LEARNING UNIT 2

PROJECT MANAGEMENT LIFE CYCLE

AND APPLIED TECHNOLOGY AND
PROJECT DOCUMENTATION

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 INTRODUCTION
• THE PROJECT MANAGER HAS A DUTY TO MANAGE
THE PROJECT AT
-ALL PHASES AND PROCESSES
-MANAGING THE WHOLE PROJECT AND KEEPING IT IN
SCHEDULE
-ENSURING THAT THE OBJECTIVES ARE ACHIEVED
-WITHIN THE TIME SET
- WITHIN BUDGET AND
- ACCORDING TO THE SET STANDARDS
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 PROJECT LIFE CYCLE
1.INITIATION PHASE
2. PLANNING
3. EXECUTION/ IMPLEMENTATION
4. MONITORING, CONTROLLING AND
EVALUATION
5. TERMINATION

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 PROJECT LIFE CYCLE
1. INITIATION PHASE
-INVOLVES IDENTIFYING THE GOALS AND
OBJECTIVES WITH THE POSSIBLE RISKS AND
CONSTRAINTS
-IDENTIFYING THE VARIOUS STAKE HOLDERS
-IDENTIFYING THE PROJECT TO WORK ON FIRST
(PRIORITISING)
-A STATEMENT OF WORKS HAS TO BE APPROVED
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 PROJECT SPECIFICATIONS
• ITEMS IN THE SPECIFICATIONS OF PROJECT
INCLUDE;
1. IDENTIFICATION OF THE ORGANISATION,
DEPARTMENT AND PERSONNEL INVOLVED
2. THE NAME AND NUMBER OF THE PROJECT
3. A DEFINITION OF THE OBJECTIVE OF THE
PROJECT

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 PROJECT SPECIFICATION
• THE OVERALL TARGET AND TERMINATION
DATES HAVE TO BE SET.
• THE TARGET BUDGET SHOULD BE INCLUDED
• QUALITY STANDARDS HAVE TO BE
SET/DEFINED
• SPECIFICATIONS OF THE PROJECT SHOULD BE
DOCUMENTED TO THE SATISFACTION OF ALL
STAKEHOLDERS

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 PROJECT FEASIBILITY
• PROJECTS UNDERTAKEN SHOULD BE FEASIBLE
• THE MOST IMPORTANT PROJECTS SHOULD BE IDENTIFIED.
• THIS INVOLVES;
1. LISTING ALL PROJECTS AND PROJECT IDEAS IN AREA OF
RESPONSIBILITY.
2. DERTEMINING THE NEED/ OPPORTUNITY OF EACH PROJECT.
3. ESTABLISHING ESTIMATED DELIVERY DATES AND BUDGETS
FOR EACH PROJECT
4. JUDGING THE FEASIBILITY OF EACH PROJECT
5. ESTABLISHING THE RISK OF FAILURE

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 IMPORTANT PROJECTS
6. REVIEWING THE PROJECT LIST, GOALS AND
OBJECTIVES, FEASIBILITY, RISK, EXPERTS,
STAKEHOLDERS AND POTENTIAL PROJECT
TEAM.
7. ELIMIMATING INAPPROPRIATE AND
UNFEASIBLE PROJECTS FROM THE LIST
8. SELECTING THE MOST IMPORTANT PROJECTS
AND ACTING ON THEM.

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 ELIMINATING PROJECTS
REASONS FOR ELIMINATING PROJECTS ARE;
1. LACK OF MONEY, SKILLS, TIME OR OTHER
RESOURCES
2. GOALS AND OBJECTIVES THAT CONFLICT
WITH LONG TERM GOALS AND OBJECTIVES
3. LACK OF SUPPORT AND SPONSORSHIP
WITHIN THE ORGANISATION.

