Thesis (MBA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: The aim of this study is to develop a model for knowledge management within project
management, as applied to the implementation of information technology systems in the
manufacturing industry. The reason for creating models is to create an abstraction of the
knowledge processes within a certain context. This model enhances the model builder's
understanding of the context being studied and eases the articulation process of describing the
context to other practitioners. In an economic climate where knowledge is becoming the
differentiating factor for sustainable growth in shareholder value, it is critical to understand
and manage knowledge. In doing so. the practically, proven benefits of knowledge
management are avoidance of costly mistakes, faster problem-solving, faster development
times, improved customer solutions, gaining new business. enhanced customer service and
reduction of risk (Skyrme, 1999: 66-67). The model developed in this research was based on,
and is an extension to Nonaka and Takeuchi's (1995) knowledge conversion model.
The initiating phases of the project see the creation of a new organizational entity, the project
team, formed from two originating organizations namely the supplier and the client
organizations. At its inception huge amounts of knowledge is transferred to this project team.
Tacit knowledge is externalized from various stakeholders and transferred as explicit
knowledge into the project team. The project team at start-up also has access to tacit
knowledge from the team members. During the initiating phases of the project the process is
started to internalize all the knowledge acquired by the project team. The most prominent
knowledge processes in action during this phase is; knowledge acquisition and knowledge
transfer.
The control and execution phases of the project between the initiating and close-out phases,
includes phases from design, to development, to commissioning. During these phases the
process of internalizing all the knowledge flowing into the project team is continued, and
through the team interaction in reaching its goal, the process is taken further to socialize this
knowledge. The most dominant knowledge processes taking place during this part of the
project life cycle, are those of knowledge creation and knowledge retention. Knowledge
creation occurs as the team strives to create a new and unique solution for the client. The
project team grows and shrinks during this phase and knowledge retention within the project
team becomes of paramount importance. During the close-out phases of the project, the knowledge within the project team must be
externalized, and transferred out of the project tearn back into the originating organizations.
The knowledge transferred out of the project team must be retained within the supplier
organizations, and captured in knowledge repositories for future use. The externalized
knowledge must again be internalized into the operation of the supplier organization and
client organization. The knowledge transferred into the supplier organization differs from the
knowledge transferred into the client organization. The most prominent knowledge processes
during this phase are those of knowledge transfer and knowledge retention.
This model provides a framework to understand the interaction between knowledge
management, and project management concepts in this specific environment. However, this
model must still be tested against other environments to determine if the application of the
model is generic across industries. / AFRIKAANSE OPSOMMING: Die doel van hierdie studie is om 'n model te ontwikkel om kennisbestuur binne die
projekbestuurdissipline, soos toegepas in die implementering van inligtingstelsels in die
vervaardigingsbedryf, te beskryf. Die rede waarom 'n model gebou word, is om 'n abstraksie
van die kennisprosesse binne 'n sekere konteks voor te stel. Dit versterk die modelbouer se
begrip van die konteks wat bestudeer word en vergemaklik die artikulasieproses om hierdie
begrip aan ander oor te dra. In 'n ekonomiese klimaat waar kennis dikwels die
onderskeidende faktor vir aanhoudende groei in aandeelhouerwaarde is, is dit krities dat die
konsep van kennis se waarde verstaan en bestuur kan word. Die praktiese voordele van
kennisbestuur is die vermyding van duur foute, beter probleemoplossing, verkorting van
ontwikkelingstyd, beter klientoplossings, verkryging van nuwe besigheid, verbetering van
klientediens en vermindering van risiko (Skynne, 1999: 66-67). Die model wat in hierdie
navorsingstuk ontwikkel word, is gebaseer op en is 'n uitbreiding van Nonaka and Takeuchi
(1995) se kennis-omskakelingsmodel.
Gedurende die inisieringsfase van die projek word 'n nuwe entiteit gevorm. Hierdie entitieit is
die projekspan wat uit personeel vanaf die klient- en verskaffer-organisasies saamgestel word.
Met die ontstaan van die projekspan word groot hoeveelhede kennis na die span oorgedra. Die
onderskeie rolspelers moet onuitgesproke kennis ekstemaliseer en na die projekspan oordra as
eksplisiete kennis. Die projekspan het ook toe gang tot onuitgesproke kennis deur die
individue wat deel van die span vorm. Die proses om al die kennis wat die span bymekaar
maak, te internaliseer, begin gedurende die inisieringsfase van die projek. Die mees
prominente kennisprosesse in aksie gedurende hierdie projekfase, is die van kennisverkryging
en kennisoordrag.
Die beheer-en-uitvoeringsfase, tussen die inisierings- en finaliseringsfase van die projek,
omvat die sub-fases vanaf ontwerp tot ontwikkeling tot implementering. Gedurende hierdie
fase word die proses om kennis wat in die span invloei te internaliseer, voortgesit. Soos die
span met mekaar en die klient interaksie het in die nastrewe van die projek se doelwit, word
die proses voortgesit om kennis in die span te sosialiseer. Die mees prominente
kennisprosesse in hierdie fase is die van kennisskepping en kennisbehouding. Kennis word
geskep soos die span probeer om 'n nuwe en unieke oplossing vir die klient te ontwikkel. Die projekspan groei en krimp deur sy leeftyd en as gevolg hiervan word kennisbehouding 'n
hoogs belangrike taak vir die projekspan.
Gedurende die finaliseringsfase van die projek, moet die projekspan se kennis geeksternaliseer
word en uit die span terug na die oorspronklike organisasies oorgedra word.
Die kennis wat vanaf die span na die verskaffer-organisasie oorgedra word, moet vasgevang
en in 'n kennisstoor vir toekomstige gebruik gestoor word. Die kennis wat vanaf die
projekspan ge-eksternaliseer word, moet dan in die klient- en verskaffer-organisasies se
daaglikse werking ge-internaliseer word. Die kennis wat na die verskaffer-organisasie
oorgedra word, verskil van die kennis wat na die klient-organisasie oorgedra word. Die mees
prominente kennisprosesse gedurende hierdie fase is die van kennisoordrag en
kennisbehouding.
Hierdie model stel 'n struktuur voor waarbinne die interaksie tussen kennisbestuur en
projekbestuur in 'n spesifieke konteks vestaan kan word. Hierdie model moet egter nog binne
ander omgewings getoets word om te bepaal of die model generies oor industriee toegepas
kan word.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:sun/oai:scholar.sun.ac.za:10019.1/53246 |
| Date | 12 1900 |
| Creators | Steyn, Helene |
| Contributors | Fouche, B., Botha, D. F., Stellenbosch University. Faculty of Economic and Management Sciences. Graduate School of Business. |
| Publisher | Stellenbosch : Stellenbosch University |
| Source Sets | South African National ETD Portal |
| Language | en_ZA |
| Detected Language | Unknown |
| Type | Thesis |
| Format | 136 p. |
| Rights | Stellenbosch University |
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