Toward Project Management Maturity. Knowledge Transfer as Key Behaviour of Mature Organization

• Authors: Joanna Świętoniowska
• Languages of publication: EN

Abstracts

EN

Knowledge transfer and utilization are prerequisites for changing position at the project management maturity evolution path. A continuous improvement of the practices in collecting and re-usage project knowledge is needed for organizations to be at higher level of proficiency in project management which develops the organization's competitive position in the market of future. Project management performance is based on the knowledge of project team members. Naftanaila (2010) states that "other individuals, either internal or external to the project at hand, can use that knowledge if and only if it is applied and transferred effectively". Efficient knowledge transfer requires not only systems and procedures but also climate for knowledge share. Knowledge transfer between projects enables development of more effective and more sophisticated practices in project management. The results of the survey confirmed that knowledge is managed and utilized to a wider extent among organizations which are more experienced in project management. The immature organizations do not collect the project knowledge in a systematic way. However, managing project knowledge and experiences are still very important activities, no matter if organization is at the lowest or highest level of maturity. As little attention has been paid to how effective project knowledge transfer can help in achieving higher level of maturity in project management, this paper has contributed to the description of the importance of project knowledge transfer and utilization in the manner of improving project management maturity.

Keywords

EN

Project management

PL

Zarządzanie projektem

• Publisher: Uniwersytet Ekonomiczny w Katowicach
• Journal: Studia Ekonomiczne
• Year: 2013
• Volume: 137
• Pages: 163-182