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 ELIMINATING PROJECTS
4. OUTCOMES THAT WILL VIOLATE EXISTING POLICIES
OR LEGISLATION OR NEGATIVELY AFFECT THE
POSITION AND PUBLIC IMAGE OF THE ORANISATION.
5. INABILITY TO ACCT QUICK ENOUGH EVEN THOUGH
THE PROJECT MAY BE OTHERWISE FEASIBLE.
6. CONFLICT WITH OTHER PROJECTS IN PROGRESS OF
PLANNED.
7. RISK THAT JEOPARDISES THE POSSIBILITY OF
SUCCESS.

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 STAKEHOLDERS
• THESE ARE THE PEOPLE WHO MAKE A
MEANINGFUL CONTRIBUTION TOWARDS THE
SUCCESS OF THE PROJECT
• THEY MAKE ALL THE IMPORTANT DECISIONS
DURING THE PROJECT.
• ALL STAKEHOLDERS SHOULD BE IDENTIFIED,
THEIR LIST KEPT UP TO DATE AND
THROUGHOUT THE LIFE OF THE PROJECT.

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 PROJECT STAKEHOLDERS
• PROJECT MANAGER
• PROJECT SPONSOR
• PROJECT TEAM
• CUSTOMER OR BENEFICIARY
• FUNCTIONAL MANAGERS

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STAKEHOLDERS AND THEIR CONTRIBUTION

• PROJECT MANAGER ;
- MANAGES ALL PROJECT PROCESSES
- LEADS THE PROJECT PLANS,
- MONITORS, TRACKS AND CONTROLS ALL PROJECT
ACTIVITIES.
• SPONSOR;
- PROVIDES AUTHORITY FOR THE PROJECT TO PROCEED,
- ENSURES PROJECT IS ALIGNED WITH ORGANISATIONAL
OBJECTIVES AND INTERGRATED WITH ITS PROCESSES

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STAKEHOLDERS AND THEIR CONTRIBUTION

• CUSTOMER OR BENEFICIARY
-ESTABLISHES THE REQUIREMENTS AND
SPECIFICATIONS FOR THE PROJECT,
- REVIEWS THE PROJECT MILESTONES AND
DELIVERABLES
• FUNCTIONAL MANAGERS; PROVIDE
RESOURCES INCLUDING STAFF MEMBERS TO
SUPPORT THE PROJECT.

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 STAKEHOLDERS
• THE MANAGEMENT TEAM; THIS IS A GROUP OF STAKEHOLDERS
WHO HAVE TO REVIEW AND APPROVE PROJECT DEFINITIONS,
BUDGETS, PLANS AND CHANGES.
• THE IMPLEMENTATION TEAM;
-IT CONSISTS OF THE MOST IMPORTANT STAKEHOLDERS WHO
WILL BE INVOLVED IN IMPLEMENTING THE PROJECT FROM
START TO FINISH.
- IT INCLUDES; THE PROJECT MANAGER
- TWO OR THREE MANAGERS, COODINATORS AND SUPERVISORY
PERSONNEL IN THE PROJECT HIERARCHY
- IT IS RESPONSIBLE FOR THE OVERALL SUCCESS OF THE PROJECT

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 STAKEHOLDERS
• THE CORE PROJECT TEAM
-IT INCLUDES THE MANAGERS, STAKEHOLDERS
AND KEY PERSONNEL.

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 PLANNING
• IN PLANNING PLANS ARE PRODUCED
• THE PLANNING PROCESS INVOLVES THE
FOLLOWING AREAS OF KNOWLEDGE
1. KNOWLEDGE OF WHERE YOU ARE OR WHERE
YOU WILL BE AT THE PLANNED START
2. KNOWLEDGE OF WHERE YOU WANT TO BE
3. KNOWLEDGE OF HOW YOU WILL GET WHERE
YOU ARE TO WHERE YOU INTEND TO BE.
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 PLANNING
• ALL STAKEHOLDERS SHOULD BE MADE FAMILIAR
WITH ALL MATTERS RELATED TO THE PROJECT
WHICH ARE;
- THE SCOPE
- THE RESOURCES NEEDED
- BREAKDOWN OF AVAILABLE RESOURCES
- STAKEHOLDERS AND ORGANISATIONS INVOLVED
- OBJECTIVES RELATED TO TIME
- SCHEDULED OUTCOMES
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PROGRESSIVE STEPS IN PLANNING
1. THE SCOPE OF THE PROJECT
2. THE RESOURCES THAT WILL BE NEEDED
3. A BREAKDOWN OF AVAILABLE RESOURCES
4. ALL STAKEHOLDERS AND ORGANISATIONS
INVOLVED
5. OBJECTIVES RELATED TO TIME
6. SCHEDULED OUTCOMES.

