Project Management 2.0
Bridging PM and KM
Peter Pfeiffer, PhD, PMP, CKM, (May 2009)

Topics
Why Knowledge Management?
KM 2.0 – a new way to do KM
Web 2.0 – a new way to use the Web
PM meets KM (or vice versa)
What could PM 2.0 be like?

Why do organizations do Knowledge Management?
What What
the organization the organization
must know must do
Strategic
Knowledge
Gap
Gap
What What
the organization the organization
knows can do
Source: Michael H. Zack, 1998.

Data Information Knowledge
Data
Symbolic representations, such as
numbers or figures without context
or specific meaning.
Information
Organized data with context
and tangible and visible
meaning.

Data Information Knowledge
Knowledge
Data
“…That’s a good
1835LX93 flight; comfortable
airplanes and
always on time.”
Information
Swiss flight 93
leaves São Paulo
at 18:35

Knowledge and its Application
Intelligence
Select and apply in certain situations
Knowledge
Analyze relevancy and attribute importance
Information
Process and contextualize
Data
Source: adapted from Moresi, 2001.

Nature of Knowledge
Quite literally, what people know.
Knowledge is experience, insights,
skills, concepts, feelings, ideas,
ways of thinking or working.
Highly contextual.
Intangible, difficult to measure.
Source: Lucie Lamoureux and Allison Hewlitt. n/d

Dimensions of Knowledge
Tacit Knowledge
Explicit Knowledge
Knowledge that people store in their
Knowledge can be expressed in words,
minds or memories, and that is not
numbers, drawings, graphs or other
explicit. Sometimes people don’t know
objects.
what they know.
Generally it is shared in written or
People can share their tacit knowledge
visualized form and can be part of
intentionally or not, be it through working
documents, manuals or data bases, for
together, observation, discussion or story
example.
telling.

Explicit Knowledge:
Dados, Information
Documents
Registers
Files
Tacit Knowledge:
Experience
Thoughts
Competencies
Commitment
Doing

Socialization
tacit tacit
Individuals share Knowledge.
Includes learning by doing.
Externalization
tacit explicit
Individuals connect tacit knowledge
with explicit knowledge.
Combination
explicit explicit
Individuals combine different ideas to
generate new knowledge.
Internalization
Individuals extract knowledge from the newly
explicit tacit
created tacit and explicit Knowledge through
Learning by doing.

Why share Knowledge?
Opportunity to learn through
interactions with peers.
Increases work
effectiveness, e.g. through
problem-solving.
Learning from experiences can help prevent from
reinventing the wheel.
New ideas and solutions can lead to more
innovations, more out-of-the box thinking.
Source: Lucie Lamoureux and Allison Hewlitt. n/d

What is Knowledge Management for?
Effectiveness
(Reach sustainable changes and results).
Efficiency
(Reduce errors; use existing knowledge; learn continuously;
spread generated knowledge).
Reduce risks
(Avoid investments in services little productive or apply
inappropriate practices).
Innovation
(Share knowledge and stimulate creativity).

Knowledge Management - a new discipline
1st generation: Focused on Information
Document Information and experiences in
books or publications. Count on Information in
libraries, recourse centers or data bases.
2nd generation: Focused on technology
Use of new information and communication
technologies like, interactive data bases, intranet,
e-mail lists, discussion forums, Web portals.
3rd generation: Focused on people, their
behavior and interaction and their practical
skills through interactive instruments and f2f
activities.

Knowledge
KM meets PM from projects
Best practices Knowledge in
projects
Lessons learnt
Organizational
Documentation
design
Planning
and control
Individual and
Discussions
collective
information
Communicatio
n Metrics
Competencies
Meeting notes
in PM
Knowledge Methods and
Instruments
about projects
Adapted from unknown source

The most frequent answer ...
... however ...

The Brazilian PM Benchmarking Study reveals:
Knowledge Management is not a priority for PMOs
In the ranking of PMO functions it appears in the 4th
position (44%).
Betweens the aspects considered in the PM
methodology, KM does not appear.
Between the existing documents, we find …
Learned lessons in the 13th position (44%),
Evaluation of clients satisfaction – 21st position (30%)
Evaluation of project benefits – 23rd position (21%).
On the other hand, skills deficiencies are identified in
communication (47%), conflict management (41%) and
PM knowledge (38%).
Source: PMI – Brazilian Chapters: Benchmarking Study 2008.

Interactive Knowledge Sharing Tools
iew
ev
R W or l d
ion C af é
ct
rA
fte F2F Facilitation
A
owledge Café Peer A
Kn ctice
Pra s si s t
s of
nitie K n ow le
mu
Com dge Fa
irs
Storytelling
tings
mee
ace
en Sp
Op Source: Lucie Lamoureux and Allison Hewlitt. n/d

Knowledge Management on the Web
The web is social
The web is participative
Based on social tools
Emerges and evolves
spontaneously
Without planning
Without IBM or Microsoft
Open protocols
Low cost or free
2006 Source: David Gurteen, 2008.

The big ideas behind Web 2.0
Individual production and user generated
content.
Harnessing the poser of the crowd.
Data on epic scale.
Architecture of participation.
Network effects.
Openness.
Source: Paul Anderson, n/d.

Social Tools
What are social tools for?
Meet and connect people.
Build up communities.
Share Knowledge.
Weblogs (Blogs)
Informal learning.
Wikis
Social book marking & tagging
Social Networking Communities
Instant Messaging/Presence
RSS Feed Readers
Micro-blogging
Podcasts, videocasts
Mash-ups
Source: David Gurteen, 2008.

Web based Social Tools

Sharing Knowledge
CiteULike is based on the principle of
social bookmarking and promotes the
development of the sharing of scientific
references.
Scribd is a site to share documents.
Scribd has currently more than 50 million
users per month and daily more than
50.000 documents uploaded.
Innocentive intermediates between
Seekers and Solvers. Seeker can launch
a challenge and pays for the solution
provided by the Solver.

Comparison of KM approaches
KM 1.0 KM 2.0
Personal
Corporative
Bottom-up
Top-down
Decentralized
Centralized
Distributed
Command & Control
Ecosystem
Monolithic System
Tacit knowledge
Explicit knowledge
Source: David Gurteen, 2008.

What would PM 2.0 be like?
In addition of the proven PM support tools there could be used,
among others:
Project blog, to maintain all stakeholders informed.
Wikis to build collectively concepts and solutions.
Social bookmarking, to share resources and references.
Multimedia site, to share images and videos.
RSS feed, to maintain everybody up-dated.
Communities of Practice, to generate new knowledge.
Social Networks, to approach and connect people.
However, interactive (F2F) Knowledge Sharing tools should used
as well.

What could PM 2.0 be like?
PM 2.0 KM 2.0
KM 1.0
Corporative Cooperative Personal
Top-down Horizontal Bottom-up
Centralized Sharing Decentralized
Command & Control Collaborative Distributed
Monolithic System Flexible System Ecosystem
Explicit knowledge Explicit and tacit Tacit knowledge
Knowledge
Adapted from David Gurteen, 2008.

PM 2.0 – Diminish the Knowledge Gap in Projects
What the What the
Project Project
must know must do
Strategic
Knowledge
Gap
Gap
What the What the
Project Project
knows can do
Based on: Michael H. Zack, 1998.

Thank you for your attention!