1. PROJECT MANAGEMENT
KNOWLEDGE MANAGEMENT AND
ORGANIZATIONAL PERFORMANCE
Presented by:
Yara Eissa Summer Shoukry
Bassam Shouman Amir Mokhtar
Ahmed Ehab Maryam Mohamed
Olta Mamaj Hala Medhat
PRESENTED TO: DR. AYMAN OTHMAN

2. TABLE OF CONTENTS
 Introduction on K.M. ,types and organizational
Performance.
 Organizational performance measurement and
improvement criteria.
 How does K.M. improve organizational performance.
 Knowledge Transfer in an Organization.
 K.M. impact on architecture.
 K.M. and the four Phases of Construction
 Case Studies
 Business benefits of knowledge management.
 Challenges facing K.M.
 Barriers to knowledge management.
 Conclusion.
 References.

3. INTRODUCTION ON K.M. ,TYPES AND
ORGANIZATIONAL PERFORMANCE.
 Knowledge management is the explicit and
systematic management of vital knowledge and its
associated processes of
creating, gathering, organizing, diffusion, use and
exploitation.
 It requires turning personal knowledge into corporate
knowledge that can be widely shared throughout an
organization and appropriately applied.
 Organizational performance is an analysis of a
company`s performance as compared to goals and
objectives

4. INTRODUCTION ON K.M. ,TYPES AND
ORGANIZATIONAL PERFORMANCE.
Types of Knowledge:
 Explicit knowledge (Know-What): which is the formal,
easily identified and general knowledge that could be
expressed in mathematical expressions or specifications
and manuals.
 Tacit Knowledge (Know-How): which is intuitive, personal
hidden knowledge that is embedded in an individual’s
experience and coloured by their personal beliefs and
values.
Nick Willard, a British
consultant in knowledge

5. INTRODUCTION ON K.M. ,TYPES AND
ORGANIZATIONAL PERFORMANCE.(CONT.)
 Embedded Knowledge: Which is
knowledge that is locked up in
processes, routines and products rather than
personality or a database.

6. ORGANIZATIONAL PERFORMANCE
MEASUREMENT AND IMPROVEMENT CRITERIA.
 Measures of organizational performance:
 Profit
 Productivity
 Sales and market share
 Customer service
 Subjective estimates of financial performance
 Achievement of goals
 Measures specific to the industry

7. ORGANIZATIONAL PERFORMANCE
MEASUREMENT AND IMPROVEMENT CRITERIA.
 Criteria for improving organizational
performance:-
 Customers’ Satisfaction Survey.
 Employee Satisfaction Survey.
 Supplier Satisfaction Survey.
 Supplier Performance Rating.
 Employee Performance Rating.
 Issues Management.
 No of Raised/ Open/ Closed Issues.
 Average Issue Resolution time.
 Number of complaints & commendations.
 Planned V.S. Actual

8. HOW K.M. DOES IMPROVE ORGANIZATIONAL
PERFORMANCE.
 The benefits of KM on organizational
performance:
 Faster access to knowledge.
 Higher business process efficiency.
 More improvements via higher staff motivation.
 Cost savings.
 Increased profitability.
 Shorter time-to–market new business
opportunities.
 Better knowledge sharing.
 By applying knowledge management

9. HOW K.M. DOES IMPROVE ORGANIZATIONAL
PERFORMANCE.
 Practical improvements from real companies:-
 Improved corporate ability to adapt to organizational and
environmental change. and effectively leverage critical
workforce and leadership knowledge to deliver sustained
performance to stakeholders and clients.
 Corporate knowledge strategy that led to record year over
year growth–13% organic revenue growth in 2008 over
2007 and a three-year combined annual growth rate of
over 20%.

10. KNOWLEDGE TRANSFER IN AN ORGANIZATION.
 Knowledge transfer occurs when an organizational
unit is affected by the experience of another.
 The goal of knowledge transfer is to enable new,
less experienced and/or less effective personnel to
understand and use another person’s knowledge in
ways that significantly improve productivity.

11. KNOWLEDGE TRANSFER IN AN ORGANIZATION.
 The three conditions of effective knowledge transfer:
1. The knowledge available for transfer must be
sufficiently better than the existing personal
knowledge.
2. The availability of a means of transfer from the
source to many receivers not just one.
3. The receivers must have both the will and the ability
to use the better knowledge both instantly and over
the long-term.

12. KNOWLEDGE TRANSFER SYSTEMS

13. KNOWLEDGE TRANSFER SYSTEMS

14. K.M. IMPACT ON ARCHITECTURE.
 More precise and accurate framework.
 Knowledge Utilization of Resources
 Reduce wastage of time.
 Reduce expenses and wastage in construction.
 Increase productivity.
 Well-organized information process and transfer.
 Satisfied customers, and stakeholders.
 Employee growth and learning.
 Core organization growth and improvement.
 Improves project management.

