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| Using
Knowledge Management to Move Forward in Project Management:
Guidelines for Success |
| The
complexities and challenges of today's environment mean that
knowledge is more than ever viewed as a strategic asset. As
a result, project management (PM) and knowledge management
(KM) are both a necessity to lead to an improved competitive
advantage for each organization. There are many commonalities
between the two, and in fact, it can be argued that PM is
a part of KM, or KM is a part of PM. Regardless, both are
important for overall organizational success, as well as for
program and individual project, success. PM practices can
facilitate the attention and dedication to KM. KM practices
can enhance overall PM success in terms of fulfilling both
client and team goals. With KM embedded into PM, the success
rate of projects, in terms of both the client and the team,
can only improve.This presentation discusses why PM is important
to KM, describes a knowledge management methodology for project
management, and presents guidelines to implement KM in the
organization. |
Ginger
Levin, CAPM, PMP, and PgMP is a lecturer for the University
of Wisconsin-Platteville where she teaches in its M.S. in
Project Management Program. She is an Adjunct Professor for
Esc Lille University, France, in its project management program
at the masters and doctoral level. Also, she is a Visiting
Professor for RMIT in Melbourne, Australia. In consulting,
she has served as Project Manager in numerous efforts for
Fortune 500 and public sector clients, including Bank One,
UPS, Citibank, the Food and Drug Administration, General Electric,
The Timken Company, John Deere, Schreiber Foods, New York
City Transit Authority, and the US Department of Agriculture.
Prior to her work in consulting, she held positions of increasing
responsibility with the US Government, including the Federal
Aviation Administration, Office of Personnel Management, and
the General Accounting Office. |
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