Knowledge Management impact in Project Management: Best Practice Model for Project Management

Mas e Deg ee P og am in In o ma ion Managemen Knowledge Managemen impac in P ojec Managemen Bes P ac ice Model o P ojec Managemen Ped o Manuel Fe nandes Veloso Dominguez Disse a ion p esen ed as pa ial equi emen o ob aining he Mas e Deg ee P og am in In o ma ion Managemen NOVA In o ma ion Managemen School Ins i u o Supe io de Es a ís ica e Ges ão de In o mação Uni e sidade No a de Lisboa MGI NOVA In o ma ion Managemen School Ins i u o Supe io de Es a ís ica e Ges ão de In o mação Uni e sidade No a de Lisboa KNOWLEDGE MANAGEMENT IMPACT IN PROJECT MANAGEMENT By Ped o Manuel Fe nandes Veloso Dominguez Mas e Thesis p esen ed as pa ial equi emen o ob aining he Mas e ’s deg ee in In o ma ion Managemen , wi h a specializa ion in Knowledge Managemen and Business In elligence Supe iso /O ien ado (a): Ped o Maia Mal a Oc obe , 2023 ii STATEMENT OF INTEGRITY I he eby decla e ha ing conduc ed his academic wo k wi h in eg i y. I con i m ha I ha e no used plagia ism o any o m o undue use o in o ma ion o alsi ica ion o esul s along he p ocess leading o i s elabo a ion. I u he decla e ha I ha e ully acknowledge he Rules o Conduc and Code o Hono om he NOVA In o ma ion Managemen School. [Ped o Manuel Fe nandes Veloso Dominguez] [Lisbon, 20/10/2023] iii DEDICATION A b ie eminde o his jou ney “A smoo h sea ne e made a skilled sailo ”. F anklin D. Roose el i ACKNOWLEDGEMENTS I would like o begin by hanking e e yone who has been a pa o his inc edible jou ney ha has led o he comple ion o my mas e ’s hesis. I has been a challenging and ul illing expe ience, and in addi ion o ha , I am eally g a e ul o he encou agemen and suppo ha I ha e ecei ed along his pa h. Fi s , I wan o exp ess my deepes hanks o my dedica ed p o esso , Ped o Mal a. You pa ience, guidance, and con inuous eedback ha e been aluable h oughou his hesis, shaping i in o a comp ehensi e and insigh ul wo k. You men o ship has been an impo an pa o my academic jou ney. Since he beginning, you we e open o explo ing he opics ha I was mos in e es ed in and helping me de ine my esea ch. I am also e y g a e ul o all he indi iduals who pa icipa ed in and emb aced he challenge o alida ing he amewo k I ha e de eloped. You insigh s and con ibu ions ha e en iched he quali y o his s udy. Las bu no leas , I wan o hank my amily and iends. You suppo , unde s anding, and encou agemen ha e been my pilla s o s eng h du ing his demanding pa h. You belie in me has made his jou ney mo e meaning ul, and I am deeply g a e ul o you p esence in e e y momen . This hesis e lec s no jus my e o s, bu also he collec i e encou agemen and suppo o e e yone men ioned abo e. Thank you om he bo om o my hea o being such an impo an pa o my academic jou ney. ABSTRACT This hesis aims o explo e he ela ionship be ween Knowledge Managemen and P ojec Managemen and hei in luence on p ojec success. In oday’s as -paced en i onmen , whe e knowledge is he p ima y sou ce o compe i i e ad an age, i ’s c ucial o companies o ealize he impo ance o knowledge managemen ; o he wise, i may esul in losing o compe i o s. The s udy add esses he need o a s uc u ed amewo k ha enhances e iciency and success h oughou he p ojec li e cycle. The esea ch p ocess in ol ed an ex ensi e li e a u e e iew and in e iews wi h p ojec managemen expe s, e ealing bo h he s eng hs and limi a ions o he p oposed amewo k. The amewo k consis s o h ee key phases: "Be o e" o p oac i e p ocess imp o emen , "Du ing" o c i ical p ojec managemen s ages, and "A e " o pos -p ojec knowledge ans e and e alua ion. The in e iews highligh ed he amewo k's po en ial o b idge communica ion gaps, acili a e knowledge ans e , and imp o e p ojec success a es. Howe e , challenges we e iden i ied, such as he lack o in o ma ion on he KM-PM in e sec ion and po en ial esis ance o cul u al and o ganiza ional changes in la ge o ganiza ions. Fu u e esea ch should in ol e p ac ical es ing and alida ion o he amewo k in eal-wo ld business cases. KEYWORDS Knowledge Managemen ; P ojec Managemen ; Bes P ac ice Model; Sus ainable De elopmen Goals (SGD): i INDEX 1. In oduc ion .................................................................................................................. 1 2. Li e a u e e iew .......................................................................................................... 2 2.1. Knowledge Managemen ...................................................................................... 2 2.2. P ojec Managemen ............................................................................................. 6 2.3. Implemen ing/Combining Knowledge Managemen in P ojec Managemen ... 16 3. Me hodology .............................................................................................................. 20 Concep ual Model ...................................................................................................... 21 4. Bes p ac ice model .................................................................................................... 22 5. Resul s and discussion ................................................................................................ 30 5.1. In e iews ............................................................................................................ 30 5.2. Syn hesis and Resul s .......................................................................................... 32 6. Conclusions and u u e wo ks .................................................................................... 36 Bibliog aphical REFERENCES ........................................................................................... 38 Appendix A ...................................................................................................................... 40 ii LIST OF FIGURES Figu e 1 - Fou modes o knowledge con e sion (Nonaka & Takeuchi, 1995) .......................... 3 Figu e 2 - Con inuous Inno a ion (Nonaka & Takeuchi, 1995) .................................................. 5 Figu e 3 - Wa e all Model (Adobe Communica ions Team, 2022) ......................................... 10 Figu e 4 - Agile Me hodology (Jose Luis Amo os, 2022) .......................................................... 11 Figu e 5 - The ou phases o he p ojec li e cycle (Wes land, 2007) ..................................... 13 Figu e 6 - P ojec ini ia ion ac i i ies (Wes land, 2007) ........................................................... 13 Figu e 7 - P ojec planning ac i i ies (Wes land, 2007) ........................................................... 14 Figu e 8 - P ojec execu ion ac i i ies (Wes land, 2007) ......................................................... 15 Figu e 9 - P ojec closu e ac i i ies (Wes land, 2007) ............................................................. 15 Figu e 10 - P oposed heo e ical amewo k o p ojec knowledge sha ing con ibu ion o p ojec (Yeong & Lim, 2011) ............................................................................................. 17 Figu e 11 - Knowledge managemen and p ojec /p og am (Yeong & Lim, 2011) .................. 18 Figu e 12 - Role o knowledge managemen in p ojec (Yeong & Lim, 2011) ......................... 19 Figu e 13 - Concep ual Model .................................................................................................. 21 Figu e 14 - Bes P ac ice Model ............................................................................................... 22 iii LIST OF TABLES Table 1 - Ques ions s Conside a ions ..................................................................................... 33 6 gene a ing g ea e e enues; enhancing use accep ance; and/o inc easing compe i i eness” as s a ed by Ajmal e al. (2010). 