Assembling The Project Compendium - Computing Technical ...

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A large element of the knowledge management process involves deciphering the meaning from information. This activity is known as „sense-making‟. A project can be seen as a continuous sense-making activity and PMs are responsible for the sense-making activities such as how meanings are created, selected, deconstructed, negotiated, elaborated, legitimised, encoded and institutionalised (Alderman et al., 2005; Papadimitriou and Pellegrin, 2007). Components can aid the sense-making process. The transition from customer requirements to technical specifications is an example of how components are used to make sense about particular set of information in order to progress the project to the next stage (Papadimitriou and Pellegrin, 2007). A benefit of using components is that they support traceability. Traceability refers to ability to track requirements backwards and forwards, from where they originated and what they lead into, for example, business requirements to technical requirements and test cases according to Gotel cited in Arkley and Riddle (2005). Traceability allows the impact of changes to requirements to be assessed. Changes to requirements are likely to impact project success factors of time, cost and scope. In conclusion, components appear valuable for project success because they support knowledge management, dispersed global teams, sensemaking and traceability. It is suggested by Sense (2008) that further research into knowledge management within projects be undertaken. This dissertation will look at components as a medium for knowledge management and investigate which components are perceived to contribute most towards project success. There do not appear to be any published studies on such topics and therefore the results should contribute to the academic knowledge. 11
1.2 AIMS AND OBJECTIVES OF THE RESEARCH PROJECT The aim of the research was to investigate the relationship of components in regards to knowledge management and capture PMs‟ opinions and perceptions about which components are perceived to contribute most towards project success. The objectives of this study were: To clarify the meaning of project success To identify which components of the project compendium are perceived to contribute most and least towards project success To identify the perceived reasons why there is a resistance to using components To understand how components of a project compendium can be used as a means for knowledge management To investigate the role of technology in managing components. 12
Page 1 and 2: ISSN 1744-1986 T e c h n i c a l R
Page 3 and 4: PREFACE I would like to acknowledge
Page 5 and 6: 4.1 Introduction ..................
Page 7 and 8: LIST OF TABLES Table 5.1 Average gr
Page 9 and 10: CHAPTER 1 INTRODUCTION 1.1 BACKGROU
Page 11: Knowledge management and learning a
Page 15 and 16: success factors. However, the resea
Page 17 and 18: Based on these definitions of knowl
Page 19 and 20: Results from one published survey s
Page 21 and 22: and costs were not acknowledged in
Page 23 and 24: Several studies indicate that face
Page 25 and 26: 2002). Frequency distributions quan
Page 27 and 28: may try to please the interviewer,
Page 29 and 30: To analyse the results collated by
Page 31 and 32: The survey questions were designed
Page 33 and 34: 2007). Due to the restriction of te
Page 35 and 36: Quantitative analysis involved turn
Page 37 and 38: Necessity of components for meeting
Page 39 and 40: 4.5 SUMMARY Necessity of components
Page 41 and 42: 5.2.2 THE MEANING OF PROJECT SUCCES
Page 43 and 44: perceived as relatively most necess
Page 45 and 46: Many respondents noted that the mos
Page 47 and 48: 5.2.4 RESISTANCE TO USING COMPENDIU
Page 49 and 50: Other reasons identified as to why
Page 51 and 52: policies and standards, assign owne
Page 53 and 54: According to the results captured,
Page 55 and 56: In conflict to the literature, meet
Page 57 and 58: esponses or because many of the res
Page 59 and 60: that must be produced should be man
Page 61 and 62: PRINCE2. Investigation into the nec
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Huberman, A.M, and Miles M.B. 1994,
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INDEX Collaborative Software, 10, 4
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The following chart shows how the r
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which is a disincentive to use them
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APPENDIX B SURVEY 70
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4. Please rate how necessary the fo
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