It has already been established that knowledge is one of the most valuable assets necessary for the

successful completion of the project. PBOs like Bob Gold & Associates, however, run into three
significant challenges in their knowledge management due to the short-term orientations of their
businesses. According to Loufrani-Fedida et al., projects require both the broad knowledge needed
to implement it (for example, concepts of budget management and project management) as well as
the knowledge that emerges throughout the process of implementing the project itself (8). Therefore,
in order to get better results with the project, there needs to be a balance between the knowledge
inputs and outputs, between the investigation of new information and the utilisation of information
that is already known. On the other hand, PBOs might be hesitant to update their organisational
expertise in an effort to gain a greater degree of control over the project's timelines and expenses
(Loufrani-Fedida et al. 8). The issue is that Bob Gold & Associates might limit the prospects for
learning if they give precedence to the current organisational expertise. As a result, the company's
level of competitiveness might suffer as a result of this decision. The second issue is an inability to
record and disseminate the gathered information during the latter stages of the project. This is due to
the fact that once the project has been completed and the team has been disbanded, the knowledge
frequently becomes fragmented.