15. K.M. AND THE FOUR PHASES OF
CONSTRUCTION
1-THE PRECONSTRUCTION PHASE:
Through the services of KM in pre-construction, the owner
makes sure to provide all the conditions that must be reached
to make the construction phase run smooth and in accordance
with a clear defined up program.
 Advisory services are also provided in this stage of the process in
order to meet all the needs mentioned from the client– starting from
the terms of reference and to items such as safety in the working field
and good civil engineering practice.
 The developer helps the client on tenders and all necessary formal
documentation, and on selection, availability and prices of
materials, work methods, construction systems and equipment.

16. K.M. AND THE FOUR PHASES OF
CONSTRUCTION
1-THE PRECONSTRUCTION PHASE:
 Knowledge Management services in pre-construction phase
include:
1-Terms of reference
2- Tender for the designer
3- Design management
4- Cost planning
5- Tender packages
6- Project approvals and permits
7- Strategic planning
8- Smart procurement
9- Logistics of construction site

17. K.M. AND THE FOUR PHASES OF
CONSTRUCTION
1-THE PRECONSTRUCTION PHASE:
 The importance of the pre-construction phase
 The Preconstruction phase is where the ground work for the
relationships, negotiations, models, and risk register that will make
the project successful is performed.
 The Preconstruction phase is where the partnering and
communication is critical to the success of the project.
 The contractor gets to fully understand the site constraints.
 The contractor gets several months of project exposure.
 There is an opportunity to shorten the project critical path.
 Managing scope, schedule, and budget is enhanced.

18. K.M. AND THE FOUR PHASES OF
CONSTRUCTION
2- THE PROCUREMENT PHASE:
 Tendering Phase in the most important phase in Construction
Industry
 The tendering process cannot initiate until the tender documents
such as the form of tender, architectural drawings, bills of
quantities are complete.
 Information within the organization is usually not
organized, therefore the knowledge management is introduced.
 All the important information is gathered, organized, analyzed and
inserted systematically into a database called the Knowledge
Base
 Knowledge Base can be accessed by other departments
 Knowledge Management improves Decision making, decrease
risk, better preparation and anticipation for the future.
 Enhance team collaboration and communication
 Improve the flow of Knowledge
 Decrease operational costs

19. K.M. AND THE FOUR PHASES OF
CONSTRUCTION
3- THE CONSTRUCTION PHASE:
 Construction process as
a knowledge based
industry:
 Knowledge production in
construction.
 Knowledge creation.
 Knowledge mapping.
 Skills and competencies in a
knowledge based economy.
 Communicating knowledge.
 Employees and their role in
knowledge management.
 Strategies to accomplish
strong KM:
 What does the knowledge
management mean to the
construction.
 Assuring the effectiveness of
the KM on the site.
 What knowledge management
strategy should be adopted.
 Over coming KM
obstacles:
 Organisational knowledge
sharing practices .
 Taking external knowledge into

20. K.M. AND THE FOUR PHASES OF
CONSTRUCTION
4- THE CLOSE-OUT PHASE:
 The Closeout Phase is the last phase in the project lifecycle.
Closeout begins when the user accepts the project & the
project has meet the goals established.
 Project closeout includes:
 Turn over of project deliverables to operations
 Redistributing resources—staff, facilities, equipment, and
automated systems
 Closing out financial accounts
 Completing, collecting, and archiving project records

21. K.M. AND THE FOUR PHASES OF
CONSTRUCTION
4- THE CLOSE-OUT PHASE:
 Impact of knowledge management on closeout phase:
 Actual activity cost and duration should be recorded and
compared with that was planned this will serve basis for
estimating future projects.
 Assessment of project team performance in this stage for
avoiding mistakes in the future.

22. CASE STUDIES
 Two case studies were investigated, the first
one is Keppie Design Architectural Practice
and the second one is Pochin PLC
construction company.

23. CASE STUDIES - KEPPIE DESIGN
ARCHITECTURAL PRACTICE
Company Background:
Keppie Design is a Scottish leading independent architectural
practice. The company has an international reputation in health-care
design and education.
Issues leading to the investment of Knowledge Management
(Background to the KM Initiative):
1.Rapid Expansion:
2.The constant influx of trainees and programmes of training and
practical guiding
3.The gap of technical experience of architectural fresh trainees
entering the field from university

24.  Objectives
Knowledge Management was needed by the company
for:
1. To facilitate internal communication of the
knowledge of the project.
2. The professional development of staff members
(especially, fresh trainees).
3. The spread of the work to different local offices and
maintaining the documents' quality.s

25.  Problems Faced KM Implementation and
Their Objectives
1.Knowing about KM but not its benefits
2.The IT system aided in serving local offices in their work
but couldn't supply a way for circulating information.
3.Forming a repository of experience and skills, "a
directory of standard drawing details" , "a library of
technical and design information" , and a directory of
standard firm information for bid documents.
4. Repeatedly raised issues.
5. Staff training.