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 PROJECT PLANNING TOOLS AND
TECHNIQUES
• THEY MAY BE CLASSIFIED INTO;
1. SCOPE PLANNING TOOLS AND TECHNIQUES; E.G WBS,
2. SCHEDULE PLANNING TOOLS AND TECHNIQUES;E.G GANTT CHARTS
3. RESOURCE AND BUDGET PLANNING TOOLS; E,G TEAM LIST
4. PROJECT ESTIMATIONG PLANNING TOOLS AND TECHNIQUES; E.G
COSST BENEFIT ANALYSIS

5. PROJECT RISK MANAGEMENT PLANNING TOOLS AND TECHNIQUES;

E.G. RISK REGISTER
6. PROJECT COMMUNICARTION PLANNING TOOLS; E.G.
COMMUNICATION TECHNOLOGY ASSESSMENT

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PROJECT PLANNING TOOLS AND RESOURCES

7. PROJECT TEAM DEVELOPMENT AND

LEADERSHIP PLANNING TOOLS AND
TECHNIQUES; E.G. TEAM BUILDING EXERCISES
8. PROJECT MONITORING AND CONTROL
PLANNING TOOLS AND LTECHNIQUES; E.G.
TOLL GATE OR PHASE GATE REVIEWS

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 PROJECT SCOPING
• SCOPE REFERS TO SIZE OF THE PROJECT
1. ALL THAT IS TO BE ACHIEVED BY THE PROJECT
2. WHEN PROJECT SHOULD START AND BE
COMPLETED
3. THE TOTAL OBLIGATION OF RESOURCES
• IT DEFINES THE ASSUMPTIONS FOR MAKING
ALL THE SCHEDULE, COST AND RESOURCE
PROJECTIONS WHEN PLANNING
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 PROJECT SCOPING
• IT PUTS BOUNDARIES ON THE PLANNING
PROCESS AND THE DELIVERABLES
• SCOPE CREEP IS WHERE EXTRA WORK IS
INCLUDED IN THE PROJECT LITTLE BY LITTLE
UNTIL COST AND SCHEDULE ESTIMATES
CHANGE
• SCOPING DEFINES WHAT IS AND NOT
INCLUDED IN THE PROJECT

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 PROCESSES OF SCOPE MANAGEMENT
1. INITIATION;COMMITTING THE ORGANISATION TO
START THE NEXT PHASE OF THE PROJECT
2. SCOPE PLANNING;DEVELOP A WRITTEN SCOPE
STATEMENT AS BASIS FOR FUTURE PROJECT DECISIONS
3. SCOPE DEFINITION;DIVIDE PROJECT VARIABLES TO
SMALLER MANAGEABLE COMPONENTS
4. SCOPE VERIFICATION; FORMALISE ACCEPTANCE OF
PROJECT SCOPE
5. SCOPE CHANGE CONTROL; CONTROL CHANGES TO
PROJECT SCOPE
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 IDENTIFYING PROJECT ACTIVITIES
• THE SOW;
• IT LISTS AND DEFINES THE OBJECTIVES,
CONSTRAINTS, SCOPE, COMMUNICATION
GUIDELINES AND SUCCESS CRITERIA FOR A
PROJECT
• IT BECOMES THE OFFICIAL RULES FOR THE
PROJECT ONCE ADOPTED BY THE
STAKEHOLDERS.

