PROJECT MANAGEMENT
KNOWLEDGE MANAGEMENT AND
ORGANIZATIONAL PERFORMANCE
Presented by:
Yara Eissa Summer Shoukry
Bassam Shou...
TABLE OF CONTENTS
 Introduction on K.M. ,types and organizational
Performance.
 Organizational performance measurement a...
INTRODUCTION ON K.M. ,TYPES AND
ORGANIZATIONAL PERFORMANCE.
 Knowledge management is the explicit and
systematic manageme...
INTRODUCTION ON K.M. ,TYPES AND
ORGANIZATIONAL PERFORMANCE.
Types of Knowledge:
 Explicit knowledge (Know-What): which is...
INTRODUCTION ON K.M. ,TYPES AND
ORGANIZATIONAL PERFORMANCE.(CONT.)
 Embedded Knowledge: Which is
knowledge that is locked...
ORGANIZATIONAL PERFORMANCE
MEASUREMENT AND IMPROVEMENT CRITERIA.
 Measures of organizational performance:
 Profit
 Prod...
ORGANIZATIONAL PERFORMANCE
MEASUREMENT AND IMPROVEMENT CRITERIA.
 Criteria for improving organizational
performance:-
 C...
HOW K.M. DOES IMPROVE ORGANIZATIONAL
PERFORMANCE.
 The benefits of KM on organizational
performance:
 Faster access to k...
HOW K.M. DOES IMPROVE ORGANIZATIONAL
PERFORMANCE.
 Practical improvements from real companies:-
 Improved corporate abil...
KNOWLEDGE TRANSFER IN AN ORGANIZATION.
 Knowledge transfer occurs when an organizational
unit is affected by the experien...
KNOWLEDGE TRANSFER IN AN ORGANIZATION.
 The three conditions of effective knowledge transfer:
1. The knowledge available ...
KNOWLEDGE TRANSFER SYSTEMS
KNOWLEDGE TRANSFER SYSTEMS
K.M. IMPACT ON ARCHITECTURE.
 More precise and accurate framework.
 Knowledge Utilization of Resources
 Reduce wastage ...
K.M. AND THE FOUR PHASES OF
CONSTRUCTION
1-THE PRECONSTRUCTION PHASE:
Through the services of KM in pre-construction, the ...
K.M. AND THE FOUR PHASES OF
CONSTRUCTION
1-THE PRECONSTRUCTION PHASE:
 Knowledge Management services in pre-construction ...
K.M. AND THE FOUR PHASES OF
CONSTRUCTION
1-THE PRECONSTRUCTION PHASE:
 The importance of the pre-construction phase
 The...
K.M. AND THE FOUR PHASES OF
CONSTRUCTION
2- THE PROCUREMENT PHASE:
 Tendering Phase in the most important phase in Constr...
K.M. AND THE FOUR PHASES OF
CONSTRUCTION
3- THE CONSTRUCTION PHASE:
 Construction process as
a knowledge based
industry:
...
K.M. AND THE FOUR PHASES OF
CONSTRUCTION
4- THE CLOSE-OUT PHASE:
 The Closeout Phase is the last phase in the project lif...
K.M. AND THE FOUR PHASES OF
CONSTRUCTION
4- THE CLOSE-OUT PHASE:
 Impact of knowledge management on closeout phase:
 Act...
CASE STUDIES
 Two case studies were investigated, the first
one is Keppie Design Architectural Practice
and the second on...
CASE STUDIES - KEPPIE DESIGN
ARCHITECTURAL PRACTICE
Company Background:
Keppie Design is a Scottish leading independent ar...
 Objectives
Knowledge Management was needed by the company
for:
1. To facilitate internal communication of the
knowledge ...
 Problems Faced KM Implementation and
Their Objectives
1.Knowing about KM but not its benefits
2.The IT system aided in s...
 Implementation Of KM
1.Active collaboration.
2.Various skills were required.
3.A simple intranet model was made.
4. A gr...
 Challenges
 1.The contribution of senior experts:
Solution
 2.Securing enough project documents
Solution
 Key Results...
 Key Results of KM
4.Intranet
a)Social communication
b)Events, photographs,chitchats and local projects were easily
commu...
 Lessons Learned
1.Time Commitment is required.
2.Deliver clear advantages when introducing the system.
3.The success of ...
