Knowledge & Information Management

An interesting topic and post that I had recently discussed is knowledge and information management, I would like to share this post. My perspective on knowledge and information management is that knowledge is what we learn and then transfer to others, information management is the data collected during processes. I was recently researching maturity and the P3M3 model and what level most organizations want to achieve out of 1-5, and moreover organizations that had reached maturity, however the literature also suggests that there is no maximum level an organization can achieve due to changing landscapes, and thus further improvements can be made (Andersen & Jessen, 2002; OGC, 2012). As knowledge is transferred and learned we identify gaps in processes that can be improved upon for better management of information.

Collaboration is a great way of knowledge transfer; however this can be misleading if the person offering the knowledge is not working to a best practice that the organization policy adheres to, and/or in addition the best practices of the organization have gaps that may be improved upon, and thus a change is raised, hence the reoccurring of issues during process. We now have information technology to help identify best practices and knowledge across industry by reviewing peer reviewed journals.

A great way of transferring knowledge in mass is through workshops and inviting all stakeholders including the clients; these improve relationships and processes and furthermore create open communication of information sharing that improves project performances. Meredith & Mantel (2009) argue that all team members need to learn & grow from initiatives, and team selection should have a mix of senior & junior candidates, this is future business value for the organization and an invaluable investment, resources are the most valuable asset an organization can possess, Sharpe (2001) also supports this theory.

Wong (2007) claims that working conditions & environmental factors greatly increase the project success and how the team members operate and collaborate; teams are influenced by the intangible spaces, team dynamics and interaction space. Personal space is for self-motivating & developing personal behavior, whereas organization space is the representation of management systems & processes, personal & team space are also influenced by emotions, whereas organizational space is logical.

The fundamental and distinct characteristics between knowledge and information management are linked in the way that they both need each other to enhance organization and personal performances. 

References

Andersen, E. S. & Jessen, S. A. (2002)’Project maturity in organisations’ International Journal of Project Management 21 (2003), pp.457–461, ScienceDirect, EBSCO Host, [Online]. DOI: 10.1016/S0263-7863(02)00088-1 (Accessed: 31 March 2013).
Meredith, J.R. & Mantel, Jr., S.J. (2009) Project management: a managerial approach. 7th ed. Hoboken, New Jersey: John Wiley & Sons.

Office of Government Commerce (OGC), (2012) Portfolio, Programme and Project Management Maturity Model [Online] Available from: http://www.p3m3-officialsite.com/P3M3Model/P3M3Model.aspxf (Accessed: 31 March 2013).

Sharpe, G. (2001) Characteristics of a high performing organization [Online]. Available from: http://www.suite101.com/article.cfm/business_performance_improvement/753 55/1 (Accessed: 31 March   2013).

Wong, B.T.Z. (2007) Human factors in project management: concepts, tools, and techniques for inspiring teamwork and motivation. San Francisco: Jossey-Bass.