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 CONTENTS OF A SOW
1. STATEMENT OF PURPOSE
2. SCOPE STATEMENT
3. DELIVERABLES
4. GOALS AND OBJECTIVES
5. COST AND SCHEDULE ESTIMATES
6. LIST OF STAKEHOLDERS
7. CHAIN OF COMMAND
8. ASSUMPTIONS AND AGREEMENTS
9. PLAN OF COMMUNICATION
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 RESPONSIBILITY MATRIX
• IT DEFINES THE RULES AND RESPONSIBILITIES
IN A PROJECT.PG 84

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 WORK BREAKDOWN STRUCTURE
• WBS IS A METHOD OF ORGANISING PROJECT TASKS.
• IT USES A TOP DOWN METHOD OF PLANNING
• IT ALLOWS FOR MANAGEMENT OF THE PRESENT
AND FUTURE PLANNING
• IT IS USED TO ASSIGN PROJECT TASK
RESPONSIBILITIES, CONSTRUCT THE BUDGET AND
DETECT TASKS THAT REQUIRE A LARGE AMOUNT OF
CAPITAL, USED TO BUILD THE SCHEDULE AND TIME
REQUIRED.

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 LEVELS IN THE WBS
1. THE TOTAL PROJECT
2. SUBPROJECTS OR MAJOR MILESTONES
3. MILESTONES
4. MAIN ACTIVITIES/ SUMMARY TASKS
5. TASKS/ACTIVITIES, WORK ELEMENTS OR
WORK PACKAGES

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 WBS
• THE LOWEST LEVEL TASK TO INCLUDE IN THE
WBS IS TO
• ASCERTAIN THAT IT REQUIRES .25 TO 2 % OF
THE TOTAL BUDGET OR TOTAL BUDGET TIME
• FULLDAYS AND HALF DAY MAY ALSO BE USED
TO DEFINE THE SMALLEST TASK LEVELS

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 DIVIDING A WBS
• TECHNOLOGICAL OR FUNCTIONAL
DISCIPLINES
• ORGANISATIONAL STRUCTURE
• PHYSICAL LOCATION
• SYSTEMS AND SUB-SYSTEMS

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 WAYS OF CREATING A WBS
• EACH ELEMENT OF WORK IS ASSIGNED TO ONE LEVEL
OF EFFORT
• THE WBS SHOULD BE ACCOMPANIED BY CLARIFICATION
• RELATED TASKS SHOULD BE CLEARLY IDENTIFIED IN THE
WBS
• THE WBS SHOULD PROVIDE MEASURABLE
DELIVERABLES FOR EACH ASPECT OF THE PROJECT AT
ALL LEVELS
• IT SHOULD BE IN A FORMAT THAT ALLOWS CHANGES.

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 GANTT CHARTS
• IT IS A VISUAL DISPLAY OF ALL THE MILESTONES
OF A PROJECT
• THE X AXIS SHOWS THE DURATION OF THE
MILESTONES
• THE Y AXIS SHOWS THE RESPECTIVE MILESTONES.
• IT IS DRAWN AFTER PROJECT IS COMPLETED
• SOME ACTIVITIES ARE PARALLEL WHILST OTHERS
ARE NOT.

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 MS PROJECT
• IT IS A SOFTWARE PROGRAMME WHICH USES
BOTH TEXT AND GRAPHICS TO INDICATE TASKS
• THE RIGHT SIDE IS DISPLAYED AS A GHANT
CHART AND THE LEFT SIDE AS A TABLE
• THE TABLE PROVIDES DETAILED INFORMATION
E.G. START AND FINISH DATES, DURATIONS,
PREDECESSORS AND RESOURCES ASSIGNED
TO TASK.

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 GANTT VIEW
• IT IS USEFUL FOR;
- ENTERING THE WBS AND ESTABLISHING TASKS, SUMMARY
TASKS AND MILESTONES
- CREATING THE INITIAL WORKFLOW SEQUENCE
BY ESTABLISHING TASK DEPENDENCIES
- ENTERING ESTIMATED DURATIONS AND USING THE
PROGRAMME EVALUATION AND REVIEW TECHNIQUE
- ESTABLISHING A PROJECT SCHEDULE AND TOTAL PROJECT
DURATION
- ASSIGNING PERSONNEL AND OTHER RESOURCES TO PROJECT

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 GANTT VIEW
- COMMUNICATING TO THE PROJECT TEAM
WHEN THEY WILL HAVE TO START AND FINISH
TASKS FOR WHICH THEY ARE RESPONSIBLE
- COMMUNICATING AN OVERVIEW OF THE
PROJECTS WORKFLOW AND TOTAL PROJECT
DURATION TO STAKEHOLDERS.