POCHIN PLC CONSTRUCTION COMPANY
 Company background
 Discussion of the problem: Due to the
leakage in transforming infor...
POCHIN PLC CONSTRUCTION COMPANY
 Development of solution
Identifying requirements
Discover potential
solutions
Implement...
ORACLE’S KNOWLEDGE MANAGEMENT OVERVIEW
Oracle’s Knowledge Management is internet information
management system that utili...
ORACLE’S KNOWLEDGE MANAGEMENT FEATURES/BENEFITS
 Multiple Search Methods
 Multiple search methods are available for sear...
BUSINESS BENEFITS OF KNOWLEDGE
MANAGEMENT.
 The identification of new markets through knowledge pooling
and high-level in...
CHALLENGES FACING K.M
 The main argument is ― if knowledge is
power, why should I diminish my power base
by sharing it? ―...
BARRIERS TO KNOWLEDGE MANAGEMENT.
 There are no previous processes or systems that focus of the
process of knowledge mana...
CONCLUSION
 To sum up, knowledge management is a
critical process for an efficient organizational
performance. It require...
ANY QUESTIONS ?
REFERENCES
 Argote, L., & Ingram, P. (2000, 5 1). http://www.columbia.edu/~pi17/2893a.pdf. Retrieved 11 20, 2012, from
Co...
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Project management final

  1. 1. PROJECT MANAGEMENT KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL PERFORMANCE Presented by: Yara Eissa Summer Shoukry Bassam Shouman Amir Mokhtar Ahmed Ehab Maryam Mohamed Olta Mamaj Hala Medhat PRESENTED TO: DR. AYMAN OTHMAN
  2. 2. TABLE OF CONTENTS  Introduction on K.M. ,types and organizational Performance.  Organizational performance measurement and improvement criteria.  How does K.M. improve organizational performance.  Knowledge Transfer in an Organization.  K.M. impact on architecture.  K.M. and the four Phases of Construction  Case Studies  Business benefits of knowledge management.  Challenges facing K.M.  Barriers to knowledge management.  Conclusion.  References.
  3. 3. INTRODUCTION ON K.M. ,TYPES AND ORGANIZATIONAL PERFORMANCE.  Knowledge management is the explicit and systematic management of vital knowledge and its associated processes of creating, gathering, organizing, diffusion, use and exploitation.  It requires turning personal knowledge into corporate knowledge that can be widely shared throughout an organization and appropriately applied.  Organizational performance is an analysis of a company`s performance as compared to goals and objectives
  4. 4. INTRODUCTION ON K.M. ,TYPES AND ORGANIZATIONAL PERFORMANCE. Types of Knowledge:  Explicit knowledge (Know-What): which is the formal, easily identified and general knowledge that could be expressed in mathematical expressions or specifications and manuals.  Tacit Knowledge (Know-How): which is intuitive, personal hidden knowledge that is embedded in an individual’s experience and coloured by their personal beliefs and values. Nick Willard, a British consultant in knowledge
  5. 5. INTRODUCTION ON K.M. ,TYPES AND ORGANIZATIONAL PERFORMANCE.(CONT.)  Embedded Knowledge: Which is knowledge that is locked up in processes, routines and products rather than personality or a database.
  6. 6. ORGANIZATIONAL PERFORMANCE MEASUREMENT AND IMPROVEMENT CRITERIA.  Measures of organizational performance:  Profit  Productivity  Sales and market share  Customer service  Subjective estimates of financial performance  Achievement of goals  Measures specific to the industry
  7. 7. ORGANIZATIONAL PERFORMANCE MEASUREMENT AND IMPROVEMENT CRITERIA.  Criteria for improving organizational performance:-  Customers’ Satisfaction Survey.  Employee Satisfaction Survey.  Supplier Satisfaction Survey.  Supplier Performance Rating.  Employee Performance Rating.  Issues Management.  No of Raised/ Open/ Closed Issues.  Average Issue Resolution time.  Number of complaints & commendations.  Planned V.S. Actual
  8. 8. HOW K.M. DOES IMPROVE ORGANIZATIONAL PERFORMANCE.  The benefits of KM on organizational performance:  Faster access to knowledge.  Higher business process efficiency.  More improvements via higher staff motivation.  Cost savings.  Increased profitability.  Shorter time-to–market new business opportunities.  Better knowledge sharing.  By applying knowledge management
  9. 9. HOW K.M. DOES IMPROVE ORGANIZATIONAL PERFORMANCE.  Practical improvements from real companies:-  Improved corporate ability to adapt to organizational and environmental change. and effectively leverage critical workforce and leadership knowledge to deliver sustained performance to stakeholders and clients.  Corporate knowledge strategy that led to record year over year growth–13% organic revenue growth in 2008 over 2007 and a three-year combined annual growth rate of over 20%.
