This book argues that by integrating effective knowledge management (KM) with project management (PM), the overall project success rate can be improved significantly. It brings together the latest ideas and research on shared approaches to improve performance based on the research and experience of academics and practitioners. The structured collection of articles presents novel theoretical approaches and clear empirical evidence of the value of integrating the two distinct fields.It enables readers to better understand the need to merge KM with PM and appreciate the benefits. It also offers researchers an idea of what lies ahead and how to get there, and helps practitioners develop more suitable KM solutions for successful project outcomes.
Part 1: Concepts and Models of Project and Knowledge Management.- Chapter 1: Traditional Project Management.- Chapter 2: Integration Models of Project Management with Knowledge Management.- Part 2: Project Management Knowledge Areas.- Chapter 3: Project Management Body of Knowledge in the Context of PMI and ISO.- Chapter 4: Emotional and Spiritual Knowledge.- Part 3: Knowledge Management Strategies for Project Management.- Chapter 5: Lessons Learnt Support System.- Chapter 6: Renovating Project Management: Knowledge Personalisation and Sharing.- Part 4: Knowledge Management Implementations in Project Management.- Chapter 7: Knowledge Management Selection Model for Project Management.- Chapter 8: Knowledge Sharing System under Open Project Perspective: Chinese Experience.
Part 1: Concepts and Models of Project and Knowledge Management.
Chapter 1: Traditional Project Management.
Chapter 2: Integration Models of Project Management with Knowledge Management.- Part 2: Project Management Knowledge Areas.
Chapter 3: Project Management Body of Knowledge in the Context of PMI and ISO.
Chapter 4: Emotional and Spiritual Knowledge.- Part 3: Knowledge Management Strategies for Project Management.
Chapter 5: Lessons Learnt Support System.
Chapter 6: Renovating Project Management: Knowledge Personalisation and Sharing.- Part 4: Knowledge Management Implementations in Project Management.
Chapter 7: Knowledge Management Selection Model for Project Management.
Chapter 8: Knowledge Sharing System under Open Project Perspective: Chinese Experience.
Meliha Handzic is Professor of Management and Information Systems at the International Burch University, Sarajevo. Her PhD is from the University of New South Wales, Sydney. Melihas main research interests lie in the areas of knowledge management and decision support. She has published on these topics in leading journals and books.
Antonio Bassi, PMP®, Degree in Electronic Engineering at Politecnico di Milano, certified Project Management Professional (PMP®) by the Project Management Institute (PMI®), member of the Steering Committee of the Project Management Institute - Northern Italy Chapter (PMI®-NIC) 2004-2008, Project Management Lecturer at SUPSI (University of Applied Science and Arts Switzerland), member of the project team for the definition of the ISO standards ISO 21500 and ISO 21502 (project management), project / program manager, for 15 years, on innovative projects in different market sectors.
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