Project Management: Human and Organizational Learning

Antonio Bassi
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Antonio Bassi: SUPSI, Switzerland

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Abstract: Project management and projects typically generate a lot of knowledge but unfortunately a formal closure to collect, catalog and archive the documents / information will not be executed. The causes of this improper closure of the project is generally due to the senior management that considers the cost of the closure of the project as an unnecessary cost. After the examination of the current situation to enhance the capacity of the organization to improve its profitability to achieve the strategic goals we could outline three different areas: integrated management of knowledge – with the definition of a new area in the ISO21500 norm; defining a culture of project and knowledge management – through the application of the OKC (Organizational Knowledge Center); continuous improvement of organizational processes – with the Deming cycle. If each project use the historical information and the lessons learned generated inside the organization we could have a reduction of the cost, time and uncertainty of the project and an improvement in effectiveness and efficency.

Keywords: project management; project culture; lessons learned; personal and organizational knowledge (search for similar items in EconPapers)
Date: 2014
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Persistent link: https://EconPapers.repec.org/RePEc:tkp:mklp14:459-466

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