  10. 10. KNOWLEDGE TRANSFER IN AN ORGANIZATION.  Knowledge transfer occurs when an organizational unit is affected by the experience of another.  The goal of knowledge transfer is to enable new, less experienced and/or less effective personnel to understand and use another person’s knowledge in ways that significantly improve productivity.
  11. 11. KNOWLEDGE TRANSFER IN AN ORGANIZATION.  The three conditions of effective knowledge transfer: 1. The knowledge available for transfer must be sufficiently better than the existing personal knowledge. 2. The availability of a means of transfer from the source to many receivers not just one. 3. The receivers must have both the will and the ability to use the better knowledge both instantly and over the long-term.
  12. 12. KNOWLEDGE TRANSFER SYSTEMS
  13. 13. KNOWLEDGE TRANSFER SYSTEMS
  14. 14. K.M. IMPACT ON ARCHITECTURE.  More precise and accurate framework.  Knowledge Utilization of Resources  Reduce wastage of time.  Reduce expenses and wastage in construction.  Increase productivity.  Well-organized information process and transfer.  Satisfied customers, and stakeholders.  Employee growth and learning.  Core organization growth and improvement.  Improves project management.
  15. 15. K.M. AND THE FOUR PHASES OF CONSTRUCTION 1-THE PRECONSTRUCTION PHASE: Through the services of KM in pre-construction, the owner makes sure to provide all the conditions that must be reached to make the construction phase run smooth and in accordance with a clear defined up program.  Advisory services are also provided in this stage of the process in order to meet all the needs mentioned from the client– starting from the terms of reference and to items such as safety in the working field and good civil engineering practice.  The developer helps the client on tenders and all necessary formal documentation, and on selection, availability and prices of materials, work methods, construction systems and equipment.
  16. 16. K.M. AND THE FOUR PHASES OF CONSTRUCTION 1-THE PRECONSTRUCTION PHASE:  Knowledge Management services in pre-construction phase include: 1-Terms of reference 2- Tender for the designer 3- Design management 4- Cost planning 5- Tender packages 6- Project approvals and permits 7- Strategic planning 8- Smart procurement 9- Logistics of construction site
  17. 17. K.M. AND THE FOUR PHASES OF CONSTRUCTION 1-THE PRECONSTRUCTION PHASE:  The importance of the pre-construction phase  The Preconstruction phase is where the ground work for the relationships, negotiations, models, and risk register that will make the project successful is performed.  The Preconstruction phase is where the partnering and communication is critical to the success of the project.  The contractor gets to fully understand the site constraints.  The contractor gets several months of project exposure.  There is an opportunity to shorten the project critical path.  Managing scope, schedule, and budget is enhanced.
  18. 18. K.M. AND THE FOUR PHASES OF CONSTRUCTION 2- THE PROCUREMENT PHASE:  Tendering Phase in the most important phase in Construction Industry  The tendering process cannot initiate until the tender documents such as the form of tender, architectural drawings, bills of quantities are complete.  Information within the organization is usually not organized, therefore the knowledge management is introduced.  All the important information is gathered, organized, analyzed and inserted systematically into a database called the Knowledge Base  Knowledge Base can be accessed by other departments  Knowledge Management improves Decision making, decrease risk, better preparation and anticipation for the future.  Enhance team collaboration and communication  Improve the flow of Knowledge  Decrease operational costs
  19. 19. K.M. AND THE FOUR PHASES OF CONSTRUCTION 3- THE CONSTRUCTION PHASE:  Construction process as a knowledge based industry:  Knowledge production in construction.  Knowledge creation.  Knowledge mapping.  Skills and competencies in a knowledge based economy.  Communicating knowledge.  Employees and their role in knowledge management.  Strategies to accomplish strong KM:  What does the knowledge management mean to the construction.  Assuring the effectiveness of the KM on the site.  What knowledge management strategy should be adopted.  Over coming KM obstacles:  Organisational knowledge sharing practices .  Taking external knowledge into
  20. 20. K.M. AND THE FOUR PHASES OF CONSTRUCTION 4- THE CLOSE-OUT PHASE:  The Closeout Phase is the last phase in the project lifecycle. Closeout begins when the user accepts the project & the project has meet the goals established.  Project closeout includes:  Turn over of project deliverables to operations  Redistributing resources—staff, facilities, equipment, and automated systems  Closing out financial accounts  Completing, collecting, and archiving project records
  21. 21. K.M. AND THE FOUR PHASES OF CONSTRUCTION 4- THE CLOSE-OUT PHASE:  Impact of knowledge management on closeout phase:  Actual activity cost and duration should be recorded and compared with that was planned this will serve basis for estimating future projects.  Assessment of project team performance in this stage for avoiding mistakes in the future.
