Utilising a systematic knowledge management based system to optimise project management operations in oil and gas organisations

Ochieng, Edward; Ovbagbedia, Oghenemarho Omaruaye; Zuofa, Tarila; Abdulai, Raymond Talinbe; Matipa, Wilfred; Ruan, Ximing; Oledinma, Akunna

doi:10.1108/itp-08-2016-0198

Cited by 22 publications

(11 citation statements)

References 76 publications

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“…KS can help in the context of handling online identity theft (Feledi et al , 2013; He and Johnson, 2015; Liu et al , 2011; Safa et al , 2015). However, there is a lack of research on the effective sharing of knowledge on security and best practices (He and Johnson, 2015; Khakurel et al , 2018; Ochieng et al , 2018). The need for research into barriers to knowledge management in the context of information security has been highlighted by previous studies (Gal-Or and Ghose, 2005; Gordon et al , 2003; Liu et al , 2011; Tamjidyamcholo et al , 2014).…”

Section: Introductionmentioning

confidence: 99%

Preventing identity theft

Maitlo

Ameen

Peikari

et al. 2019

ITP

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This document may differ from the final, published version of the research and has been made available online in accordance with publisher policies. To read and/or cite from the published version of the research, please visit the publisher's website (a subscription may be required.)Preventing identity theft: identifying major barriers to knowledge-sharing in online retail organisations Abstract Purpose -Knowledge-sharing (KS) for preventing identity theft has become a major challenge for organisations. The purpose of this paper is to fill a gap in the literature by investigating barriers to effective KS in preventing identity theft in online retail organisations. Design/methodology/approach -A framework was proposed based on a reconceptualisation and extension of the KS enablers framework (Chong et al., 2011). A qualitative case study research method was used for the data collection. Thirty-four semi-structured interviews were conducted in three online retail organisations in the UK. Findings -The findings suggest that the major barriers to effective KS for preventing identify theft in online retail organisations are: lack of leadership support; lack of employee willingness to share knowledge; lack of employee awareness of KS; inadequate learning opportunities; lack of trust in colleagues; insufficient information-sourcing opportunities and information and communications technology (ICT) infrastructure; a weak KS culture; lack of feedback on performance; and lack of job rotation. Practical implications -The research provides solutions for removing existing barriers to KS in preventing identity theft. This is important to reduce the number of cases of identity theft in the UK. Originality/value -This research extends knowledge of KS in a new context: preventing identity theft in online retail organisations. The proposed framework extends the KS enablers framework by identifying major barriers to KS in the context of preventing identity theft.

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Section: Introductionmentioning

confidence: 99%

Preventing identity theft

Maitlo

Ameen

Peikari

et al. 2019

ITP

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“…For the Execution stage, Caliste (2012) reminded that the PMO must provide consistent and informed guidance to the PM team. Ochieng et al. (2018) discussed the charge of facilitating and promoting the use of current standards and procedures in PM practice.…”

Section: Literature Reviewmentioning

confidence: 99%

“…For the Execution stage, Caliste (2012) reminded that the PMO must provide consistent and informed guidance to the PM team. Ochieng et al (2018) discussed the charge of facilitating and promoting the use of current standards and procedures in PM practice. The onus of systemising PM processes and workflows to simplify project execution and manage inter-project resource dependencies was also described by Fonseca (2006).…”

Section: Introductionmentioning

confidence: 99%

“…At the Project Close-Out stage, the PMO must support account review and closure with stakeholders and assure that unreserved project acceptance is achieved (Unger et al, 2012). For the organisation's development, the PMO must ensure that lessons learnt are documented and routed to the appropriate channel to inform policy creation and improvement (Ochieng et al, 2018).…”

Section: Introductionmentioning

confidence: 99%

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Revitalising project management office operations in an engineering-service contractor organisation: a key performance indicator based performance management approach

Mahabir

Pun

2022

BPMJ

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PurposeExisting studies on project performance improvement mainly investigate project management (PM) execution processes. Limited publications investigate the project management office's (PMO) proficiency in facilitating proper PM practice. This paper identifies the key performance indicators (KPI) of PMO operations and develops a KPI-based performance management system (KPMS) for revitalising PMO performance for an engineering-service contractor (ESC).Design/methodology/approachA four-phase study was initiated at an ESC in Trinidad and Tobago (T&T). Phase-1 established historical project performance and PMO challenges via documentary analysis. Empirical data from the PMO staff and management was acquired at Phase-2 to determine PMO process value-drivers and strategic roles. Phase-3 comprised the development of a modified PMO process and the KPMS, whereas Phase-4 evaluated the efficacy of the PMO process and the KPMS framework in a trial period.FindingsThe ESC's existing PMO process lacked significant value-drivers of its PM practice. The company also overlooked strategic PMO roles. Trial implementation of the modified PMO process achieved improved project performance, which stakeholders attributed to the value-driven processes and guidance provided by the KPMS. The KPMS, when used in tandem with Earned Value Management (EVM) index score review revealed core performance aspects that could facilitate continuous improvement of the PMO process at the ESC.Practical implicationsFindings provide an adequate basis for policy creation regarding PMO performance evaluation and guidance for companies contemplating a similar endeavour. A viable model for PMO performance management and improvement is proffered. The findings and the model would provide a platform for subsequent research in the areas of PMO development and business process improvement.Originality/valueThis is the first study conducted to obtain management and practitioners' inputs on developing a PMO performance management framework in a project-based contractor organisation in T&T. Various PMO challenges and implications of improvements specific to engineering-service contractors and similar organisations were determined.

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“…As quoted by Ovbagbedia [15], Alavi and Leidner (2001) describe the Knowledge Management System (KMS) as an information technology-based system applied to the development, expansion and support of organizational processes to provide, store, retrieve, alter and use knowledge [9] [10]. KMS provides strategic potential for the organization and acts as a decisive source.…”

Section: A Knowledge Management and Knowledgementioning

confidence: 99%

Knowledge Management Maturity Assessment in Air Drilling Associates using G-KMMM

Sensuse¹,

Vinc²,

Ruliputra³

et al. 2018

EECSI

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Since the early 1990s, companies in the oil & gas industry have realized that their business operations are knowledge-based, where company performance can be derived from faster identification, an assessment of an opportunity, and the speed of an exploitation. The oil & gas industry is one of the leading industries in the application and development of knowledge management; this is caused by changes in market and technology from 1990s to the beginning of the 21st century. Utilizing knowledge management is a must to be able to compete with other oil and gas industry companies. Currently, Air Drilling Associates (ADA) as one of the companies in oil & gas industry already has implemented knowledge management system, but its benefits are far from the expectation. In order to position their efforts and initialize knowledge management, companies need framework to use as a template. The objective of this paper is to measure the knowledge management maturity of Air Drilling Associates and other suggestion related to knowledge management for improvement.

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Utilising a systematic knowledge management based system to optimise project management operations in oil and gas organisations

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Cited by 22 publications

References 76 publications

Preventing identity theft

Preventing identity theft

Revitalising project management office operations in an engineering-service contractor organisation: a key performance indicator based performance management approach

Knowledge Management Maturity Assessment in Air Drilling Associates using G-KMMM

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