Project Management Institute

Modeling the knowledge perspective of IT projects

Information technology (IT) projects are notorious for failing to meet budget, scope, and schedule targets. But many researchers are now developing new criteria for determining success, criteria which look beyond the triple constraints to clarify the level of learning that occurs during project implementation. This article examines how the knowledge and learning generated from implementing IT projects--regardless of a project's outcome--increase the business value of IT-based organizations. In doing so, it explains a conceptual model for gauging knowledge and learning in IT projects, listing its three parts: a typology of IT-related knowledge, a definition of IT knowledge management, and a model for identifying IT knowledge risks. It defines the four types of IT-based knowledge and the practice of knowledge management; it describes the ten knowledge-based risks common to IT projects.
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