2.2. PROJECT MANAGEMENT Nowadays, mos o ganiza ions ha e s a ed o adop a p ojec -o ien ed app oach o managemen , in which hey emphasize he managemen o single p ojec s, a ne wo k o p ojec s, and he ela ionships be ween he company and hese p ojec s. The objec i e is o deli e supe io p oduc s, se ices, and esul s ha a e sus ained by cus ome s and use s. Wi h p ojec s being conside ed s a egic asse s, he ocus now is how o suppo hem e ec i ely so ha hey align wi h he o ganiza ion's s a egic goals and objec i es and deli e he bene i s ou lined in he ini ial business cases. As no ed by Dinsmo e, p ojec s ha e become ubiqui ous in all aspec s o o ganiza ions, and o o ganiza ions o h i e, hey mus con inuously c ea e new p og ams and p ojec s, leading o a p ojec - ocused way o wo king (Le in, 2010). E en hough his end is qui e new, p ojec s as a concep ha e been a ound o a long ime. P ojec s a e p e alen and a d i ing ac o o many businesses in a ange o sec o s, including IT, cons uc ion, o e en pha maceu icals. They in ol e change and he c ea ion o some hing new, wi h a clea beginning and ending. The pace o change has accele a ed, making excellen p ojec managemen essen ial o o ganiza ions o h i e (Dinismo e & Cabanis-B ewin, 2010). Bu wha de ines a p ojec ? The bigges o ganiza ions in P ojec Managemen a ound he globe de ine i , such as The P ojec Managemen Ins i u e (PMI), O ice o Go e nmen Comme ce (OGC) and he P ojec Managemen Associa ion o Japan (PMAJ), espec i ely. S a ing wi h The Ins i u e’s P ojec Managemen Body o Knowledge guide (PMBOK) de ined p ojec as “a empo a y endea ou unde aken o c ea e a unique p oduc , se ice, o esul ," while acco ding o he PRINCE2 guide, a p ojec is “a empo a y o ganiza ion ha is c ea ed o he pu pose o deli e ing one o mo e business p oduc s acco ding o an ag eed business case." Las bu no leas , PMAJ’s P ojec & P og am Managemen guide men ions ha “p ojec e e s o a alue c ea ion unde aking based on a speci ic, which is comple ed in a gi en o ag eed ime ame and unde cons ain s, including esou ces and ex e nal ci cums ances” (Yeong & Lim, 2011). Wha abou P ojec Managemen ? Again, he same o ganiza ions ha e de ined P ojec Managemen espec i ely: PMBOK as “ he applica ion o knowledge, skills, ools, and echniques o p ojec ac i i ies o mee he p ojec equi emen ”; PRINCE2 guide as ” he planning, delega ing, moni o ing and con ol o all aspec s o he p ojec , and he mo i a ion o hose in ol ed, o achie e he p ojec objec i es wi hin he expec ed pe o mance a ge s o ime, cos , quali y, scope, bene i s and isks” and inally PMAJ’s P ojec & Managemen guide as “ he p o essional capabili y o deli e , wi h due diligence, a p ojec p oduc ha ul ils a gi en mission, by o ganizing a dedica ed p ojec eam, e ec i ely combining he mos app op ia e echnical and manage ial me hods and echniques and de ising he mos e icien and e ec i e wo k b eakdown and implemen a ion ou es” (Yeong & Lim, 2011). The eason o explaining he de ini ions o p ojec and p ojec managemen is no aimed a exposing hei di e ences bu a he showing hei simila i ies and complemen a i y. 7 Acco ding o he PMBOK, he inc ease in p ojec managemen indica es ha he applica ion o app op ia e knowledge, p ocesses, skills, ools, and echniques can ha e a signi ican impac on p ojec success (PMI 2008). The main objec i e o p ojec managemen is o ensu e a p ojec is comple ed wi hin he equi ed scope de ined by he s akeholde s, wi hin he p ojec budge , on ime, and wi h a quali y p oduc o se ice as a esul . So, wha makes a p ojec success ul? S a ing wi h he de ini ion o success. Acco ding o he Me iam- Webs e Dic iona y de i ed om he e b succeed, in La in succede e. “Success is a a ou able o desi ed ou come”, as s a ed in he dic iona y. P ojec managemen aims o achie e he comple ion o a p ojec wi hin he speci ied scope ou lined by s akeholde s, while mee ing budge , ime, and quali y equi emen s o deli e a sa is ac o y p oduc o se ice as he ou come. This adi ional de ini ion is widely used when i comes o de ining a success ul p ojec , howe e o he o ganiza ions/au ho s added addi ional dimensions o he c i e ia o p ojec success, besides he budge , ime and quali y equi emen s; Fo example, PMAJ akes in o conside a ion heal h, sa e y and en i onmen as key ac o s. I is e y challenging o ha e he igh c i e ia o wha makes a p ojec success ul. Since p ojec s in ol e di e en s akeholde s, he e will ne e be a se o c i e ia ha bene i s e e yone; di e en pe spec i es will necessa ily be biased owa ds one o he sides, ei he he cus ome o he o ganiza ion. Acco ding o Yeong & Lim inspi ed by Tu ne ’s wo k, in addi ion o he adi ional de ini ion o p ojec success, he added nine c i e ia: • The p ojec inc eases he sha eholde alue o he pa en o ganiza ion; • The p ojec gene a es a p o i ; • The p ojec p o ides he desi ed pe o mance imp o emen ; • The new asse wo ks as expec ed; • The new asse p oduces a p oduc o p o ides a se ice ha consume s wan o buy; • The new asse is easy o ope a e; • The p ojec is inished on ime, o budge , and wi h he desi ed quali y; • The p ojec eam has a sa is ac o y expe ience, and he p ojec me hei needs; • The con ac o s made a p o i . “P ojec success needs o balance he needs o e e ybody in he o ganiza ion. The p ojec success c i e ia ocus on success as a whole. The op h ee poin s la e o highe -le el s a egic goals. The middle h ee poin s ela e o he p ojec ’s ou come on whe he he p ojec deli e ed wha was expec ed. The las h ee poin s assess he wo ks o he p ojec as well as he ou pu s o he p ojec ” (Yeong & Lim, 2011). 8 Acco ding o he S andish G oup’s Chaos Repo o 2015, which collec ed da a be ween 2011 and 2015 om all su eyed p ojec s ha we e conside ed o be success ul and we e deli e ed on ime, on budge , and wi h he equi ed ea u es and unc ions, in 2011 only 39% o hose we e success ul, and in 2015 ha numbe d opped o 36% (S andish G oup, 2015). Based on his s a is ic, i is clea ha a ound 60% o he p ojec s su eyed a e ailing a some hing. This demons a es ha p ojec managemen expe s may no ha e success ully applied knowledge ga he ed om ea lie ini ia i es o imp o e he chances ha cu en and u u e p ojec s will succeed. This gi es us a on o oom o de elopmen . Why is i so di icul o achie e a highe success a e o p ojec s? To answe ha ques ion, i is impo an o unde s and he main limi a ions o P ojec Managemen . I is impe a i e o men ion ha in he con ex o p ojec managemen , limi a ions and disad an ages a e dis inc e ms, because limi a ions e e o a i icial bounda ies se by p ojec managemen , while disad an ages a e undesi ed ou comes ha esul om using p ojec managemen . Some o he exis ing p ojec managemen limi a ions a e lis ed below. Inabili y o “s ick” wi h he p ojec scope. This i s limi a ion is inhe en ly co ela ed wi h P ojec Managemen . In a as -paced en i onmen like he one in which we li e, changes happen e e y day, and p ojec s ine i ably su e om hose consequences. Due o ha , s icking o he o iginal p ojec scope is challenging. Un o una ely, his limi a ion equen ly causes p ojec cancella ions, budge o e uns, and delays. Inabili y o ully align he p ojec objec i es wi h he business/o ganiza ional s a egy. This second limi a ion is mo e ela ed owa ds he o ganiza ion. As is known, P ojec Manage s a e esponsible o managing speci ic p ojec s and no he o ganiza ion as a whole. While p ojec s a e ypically s a ed wi h a clea ela ionship and alignmen wi h he o e all co po a e s a egy by s akeholde s and execu i es, P ojec Manage s alone a e no capable o ensu ing ha hei p ojec s emain aligned wi h he company's s a egy. To add ess his limi a ion, P og am Managemen was in oduced as a highe le el o manage ial con ol o ensu e and sus ain alignmen . Inabili y o manage p ojec s wi h unspeci ied budge and/o schedule. Nowadays, P ojec Managemen aces a signi ican limi a ion in his aspec . As men ioned abo e, he adi ional de ini ions (budge , ime, and quali y) a e key ac o s ha in luence he deli e y, cons aining a p ojec wi h a ixed budge and imeline can esul in comp omised quali y, which could ha e long- e m consequences. I we go back a ew housands o yea s and look o he inc edible p ojec s ha s ill li e in ou days, such as he py amids o Gize; limi ing his kind o p ojec s which migh ha e impac ed he quali y and wonde associa ed wi h hem. Due o he cons ain s o a budge and imeline, p ojec managemen equen ly esul s in p ojec s being deli e ed la e and wi h lowe - han-expec ed quali y. This leads o esou ces no gi ing hei bes e o s and an o e emphasis on deli e ing p ojec s wi hin he se imeline. 9 Dependence on unc ional managemen Lack o con ol he P ojec Manage has o e he esou ces is clea ly a d awback acco ding o adi ional (non-agile) p ojec managemen . Func ional manage s, o whom hey di ec ly epo , a e he owne s o he esou ces and who also enjoy hei loyal y, app ecia ion, and espec . Because o his, p ojec manage s equen ly ha e o ely on unc ional manage s and esou ces, which can lead o issues. Fo P ojec Manage s o be success ul, hey equen ly ha e o make concessions o p o ide some hing in exchange. I is impo an o no e ha in highly p ojec ized o ganiza ions, his cons ain is minimal. Following an exclusi e me hodology In o de o success ully manage a p ojec , he p ojec manage mus choose and ollow a ce ain me hodology, such as he es ablished (wa e all) echnique o he mo e ecen Agile app oach. Once a me hodology is chosen, i is ypically no changed mid-p ojec , e en i ano he me hodology may be be e sui ed o he p ojec . Being cons ained by an exclusi e, immu able app oach, ei he a he o ganiza ional le el o he p ojec le el, comp omises and educes he p ojec 's po en ial and he esou ces in ol ed (P ojec Managemen Lea ning, 2023). Remo ing hese cons ain s can lead o be e p ojec managemen and highe quali y p ojec ou comes. A e explo ing he Limi a ions o P ojec Managemen , i is ime o unde s and he li e-cycle o a p ojec . Wha is a P ojec Li e Cycle? Acco ding o Ra ind an V a “P ojec Li e Cycle (PLC) is a sequence o P ojec Phases and desc ibes a Road Map on how he p ojec is c ea ed, planned o , and olled ou o use. A he end o e e