Proceedings of the 12th European Conference on Knowledge ...

Lila Rajabion and Jafar Zanganeh
Figure 1.0 Pareto graph <strong>of</strong> risks priority number <strong>of</strong> Barez Industrial Group knowledge management:
11. Limitations <strong>of</strong> <strong>the</strong> research
During this research we faced several limitations and problems including lack <strong>of</strong> accurate and clear
understanding <strong>of</strong> knowledge management on <strong>the</strong> behalf <strong>of</strong> <strong>the</strong> organization superior managers. The
organization superior managers didn’t have an accurate understanding <strong>of</strong> knowledge management
and <strong>the</strong> project management. O<strong>the</strong>r problems were lack <strong>of</strong> tolerance and enough time for completing
<strong>the</strong> designed questionnaires and participating in <strong>the</strong> brain storming meetings. Also one <strong>of</strong> <strong>the</strong>
limitations we faced with during project was competition with o<strong>the</strong>r projects such as EFQM project
which consumed most <strong>of</strong> <strong>the</strong> organization managers' time. This study focuses on Knowledge
management, a new technology in <strong>the</strong> Information Technology field. Research is required whe<strong>the</strong>r <strong>the</strong>
results <strong>of</strong> this research could be generalized to o<strong>the</strong>r companies around <strong>the</strong> globe or a specific region.
12. Conclusion
Today, managers have fully realized <strong>the</strong> importance <strong>of</strong> knowledge and knowledge management in <strong>the</strong>
organizations, and most <strong>of</strong> <strong>the</strong>m are looking for executing <strong>the</strong> knowledge management system in <strong>the</strong>ir
organizations. However, <strong>the</strong>y worry that <strong>the</strong>y can not execute <strong>the</strong> said system in <strong>the</strong>ir organization
and <strong>the</strong>refore knowledge management fails in <strong>the</strong>ir organization. Analyzing, classifying and being
aware <strong>of</strong> <strong>the</strong> most important effective factors in failure <strong>of</strong> knowledge management projects in <strong>the</strong>
organizations would remarkably influence manner <strong>of</strong> facing, designing and carrying out knowledge
management projects. Since, according to <strong>the</strong> majority <strong>of</strong> researchers, knowledge management in
today's world is an issue which all organization are forced to use it in order to survive, <strong>the</strong>refore
research on <strong>the</strong> ground <strong>of</strong> causes <strong>of</strong> failure and risks in knowledge management projects seems
necessary. By being aware <strong>of</strong> <strong>the</strong> main causes <strong>of</strong> failure in knowledge management projects, <strong>the</strong> rate
<strong>of</strong> failure would be decreased to a high degree. Therefore, in this research, first we reviewed risk
process and use <strong>of</strong> risk management techniques such as FMEA and PMBOK, and <strong>the</strong>n, by
considering <strong>the</strong> researchers' opinions in this ground, using <strong>the</strong> concept <strong>of</strong> knowledge management
and considering <strong>the</strong> live document <strong>of</strong> FMEA, we took measures to provide a model for evaluating,
controlling and supervising knowledge management risks. In <strong>the</strong> presented model in this research,
most <strong>of</strong> requirements <strong>of</strong> FMEA, PMBOK and knowledge management have been covered and met. In
this research, while studying knowledge management throughly, failure causes <strong>of</strong> knowledge
management project <strong>of</strong> Barez Industrial Group were analyzed. Studying <strong>the</strong> results showed that lack
<strong>of</strong> support and commitment on <strong>the</strong> behalf <strong>of</strong> <strong>the</strong> superior management, incorrect arrangement and
improper selection <strong>of</strong> knowledge management team members, inappropriate planning and predicting
for executing <strong>the</strong> project, not allocating separate budget to <strong>the</strong> knowledge management project,
organizational culture, lack <strong>of</strong> cooperation on <strong>the</strong> behalf <strong>of</strong> <strong>the</strong> employees , and <strong>the</strong> organizational
resistance against change were <strong>the</strong> main failure causes <strong>of</strong> knowledge management project.
13. Future research
Considering that <strong>the</strong> designed model is a live document for any project and it shall be considered as a
holy book <strong>of</strong> <strong>the</strong> project, in <strong>the</strong> next research we would look for a new model <strong>of</strong> risk control plan, so
that, using <strong>the</strong> findings resulted from <strong>the</strong> presented FMEA-PMBOK model in this research, we may
control risks <strong>of</strong> knowledge management projects second by second. RCP model would be able to
design a set <strong>of</strong> actions and measures for placing <strong>the</strong> project risks in an acceptable level.
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