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 NETWORK DIAGRAMS AND CRITICAL PATH
METHOD
• THEY ARE MORE USEFUL FOR PROJECTS WITH A HIGH LEVEL OF COMPLEXITY
• THEY DISPLAY THE LOGICAL SEQUENCE OF WORKFLOW AND TASK
DEPENDENCIES AS A NETWORK OF NODES.
• IT SHOWS THE TASKS TO BE COMPLETED BEFORE OTHER TASKS CAN BEGIN
• THERE ARE FOUR TYPES OF DEPENDENCIES
- FINISH TO START; UNTIL THE PREDECESSOR FINISHES THE DEPENDENT
CANNOT START
- START TO START; UNTIL THE PREDECCESSOR STARTS THE DEPENDENT
CANNOT START
- START TO FINISH; UNTIL PREDECESSOR STARTS THE DEPENDENT CANNOT
FINISH
- FINISH TO FINISH; UNTIL PREDECESSOR FINISHES THE DEPENDENT CANNOT
FINISH

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 NETWORK DIAGRAMS AND CRITICAL PATH
METHOD
• THE CRITICAL PATH THROUGH THE NETWORK IS
CALLED THE CRITICAL PATH
• TWO TYPES OF DIAGRAMS CAN BE DRAWN.
- ACTIVITY ON ARROW AND
- ACTIVITY ON NODE
- AN ARROW INDICATES DIRECTION OF WORKFLOW
- A NODE INDICATES THE PROJECT ACTIVITY OR
EVENT; PAGE 68

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 EXECUTION
• THIS IS THE STAGE AT WHICH THE PLAN IS PUT
INTO OPERATION
• TASKS ARE PERFOMED
• RESOURCES ARE ACQUIRED AND DISTRIBUTED
• IT SHOULD BE DONE AS SOON AS PLANNING
IS FINALISED
• DELAYS IN EXECUTION MAY RESULT IN
REPLANNING.
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 EXECUTION
• AT THIS STAGE PPROJECT MANAGERS LEAD, MOTIVATE,
COODINATE, COMMUNICATE AND ACT ON DEVIATIONS.
• PROJECTS ESPECIALLY LARGE ONES ARE HARDLY
FINALISED ON TIME, WITHIN BUDGET AND SAME
PEOPLE USED AT OUTSET.
• THEY PROGRESS FAST UNTIL 90% COMPLETE AND THEN
REMAIN THERE FOREVER
• UNCLEAR PROJECT OBJECTIVES SAVE PROJECT
MANAGERS THE EMBARRASSMENT O F ESTIMATING
THE CORRESPONDING COSTS

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 EXECUTION
• WHEN THINGS GO WELL, SOMETHING IS LIKELY TO GO
WRONG; WHEN THINGS CAANOT GET WORSE THEY WILL;
WHEN THINGS APPEAR TO GET BETTER YOU HAVE
OVERLOOKED SOMETHING
• RATE OF CHANGE WILL SURPASS THE RATE OF PROGRESS
WHEN PROJECT CONTENT IS ALLOWED TO CHANGE FREELY.
• NO SYSTEM IS WITHOUT BUGS AND TRYING TO DEBUG A
SYSTEM WILL PRODUCE ONLY NEW BUGS
• PROJECT TEAMS HATE PROGRESS REPORTING AS IT
REVEALS LACK OF PROGRESS

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 EXECUTION
• A CARELESSLY PLANNED PROJECT WILL TAKE
AS MUCH AS THREE TIMES LONGER TO
COMPLETE AND A CAREFULLY PLANNED ONE
SHOULD TAKE TWICE AS LONG TO COMPLETE.
• THE QUALITY OF MANAGEMENT HAS AN
INFLUENCE ON THE QUALITY, TIMESCALE AND
COST OF PROJECT.

