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Information Resources Management Association
Advancing the Concepts & Practices of Information Resources Management in Modern Organizations

Design of an Instrument for Improving Project Management Efficiency through Projects’ Knowledge-Based Evaluation

Design of an Instrument for Improving Project Management Efficiency through Projects’ Knowledge-Based Evaluation
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Author(s): Sameh A. Hemeid (Schneider Electric Egypt, Egypt)and Khaled Wahba (Cairo University, Egypt)
Copyright: 2003
Pages: 5
Source title: Information Technology & Organizations: Trends, Issues, Challenges & Solutions
Source Editor(s): Mehdi Khosrow-Pour, D.B.A. (Information Resources Management Association, USA)
DOI: 10.4018/978-1-59140-066-0.ch172
ISBN13: 9781616921248
EISBN13: 9781466665330


Making knowledge and experience available to entry-level project managers is not a dream anymore. The knowledge (experience) transfer in the project management can contribute severely to improving its efficiency. Multinationals are not exceptions themselves, even if they had nurtured the learning organization and created the necessary flexible type of organization. In this research, an instrument was designed for project management’s based on knowledge management which includes four components: the project management’s knowledge areas process diagrams, the knowledge base, the knowledge threshold matrix and the knowledge look up map. This instrument serves as a tool for entry-level project managers to know; the project management processes; the project management’s knowledge areas; the desired level of knowledge in each knowledge area; and to define basis for evaluating project management. The evaluation output is the input to the knowledge base. They can capitalize on the previous experiences existing in this knowledge base to: support decision-making; improve risk management; improve the organizational performance and the efficiency of the project management, hence, enhancing the quality of service leading to better customer relation management. This evaluation can complement the financial evaluation currently used in the company to evaluate projects. In addition, of giving input to the knowledge base, the evaluation methodology, if supported by management commitment, can also be the mechanism that insures the sustainability of our knowledge initiative.

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