26.  Implementation Of KM
1.Active collaboration.
2.Various skills were required.
3.A simple intranet model was made.
4. A group of observers guided the procedure.
5.IT members started opting an appropriate web-
based system, that is flexible to expand and to editing.
6. Establishment of the "experience and skills
database" based on interviews with staff members

27.  Challenges
 1.The contribution of senior experts:
Solution
 2.Securing enough project documents
Solution
 Key Results of KM
1.Productivity
2.Technical Information
3.Trainees

28.  Key Results of KM
4.Intranet
a)Social communication
b)Events, photographs,chitchats and local projects were easily
communicated.
c)People from distant offices could reach each other's news and C.Vs.
d)Technicians could aid each other distantly.
e)Group discussions could be raised for sudden technical problems.
f)Design issues and low-carbon design materials could be debated
among
colleagues.
h)Leaders could share their achievements.
i)Specialists could raise awareness about several issues.
j) Several people were personally recognized
k)Identification of knowledge areas to be developed

29.  Lessons Learned
1.Time Commitment is required.
2.Deliver clear advantages when introducing the system.
3.The success of the KM implementation depended greatly on
people's collaboration.
4. Each contributor to the KM process gains benefits.

30. POCHIN PLC CONSTRUCTION COMPANY
 Company background
 Discussion of the problem: Due to the
leakage in transforming information between
the two workshops, this knowledge was kept
unsupported and unfortunately operators
kept doing the same job.
 As a result, where knowledge could be well
organized and exchanged, the efficiency and
performance of technicians will vary
accordingly. (Koskela, 2007)

31. POCHIN PLC CONSTRUCTION COMPANY
 Development of solution
Identifying requirements
Discover potential
solutions
Implementation
Results

32. ORACLE’S KNOWLEDGE MANAGEMENT OVERVIEW
Oracle’s Knowledge Management is internet information
management system that utilizes Oracle-developed
knowledge capture, storage, and distribution tools. Oracle’s
Knowledge Management provides the features of solution
search, creation, organization, and immediate access to
new solutions.

33. ORACLE’S KNOWLEDGE MANAGEMENT FEATURES/BENEFITS
 Multiple Search Methods
 Multiple search methods are available for searching in Oracle’s Knowledge
 Management. The search methods include intermedia text, or keyword
searches.
 Finding Matching Statements/Solutions
 While creating a statement, you can find matching statements or solutions in the
 database to prevent duplication.
 Creating and Searching by Multiple Solution Types
 Information in Oracle’s Knowledge Management is organized into solutions,
 segmented into solution types.
 Adding Attachments, External Links, and/or Comments to Solutions
 This feature allows knowledge workers, customer service representatives, and
 Knowledge Management administrators to add supporting and related
 information, links to other objects

34. BUSINESS BENEFITS OF KNOWLEDGE
MANAGEMENT.
 The identification of new markets through knowledge pooling
and high-level intelligence gathering by experts.
 Higher awareness of market needs through gathering
external knowledge.
 Employing the client’s knowledge into creating new products
and improving existing ones.
 Producing products of higher quality.
 Faster time to market.
 Benefiting from the knowledge gained in different parts of the
world to satisfy other customers with similar problems.

35. CHALLENGES FACING K.M
 The main argument is ― if knowledge is
power, why should I diminish my power base
by sharing it? ―. This argument is one of
many challenges that management faces in
introducing knowledge management

36. BARRIERS TO KNOWLEDGE MANAGEMENT.
 There are no previous processes or systems that focus of the
process of knowledge management as they were not part of
the original system specification.
 There is not a system that could be used to monitor the
creation and distribution of knowledge
 There are no means of measuring the performance of the
knowledge management plan that is being carried out.
 Some people may respond negatively to knowledge as they
view it as a threat to their self-image.
 New ideas must be made explicit in a language that all
individuals inside the organization understand.

37. CONCLUSION
 To sum up, knowledge management is a
critical process for an efficient organizational
performance. It requires a proper plan,
sufficient resources and personnel who are
willing to both transfer knowledge and use it
on the long-term.

38. ANY QUESTIONS ?

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