y phase, he e mus be an ou pu o deli e able; o he wise, he phase would ha e been a was e o ime”. Nowadays, he e a e se e al ypes o p ojec li e cycles ha a e ei he designed o mee speci ic indus ies, he na u e o he p ojec s, o o ganiza ions. Some o ganiza ions ollow s anda d PLCs, while o he s de elop a cus omized PLC ha aligns wi h hei business p ocesses, which could possibly gi e hem a compe i i e ad an age. Each PLC has a speci ic low. As a gene al app oach, he majo i y o PLC be o e s a ing a p ojec , de ine some poin s. One o he i s examples is he business need, which answe s he ques ion: why do we need his p ojec ? A e ha ing ha de ined, d aw he p ojec de ini ion, in o de o mee he need p e iously men ioned. P io o beginning he p ojec , we mus de ine he eam and choose hem. Wi h ha se , we can s a he p ojec (Ra ind an V, 2023). Again, as men ioned abo e, each o ganiza ion could ha e di e en phases o each li e cycle o a p ojec , his is jus a small sample o wha could exis in o ganiza ions. In heo y, he e a e hund eds o o ma s, each one pa icula and ailo ed o he o ganiza ion and he kind o p ojec s hey a e u ilized in. 10 P ojec Me hodology and F amewo ks The P ojec Li e Cycle ou lines he sequen ial s eps equi ed o implemen a p ojec , while he P ojec Me hodology p o ides he app oach and s a egy o be used in he implemen a ion. I is possible o he P ojec Me hodology o be independen o any pa icula P ojec Li e Cycle. Nowadays, se e al me hodologies and amewo ks can be used in p ojec s and in o ganiza ions. Each one o hem has i s ad an ages and disad an ages, i is up o he o ganiza ion o decide which one is mo e sui able o hei needs. Nowadays, we can coun on mul iple me hodologies and amewo ks such as: Wa e all, Agile, Sc um, Kanban, Ex eme P og amming (XP), PRINCE2, PMBOK, Six Sigma, Lean, C i ical Chain P ojec Managemen , e c… I is a ac ha all he P ojec Managemen me hodologies and amewo ks a e essen ially di e en ways o app oach a p ojec . Each one o hem has a unique p ocess and wo k low. To illus a e a ew examples, bellow will be explained in summa y wo o he mos used models. (Two o he mos popula so wa e de elopmen models). Wa e all Model Figu e 3 - Wa e all Model (Adobe Communica ions Team, 2022) In 1970, Wins on Royce in oduced he Wa e all model as a o mal idea in so wa e enginee ing h ough a published pape . This model philosophy was inhe i ed om he ha dwa e manu ac u ing s a egies used in he 70s, which emphasize a highly s uc u ed app oach (Adobe Communica ions Team, 2022). The Wa e all Model is a adi ional me hod o p ojec execu ion ha ollows a sequen ial de elopmen p ocess like a wa e all h ough all he phases o a p ojec ; each phase can only begin once he p eceding one has ended. This app oach is especially bene icial o p ojec s wi h clea ly de ined scopes ha a e unlikely o change. 11 Agile Me hod Figu e 4 - Agile Me hodology (Jose Luis Amo os, 2022) Edmonds p oposed he "Agile" o "Ligh weigh " me hods in a esea ch pape in 1974. These me hods la e de eloped in o he popula and widely used agile so wa e de elopmen me hodologies, such as "Sc um" in 1995, "C ys al Clea " in 1996, "Ex eme P og amming" in 1997, "Adap i e So wa e De elopmen " in 1998, "Dynamic Sys ems De elopmen Me hod" in 1995, and "Fea u e D i en De elopmen " in 1999. In 2001, a g oup o pionee s in he ield o agile so wa e de elopmen joined o ces and published he "Agile Mani es o" (McCo mick, 2012). The me hodology was c ea ed in esponse o he p oblems he so wa e de elopmen sec o was ha ing wi h high a es o p ojec delays and ailu e. Indus y leade s ealized ha an inno a i e app oach o so wa e de elopmen managemen was necessa y o add ess hose challenges. Thus, Agile was c ea ed, speci ically designed o so wa e de elopmen , since scope modi ica ions a e common and equen ly expec ed in he indus y. Agile makes i possible o p oduce unc ional so wa e applica ions quickly and allows o con inuing imp o emen s depending on changing equi emen s. Wha is he di e ence be ween Wa e all and Agile? Agile is a mo e adap able, i e a i e app oach ha akes on he planning, design, implemen a ion, and es ing ac i i ies in sho e , ecu ing cycles as opposed o he Wa e all model, which emphasizes a comp ehensi e planning, wi h each s age ully inished be o e mo ing on o he nex (Adobe Communica ions Team, 2022). 12 P ojec Managemen Li e Cycle Rega dless o he ype o p ojec , hey all unde go a simila sequence o s ages. Al hough he speci ic asks may a y depending on he p ojec , hey all ollow a simila amewo k ha includes a beginning, a middle, and an end. This is known as he p ojec managemen li e cycle. To ensu e success in p ojec managemen , i is essen ial o ha e a comp ehensi e unde s anding o he p ojec li e cycle. This in ol es managing dis inc deli e ables, s akeholde s, and challenges a each s age (W ike, 2023). This simila amewo k men ioned abo e in he P ojec Li e Cycle can a y om au ho o au ho . In ac , acco ding o Pin o & Sle in s udy, he e a e ou -phase li e cycle. The concep ualiza ion is he ini ial s age o a p ojec whe e op managemen ecognizes a s a egic need, es ablishes p elimina y goals, and explo es a ailable esou ces. I in ol es easibili y decisions by answe ing key ques ions ela ed o he p oblem, goals and esou ces. Following he Planning phase, a o mal se o plans is es ablished o accomplish he ini ial goals. In he Execu ion phase, he p ojec 's wo k is ca ied ou , ma e ials and esou ces a e p ocu ed, and pe o mance capabili ies a e con inually es ed. Finally, he e is he e mina ion phase, which includes disbanding he p ojec eam, eleasing esou ces, and ans e ing he comple ed p ojec o he in ended use s (Pin o & Sle in, 1998). Howe e , Tonnquis , de ends ha he p ojec li e cycle should also consis in 4 p ojec phases, s a ing wi h p e-s udy, by analysing p e equisi es and speci ying he assignmen ; planning, which ansla es in o he p oduc ion o plans o he nex phase; execu ion which is he wo k in he p ojec and implemen a ion o he esul ; and inally closu e, o e alua e and close he p ojec . I is impo an o men ion ha he model also includes impac ealiza ion and e i ica ion o he business impac goal. In o de o ensu e ha he p ojec is ac ually ollowed up on and e alua ed (Tonnquis , 2009). While hese p ojec managemen heo ies sha e a common goal and exhibi simila i ies, i 's in iguing o obse e ha ce ain au ho s end o o e hei unique pe spec i e on he ideal p ojec li e cycle. Fo he pu pose o his s udy, he heo y below will be he one used om now on. Wes land in he book The P ojec Managemen Li e Cycle: A Comple e S ep-by-s ep Me hodology o Ini ia ing Planning Execu ing and Closing he P ojec ; de ends ha he e a e ou phases wi hin he p ojec li e cycle, s a ing wi h p ojec ini ia ion, planning, execu ion, and closu e (Wes land, 2007). 13 Figu e 5 - The ou phases o he p ojec li e cycle (Wes land, 2007) Ini ia ion The i s phase o a p ojec is p ojec ini ia ion, whe e a business p oblem o oppo uni y is iden i ied, and a business case wi h po en ial solu ion op ions is c ea ed. A s udy is conduc ed o assess all he possible solu ions a e he ecommended solu ion is p oposed. The p ojec is ini ia ed, ou lining he objec i es, scope, and s uc u e o he p ojec , and a p ojec manage is appoin ed. The p ojec manage ec ui s a eam and es ablishes an o ice en i onmen , and app o al is sough o he nex phase, p ojec planning. In his phase, he p ojec scope is de ined in de ail. “This in ol es c ea ing a: • P ojec plan ou lining he ac i i ies, asks, dependencies and ime ames; • Resou ce plan lis ing he labou , equipmen and ma e ials equi ed; • Financial plan iden i ying he labou , equipmen and ma e ials cos s; • Quali y plan p o iding quali y a ge s, assu ance and con ol measu es;” Figu e 6 - P ojec ini ia ion ac i i ies (Wes land, 2007) 14 Planning A e he p ojec 's objec i es, bounda ies, and s uc u e ha e been ou lined in he e ms o e e ence, he p ojec p og esses o he de ailed planning phase. “This in ol es c ea ing a: • P ojec plan ou lining he ac i i ies, asks, dependencies and ime ames; • Resou ce plan lis ing he labou , equipmen and ma e ials equi ed; • Financial plan iden i ying he labou , equipmen and ma e ials cos s; • Quali y plan p o iding quali y a ge s, assu ance and con ol measu es; • Risk plan highligh ing po en ial isks and ac ions o be aken o mi iga e hose isks; • Accep ance plan lis ing he c i e ia o be me o gain cus ome accep ance; • Communica ions plan desc ibing he in o ma ion needed o in o m s akeholde s; • P ocu emen plan iden i ying p oduc s o be sou ced om ex e nal supplie s. A his poin he p ojec will ha e been planned in de ail and is eady o be execu ed“ Figu e 7 - P ojec planning ac i i ies (Wes land, 2007) Execu ion Du ing he p ojec execu ion phase, he plans de eloped in he p e ious phase a e pu in o ac ion. The p ojec eam pe o ms a ious managemen p ocesses o ensu e ha he p ojec deli e ables a e being p oduced as planned, including moni o ing and con olling deli e able ou pu s, iden i ying changes, isks, and issues, e iewing deli e able quali y, and measu ing each deli e able agains accep ance c i e ia. A e all deli e ables ha e been p oduced and he cus ome has accep ed he inal solu ion, he p ojec is p epa ed o closu e. 15 Figu e 8 - P ojec execu ion ac i i ies (Wes land, 2007) Closu e In he p ojec closu e phase, he inal deli e ables a e eleased o he cus ome , p ojec documen a ion is handed o e o he business, supplie con ac s a e e mina ed, p ojec esou ces a e eleased, and he closu e o he p ojec is communica ed o all s akeholde s. The inal s ep is o conduc a pos -implemen a ion e iew o measu e he success o he p ojec and iden i y any aluable lessons o u u e p ojec s. Figu e 9 - P ojec closu e ac i i ies (Wes land, 2007) As a inal no e, Wes land s a ed, “mo e han 90 pe cen o p ojec s unde aken ail o independen ly e iew he le el o success a e comple ion. The eason is simply ha i akes ime and addi ional budge o o mally close he p ojec and e iew i s le el o success.” This quo e ein o ces he idea ha his las s ep is undamen al o achie e success (Wes land, 2007). 