  22. 22. CASE STUDIES  Two case studies were investigated, the first one is Keppie Design Architectural Practice and the second one is Pochin PLC construction company.
  23. 23. CASE STUDIES - KEPPIE DESIGN ARCHITECTURAL PRACTICE Company Background: Keppie Design is a Scottish leading independent architectural practice. The company has an international reputation in health-care design and education. Issues leading to the investment of Knowledge Management (Background to the KM Initiative): 1.Rapid Expansion: 2.The constant influx of trainees and programmes of training and practical guiding 3.The gap of technical experience of architectural fresh trainees entering the field from university
  24. 24.  Objectives Knowledge Management was needed by the company for: 1. To facilitate internal communication of the knowledge of the project. 2. The professional development of staff members (especially, fresh trainees). 3. The spread of the work to different local offices and maintaining the documents' quality.s
  25. 25.  Problems Faced KM Implementation and Their Objectives 1.Knowing about KM but not its benefits 2.The IT system aided in serving local offices in their work but couldn't supply a way for circulating information. 3.Forming a repository of experience and skills, "a directory of standard drawing details" , "a library of technical and design information" , and a directory of standard firm information for bid documents. 4. Repeatedly raised issues. 5. Staff training.
  26. 26.  Implementation Of KM 1.Active collaboration. 2.Various skills were required. 3.A simple intranet model was made. 4. A group of observers guided the procedure. 5.IT members started opting an appropriate web- based system, that is flexible to expand and to editing. 6. Establishment of the "experience and skills database" based on interviews with staff members
  27. 27.  Challenges  1.The contribution of senior experts: Solution  2.Securing enough project documents Solution  Key Results of KM 1.Productivity 2.Technical Information 3.Trainees
  28. 28.  Key Results of KM 4.Intranet a)Social communication b)Events, photographs,chitchats and local projects were easily communicated. c)People from distant offices could reach each other's news and C.Vs. d)Technicians could aid each other distantly. e)Group discussions could be raised for sudden technical problems. f)Design issues and low-carbon design materials could be debated among colleagues. h)Leaders could share their achievements. i)Specialists could raise awareness about several issues. j) Several people were personally recognized k)Identification of knowledge areas to be developed
  29. 29.  Lessons Learned 1.Time Commitment is required. 2.Deliver clear advantages when introducing the system. 3.The success of the KM implementation depended greatly on people's collaboration. 4. Each contributor to the KM process gains benefits.
  30. 30. POCHIN PLC CONSTRUCTION COMPANY  Company background  Discussion of the problem: Due to the leakage in transforming information between the two workshops, this knowledge was kept unsupported and unfortunately operators kept doing the same job.  As a result, where knowledge could be well organized and exchanged, the efficiency and performance of technicians will vary accordingly. (Koskela, 2007)
  31. 31. POCHIN PLC CONSTRUCTION COMPANY  Development of solution Identifying requirements Discover potential solutions Implementation Results
  32. 32. ORACLE’S KNOWLEDGE MANAGEMENT OVERVIEW Oracle’s Knowledge Management is internet information management system that utilizes Oracle-developed knowledge capture, storage, and distribution tools. Oracle’s Knowledge Management provides the features of solution search, creation, organization, and immediate access to new solutions.