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 MONITORING, CONTROLLING AND
EVALUATION PHASE
• MONITORING INVOLVES;
- OBSERVING
- MEASURING AND
- TESTING
- IN MONITORING TASKS ARE REVIEWED REGULARLY
- TRAINING AND RETRAINING OF TEAM MEMBERS
- COMPLETION DATES SHOULD BE COMPARED TO PLAN
- BUDGETS SHOULD BE IN CHECK
- TIMESCALES SHOULD ALSO BE IN CHECK
- PERFOMANCE TO SET STANDARD SHOULD BE CHECKED

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 MONITORING
• MONITORING ;
- SHOWS US WHERE WE ARE AND PREDICT
WHERE WE WILL BE IN THE FUTURE
• THE PROJECT MANAGER DECIDES WHAT TO
MONITOR AND HOW OFTEN IT WILL BE
MONITORED
• IT SHOWS WHERE THE VARIANCES ARE
• EVALUATION IS DONE BY PERT OR CRITICAL PATH
METHOD
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 MONITORING
• PERT ASSESSES IF A PROJECT WILL BE
FINISHED IN TIME
• CPA IS CONCERNED WITH THE TIME AND
COSTS TRADE OF FOR THE PROJECT.

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 TERMINATION
• TERMINATION OCCURS ON COMPLETION OR
WHEN PROJECT IS NO LONGER VIABLE.
• TERMINATION INVOLVES;
1. NOTICE TO COMPLETE OR REJECT PROJECT;
SEND NOTICE TO COMPLETE AT 80 OR 90 %
COMPLETION OR PREMATURE TERMINATION
2. COMPLETION REVIEW; IDENTIFY AND LIST ALL
WORK COMPLETED AND REMAINING.

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 TERMINATION
3. IDENTIFY REMAINING WORK EXPLICITLY
4. FINAL COMPLETION PLAN; THIS IS DONE WITH A
SOUND COMPLETION PLAN
5. NOTICE TO COMPLETION; A WRITTEN NOTICE IS
FORWARDED TO ALL STAKEHOLDERS ON
COMPLETION OR PREMATURE TERMINATION
6. FORMAL ACCEPTANCE: IN THE FORM OF A
LEGAL DOCUMENT, LETTER OF ACCEPTANCE OR
FORMAL SHOW OF APPRECIATION.
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 TERMINATION
• THE SPONSOR OR PROJECT OWNER MAY REQUIRE A FINAL
REPORT WHICH MAY BE SHORT OR LONG
• REPORT WILL INCLUDE THE FOLLOWING;
- EXECUTIVE SUMMARY; AN OVERVIEW OF HOW WELL THE
PROJECT MET THE PERFOMANCE TIME AND COST CONSTRAINTS
- ACHIEVEMENTS; AN ANALYSIS OF THE EXTENT TO WHICH GOALS
WERE MET
- RECOMMENDATIONS; REVIEW OF ISSUES THAT NEED FURTHER
CONSIDERATION
- ACKNOWLEDGEMENTS; GIVING CREDIT TO THOSE WHO
CONTRIBUTED POSITIVELY TOWARDS THE PROJECT

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MANAGING KNOWLEDGE IN PROJECTS
• DATA; RAW UNSUMMARISED MATERIAL THAT GOES
INTO A PROCESS TO PRODUCE INFORMATION. IT
INCLUDES WORDS NUMBERS AND IMAGES
• INFORMATION IS DATA THAT HAS BEEN ANALYSED,
CATERGORISED, SUMMARISED AND PLACED IN CONTEXT
- USEFUL INFORMATION IS ACCURATE, TIMELY,
COMPLETE AND RELEVANT
- KNOWLEDGE; IT IS INFORMATION THAT COMES WITH
INSIGHTS, EXPERIENCE, INTUITION, JUDGEMENT AND
VALUES.