22 4. BEST PRACTICE MODEL This new chap e will p opose a bes p ac ice model ha comp ises Knowledge Managemen guidelines o e e y phase o a p ojec 's li e cycle, including Ini ia ion, Planning, Execu ion, and Closu e, as p e iously men ioned. To es ablish speci ic Knowledge Managemen guidelines o P ojec Managemen , i is impe a i e o conside he en i e p ojec en i onmen and implemen a se o bes p ac ices aimed a mi iga ing isks and maximizing he likelihood o success. The e o e, o add ess he exis ing li e a u e gap ha ails o add ess he applica ion o Knowledge Managemen in he con ex o a p ojec li e cycle, a p oposal will be made in he ollowing chap e . The model will be di ided in o h ee phases: Be o e, Du ing, and A e he p ojec . Al hough PRINCE2 de ines a p ojec as "a empo a y o ganiza ion c ea ed o deli e one o mo e business p oduc s acco ding o an ag eed business case," (PRINCE2Wiki, 2023) he knowledge gene a ed in his cycle is no ini e. Ra he , in o ma ion mus be collec ed and ans o med in o knowledge o u u e euse. As La oisie amously s a ed, "No hing is los , no hing is c ea ed, e e y hing is ans o med," and he SECI model also ecognizes ha knowledge is ans o med, no los . By adop ing his p oposed model, o ganiza ions can no only imp o e p ojec success bu also bene i om inc eased knowledge managemen capabili ies. The be o e, du ing, and a e phases o a p ojec p o ide a ho ough o e iew o he en i e p ojec li e cycle, including i s in e ac ions wi h he o ganiza ion and he en i onmen . This di ision enables g ea e con ol o e he en i e li e cycle o a p ojec because i akes in o conside a ion p ocesses be o e and a e he p ojec . The “Du ing” phase, howe e , will be he main ocus o he s udy, as i is he mos c i ical phase o he success o he p ojec . I 's impo an o no e ha hese phases a e no s a ic bu a he cyclical and in ini e. Al hough, he e a e speci ic guidelines o each phase, i 's key o emembe ha hey a e in e connec ed and should be iewed as a con inuous p ocess. Figu e 14 - Bes P ac ice Model 23 BEFORE In oduc ion The "Be o e" chap e add esses he p ocesses ha occu be o e he s a o a p ojec . A his poin , he o ganiza ion has no ye commi ed o a p ojec and is ee o any esponsibili ies. The pu pose o his chap e is o iden i y and ecommend good p ac ices ha can be used o imp o e he en i e o ganiza ional en i onmen , wi h he goal o inc easing he success a e o u u e p ojec s. By aking a p oac i e app oach o p ocess imp o emen , he company can be e posi ion i sel o success ul p ojec deli e y. This leads us o he c i ical ques ion: wha p ac ices and p ocesses should be implemen ed du ing he be o e phase o ensu e a highe success a e o a p ojec ? Be o e men ioning he guidelines, i is impo an o highligh ha in his phase he s a egies a e o ganiza ion d i en. Guidelines De ine a Communica ion App oach The i s s ep o implemen is o ensu e an e ec i e communica ion app oach. I plays an essen ial ole in a company's success because i gua an ees ha e e yone is wo king owa d common goals and unde s ands hei asks. I encou ages a cul u e o anspa ency, us , and accoun abili y, which esul s in a mo e engaged and mo i a ed s a . E ec i e communica ion elimina es misunde s andings and con lic s, p omo es eedback, and acili a es quick esolu ion o issues, which leads o inc eased p oduc i i y and cus ome sa is ac ion. De ine Knowledge Managemen So E e yone Can Unde s and I Ha ing he Communica ion App oach es ablished we should now de ine Knowledge Managemen . As men ioned by Le in he lack o a s anda d de ini ion o Knowledge Managemen poses a majo challenge o o ganiza ions. Un il a KM s anda d is es ablished, each o ganiza ion mus s udy he a ailable de ini ions and choose one ha is consis en wi h i s goals and objec i es. The concep o knowledge managemen should emphasize people and go e nance a he han ools and p ocedu es, and i should include explici goals, objec i es, and measu emen s o demons a e i s alue. The a i udes o people in ol ed in KM, om indi idual con ibu o s o execu i es, as well as he exis ing o ganiza ional cul u e owa d i , mus also be conside ed o success ul implemen a ion (Le in, 2010). Knowledge Managemen O ien a ion and T aining A e ha ing Knowledge Managemen de ini ion, he nex s ep will be o ien a ion and aining. To ensu e he success o a KM p ocess and sys em, i is c ucial o p o ide o ien a ion sessions o all employees in he o ganiza ion. The o ien a ion should co e he easons o implemen ing he sys em and he impo ance o he p ocess. I is also essen ial o cla i y each employee's ole and esponsibili ies in he p ocess, including when and how o sha e knowledge asse s. In addi ion, employees should be ained on how o use he sys em's unc ions and who o con ac o suppo o ques ions. O ganiza ions can ensu e ha all employees unde s and he impo ance o Knowledge Managemen and how o use he sys em e icien ly by p o iding such aining (Le in, 2010). 24 Sha ed Reposi o ies/Lessons Lea ned Reposi o ies and Documen /Con en Managemen Sys ems Finally, ha ing all he p e ious guidelines comple ed, i is s ongly ad oca ed o he c ea ion o KM eposi o ies p io o he s a o any p ojec s. I makes comple e sense o ha e his in as uc u e in place and eady o u u e p ojec s, as well as o applica ion in o he a eas o he o ganiza ion. As a esul , i is a s a egic in es men ha bene i s he en i e o ganiza ion. Also, Lie ni and Ribie e sugges ha p ojec manage s pe cei e knowledge managemen p ac ices as ad an ageous and o en adop sha ed eposi o ies, lessons lea ned eposi o ies, and documen /con en managemen sys ems o suppo hese p ac ices (Yeong & Lim, 2011). DURING In oduc ion The Du ing phase is he mos c i ical and signi ican phase o p ojec success, as i emphasizes he p ojec 's li e cycle. This phase includes all s ages o a p ojec 's li e cycle, such as ini ia ion, planning, execu ion, and closu e. Hence, speci ic guidelines will be p oposed o each o hese phases o ensu e a smoo h and success ul p ojec ou come. The p e ious guidelines we e o ganiza ion-d i en, howe e he ones ha will be p esen ed below a e now p ojec ed-o ien ed. Un il his momen , a PM was no assigned. Guidelines To acili a e he in e p e a ion, he guidelines will be assigned o he espec i e phase. I is impo an o men ion ha hese guidelines can be adjus ed depending on he me hodology used in he p ojec . In addi ion, he guidelines a e no s ic ly owned by he P ojec Manage , meaning ha hese bes p ac ices can be used and applied by di e en oles, howe e he majo i y will ocus on he PM ole. Assuming he p e ious guidelines we e implemen ed, le ’s s a wi h he Ini ia ion, ollowed by Planning, Execu ion and inally Closu e. INITIATION Pe o m a knowledge analysis o iden i y wha knowledge and skills a e needed o ini ia e he p ojec . A his s age, he P ojec Manage was no ye appoin ed; howe e , a business case wi h a po en ial solu ion was al eady c ea ed, which means he objec i es, scope, and s uc u e a e abou o be discussed. To conduc his p ocess, i would be bene icial o le e age sha ed eposi o ies such as lesson-lea ned da abases and documen /con en managemen sys ems. This would enable us o access and analyse in o ma ion ela ed o simila clien s o p ojec s ha ha e been comple ed in he pas , helping us o gain aluable insigh s and knowledge. Pe o ming a Knowledge analysis allows o he cla i ica ion o p ojec objec i es, he p epa a ion o a s uc u ed app oach o accommoda e he p ojec 's magni ude, and he de ini ion o i s scope. 