Project Management 2.0 aims to bridge project management and knowledge management by leveraging Web 2.0 technologies and social tools to facilitate collaborative and bottom-up knowledge sharing. Knowledge management approaches have evolved from KM 1.0's focus on explicit knowledge and top-down control to KM 2.0's emphasis on tacit knowledge sharing through social and interactive means. Similarly, PM 2.0 could implement social tools like blogs, wikis and communities of practice to distribute knowledge across stakeholders and diminish knowledge gaps in projects. The goal is to transition from traditional top-down PM to a more cooperative approach that facilitates sharing of both explicit and tacit knowledge.
What is the biggest question for anyone looking to dramatically increase their success...
How do I harness my knowledge, experience and networks to drive important decisions or solve problems?
What if you could gain the productive and telling insights to drive better, faster, more relevant decisions and solve problems in a simple, visually engaging way?
Knowledge Management in the Department of Defensejoannhague
David Hoopengardner (AF/FM CKO) & Jo-Ann Hague (Principal Analyst, Air Force Knowledge Now) delivered this presentation at the ASMC PDI in May 2009.
Pervasive knowledge management & learning with SharePointOptimus BT
This presentation outlines -:
- A methodology on how to create a participative model for sharing and consuming knowledge and learning resources within your organization using SharePoint as an infrastructure
- An implementation focused reference framework for tools and navigation systems that would provide the basis for democratizing knowledge sharing and consumption
Optimus BT Insights | SharePoint Knowledge Management
What is the biggest question for anyone looking to dramatically increase their success...
How do I harness my knowledge, experience and networks to drive important decisions or solve problems?
What if you could gain the productive and telling insights to drive better, faster, more relevant decisions and solve problems in a simple, visually engaging way?
Knowledge Management in the Department of Defensejoannhague
David Hoopengardner (AF/FM CKO) & Jo-Ann Hague (Principal Analyst, Air Force Knowledge Now) delivered this presentation at the ASMC PDI in May 2009.
Pervasive knowledge management & learning with SharePointOptimus BT
This presentation outlines -:
- A methodology on how to create a participative model for sharing and consuming knowledge and learning resources within your organization using SharePoint as an infrastructure
- An implementation focused reference framework for tools and navigation systems that would provide the basis for democratizing knowledge sharing and consumption
Optimus BT Insights | SharePoint Knowledge Management
Law firm knowledge management, an introduction: LawTech Camp 2012Stephanie Barnes
This presentation was delivered at LawTech Camp 2012 in Toronto, ON. It provides a high-level overview of knowledge management activities for law firms.
keynote for University is Sussex Partner Network day, 21 June 2012. How Oxford Brookes has made use of learner experience research in developing students digital literacies. Also mapping of SLiDA case stuidies to the developmental framework created with Helen Beetham.
Knowledge management and knowledge sharingHazel Hall
Hazel Hall's invited paper presented to the Chartered Institute of Management Accountants (Biz.Net programme), River House Conference Centre, Stirling, 6 November 2001. The material presented here draws on early work for Hazel Hall's PhD, the full details of which are available from http://hazelhall.org/publications/phd-the-knowledge-trap-an-intranet-implementation-in-a-corporate-environment/
Presentation of the paper "Embracing Web 2.0 & 3.0 tools to support lifelong learning - let learners connect".
Paper presented at WCES2012 in Barcelona.
Law Firm Knowledge Management, An IntroductionConnie Crosby
An introduction to law firm knowledge management by Connie Crosby and Stephanie Barnes, presented at lawTechCamp 2012 in Toronto on May 12, 2012.
Slide 14 (the Knowledge Management Technology graph) is further discussed here: http://www.slaw.ca/2012/06/11/km-101-more-on-technology-complexity/
View the On-Demand Webcast! Planview.info/Kanban20
Are you using an assortment of emails, tickets, and spreadsheets to manage projects?
Are tickets lost, resulting in frustrated customers?
Does management suffer from a lack of visibility into your team's workflow?