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MANAGING KNOWLEDGE IN PROJECTS

• KNOWLEDGE IS THE KEY TO INNOVATION AND

PRODUCT CREATION.
• IT IS A CORE ORGANISATIONAL COMPETENCY

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KNOWLEDGE MANAGEMENT PRINCIPLES

• A BETTER UNDERSTANDING AND MANAGEMENT OF

KNOWLEDGE CAN PRODUCE DRAMATIC RESULTS .
• EXPLICIT KNOWLEDGE TRANSFER IS IN THE FORM OF
NEWSLETTERS. PRESENTATIONS, STATUS REPORTS,
PROJECT DOCUMENTATION, TRAINING
PROGRAMMES, JOB DESCRIPTIONS, MANUALS ETC.
• DIRECT EXPERIENCE, COLLABORATION AND AN
EVOLVING UNDERSTANDING CAN BE ACQUIRED
THROUGH EXPOSURE TO WORKING PROJECT
MANAGERS.
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 KNOWLEDGE MANAGEMENT
• TACIT KNOWLEDGE TRANSFER CAN BE IN THE
FORM OF INFORMAL CONTACT
• BOTH TACIT AND EXPLICIT INFORMATION IS
NEEDED FOR KNOWLEDGE TRANSFER.

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 KNOWLEDGE MANAGEMENT
• FOUR PROCESSES BY WHICH KNOWLEDGE FLOWS
AROUND AN ORGANISATION
1. SOCIALISATION; SHARING EXPERIENCES
2. EXTERNALISATION; ARTICULATING TACIT
KNOWLEDGE INTO EXPLICIT KNOWLEDGE
3. COMBINATION; ALIGNING AND INTERGRATING
KNOWLEDGE
4. INTERNALISATION; TRANSLATING EXPLICIT
KNOWLEDGE INTO TACIT KNOWLEDGE.
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 KNOWLEDGE MANAGEMENT
• TACIT KNOWLEDGE TRANSFER IS REQUIRED FOR
KNOWLEDGE EXCHANGE
• HOWEVER IT IS MORE DIFFICULT TO TRANSMIT THAN
EXPLICIT KNOWLEDGE
• TACIT TRANSFER OF KNOWLEDGE OCCURS THROUGH
MENTORING, WORKSHOPS, SOCIAL EVENTS ETC.
• EXPLICIT KNOWLEDGE IS EASIER TO IDENTIFY ; IT IS FORMAL
AND SYSTEMATIC, CAN BE EASILY GATHERED AND STORED.
• IT IS FOUND IN PROJECT REPORTS, MANUALS AND
DOCUMENTS.

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 KNOWLEDGE ACTIVITIES REQUIRING
INVESTMENT OF MONEY OR LABOUR
• KNOWLEDGE CAPTURE
• ADDING VALUE TO KNOWLEDGE THROUGH EDITING TO
CHECK FOR ACCURACY OR RELEVANCE
• DEVELOPING KNOWLEDGE CATERGORISATION
APPROACHES AND CATERGORISING NEW
CONTRIBUTIONS TO KNOWLEDGE
• DEVELOPING IT INFRASTRUCTURE AND APPLICATIONS
FOR THE DISTRIBUTION OF KNOWLEDGE
• EDUCATING TEAM MEMBERS AND OTHER ROLE PLAYERS
ON THE CREATION, SHARING AND USE OF KNOWLEDGE.

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 INFORMATION MANAGEMENT PRACTICES
AND CONSIDERATIONS
• INFORMATION MANAGEMENT PRACTICES CONCERNS ALL
SYSTEMS AND PROCESSES WITHIN AN ORGANISATION FOR THE
CREATION AND USE OF CORPORATE INFORMATION SUCH AS;
• WEB CONTENT MANAGEMENT
• DOCUMENT MANAGEMENT
• RECORDS MANAGEMNT
• DIGITAL ASSET MANAGEMENT
• LEARNING MANAGEMENT SYSTEMS
• CONTENT MANAGEMENT SYSTEMS
• COLLABORATON AND NETWORKING
• ORGANISATIONAL SEARCHES.