25 Ma ch he mos skilled eam membe s o he p oposed p ojec . This guideline is closely ela ed o he p e ious one. The p ojec manage can easily iden i y he igh eam membe s o he p ojec by le e aging he o ganiza ion's knowledge managemen eposi o y, speci ically ela ed o he human esou ces ield, which includes in o ma ion on he skills, expe ience, and expe ise o employees om p e ious p ojec s. This simpli ies he p ojec manage 's job and inc eases he a e o p ojec success. Due o unexpec ed e en s, no all he p ojec s go as planned. Fo ha eason, i may be necessa y o add mo e eam membe s du ing he p ojec . In such cases, ha ing access o a knowledge managemen eposi o y can sa e a lo o ime and e o by allowing he p ojec manage o iden i y he mos sui able i o he p ojec . Ul ima ely, he P ojec Manage can gua an ee ha he igh people a e in ol ed om he beginning o he p ojec , inc easing he a e o p ojec success. Es ablish a knowledge sha ing cul u e. A e assigning he eam ha will be wo king on he p ojec , i is c ucial o es ablish a cul u e o knowledge managemen om he beginning. While his bes p ac ice was al eady men ioned implici ly in he p e ious chap e as an o ganiza ion-d i en guideline, i is impo an o ein o ce i wi hin he p ojec con ex . This is especially c i ical i he p ojec in ol es ex e nal membe s (such as ou sou cing pa ne s) o s akeholde s. The e o e, i is essen ial o ensu e ha all pa ies in ol ed in he p ojec a e awa e o and commi ed o implemen ing knowledge managemen p ac ices. PLANNING Le e age he o ganiza ion sha ed eposi o ies o assis on he planning ac i i ies. Reaching his poin means ha he p oposal has been accep ed and he p ojec is abou o begin. I is c ucial o s a planning e e y de ail o he p ojec , including he smalles ones. As p e iously men ioned in he ini ia ion phase, he i s guideline can be used o assis in he c ea ion o all he planning ac i i ies, such as he communica ion, quali y, and isk plan. While hese ac i i ies may di e based on he me hodology used, he p inciple o le e aging knowledge managemen p ac ices should be applied o all o hem. C ea ion o a Knowledge Plan. Taking in o conside a ion he p e ious guideline, a knowledge managemen plan mus be included as pa o he p ojec planning p ocess. Th oughou he execu ion phase, his plan should desc ibe speci ic ac ions and echniques o suppo e ec i e knowledge ans e and sha ing. The knowledge managemen s a egy should be de eloped in o de o p omo e a cul u e ha alues knowledge sha ing and coope a ion in bo h o mal and in o mal si ua ions. I should include i uals and p ac ices ha encou age eam membe s o sha e knowledge, such as egula knowledge-sha ing sessions and he use o sui able communica ion and collabo a ion ools. In his phase, he plan is jus being c ea ed; in he nex phase, execu ion, his guideline will be exposed in mo e de ail. 26 EXECUTION Tempo a y P ojec Reposi o y The i s measu e in he Knowledge Plan will be he c ea ion o a Tempo a y P ojec Reposi o y. This eposi o y can la e be inco po a ed in o he o ganiza ion's knowledge eposi o ies. Lessons lea ned h oughou he p ojec , he isks and issues egis e , and o he ele an documen a ion a e some examples o knowledge o be cap u ed. This will allow be e knowledge e en ion and euse in u u e p ojec s. Addi ionally, conduc ing knowledge ans e ac i i ies is essen ial o ensu e ha all eam membe s ha e a common unde s anding o he p ojec objec i es and equi emen s. Sha ing knowledge and encou aging open communica ion among eam membe s imp o es p ojec success while educing he possibili y o misunde s andings o misalignmen . Ensu e Knowledge T ans e . The second measu e is o ensu e e ec i e knowledge. Du ing he execu ion phase o he p ojec , i is c ucial o es ablish e ec i e knowledge managemen p ac ices o ensu e ha all c ea ed and sha ed knowledge is p ope ly s o ed, o ganized, and accessible o eam membe s. A key ocus is on knowledge ans e , as es ablishing his p ac ice signi ican ly con ibu es o a highe p ojec success a e. The knowledge ans e should happen ei he in o mal o in o mal momen s ha will be desc ibed in he nex wo guidelines. As highligh ed by a ious au ho s, e ec i e p ojec knowledge-sha ing p ac ices play a i al ole in p ojec success. Addi ionally, Owen's model sugges s ha knowledge is de eloped a he ask le el, cap u ed and eused a he p ojec le el h ough pe sonal knowledge and men o ing, and ans o med in o explici knowledge h ough p ojec documen a ion. Fo ha eason, he socializa ion phase in Nonaka’s SECI model should be emphasized. Make Knowledge Managemen pa o a Wo k Package in he Wo k B eakdown S uc u e The i s momen o ensu ing e icien knowledge ans e is h ough o mal momen s. By implemen ing his measu e, he p ojec manage is ac i ely p omo ing knowledge managemen wi hin he p ojec , ega dless o whe he hey assume a mo e dis an o close ole wi h he eam membe s. This ensu es ha knowledge sha ing, and collabo a ion a e encou aged h oughou he p ojec li ecycle. Including KM in he WBS allows o be e communica ion wi h p og am o p ojec s akeholde s, as well as p ope alloca ion o esou ces. I also es ablishes a speci ic app oach o moni o ing and con olling he p og ess o KM ac i i ies. Suppo and incen i e in o mal momen s o sha e hei knowledge and expe ience. The second momen o ensu ing an e icien knowledge ans e is h ough in o mal momen s. I is c ucial o adop a lexible app oach ha co e s all possible scena ios. By implemen ing his guideline, p ojec manage s can ensu e ha all momen s and in e ac ions a e adequa ely add essed. No all knowledge can be explici ly cap u ed and ans o med; o ha eason, in o mal momen s, aci momen s, o mos known as socializa ion a e c ucial o a highe a e o p ojec success. As men ioned ea lie , depending on he me hodology employed, oles may me ge, esul ing in p ojec manage s assuming ei he a less echnical and mo e dis an ole o a eam lead ole, equi ing close in e ac ion wi h eam membe s. This highligh s he impo ance o es ablishing e ec i e communica ion channels and os e ing s ong ela ionships wi h he eam. P ojec manage s can gain aluable insigh s, be e 27 comp ehend he p ojec 's p og ess, and ensu e ha aci knowledge is sha ed and u ilized e ec i ely by ac i ely engaging wi h eam membe s. Regula ly e iew and upda e he knowledge managemen plan. Finally, o ensu e he ongoing ele ance and e ec i eness o he plan c ea ed du ing he planning phase, i is c ucial o he p ojec manage o ensu e ha he guidelines men ioned ea lie a e being ollowed. The ideal ime o such a e iew is a he end o each phase o deli e y miles one, p o iding a sui able window o e alua e he plan's pe o mance and make necessa y adjus men s o al e a ions. This ensu es ha he knowledge managemen plan emains aligned wi h he p ojec 's e ol ing needs and objec i es. Mo eo e , by conduc ing e iews a key miles ones, he p ojec eam can le e age aluable insigh s and lessons lea ned o enhance u u e phases o deli e ies. CLOSURE Closing he Knowledge plan In he inal s age o he p ojec , known as he closu e phase, i holds signi icance as i concludes he business case and ensu es eadiness o deli e y. Despi e being a ela i ely sho phase, i is essen ial o p ojec comple ion. Consequen ly, his guideline consolida es he closu e o he bes p ac ices ha we e implemen ed in he las s age. Ha ing ha in mind, i is impo an o ensu e knowledge ans e . A chi e he sha ed eposi o y con aining aluable lessons lea ned and impo an p ojec documen s o u u e p ojec s; e alua e he posi i e impac o Knowledge Managemen on p ojec deli e ables. AFTER In oduc ion The inal chap e , "A e ," is dedica ed o he pos -p ojec phase, which ocuses on ensu ing a comple e ollow-up a e he closu e phase. I is c ucial o unde s and wha was accomplished and o u ilize he lessons lea ned egis e o p e en mis akes and accumula e he knowledge gained om he cus ome and he p ojec . Simila o he Be o e phase, he guidelines ha will be p esen ed below a e o ganiza ion o ien ed. Guidelines Conduc p ojec in e iews. I is essen ial o he o ganiza ion a e he p ojec o ge eedback om e e yone in ol ed. While i may be mo e challenging o conduc hese in e iews in p ojec s in ol ing ou sou cing o ex e nal membe s, hey p o ide aluable pe spec i es beyond wha he p ojec manage desc ibed a he end o he p ojec . The o ganiza ion/boa d can inqui e abou he p ojec and eam en i onmen and iden i y a eas o imp o emen . I is impo an o emphasize ha he opics and ques ions posed by he o ganiza ion a e ailo ed speci ically o he p ojec a hand. This ailo ed app oach ensu es ha he eedback collec ed is ele an and add esses he unique aspec s and challenges o he p ojec . This 28 guideline enhances he o ganiza ion's unde s anding o he p ojec 's s eng hs and a eas o de elopmen , ul ima ely suppo ing con inuous g ow h and success. Es ablish a Knowledge Managemen Rewa d and Recogni ion Sys em A e he p ojec being deli e ed and conside ed success ul is impo an o ecognize and ewa d he e o o he eam, in pa icula by s ic ly ollow he Knowledge Managemen plan. Encou aging s a membe s o ac i ely pa icipa e in knowledge sha ing om he beginning is ideal, bu mos o ganiza ions ind ha some ype o ewa d and ecogni ion sys em is equi ed un il knowledge sha ing is he no m and no he excep ion. Implemen ing ewa ds and ecogni ion in he ea ly s ages can e ec i ely os e a cul u e o knowledge sha ing. I is impo an ha hese ewa ds e lec he a ious con ibu ions made by indi