Learn how Kanban boards can help your organization manage projects more efficiently!
View the On-Demand Webcast! Planview.info/Kanban20
Agile Stage-Gate: A New Idea-to-Launch ProcessPlanview
Why Agile Stage-Gate?
-the world is faster, less predictable, and tougher, with more competition, uncertainties, and risks
-there's a need for more innovations, not just renovations: Our methods are too linear and rigid to handle more innovative and dynamic projects
-need for speed and agility: One size should not fit all
See how leading firms are reinventing their stage-gate systems to be Agile, adaptive and responsive, and accelerated. Learn about key lessons from Agile and find out how Agile can be built into each stage of the Stage-Gate model.
Law firm knowledge management, an introduction: LawTech Camp 2012Stephanie Barnes
This presentation was delivered at LawTech Camp 2012 in Toronto, ON. It provides a high-level overview of knowledge management activities for law firms.
keynote for University is Sussex Partner Network day, 21 June 2012. How Oxford Brookes has made use of learner experience research in developing students digital literacies. Also mapping of SLiDA case stuidies to the developmental framework created with Helen Beetham.
Knowledge management and knowledge sharingHazel Hall
Hazel Hall's invited paper presented to the Chartered Institute of Management Accountants (Biz.Net programme), River House Conference Centre, Stirling, 6 November 2001. The material presented here draws on early work for Hazel Hall's PhD, the full details of which are available from http://hazelhall.org/publications/phd-the-knowledge-trap-an-intranet-implementation-in-a-corporate-environment/
Presentation of the paper "Embracing Web 2.0 & 3.0 tools to support lifelong learning - let learners connect".
Paper presented at WCES2012 in Barcelona.
Law Firm Knowledge Management, An IntroductionConnie Crosby
An introduction to law firm knowledge management by Connie Crosby and Stephanie Barnes, presented at lawTechCamp 2012 in Toronto on May 12, 2012.
Slide 14 (the Knowledge Management Technology graph) is further discussed here: http://www.slaw.ca/2012/06/11/km-101-more-on-technology-complexity/
View the On-Demand Webcast! Planview.info/Kanban20
Are you using an assortment of emails, tickets, and spreadsheets to manage projects?
Are tickets lost, resulting in frustrated customers?
Does management suffer from a lack of visibility into your team's workflow?
Learn how Kanban boards can help your organization manage projects more efficiently!
View the On-Demand Webcast! Planview.info/Kanban20
Agile Stage-Gate: A New Idea-to-Launch ProcessPlanview
Why Agile Stage-Gate?
-the world is faster, less predictable, and tougher, with more competition, uncertainties, and risks
-there's a need for more innovations, not just renovations: Our methods are too linear and rigid to handle more innovative and dynamic projects
-need for speed and agility: One size should not fit all
See how leading firms are reinventing their stage-gate systems to be Agile, adaptive and responsive, and accelerated. Learn about key lessons from Agile and find out how Agile can be built into each stage of the Stage-Gate model.
Portfolio Management Software: Picking the Right ProductsPlanview
Did you know?
-without portfolio management software, an average of 10% of budget is allocated to lower-value projects
-there is an average cost reduction of 25% in report generation and manual processes with a central system of records for products
-with PPM software, project duration decreases on average by 10%
Henkel, a global leader in consumer and industrial businesses, discusses the strategy and business of the product lifecycle. Learn how to drive value into the product lifecycle by picking the right projects / products and making them work, and how PPM software provides ROI. Find out about Key Performance Indicators Henkel used and how Planview plays a connective role in their innovation strategy.
Social Media is a must for agile and lightweight project management. To reap the benefits new work practices that integrate with e-mail are needed in project documentation as well as project communication. Insights into wiki-way- and microblogging-practices are given, case studies cited, and approaches to measuring the productivity edge of 2.0 practices over conventional ways of working are presented.
Was ist PPM?
