and thrive. It also lists the goals of the author's three-year, five-stage research effort to create a knowledge management framework for IT projects; it overviews the purpose and the consequences of--as well as two approaches for and the primary challenges in--practicing organizational learning and knowledge management. It then discusses the research activities that the author performed and the results she achieved while developing the proposed framework. It identifies the framework's three parts and defines knowledge management; it explains the four types of knowledge and the four types of knowledge risks, reporting how these risks affect IT projects. It also details ten knowledge-based risks and five principles for practicing knowledge management.