iduals. Simila ly, ecogni ion should ex end o hose who ensu e he accu acy, eliabili y, and use ulness o c ea ed con en , as well as hose who egula ly assess me ics o gauge he u iliza ion and a chi al s a us o knowledge asse s. By implemen ing a comp ehensi e ewa ds and ecogni ion sys em, o ganiza ions can ein o ce he alue o knowledge sha ing and encou age con inued engagemen (Le in, 2010). T ack he Use ulness o he Knowledge Managemen Ini ia i e Th ough Me ics ha a e Visible in he O ganiza ion A egula e alua ion o he in eg a ion o knowledge managemen p ac ices wi hin o ganiza ional p ocesses is c ucial. Go e nance mee ings o e a o um o deba ing he knowledge asse s' quali y s a us, oge he wi h c i e ia ha assess how well hey co espond wi h business equi emen s. Knowledge asse s ha a e ou da ed, ambiguous, o inco ec can a ec he abili y o make aluable and in o med decisions. I is impo an o add ha he sha ed eposi o y is no he only sou ce, insigh s om he P ojec Manage and he in e iews should be aken in o conside a ion. While achie ing pe ec ion in quali y is una ainable, i is i al o p io i ize he in eg i y and use ulness o he knowledge asse s du ing hese e alua ions (Le in, 2010). Focus on Con inuous Imp o emen Las bu no leas , he las guideline Con inuous Imp o emen . The phases o Be o e, Du ing, and A e a e no isola ed e en s, bu a he a con inuous cycle. This bes p ac ice se es as he b idge o he Be o e phase, aking in o conside a ion he lessons lea ned and ou pu s ob ained. I aims o d i e imp o emen and g ow h wi hin he company, he eby enhancing he p obabili y o p ojec success, by ga he ing hese insigh s he new knowledge will be inco po a ed in o he new cycle, p omo ing a con inual cycle o de elopmen , imp o emen , and lea ning. Finally, as Le in men ion “I is necessa y o also ecognize ha a key knowledge asse om a p ojec wo k may e en lead o a change in he o ganiza ion's s a egic goals and ini ia i es o o he p ocesses used o comple e p oduc s, deli e se ices and esul s, and deli e bene i s. The ocus is o mo e away om “knowledge is powe ” o “knowledge sha ing is powe .”(Le in, 2010) In conclusion, adop ing hese guidelines o knowledge managemen can lead o se e al bene i s. Fi s ly, i p omo es knowledge e en ion wi hin he o ganiza ion, ensu ing ha aluable knowledge and expe ise a e p ese ed o u u e p ojec s. Reduces cos s and minimizes he was e o esou ces by a oiding unnecessa y duplica ion o e o s. Also, he deploymen o e ec i e knowledge 29 managemen s a egies imp o es p ojec success a es, which in he end aligns wi h he o ganiza ion's p ima y goal. As a esul o his, cus ome s gain us in he o ganiza ion's capaci y o deli e high- quali y p ojec s. In addi ion, hese measu es may ha e a posi i e e ec on employees. They can imp o e hei own skills and expe ise by p omo ing knowledge exchange and coope a ion, leading o pe sonal and p o essional p og ess. Fu he mo e, a knowledge managemen cul u e suppo s employee empowe men and engagemen since hey eel alued o hei e o s and ha e access o an ex ensi e amoun o sha ed knowledge and ools. Finally, he combined e ec o imp o ed p ojec ou comes, inc eased cus ome happiness, and inc eased employee in ol emen leads o he o ganiza ion's o e all pe o mance and epu a ion. No e ha he p oposed model ocuses on Knowledge Managemen guidelines o each phase o a p ojec 's li e cycle, i does no accoun o he impac o ex e nal and in e nal ac o s ha may in luence a p ojec 's success. Ex e nal ac o s such as poli ical, economic, and social condi ions, as well as in e nal ac o s like o ganiza ional cul u e/people, echnology, and p ocesses, a e unique o each o ganiza ion and can g ea ly impac p ojec ou comes. Al hough his model does no di ec ly add ess hese ac o s, i is impo an o ecognize hei signi icance and hei po en ial impac on p ojec success. 30 5. RESULTS AND DISCUSSION 5.1. INTERVIEWS In his chap e , i will be p esen ed he mock-up model o and all he ansc ip ions o he in e iews. MOCK UP [INTRODUCTION] Welcome o his in e iew, whe e ou p ima y objec i e is o alida e a model ha has been c ea ed o add ess a c ucial gap in p ojec managemen . This model akes in o accoun he o ganiza ional con ex and he p ojec en i onmen , wi h a pa icula ocus on he p ojec 's li e cycle. I is impo an o add ha he guidelines p oposed ook in o conside a ion p ojec managemen weaknesses, bu also wi h he main e o o inc easing he success a e o a p ojec . Th oughou his in e iew, we will explo e he model om a gene al pe spec i e, and acco ding o ha , we will di e in o mo e de ails o he model. Addi ionally, depending on you a ea o expe ise, di e en ques ions will be asked, allowing me o gain deepe insigh s in o he p ac ical applicabili y o he model. You aluable insigh s and eedback will play a signi ican ole in alida ing he e ec i eness and applicabili y o his model. Le 's begin ou discussion and explo e how his model can con ibu e o he imp o emen o p ojec success a es. 1ST PART This i s pa a e pe sonal ques ions jus o unde s and who I am in e iewing. [QUESTION] May I ask o you ull name? [QUESTION] Could you please p o ide you age? [QUESTION] Wha is you gende (Op ional)? [QUESTION] Which o ganiza ion do you cu en ly wo k o ? [QUESTION] Wha is you ole o posi ion wi hin he o ganiza ion? [QUESTION] Could you sha e a bi abou you p o essional backg ound and expe ience? 2ND PART Assuming he indi idual ead he bes p ac ice model. [QUESTION] Based on you unde s anding o he bes p ac ice model p esen ed, do you ag ee ha he implemen a ion o his model will ha e an impac on p ojec s, in pa icula inc easing he success a e? 31 IF YES [QUESTION] Could you please explain he posi i e aspec s o implemen ing his model in an o ganiza ion? Speci ically, wha did you ind mos bene icial o liked he mos abou his model? [QUESTION] A e he e any sugges ions o addi ions ha you would like o p opose o he model? This could include in oducing ools, ew i ing guidelines, o e en sugges ing en i ely new ones. IF NO [QUESTION] Could you please p o ide some insigh s on he aspec s o he model ha did no mee you expec a ions o ailed o deli e he desi ed esul ? [QUESTION] Do you ha e any sugges ions o po en ial enhancemen s o modi ica ions o add ess he iden i ied weaknesses in he model? 3RD PART This pa will be spli in wo. One o he KM expe s he o he o he PM expe s. KM Expe s [QUESTION] Do you belie e ha hese guidelines e ec i ely encou age knowledge sha ing and p ese a ion? [QUESTION] Do you belie e ha adop ing his app oach would b ing bene i s o o ganiza ions, pa icula ly in e ms o ensu ing a highe a e o p ojec success? PM Expe s [QUESTION] Do you conside his model o be a iable solu ion? [QUESTION] Do you belie e ha he amewo k could be success ully implemen ed in one o you p ojec s o wi hin you o ganiza ion? [QUESTION] Do you belie e ha adop ing his app oach would b ing bene i s o o ganiza ions, pa icula ly in e ms o ensu ing a highe a e o p ojec success? Thank you o you ime! No e ha he in e iews conduc ed o sus ain his s udy can be ound in Appendix A. 38 BIBLIOGRAPHICAL REFERENCES Adobe Communica ions Team. (2022, Ma ch 18). Wa e all Me hodology: A Comple e Guide. h ps://business.adobe.com/blog/basics/wa e all Ajmal, M., Helo, P., & Kekäle, T. (2010). C i ical ac o s o knowledge managemen in p ojec business. Jou nal o Knowledge Managemen , 14(1), 156–168. h ps://doi.o g/10.1108/13673271011015633 Al-Zayya , A. N., Al-Khaldi, F., Tad os, I., & Al-Edwan, G. (2010). The E ec o Knowledge Managemen P ocesses on P ojec Managemen . 2010. h ps://doi.o g/10.5171/2010 B a , E. (2002). Knowledge o In o ma ion. 71–90. h ps://doi.o g/10.1007/978-0-387-35611-2_5 B eznik, K. (2018). Knowledge Managemen – om i s Incep ion o he Inno a ion Linkage. P ocedia- Social and Beha io al Sciences, 238, 141–148. h ps://doi.o g/10.1016/j.sbsp o.2018.03.017 Dinismo e, P. C., & Cabanis-B ewin, J. (2010). THE AMA HANDBOOK OF PROJECT MANAGEMENT THIRD EDITION. Jose Luis Amo os. (2022). The Agile De elopmen P ocess o Mobile Apps. h ps://www.k asamo.com/agile-de elopmen -p ocess/ Koskinen, K. U. (2004). KNOWLEDGE MANAGEMENT TO IMPROVE PROJECT COMMUNICATION AND IMPLEMENTATION. P ojec Managemen Jou nal • 13 Managemen Ins i u e, 35(1), 13–19. Le in, G. (2010). Knowledge Managemen Success Equals P ojec Managemen Success. h ps://www.pmi.o g/lea ning/lib a y/knowledge-managemen -success-gene a e- alue-6656 McCo mick, M. (2012). Wa e all s. Agile Me hodology. h p://www.mcco mickpcs.com/images/Wa e all_ s_Agile_Me hodology.pd Mohammad Al-Gha ibeh, K. (2011). The Knowledge Enable s o Knowledge T ans e : An Empi ical S udy in Telecommunica ions Companies. 