Contributors

author

Joanna Świętoniowska

References

• Andersen E.S., Jessen S.A. (2003), Project maturity in organizations. "International Journal of Project Management" Vol. 21, Iss. 6, 457-461.
• Bellini E., Canonico P. (2008), Knowing communities in project driven organizations: Analyzing the strategic impact of socially constructed HRM practices. "International Journal of Project Management" Vol. 26, Iss. 1, 44-50.
• Boh W.F. (2007), Mechanisms for sharing knowledge in project-based organizations. "Information and Organization" Vol. 17, Iss. 1, 27-58.
• Cooper K.G., Lyneis J.M., Bryant B.J. (2002), Learning to learn, from past to future. "International Journal of Project Management" Vol. 20, Iss. 3, 213-219.
• Crawford J.K. (2006), The project management maturity model. "Information Systems Management" Vol. 23, Iss. 4, 50-58.
• Crawford L., Pollack J. (2007), How generic are project management knowledge and practice? "Project Management Journal" Vol. 38, Iss. 1, 87-96.
• DeFillippi R., Arthur M. (1998), Paradox in project-based enterprise: the case of film making. "California Management Review" Vol. 40, Iss. 2, 125-139.
• Desouza K.C., Evaristo J.R. (2006), Project management offices: A case of knowledge-based archetypes. "International Journal of Information Management" Vol. 26, Iss. 5, 414-423.
• Disterer G. (2002), Management of project knowledge and experience. "Journal of Knowledge Management" Vol. 6, Iss. 5, 512-520.
• Gasik S. (2011), A Model of Project Knowledge Management. "Project Management Journal" Vol. 42, Iss. 3, 23-44.
• Hillson D. (2001), Benchmarking Organizational Project Management Capability. Proceedings of the Project Management Institute Annual Seminars & Symposium. November 2001.
• Ibbs C.W., Kwak Y.H. (1997), Measuring project managements return of investment. "PM Network" 11, 36-38.
• Ibbs C.W., Kwak Y.H. (2000), Assessing Project Management Maturity. "Project Management Journal" vol. 31, Iss. 1, 32-43.
• Ibbs C.W., Reginato J.M., Kwak Y.H. (2003), Developing Project Management Capability: Benchmarking, Maturity, Modeling, Gap Analyses, and ROI Studies in The Wiley Guide to Managing Projects in Pinto J., Morris P.W.G. John Willey & Sons.
• International Project Management Association (IPMA), The IPMA Competence Baseline (ICB), version 3,0.
• Jiang J.J., Klein G., Hwang H.G., Huang J., Hung S.Y. (2004), An exploration of the relationship between software development process maturity and project performance. "Information & Management" Vol. 41, 279-288.
• Juchniewicz M. (2009), Dojrzałość projektowa organizacji. Bizarre, Warszawa.
• Jugdev K., Thomas J. (2002), Project Management Maturity Models: the silver bullets of competitive advantage? "Project Management Journal" Vol. 33, Iss: 4, 4-14.
• Kania K. (2011), Towards a semantic representation of maturity models. Business Informatics, Ed. M. Owoc. Katowice University of Economics, No. 21/2011, 60-69.
• Kasvi J.J.J., Vartiainen M., Hailikari M. (2003), Managing knowledge and knowledge competences in project and project organizations. "International Journal of Project Management" Vol. 21, Iss. 8, 571-582.
• Kerzner H. ( 2001), Strategic Planning for Project Management Using a Project Management Maturity Model. John Willey & Sons, New York.
• Kerzner H., (2004). Advanced project management. New Jersey, John Willey & Sons.
• Kwak Y.H., Ibbs C.W. (2002), Project Management Process Maturity (PM)2 Model. "Journal ofManagement in Engineering" Vol. 18, Iss. No. 3, 150-155.
• Levin G., Rad P.F. (2007), Moving forward with project management: A knowledge management methodology. 2007 PMI Global Congress, Atlanta, Georgia.
• Levin G., Skulmoski G. (2000), The project management maturity, "ESI Horizons", Vol. 2, Iss. 3, 1-7.
• Liebesking J.P. (1996), Knowledge, strategy and the theory of the firm. "Strategic Management Journal" Vol. 17, 93-107.
• Naftanaila I. (2010), Factors Affecting Knowledge Transfer in Project Environments. "Review of International Comparative Management" Vol. 11, Iss. 5, 834-840.
• Nonaka I., Totama R., Nagata A. (2000), A firm as a knowledge-creating entity: a new perspective on the theory of the firm. "Industrial and Corporate Change" Vol. 9, Iss. 1, 1-20.
• ODE (2010), Oxford Dictionary of English Dictionary. Oxford University Press.
• OGC (2006), Portfolio, Programme and Project Management Maturity Model (P3M3).
• OGC (2010), Prince 2 Maturity Model (P2MM) version 2.1, London.
• Pankowska M. (2010), Project environments for IT projects. (Informatyka ekonomiczna, Informatyka w zarządzaniu) Ed. Sobieska-Karpinska. University of Economics, Wroclaw, 238-253.
• Paulk M.C., Curtis B., Chrissis M.B., Weber Ch.V. (1993), Capability Maturity Model for Software, version 1.1. Software Engineering Institute.
• Pennypacker J.S., Grant K.P. (2003), Project management maturity: an industry benchmark. "Project Management Journal" Vol. 34, Iss. 1, 4-11.
• Polanyi M. (1966), The Tacit Dimension. Doubleday Anchor, New York, 4.
• Prencipe A., Tell F. (2001), Inter-project learning: processes and outcomes of knowledge codification in project-based firms. "Research Policy" Vol. 30, Iss. 9, 1373-1394.
• Project Management Institute (2003), Organizational Project Management Maturity Model (OPM3). Knowledge Foundation, Newtown Square, Pennsylvania.
• Project Management Institute (2008), A Guide to the Project Management Body of Knowledge, 4th Edition. Project Management Institute, Newtown Square, Pennsylvania.
• Reich B.H., Gemino A., Sauer C. (2012), Knowledge management and projectbased knowledge in it projects: A model and preliminary empirical results. "International Journal of Project Management" retrieved from: http://www.sciencedirect.com/science/article/pii/S0263786311001645 (12.04.2012).
• Ruuska I., Vartiainen M. (2005), Characteristics of knowledge sharing communities in project organizations. "International Journal of Project Management" Vol. 23, Iss. 5, 374-379.
• Sankarasubramanian S. (2009), Knowledge management meet project management. Paper presented at PMI 2009 Asia World Congress, Kuala Lumpur, Malaysia.
• Schindler M., Eppler M.J. (2003), Harvesting project knowledge: A review of project learning methods and success factors. "International Journal of Project Management" Vol. 21, Iss. 3, 219-228.
• Smith E.A. (2001), The role of tacit and explicit knowledge in the workplace. "Journal of Knowledge Management" Vol. 5, Iss. 4, 311-321.
• Spalek S. (2012), Zarządzanie wiedzą jako kluczowy element oceny stopnia dojrzałości projektowej organizacji in: Innowacje w zarządzaniu i inżynierii produkcji. Ed. R. Knosal. Oficyna Wydawnicza Polskiego Towarzystwa Zarządzania Produkcją. Retrieved from: http://www.ptzp.org.pl/s82/Konferencja_IZIP_Zakopane_2012_Artykul y (13.04.2012).
• Williams T. (2003), Learning form projects. "Journal of the Operational Research Society" Vol. 54, 443-451.

Identifiers

ISSN

2083-8611