Understanding the Influence of knowledge-sharing in Project Portfolio Management in professional services

Publikation: Forskning - peer reviewKonferencebidrag i proceedings

  • Mads Lyngsø Møller
    Mads Lyngsø MøllerDepartment of Business Development and TechnologyDanmark
  • Betina Horsager
    Betina HorsagerDepartment of Business Development and TechnologyDanmark
  • Torben Tambo
A significant challenge in project portfolio management (PPM) is the need for continuously collecting knowledge about pending and ongoing projects to perform project selection and resource allocation. This paper outlines an explorative case study of a small project-based organization, where emphasis is put upon the knowledge management processes of individual projects to aggregate to the joint PPM perspective navigable by senior management. Since PPM relies closely on knowledge-sharing, the effectiveness of the organizations knowledge-sharing capabilities is assessed in the perspective of their ability to reach the generic portfolio objectives outlined by the literature as: strategic alignment, adaptability to changes, project visibility, portfolio transparency and clarity of deadlines. We found that these objectives can be accomplished by implementing a “pragmatic” information system that combine the entire project-, program and portfolio life-cycle. The information processing must facilitate controlled knowledge flows and learnings, while helping the project managers to reduce non-productive knowledge acquisition. This is accomplished with a balance between the need for knowledge by managers, the structured project knowledge and the minimum required data.
This paper insists that knowledge-sharing, by introducing a generic baseline in PPM, is critical for the consistency and repeatability of deliverables from entrepreneurial providers of professional knowledge-based services. As critical findings of the paper are observations, characterization of knowledge-sharing and -management processes between clients, consultants, consultants-as-a-community, and senior management with information systems often in a retrospective position according to the immediate needs of PPM. As such there is found knowledge-based deficit in the precision of the PPM system. The originality of this paper relates to knowledge management studies in small professional services organization at the tipping point where KM changes from person-based to be institutionalized in information systems with having the systems overriding established success and agility
OriginalsprogEngelsk
TitelProceedings of the 13th International Conference on Intellectual Capital, Knowledge Management & Organisational Learning: ICICKM 2016
RedaktørerG Scott Erickson, Helen Rothberg
Antal sider7
Vol/bind13
Udgivelses stedIthaca, NY
ForlagAcademic Publishers International (API)
Udgivelsesår2016
Sider208-215
ISBN (Trykt)978-1-911218-13-5
ISBN (Elektronisk)978-1-911218-14-2
StatusUdgivet - 2016
BegivenhedInternational Conference on Intellectual Capital, Knowledge Management & Organisational Learning - Ithaca College, Ithaca, NY, USA
Varighed: 14 okt. 201615 okt. 2016
Konferencens nummer: 13
http://www.academic-conferences.org/conferences/icickm/icickm-future-and-past/

Konference

KonferenceInternational Conference on Intellectual Capital, Knowledge Management & Organisational Learning
Nummer13
LokationIthaca College
LandUSA
ByIthaca, NY
Periode14/10/201615/10/2016
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