2011, 13. h ps://doi.o g/10.5171/2011.328944 Nonaka, I. (2007). The Knowledge-C ea ing Company. Nonaka, I., & Takeuchi, H. (1995). THE KNOWLEDGE CREATING COMPANY IKUJIRO NONAKA HIROTAKA TAKEUCHI. No ako ic, D. (2019). KNOWLEDGE MANAGEMENT INSIDE OF A SMALL ORGANIZATION: Case s udy on knowledge sha ing in p oduc -based company. Pin o, K., & Sle in, P. (1998). C i ical success ac o s ac oss he p ojec li e cycle. h ps://www.pmi.o g/lea ning/lib a y/c i ical-success- ac o s-p ojec -li e-cycle-2131 PRINCE2Wiki. (2023). PRINCE2 Wiki. h ps://p ince2.wiki/ex as/wha -is-p ince2/ 39 P ojec Managemen Lea ning. (2023). Wha A e he Limi a ions o P ojec Managemen ? – P ojec Managemen Lea ning. h ps://p ojec managemen lea ning.com/wha -a e- he-limi a ions-o - p ojec -managemen .h ml Ra ind an V. (2023). PROJECT LIFE CYCLE VS PROJECT MANAGEMENT LIFECYCLE; PROJECT METHODOLOGY VS PROJECT MANAGEMENT METHODOLOGY. h ps://medium.com/@p owiz911959/p ojec -li e-cycle- s-p ojec -managemen -li ecycle- p ojec -me hodology- s-p ojec -managemen -e76549297a64 Rowley, J. (1999). Wha is knowledge managemen ? h p://www2.mcb.co.uk/mcb /lm.asp Ruggles, R. (1996). Knowledge Managemen Tools. S andish G oup. (2015). CHAOS REPORT 2015. Te a, J. C., & Angeloni, T. (2003). Unde s anding he di e ence be ween In o ma ion Managemen and Knowledge Managemen . Tonnquis , B. (2009). P ojec managemen . Wes land, J. (2007). The P ojec Managemen Li e Cycle: A Comple e S ep-by-s ep Me hodology o Ini ia ing Planning Execu ing and Closing he P ojec . h ps://docplaye .ne /8069758-The- p ojec -managemen -li e-cycle.h ml W ike. (2023). P ojec Managemen Li e Cycle. h ps://www.w ike.com/p ojec -managemen - guide/p ojec -li ecycle/ Yeong, A., & Lim, T. T. (2011). In eg a ing knowledge managemen wi h p ojec managemen o p ojec success. 40 APPENDIX A 1s INTERVIEW Welcome o his in e iew, whe e ou p ima y objec i e is o alida e a model ha has been c ea ed o add ess a c ucial gap in p ojec managemen . This model akes in o accoun he o ganiza ional con ex and he p ojec en i onmen , wi h a pa icula ocus on he p ojec 's li e cycle. I is impo an o add ha he guidelines p oposed ook in o conside a ion p ojec managemen weaknesses, bu also wi h he main e o o inc easing he success a e o a p ojec . Th oughou his in e iew, we will explo e he model om a gene al pe spec i e, and acco ding o ha , we will di e in o mo e de ails o he model. Addi ionally, depending on you a ea o expe ise, di e en ques ions will be asked, allowing me o gain deepe insigh s in o he p ac ical applicabili y o he model. You aluable insigh s and eedback will play a signi ican ole in alida ing he e ec i eness and applicabili y o his model. Le 's begin ou discussion and explo e how his model can con ibu e o he imp o emen o p ojec . A b ie summa y o he i s pe son in e iewed. Gonçalo Nuno Ga cia De Ab eu Maximiano, se es as a p ojec manage a Milenium BCP. T ansi ioning om an accoun managemen backg ound, his jou ney in o p ojec managemen has been bo h in iguing and en iching. Cu en ly spea heading a p ojec cen e ed a ound a So wa e as a Se ice ool, Gonçalo is esponsible o i s li ecycle managemen , encompassing ma ke launch, ea u e enhancemen s, main enance, and comme cial aspec s. His adap able na u e and commi men o excellence unde sco e his con ibu ions o he success a es o he p ojec s he o e sees. 2ND PART Assuming he indi idual ead he bes p ac ice model. [QUESTION] Based on you unde s anding o he bes p ac ice model p esen ed, do you ag ee ha he implemen a ion o his model will ha e an impac on p ojec s, in pa icula inc easing he success a e? Yes, I do. I hink ha he model, he p oposed model b ings a e y impo an subjec o he able, which is he capabili y ha eams and indi iduals as a whole, ha indi iduals and eams as a whole ha e o sha e knowledge wi h each o he , and he ac is some hing ha we commonly ind, especially in he inancial indus y whe e I'm cu en ly wo king, he e is his e y big gap whe e some indi iduals migh own upon sha ing knowledge and sha ing bes p ac ices wi h ou eam membe s in o de o main ain a ce ain sense o s a us o o p o ec hei sides o hei s ake in he p ojec . I hink ha he way he model is buil ac ually add esses some o hese issues because i b ings a sense o inpu and ewa d. Fo all indi iduals in e ms o i I ac ually sha e my knowledge and I ac ually pu p oduc i e insigh s in o he p ojec and I'm able o do his and I'm able, o example, o e ie e he expe iences ha I had in p e ious p ojec s and do he same hing as you said in he desc ip ion, i 's a e y cyclical ool. So, he same p ac ices ha I'm doing in he end ga he ing eedback o he nex s ep, o he nex p ojec . I hink ha he way he model is buil add esses some o he ques ions associa ed wi h people hen o e ain in o ma ion ha hey do no sha e and a he same ime imp o e he success a e in he p ojec s because he mo e knowledge ha you ha e on he able and he mo e sha ing and unde s anding he eam does be ween hem. I do belie e ha i g ea ly inc eases he success a e o 41 p ojec s o a leas helps p ojec s o s eamline a bi be e and o a oid delaying deli e y da es o unexpec ed e o s coming om eam membe s. [QUESTION] Could you please explain he posi i e aspec s o implemen ing his model in an o ganiza ion? Speci ically, wha did you ind mos bene icial o liked he mos abou his model? So in e ms o he banking indus y, I do hink his model would be e y, e y success ul because you' e alking abou a e y aging indus y, which ends o no sha e as much as one would hope so. As such, he ac ha his model p omo es ha and he idea behind my easoning is ha i I can implemen his a a smalle scale, I can ac ually ex apola e his in he u u e o bigge p ojec , such as i I can s a wi h smalle objec i es, small wins, and hen ga he knowledge and hen implemen i on la ge scales. I do belie e ha 's he main ad an age his model has. You can y, you can apply i o a small p ojec , unde s and how i beha es. Fo example, in a con olled en i onmen , o example, in an in e nal p ojec wi h no implica ions o ex e nal s akeholde s o cus ome s, and hen y o implemen he indings in hose p ojec s. I hink ha 's he main idea he e, o i was he main ad an age I see. Then he ac is, when you' e discussing such aging indus ies, he ac ha he lack o knowledge sha ing p ac ices end o accommoda e hese companies in a sense ha hey will no look o ha because i hey a e accommoda ed o ha beha iou , hey will no wo k owa ds changing i . The ac is, i we implemen his model and hen y o change he men ali y h ough he cou se o he o ganiza ion, I do belie e ha i b ings a lo o ad an ageous p ac ices o eams. [QUESTION] A e he e any sugges ions o addi ions ha you would like o p opose o he model? This could include in oducing ools, ew i ing guidelines, o e en sugges ing en i ely new ones. I don' hink he e's a lo I could say, bu he only ques ion I would ha e would be in he a e phase, you do men ion some hing acking he use ulness o he KM ini ia i e h ough me ics. The ac is, I couldn' eally unde s and, o example, how could you measu e hese ini ia i es? Fo example, would you do i in a quali a i e way o quan i a i e way? Is i based on a nume ic me ics ha you ga he ? Fo example, i he p ojec is deli e ed on da e, you conside ha , o example, 100% success. I i 's... pas wo mon hs, pas due da e, is i 75%? Tha so o hings. I ac ually had some di icul y ying o unde s and wha me ics could be implemen ed he e. 3RD PART This pa will be spli in wo. One o he KM expe s he o he o he PM expe s. PM Expe s [QUESTION] Do you conside his model o be a iable solu ion? Yes, de ini ely. Especially when you conside my pe sonal pe spec i e and hen ex apola e his o o he o ganiza ions, some imes you' e wo king wi h ex e nal s akeholde s, which a e no all pa o you eam o a leas you in e nal o ganiza ion. This amewo k ac ually comes ac oss a bi as an agg ega o o opinions and ies o ake in o accoun all s akeholde s o he p ojec . O cou se, you need o s a in e nally, and you need o p o ide an in e nal cul u e o people o accep he amewo k as a iable solu ion. Bu hen i people inside you eam, o example, i hey a e deployed o a cus ome , a e deployed in ano he eam ha i 's no he co e one om he p ojec , and hey b ing 42 his posi i e a i ude owa ds he amewo k, o he eams will be mo e inclined o adhe e o i . So as such, I do hink i 's a e y iable solu ion, and one ha doesn' need ha much ine uning o wo k. [QUESTION] Do you belie e ha he amewo k could be success ully implemen ed in one o you p ojec s o wi hin you o ganiza ion? Yes, de ini ely, yes. [QUESTION] Do you belie e ha adop ing his app oach would b ing bene i s o o ganiza ions, pa icula ly in e ms o ensu ing a highe a e o p ojec success? I do hink so, bu I hink he main bene i would be changing o ganiza ional cul u e in some cases. O cou se, I hink one leads o ano he . I you ha e a g ea e success a e in you p ojec s, hen you o ganiza ion has a be e i and a be e en i onmen as a whole, because success d i es success. A leas ha 's my pe spec i e. I you can implemen his amewo k ha will change he way he o ganiza ion conduc s i sel in e ms o ga he ing eedback, u ilizing p e ious knowledge o build upon o he u u e. I do hink ha a some poin he e will be a success associa ed wi h his amewo k. Then ha success people will see, o cou se ha was e y success ul. How can I ex apola e ha o my p ojec ? Then