Bonham, chapter 8

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Bonham, chapter 8

• Knowledge Management

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Knowledge Management

• 8.1 Success Levels
• 8.2 Externally Focused KM
• 8.3 Internally Focused KM
• 8.4 PMO-Supported KM
• 8.4.1 Personal KM
• 8.4.2 Project KM
• 8.4.3 The KM Team
• 8.4.4 Organizational Support and Rollout
• 8.5 Summary

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Knowledge Management

• In this age of information, knowledge is one of
  the most powerful tools for success
• Companies that know how to
• get it,
• manipulate it, and
• use it
• the fastest
• stand to win their market races.
• Not only is it important to manage to the highest
  level of KM success, it is also important to
  leverage the forms of KM that best fit your
  company.

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Knowledge Management (KM)

• PATH How firm
• Gathers its knowledge
• Learns from this knowledge
• Implements business initiatives from this
  knowledge
• DEFINITION depends on industry, situation,
  strategy.
• PROCESS
• Identify business competencies enhanced by KM
• Develop knowledge strategies to fit them

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Layers of External/Internal Corporate Knowledge

1. Data gathering from sources to be placed in DBs.
2. Information or accumulation and cursory
   presentation.True value realized when focus is
   centered on high transaction, high customer touch
   points customer service, inside sales or
   accounts payable.
3. Data Analytics leverage info by identifying
   relationships, patterns, trends, exceptions.
4. Knowledge in the data or advanced analytics for
   discovering knowledge.
5. Wisdom when knowledge is realized as the IT-based
   business initiative PIPELINE.

8.1
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PMO-Supported Knowledge Management

• Provides structure and organization to the
  unending flow of knowledge between projects
• Two areas in which an IT PMO can apply KM to
  support the project portfolio are project
  knowledge bases and personal training
• Personal training
• (is ultimately the responsibility of the
  individual employees)
• PMOs can provide training options geared towards
  projects
• PMOs can provide direction for all
  project-specific training
• Project knowledge bases on all projects and on
  each ongoing projects
• repository of knowledge about
• Technology
• Business relationships
• Corporate needs
• Best practices
• Sources of expertise.
• Must code to make metadata of all input to
  project/central Knowledge Bases

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Virtual IT PMO KM team view

• KM Team
• entering knowledge into the system
• interviewing internal experts
• writing KM success stories
• and validating that examples entered into the
  system are accurate and kept up to date

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KM Organizational Support and Rollout

• KM must have clear
• executive support
• end-user buy in.
• Requirements for KM Success
• Money Trail. Keep track of what K data is used to
  support which projects.
• More out than in. User must use it more than feed
  it.
• Recognition. Users who feed it must get
  recognition for work done.
• Reliability. All audit type data, time line data
  must be
• Accurate
• Dependable

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Knowledge Base Metadata Used to Codify (or
Categorize) Saved Data


Project Management Deliverables Business Unit
Resource mapping Supply chain Executive support
Plans CRM Marketing
Timelines ERP Cross business unit
Configuration management (CM) systems Portals Manufacturing
Requirements systems Databases Core product A
Design systems Infrastructure Accounting
  Network Research and development
  Servers  
  Clients  
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Project Closing

• Closing projects involves
• Gaining stakeholder and customer acceptance of
  final product or service
• And bringing the project to an orderly end
• That all deliverables are complete
• Often includes a final presentation and report

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Project Closing

• Main output of closing projects
• Administrative closure procedure
• Contract Closure procedure
• Final product/ service results
• Update to organizational KM

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Closing the Contract

• Involves completing and settling contracts and
  resolving any open items.
• The project team should
• Determine if all work was completed correctly and
  satisfactorily.
• Update records to reflect final results.
• Archive information for future use.
• The contract itself should include requirements
  for formal acceptance and closure.

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PM Summary
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Project Initiation

• Initiating a project includes recognizing and
  starting a new project or project phase.
• Some organizations use a pre-initiation phase,
  while others include items such as developing a
  business case as part of the initiation.
• The main goal is to formally select and start off
  projects.
• Key outputs include
• Assigning the project manager.
• Identifying key stakeholders.
• Completing a business case.
• Completing a project charter and getting
  signatures on it.

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Project Planning

• The main purpose of project planning is to guide
  execution.
• Every knowledge area includes planning
  information
• Key outputs include
• A team contract.
• A scope statement.
• A work breakdown structure (WBS).
• A project schedule, in the form of a Gantt chart
  with all dependencies and resources entered.
• A list of prioritized risks (part of a risk
  register).

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Example of Consulting Intranet Site Project
Baseline Gantt Chart
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List of Prioritized Risks
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Project Executing

• Project execution usually takes the most time and
  resources.
• Project managers must use their leadership skills
  to handle the many challenges that occur during
  project execution.
• lists the executing processes and outputs. Many
  project sponsors and customers focus on
  deliverables related to providing the products,
  services, or results desired from the project.
• A milestone report (see example on page 100) can
  keep the focus on completing major milestones.

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Part of Milestone Report
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Project Monitoring and Controlling

• Involves measuring progress toward project
  objectives, monitoring deviation from the plan,
  and taking corrective action to match progress
  with the plan.
• Affects all other process groups and occurs
  during all phases of the project life cycle.
• Outputs include performance reports, requested
  changes, and updates to various plans.

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Project Closing

• Involves gaining stakeholder and customer
  acceptance of the final products and services.
• Even if projects are not completed, they should
  be formally closed in order to reflect on what
  can be learned to improve future projects.
• Outputs include project archives and lessons
  learned, which are part of organizational process
  assets.
• Most projects also include a final report and
  presentation to the sponsor or senior management.

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Summary

• The five project management process groups are
  initiating, planning, executing, monitoring and
  controlling, and closing.
• You can map the main activities of each process
  group to the nine knowledge areas.
• Some organizations develop their own information
  technology project management methodologies.
• It is important to have records of project
  documents.