Project KM

Project KM

Individuals and organizations need to learn from every activity they perform and improve their performance by increasing their knowledge and skills. Almost everyone is aware of this, but it does not happen in many organizations. A project management firm defines a temporary effort to create a unique product, service, or outcome as a project definition. A project is a cross-sectional activity for which the start and endpoint are defined and limited by specific time and resources.
Each project, in addition to its product or service as its primary output, also creates knowledge. Usually, the experiences and lessons learned during the project are not organized to be used in future projects of the organization. In organizations where different projects are defined, project knowledge management approaches can reduce the risk of losing a great deal of knowledge.
Project knowledge management approaches at three stages before, during, and after the project provides tools to identify, acquire, share, and retain knowledge and lessons learned that could be retrieved and reused when needed. After Action Review, Peer Assist, Knowledge Harvesting, Storytelling , etc. are tools.
 

Leading companies in Project KM

"The project will not end without registering the lessons learned." "Knowledge and lessons learned are part of the project deliverables." These are part of the PMBOK standard for project management. Given the importance of project knowledge management for organizations and the emphasis of many well-known standards on this issue, large and well-known companies such as British Petroleum (BP), NASA, World Health Organization (WHO), Shell, The United States Army, Intel, Petronas, the US Air Force, and the US Department of Energy have used knowledge management tools in their projects. In Iran, companies such as MAPNA, Niroo (Energy) Research Institute, Fars Regional Electricity, MIDHCO, Infrastructure Communications, etc. have used these tools in recent years.
 

Project KM

MTA and Services to manage knowledge in projects 

The company of MTA, by localizing solutions and tools of project knowledge management and its implementation in many industries and organizations in the country, has played a significant role in project knowledge management and reducing the risk of losing knowledge amid changes in recent years. MTA began the first project documenting plan in a private sector company in the oil and mining industries in the 2010s. Before that, there was no proper definition of knowledge attachment of large projects in the country.
MTA implemented project knowledge management plans on a large scale. Some of these projects involved exchanging knowledge between two similar projects, while others focused more on implementing the project knowledge calendar for Knowledge Harvesting. Another service of MTA has been the formulation of these solutions in the form of bylaws and instructions currently being implemented in many organizations.
 

Project KM

Steps of KM in Projects in MTA method

• Identify and determine the criteria for selecting projects with higher priority in the organization -Prioritize projects for project knowledge management 
• Holding training courses on project knowledge management tools for facilitators and staff 
• Leading project knowledge management sessions 
• Identify project lessons learned
• Document the project lessons learned
• Publish lessons learned in the form of text, video, an audio file, etc.
• for retrieval and reuse Transform project knowledge management tools as part of project phases.
 

Project KM

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In 2012, with the help of the District 10 Municipal Education Department of Tehran, the municipal knowledge management system of District 10 was launched. With the cooperation of MTA, the steps of recognition, SWOTAnalysis, identification of municipal knowledge fields, and interviews with experts were performed, and finally, by installing knowledge management software, the District 10 municipal system was set up. Tehran’s District 10 Municipality is the first municipality in the country with this system and actively extracts and shares its employees' knowledge. Development of employees' public participation in organizational processes, development of learning at the employee level, avoidance of duplication, and reduction of costs are part of the results of launching this system.

Holding MIDHCO

MIDHCO Holding began developing knowledge management in the early 1990s in collaboration with MTA. The implementation of knowledge management at MIDHCO began with a pilot project a...

Tehran's 10th District's Municipality

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Shahid Bahonar Copper Industries

Lack of human resources participation in knowledge management activities is recognized as one of the organizational challenges. Therefore, many organizations in the country face th...