This document discusses a knowledge-based view of project management. It proposes that: 1. Current project management views context (conditions) and mechanisms (approaches) as fixed, but outcomes can vary. A knowledge-based view sees context as fixed but mechanisms and outcomes as flexible. 2. For countries with knowledge-driven economies, knowledge is the most important factor for living standards, more than resources, tools, and labor. 3. In a knowledge-based view of projects, knowledge is the most strategic resource, both tacit knowledge held by individuals and widespread ranges of knowledge. This influences how projects generate outputs and benefits.

1. Reth nk!ng
Project Management:
Serkan Ceylan
Serkan.Ceylan@solent.ac.uk
Towards a Knowledge Based View
of
Project Management

2. Background

3. Background

4. •
•
•
Knowledge Based View
Of
Project Management
Current Problem

5. Context + Mechanism
= Output
Tilley (2000) characterised three different investigative areas that
should be addressed:
 Context: What conditions are needed for a measure to trigger one
or more mechanisms to produce a particular outcome? The context
area is characterised as being fixed. Traditionally, Project
Methodologies are placed within a context to achieve the project
outcomes.
 Mechanism: How does the particular measure lead to a particular
outcome in a given context? The mechanism area is characterised
as being flexible. Traditionally, best practice approaches are used
as variable tools to achieve the project outcome. Although, there is
also evidence that some project place the methodology and best
practice approaches as a context which is fixed.
 Outcome: What are the outputs achieved which have produced the
outcome by using causal mechanisms within a given context. This
area will eventually lead to the project benefits.
Current Problem

6. Knowledge Based View of the Firm
“…for countries in the vanguard of the world economy, the balance
between knowledge and resources has shifted so far towards the
former that knowledge has become perhaps the most important
factor determining the standard of living – more than, tools and
labour”.
World Development Report (1999)

7. Knowledge Based View of the Firm
is that ‘knowledge’ is considered to be the
most strategically important resource of the
firm.
is the differentiation between explicit and tacit
knowledge
is that tacit knowledge is acquired and stored
in a ‘highly specialised form’ within individuals
is that production needs a widespread range of
knowledge
The first assumption
The second assumption
The third assumption
The final assumption

8. Traditional View of
Project Management
PM
Methodology
Project Output
 Outcome 
Benefit
PM Best
Practice
Approaches
Knowledge Based View
of Project Management
Knowledge Based
View of Project
Management
Project Output
 Outcome 
Benefit
PM Methodology
& Best Practice
Approaches
Context + Mechanism = Output
Project Output Generation Model
Context + Mechanism = Output

9. Requirements Design TestingDevelopment Release
Time
ValueAdded
Outline
Stage Iteration 1
Time
ValueAdded
Foundation
Traditional Waterfall Delivery
KnowledgeBasedPM using Timebox delivery
Stage Iteration 2 Stage Iteration 3 Stage Iteration 4
Pre-Project Cycle Project Development Cycle Post-Project
Cycle
Agile Delivery
Pre-Project
Cycle
Project Development Cycle Post-Project
Cycle
KnowledgeBasedPM using Workbox delivery
Value Generation during Project Lifecycle

10. Stage1
Stage
Boundary
Stage2 Stage3
Stage
Boundary
Stage
Boundary
4 weeks
1 weeks
10 weeks 3 weeks 16 weeks
Stage
Boundary
Different Methodological Approaches