Management of project knowledge at various maturity levels in PMO, a theoretical framework

Sokhanvar, Shahram, Matthews, Judy, & Yarlagadda, Prasad K. (2014) Management of project knowledge at various maturity levels in PMO, a theoretical framework. In PMI Research and Education Conference, 27-29 July 2014, Portland, Oregon, USA. (Unpublished)

Abstract

Management of project knowledge is a critical factor for project success. Project Management Office (PMO) is a unit within organisations to centrally facilitate, manage and control organisational project for improving the rate of project success. Due to increasing interest of developing PMO, the Project Management Maturity Model (PMMM) has been proposed to develop PMOs gradually. The PMMM contributes to evolvement of PMO from immature to mature level through addressing appropriate PM practices. Despite the importance of project knowledge, it has not been extensively investigated in project environments. In addition, the existing PMMMs not only do not address management of project knowledge, but also they recommend little criteria to assess the maturity of PMO from KM point of view. The absence of KM discussion in current PMMMs was defined as the subject of a research project in order for addressing KM practices at various maturity levels of PMO.

In order to address the mentioned gap, a framework has been developed based on the current discussions of both PM and KM. The proposed framework comprises three premises: KM processes and practices, PMMM, and KM Maturity Model (KMMM). The incorporation of KMMM practices at various maturity levels of PMO is one of the significance of this framework. It proposes numbers of KM strategies, processes, and practices to address project knowledge management at various levels PMO. This framework shall be useful guidance for developing PMOs from KM perspective. In other words, it contributes to management of project knowledge, as a key for project success. The proposed framework follows the process-based approach and it could be employed alongside the current PMMMs for PMO development. This paper presents the developed framework, theoretical background, premises, proposed KM practices, and processes to be employed in Project-based Organisations and PMOs. This framework has been examined at numbers of case studies with different maturity levels. The case studies outcomes, which will be subjects for future papers, have not shown any significant contradiction yet, however, more investigations are being conducted to validate the proposed framework.

Impact and interest:

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ID Code: 72889
Item Type: Conference Paper
Refereed: No
Additional URLs:
Keywords: Knowledge Management, Project Management Office, Project Management Maturity Model, Knowledge Management Maturity Model
Divisions: Current > QUT Faculties and Divisions > QUT Business School
Current > Schools > School of Chemistry, Physics & Mechanical Engineering
Current > QUT Faculties and Divisions > Science & Engineering Faculty
Current > Schools > School of Management
Copyright Owner: Copyright 2014 Please consult the authors
Deposited On: 18 Jun 2014 22:31
Last Modified: 20 Dec 2014 14:13

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