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 INFORMATION MANAGEMENT
• IT ENCOMPASSES PEOPLE, PROCESS,
TECHNOLOGY AND CONTENT.
• THE THREE DIMENTIONS OF INFORMATION
1. TIME; TIMELY , AND UP-TO-DATE;
2. CONTENT; ACCURACY, RELEVANCE AND
COMPLETE
3. FORM; DETAIL AND PRESENTATION

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 SIGNIFICANCE OF INFORMATION TO A
PROJECT
• THINGS TO CONSIDER AND UNDERTAKE

1. SOURCES OF KNOWLEDGE; IDENTIFYING AND MEASURING THE SOURCES, STORAGE AND

FLOW OF INFORMATION: IDENTIFYING KEY STAKEHOLDERS, ESTABLISHING LINES OF
AUTHORITY AND REPORTING
2. BUILDING A CORPORATE MEMORY; ENSURING THE STORAGE, ARCHIVING AND RETRIVAL
OF PROJECT RELEVANT INFORMATION; REDUCING KNOWLEDGE LOSS DUE TO MOVEMENT
OF PEOPLE
3. FACILITATING COLLABORATION AND INTERACTION; CREATING OPPORTUNITIES FOR
PEOPLE TO SHARE KNOWLEDGE, COMMUNICATE, CRITIQUE AND LEARN
4. ACQUIRING KNOWLEDGE; SYSTEMATICALLY CAPTURING USEFUL INFORMATION,
GATHERING INTELLIGENCE AND HELPING AND ENCOURAGING PROJECT TEAM MEMBERS
TO MAKE THEIR TACIT KNOWLEDGE EXLICIT
5. PERFORM AN INFORMATION AUDIT; IDENTIFYING INFORMATION SOURCES, CONSIDERING
THE STORAGE AND FLOWS OF INFORMATION, IDENTIFYING KEY PEOPLE, ETC
6. ADDING VALUE TO INFORMATION; STRUCTURING, CLASSIFYING PROVIDING NAVIGATING
TOOLS, MAPPING ETC
7. NETWORKING FOR KNOWLEDGE; SHARING EQUIPMENT AND SCARCE RESORCES
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 KEY CONSIDERATIONS
• PROJECT INFORMATION SECURITY; PASSWORDS
ARE NECCESSARY TO PROTECT INFORMATION
• CULTURAL SETTINGS; CONCERNS POLITICAL,
ECONOMIC, DEMOGRAPHIC EDUCATIONAL,
ETHICAL ETHNIC AND RELIGIUOS INFLUENCES
• COPYRIGHT AND INTELLECTUAL PROPERTY;
LEGAL ADVISORS SHOULD BE CONSULTED TO
MAKE SURE THERE ARE NO VIOLATIONS OF
COPYRIGHTS AND INTELLECTUAL PROPERTY
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 CLASS EXERCISE
1. TRACE THE LIFE CYCLE OF A PROJECT
2. IDENTIFY RELEVANT PROJECTSTAKEHOLDERS
3. EXPLAIN HOW KNOWLEDGE IN PROJECTS CAN BE MANAGED
4.DESCRIBE INFORMATION MANAGEMENT PRACTICES AND
CONSIDERATIONS IN PROJECTS
5. DESCRIBE THE FOLLOWING;
(I) DATA
(II) INFORMATION
(III)KNOWLEDGE
(IV)DESCRIBE THE FOUR PROCESSES BY WHICH KNOWLEDGE
FLOWS IN AN ORGANISATION

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 CLASS EXERCISE
6. LIST THE STEPS IN IDENTIFYING THE MOST IMPORTANT
PROJECT
7. WHY ARE SOME PROJECTS ELIMINATED FROM THE
PRIORITY LIST
8. WHAT ELEMENTS DOES THE TERMINATION PROCESS
INVOLVE.
9. WHAT ARE THE KEY CONSIDERATIONS IN
INFORMATION MANAGEMENT.
10. WHAT SYSTEMS DOES INFORMATION MANAGEMENT
ENCOMPASS IN TERMS OF TECHNOLOGY.
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