  33. 33. ORACLE’S KNOWLEDGE MANAGEMENT FEATURES/BENEFITS  Multiple Search Methods  Multiple search methods are available for searching in Oracle’s Knowledge  Management. The search methods include intermedia text, or keyword searches.  Finding Matching Statements/Solutions  While creating a statement, you can find matching statements or solutions in the  database to prevent duplication.  Creating and Searching by Multiple Solution Types  Information in Oracle’s Knowledge Management is organized into solutions,  segmented into solution types.  Adding Attachments, External Links, and/or Comments to Solutions  This feature allows knowledge workers, customer service representatives, and  Knowledge Management administrators to add supporting and related  information, links to other objects
  34. 34. BUSINESS BENEFITS OF KNOWLEDGE MANAGEMENT.  The identification of new markets through knowledge pooling and high-level intelligence gathering by experts.  Higher awareness of market needs through gathering external knowledge.  Employing the client’s knowledge into creating new products and improving existing ones.  Producing products of higher quality.  Faster time to market.  Benefiting from the knowledge gained in different parts of the world to satisfy other customers with similar problems.
  35. 35. CHALLENGES FACING K.M  The main argument is ― if knowledge is power, why should I diminish my power base by sharing it? ―. This argument is one of many challenges that management faces in introducing knowledge management
  36. 36. BARRIERS TO KNOWLEDGE MANAGEMENT.  There are no previous processes or systems that focus of the process of knowledge management as they were not part of the original system specification.  There is not a system that could be used to monitor the creation and distribution of knowledge  There are no means of measuring the performance of the knowledge management plan that is being carried out.  Some people may respond negatively to knowledge as they view it as a threat to their self-image.  New ideas must be made explicit in a language that all individuals inside the organization understand.
  37. 37. CONCLUSION  To sum up, knowledge management is a critical process for an efficient organizational performance. It requires a proper plan, sufficient resources and personnel who are willing to both transfer knowledge and use it on the long-term.
  38. 38. ANY QUESTIONS ?
  39. 39. REFERENCES  Argote, L., & Ingram, P. (2000, 5 1). http://www.columbia.edu/~pi17/2893a.pdf. Retrieved 11 20, 2012, from Columbia.edu: http://www.columbia.edu/~pi17/2893a.pdf  Bagorogoza, J. (2012, 11). Improving organisational performance through knowledge management:. Retrieved 12 2, 2012, from hpocentre: http://www.hpocenter.com/uploads/Improving%20organisational%20performance%20through%20knowledge% 20management%20-%20The%20case%20of%20financial%20institutions%20in%20Uganda.pdf  Businessdictionary. (n.d.). organizational-performance. Retrieved 12 2, 2012, from Businessdictionary: http://www.businessdictionary.com/definition/organizational-performance.html  chong, I. (n.d.). Study on Knowledgemanagement in architectural practice. Retrieved 12 2, 2012, from c- sand.org.uk: http://www.c-sand.org.uk/documents/chong.pdf  Elsevier Linarce House. (2009). Management Extra: Information and Knowledge Management. Hungary: Elsevier Butterworth-Heinemann.  Frost, A. (2010). Types of Knowledge. Retrieved 20 11, 2012, from http://www.knowledge-management- tools.net/different-types-of-knowledge.html  Kaplan, B. (2010, 8 10). Does Knowledge Management Improve Performance? Retrieved 12 2, 2012, from organizationsandmarkets: http://organizationsandmarkets.com/2010/08/09/does-knowledge-management- improve-performance/  Moss, D. S. (2009, 5 19). Measures of organizational performance. Retrieved 12 2, 2012, from psych-it: http://www.psych-it.com.au/Psychlopedia/article.asp?id=295  samanta, B. k. (2006, 6 3). Retrieved 12 2, 2012, from secc: http://www.secc.org.eg/sepg%202006/ingredients/PDF_files/218.pdf  Seidman, W., & McCauley, M. (2005). Optimizing Knowledge Transfer and Use. Retrieved 2012, from Cerebyte: http://www.cerebyte.com/articles/Optimizing%20Knowledge%20Transfer.pdf  Seidmann, W. (2002, 3). Humanistic Knowledge Technology. Retrieved 11 2012, from Cerebyte: http://www.cerebyte.com/articles/Humanistic%20Knowledge%20Transfer%20Cutter.pdf  shahrukhalid. (2011, 4). Definitions-Of-Organizational-Performance. Retrieved 12 2, 2012, from studymode: http://www.studymode.com/essays/Definitions-Of-Organizational-Performance-663067.html

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