Managing knowledge and knowledge competences in projects and project organisations

Kasvi, J.; Vartiainen, Matti; Hailikari, Milla

doi:10.1016/s0263-7863(02)00057-1

Cited by 201 publications

(177 citation statements)

References 4 publications

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“…Coordination of teams, documentation of data, and attempting to promote knowledge sharing among active players on a project also falls within the domain of responsibilities carried by the project manager (Kasvi et al 2003).…”

Section: Discussion Of the Findingsmentioning

confidence: 99%

Viability of the BIM Manager Enduring as a Distinct Role: Association Rule Mining of Job Advertisements

Hosseini

Martek

Papadonikolaki

et al. 2018

J. Constr. Eng. Manage.

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Abstract:Building Information Modeling (BIM) has developed as the definitive technology for managing construction projects. With its rise, the corresponding role of BIM manager has emerged as a necessary adjunct role in coordinating BIM enabled projects. The ascent of the BIM manager has attracted a significant body of research investigating the various competencies and responsibilities required of the role. While BIM is here to stay, the work of Akintola et al. (2017), however, asserts that a distinct role oriented around BIM, is itself transitory. The conclusion in Akintola's work represents a significant departure from accepted assumptions on the viability of the BIM manager role. This research sets out to test the likelihood of a long-term market demand for the BIM manager, as a distinct role, based on a robust quantitative analysis of open-source data from a rich representing the global English speaking jobs markets. Key knowledge, skills and abilities attributes of the BIM jobs were extracted and analyzed. Analysis reveals there is no significant difference between the roles of 'BIM manager' and 'BIM coordinator.' Moreover, the findings highlight that these two BIM roles align with that of 'project manager.' Most importantly, BIM roles are shown to supplement the lack of BIM expertise within the role of 'project manager,' and that as BIM capabilities are increasingly absorbed by project managers, the rationale for an independent BIM expert will fade. The corollary is that BIM roles are a stopgap measure that can be expected to disappear as project managers absorb requisite BIM skills. The practical implication for the construction engineering HR departments is that the prevailing policy of retaining dedicated BIM managers into the longer term should shift rather to one where project managers are re-trained to a level where they possess a comprehensive, independent BIM expertise.

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Section: Discussion Of the Findingsmentioning

confidence: 99%

Viability of the BIM Manager Enduring as a Distinct Role: Association Rule Mining of Job Advertisements

Hosseini

Martek

Papadonikolaki

et al. 2018

J. Constr. Eng. Manage.

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“…Achieving joint learning among professions in construction projects could be a possibility to enhance the project's learning and thereby improve performance (e.g. Kasvi et al, 2003;Schindler and Eppler, 2003).…”

Section: Discussionmentioning

confidence: 99%

Individual Learning in Construction Projects: Professions and their Approaches

Wasif

Josephson

Styhre

2012

CEB

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New materials, use of sophisticated technologies and increased customer demands, in combination with growing competition among construction companies, have led to a high degree of specialization. For successful integration of the different professional specialists, there is a need for shared learning between project co-workers. Based on twenty eight interviews in six different Swedish construction projects, this paper illustrates strategies for individual and shared learning, among different actors and across various organizational boundaries. The results indicate that personal networks are the most common source of learning for all professions. While clients, architects, and designers also engage in reading and attending courses, site managers and workers are less engaged in these activities. Experimenting and organizing for learning appear to be underutilized strategies by all professions. This leads to the conclusion that attempts to increase learning have to address the differences in learning behaviors of the various groups. Further, focus on experimenting and organizing for learning is a possibility to change the learning behavior from learning as a consequence of problems to learning for future improvement.

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“…Kasvi and others [16] examined the management of project knowledge in a project environment in four groups of activities: (1) knowledge creation, (2) knowledge administration, (3) knowledge dissemination, and (4) knowledge utilization and productisation. They further specified that knowledge dissemination occurs both within and outside the project.…”

Section: Factors Impacting Knowledge Disseminationmentioning

confidence: 99%

Factors That Impact Knowledge Dissemination in Projects

Prinsloo

Waveren

Chan

2017

SAJIE

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Knowledge dissemination, as part of the knowledge exchange process, is particularly challenging in any project environment due to the temporary nature of projects. Although several studies in the earlier literature studied the factors that influence knowledge exchange, very few examined them from the 'knowledge push' perspective. This study aims, therefore, to highlight the critical factors that impact knowledge dissemination in a project environment. This empirical research found ten critical factors, such as individual experience, trust, source credibility, shared understanding, motivation, and articulability. These individual factors seem to have a dominant influence on knowledge dissemination from the view point of the knowledge source. OPSOMMINGKennisverspreiding, as deel van die kennis uitruilproses, is besonders uitdagend in enige projek omgewing as gevolg van die tydelike aard van die projekte. Alhoewel verskeie studies in die literatuur die faktore wat kennis uitruiling beïnvloed, bestudeer het, is daar min studies wat dit vanuit ŉ "kennisuitstoot" perspektief oorweeg. Hierdie artikel lig dus om die kritiese faktore wat kennis verspreiding in ŉ projek omgewing beïnvloed, uit. Hierdie empiriese navorsing het tien faktore identifiseer, onder andere individuele ervaring, vertroue, bronbetroubaarheid, gedeelde verstaan, motivering en artikuleerbaarheid. Hierdie individuele faktore blyk om ŉ dominante invloed op die kennis verspreiding vanuit die oogpunt van kennisbron te hê.

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Managing knowledge and knowledge competences in projects and project organisations

Cited by 201 publications

References 4 publications

Viability of the BIM Manager Enduring as a Distinct Role: Association Rule Mining of Job Advertisements

Viability of the BIM Manager Enduring as a Distinct Role: Association Rule Mining of Job Advertisements

Individual Learning in Construction Projects: Professions and their Approaches

Factors That Impact Knowledge Dissemination in Projects

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