PPM - Projektportfoliomanagement mit SAP bedeutet effizente Verwaltung der Prozesse aller eingebundenen Projekte in Echtzeit. Das ermöglicht Verantwortlichen volle Kontrolle und fundierte Entscheidungen – unabhängig von der Größe des Portfolios.
How we used Project Management in increasing the Army Soldier Basic Training capacity in 2009 to 2010. I commanded a Detachment of U.S. Army Drill SGTs that mentored the Basic Training of the Afghan National Army. We had 5 training locations across Afghanistan.
The concept of managing knowledge or knowledge management has attracted much attention in recent years. Knowledge is not new, but over the last decade or so the concept has grown from a convergence of ideas and existing practice.
The concept of managing knowledge or knowledge management has attracted much attention in recent years. Knowledge is not new, but over the last decade or so the concept has grown from a convergence of ideas and existing practice.
The concept of managing knowledge or knowledge management has attracted much attention in recent years. Knowledge is not new, but over the last decade or so the concept has grown from a convergence of ideas and existing practice.
Managing knowledge, both explicit (objective) and tacit (personal), is the key to software development. In Agile projects, management is facilitated by cross-functional, rather than role-based, teams, and daily Scrum meetings, retrospectives, pair programming and rotation and release iteration.
This presentation introduces Knowledge Management for organizations and includes some models of KM System we have developed. There are some models in Knowledge Mapping.
Knowledge management explained by Enamul HaqueEnamul Haque
Knowledge Management, (KM) is a concept and a term that arose approximately two decades ago, roughly in 1990. Quite simply one might say that it means organizing an organization's information and knowledge holistically, but that sounds a bit wooly, and surprisingly enough, even though it sounds overbroad, it is not the whole picture. Very early on in the KM movement, Davenport (1994) offered the still widely quoted definition:
"Knowledge management is the process of capturing, distributing, and effectively using knowledge."
This definition has the virtue of being simple, stark, and to the point. A few years later, the Gartner Group created another second definition of KM, which is perhaps the most frequently cited one (Duhon, 1998):
"Knowledge management is a discipline that promotes an integrated approach to identifying, capturing, evaluating, retrieving, and sharing all of an enterprise's information assets. These assets may include databases, documents, policies, procedures, and previously un-captured expertise and experience in individual workers."
Knowledge management the ability of an organization to create, share and use the collective
knowledge of its products, processes and people to increase workplace productivity and reduce
activities that reinvent the wheel is being moved to the forefront of many corporate agendas.
As firms seek to build competitive advantage in increasingly competitive markets, they are
turning to a previously untapped resource: their employees’ knowledge.
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Open Source provides an alternative approach to implement Knowledge Management in ways that suit organizations. However, this requires a “Platforming” approach where the best of available open source technologies and frameworks come together to deliver the best that the open source model has to offer.
We have found this approach of delivering KM solutions working effectively with large International Development Organizations, NGOs and Public Sector organizations.
knowledge management detailed document - meaning , types, knowledge management system lifecycle, Nonaka,s model , KM myths, KM cycle, KM Audit, km matrix, km components , Knowledge application system, Knowledge capture system, Knowledge sharing system, Knowledge discovery system, codification, personalization , 5ikm3 maturity model , CMM maturity model,1. Distinguish between brainstorming and consensus decision making
2. Protocol analysis and Delphi method
3. Repertory guard and nominal group
4. Black boarding and electronic brain storming
Presentation peter pfeiffer@pan-african-pmc_2017_24_05Peter Pfeiffer
Points to the lack of meso management, that connects the strategic macro level with the micro management of interventions. Explains how the New Logical Framework can help to bridge the gap.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
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Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
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Improving profitability for small businessBen Wann
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Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
2. 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?
3. 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.
4. 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.
5. 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
6. 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.
7. 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
8. 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.
11. 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.
12. 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
13. 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).
14. 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.
15. 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
17. 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.
18. 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
19. 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.
20. 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.
21. 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.
23. 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.
24. 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.
25. 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.
26. 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.
27. 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.