you ex apola e p ojec a e p ojec a e p ojec . u ilizing he eedback ha you b ing om he p e ious i e a ions. Then you say, o cou se, his is such a g ea ool ha I will wo k wi h his because his is being e y success ul. As such, my p ojec is success ul, he nex guy is success ul, and hen my whole o ganiza ional cul u e is e y posi i e because e e yone is ha ing success. So, I hink i 's on a psychological o a human s andpoin , i 's ac ually e y posi i e as well. 43 2ND INTERVIEW Welcome o his in e iew, whe e ou p ima y objec i e is o alida e a model ha has been c ea ed o add ess a c ucial gap in p ojec managemen . This model akes in o accoun he o ganiza ional con ex and he p ojec en i onmen , wi h a pa icula ocus on he p ojec 's li e cycle. I is impo an o add ha he guidelines p oposed ook in o conside a ion p ojec managemen weaknesses, bu also wi h he main e o o inc easing he success a e o a p ojec . Th oughou his in e iew, we will explo e he model om a gene al pe spec i e, and acco ding o ha , we will di e in o mo e de ails o he model. Addi ionally, depending on you a ea o expe ise, di e en ques ions will be asked, allowing me o gain deepe insigh s in o he p ac ical applicabili y o he model. You aluable insigh s and eedback will play a signi ican ole in alida ing he e ec i eness and applicabili y o his model. Le 's begin ou discussion and explo e how his model can con ibu e o he imp o emen o p ojec success a es. A b ie summa y o he second pe son in e iewed. Helde Manuel Es e es Dias, holds he posi ion o PMO leade a Cisco's p o essional se ices CX cen e in Lisbon. Wi h a backg ound in echnologies and in o ma ion sys ems, Helde 's jou ney in o p ojec managemen has been mul i ace ed. S a ing as a so wa e de elope , he p og essed h ough a ious oles a Cisco, including assis an manage , quali y lead, p ojec manage , and p og am manage . No ably, he led a eam o p ojec manage s in a signi ican Cisco p og am wi h Voda one ac oss Eu ope. Las yea , he ansi ioned o his cu en ole, ocusing on leading he PMO eam in he Sou he n Eu opean ma ke , encompassing coun ies such as Po ugal, Spain, F ance, I aly, G eece, Is ael, Cyp us, and Mal a. Helde 's expe ise and leade ship ha e been ins umen al in d i ing success wi hin he p ojec s and p og ams he o e sees. 2ND PART Assuming he indi idual ead he bes p ac ice model. [QUESTION] Based on you unde s anding o he bes p ac ice model p esen ed, do you ag ee ha he implemen a ion o his model will ha e an impac on p ojec s, in pa icula inc easing he success a e? The e a e some in e es ing poin s. So, one o hem ha I no iced ha i was in he beginning, ha is you use a desc ip ion o PRINCE2. In ou PMO, he people go h ough he PMI ce i ica ions wi h PMP. Bu anyway, in p ojec managemen , i 's he same assump ion. I is empo a y, igh ? So i is limi ed in ime. I is unique, igh ? The esou ces a e limi ed. The hing he e is ha i is ini e. Bu he p ojec , as you men ioned, is in ini e, no only in he knowledge ha is gene a ed bu also in he esul s. So he p ojec has an impac ha will make i las . The p ojec doesn' las , bu he esul s do. One o he esul s is knowledge managemen . I saw in you documen a e y in e es ing poin in e ms o be o e, du ing, and a e . In e ms o he lessons lea ned, in e ms o he eposi o ies, and also wi h he eam. So I saw se e al de ails he e ha I liked. De ini ely, many o he poin s ha you men ioned in he documen ha you sen o me makes o al sense. Now he ques ion is, is his always applied in p ojec s, no only in Cisco, I al eady wo ked in p ojec s also wi h many o he o ganiza ions. Un o una ely, no . One o he easons why I was cu ious abou p io i izing his con e sa ion wi h you oday is because I conside his one o he bigges pain poin s in p ojec managemen . People and companies, and e en cus ome s, hey will p io i ize he esul s. Do you wan o make an ex ensi e isk iden i ica ion, 44 designing mi iga ion plans. No. We wan as . We wan cheap. E e y hing you do in a p ojec has a cos o in money o in ime o in scope. No mally, he e is always a lo o p essu e o budge and o sa e ma gin and o sa e money on p ojec s. So wha happens is ha o cu and many imes hese cu s, hey come om he execu i e le els, om cus ome s e c... This I would apply no only o Cisco, bu widely, le 's say o he co po a e and he business en i onmen . When you cu cos s, wha you will do, you will cu on he isk managemen , you will cu on he ime, because lessons lea ned is a beau i ul wo wo ds, and we ha e al eady mul iple cases whe e i was mo e han con i med how much money, ime, impac , business impac , cus ome s we e posi i ely impac ed by good usage o lessons lea ned. Bu lessons lea ned equi e ime in es men om he people and many imes he e is his ocus o dedica e he ime o he PM o he enginee o make he implemen a ion, he deploymen , and no exac ly o his lesson as well. One o he c i e ia ha , o example, we use in ou PMO, in he audi s, is o check i he e is a lessons lea ned ac o , o example, in he dashboa ds o in he p ocess managemen om he PMs. E en some imes we would like o see hese acke s mo e wide and mo e sha ed ac oss all he o ganiza ion. Bu wha happens and you men ioned hese h ee ph ases in you phases on you model, ha is he be o e, du ing and a e . So he closu e o he p ojec , when I was p ojec manage , I can ell you ha main pa o he p ojec , I was no able o make a p ope ending mee ing wi h he cus ome . discussing lessons lea ned, discussing ou comes igh om he p ocess i sel . Because he cus ome is busy, hey a e al eady in he new loop o he new p ojec o he new hing. This was al eady deli e ed, he p io i y is al eady he nex hing o do. The p io i y is no o analyse wha was done. see hings ha can be be e made in he nex ime. So e en wi h ou cus ome s, his is always also a igh , because you canno oblige he cus ome because when we a e mee ing wi h you so close. So a leas wha we y o do is inside and wi hin ou eams, whe e hese acke s eques us lea n and sha e and ex end globally ac oss all he eams. The e a e challenges wi h i . Yes, he e a e. No so much in eposi o ies ha we s a ed a he opic ha you co e ed he e on you model. We ha e ied o iew he acke s eposi o ies, he ways o access i , bu many imes also p ojec s, as we men ioned by he de ini ion, hey a e unique. They a e e y speci ic. So one o he challenges wi h he lessons lea ned is ha many imes you a e s a ing a p ojec and one o he hings ha we should do is wha ? Go o eposi o ies, lessons lea ned, and see i he e is use ul ou comes o us. To see i he e a e cases ha happened in he pas and ha can be use ul o us. One o he di icul ies is ha e e y hing is e y speci ic. In one case, i was wi h ano he ope a ing sys em, ano he case, i was wi h ano he ype o de ice. On his case, i was a pa ne in he middle on he o he case, i was using ano he ype o pla o m. So, you know, many imes, his is also one o he challenges. The p ojec s a e so unique wi h cus ome s ha a e unique. Because many imes you make he second p ojec wi h he same cus ome , bu he s akeholde s a e al eady di e en and he echnology is al eady di e en . This is one o he challenges o lessons lea ned, is ha e e y hing is e y speci ic. Ne e heless, he e is always a lo o juice ha we can squeeze when we make a p ope knowledge managemen , p ope documen a ion, s o age, insu ance pla o ms, and sha ing hem widely ac oss he o ganiza ion. IF YES [QUESTION] Could you please explain he posi i e aspec s o implemen ing his model in an o ganiza ion? Speci ically, wha did you ind mos bene icial o liked he mos abou his model? A posi i e aspec always abou he model o he amewo k is ha i consolida es some hing. Because i we ell e e yone ac oss he o ganiza ion, le 's egis e , le 's sha e i . How will people in e p e i ? 45 This always happens in di e en ways, in di e en manne s. So, ha ing a model o a p ocess ha is consolida ed will gi e s uc u e, and s uc u e will de ini ely bene i a lo . [QUESTION] A e he e any sugges ions o addi ions ha you would like o p opose o he model? This could include in oducing ools, ew i ing guidelines, o e en sugges ing en i ely new ones. I don' ha e any immedia e sugges ions o addi ions o p opose o he model. I belie e i would be bene icial o p oceed wi h es ing i u he o ga he mo e insigh s and e alua e i s e ec i eness. 3RD PART This pa will be spli in wo. One o he KM expe s he o he o he PM expe s. [QUESTION] Do you conside his model o be a iable solu ion? Yeah, de ini ely. Wi hou any doub . Look, when we ha e any model, one o he hings ha we always ha e o do is o adap i also o o ganiza ion ha we a e whe e we a e ying o apply i . They'll say his is like he ing edien s ha you make a cake and hen i will ge o he shape o he ecipien whe e you place i , like a pudding. The model is he same, because e e y o ganiza ion is e y speci ic, di e en needs, di e en ype o s akeholde s. So, in any model ha you migh p opose, he e will be always adap a ions, o each speci ic case. Belie e me, changing p ocesses and dynamics in o ganiza ions is no an easy p ocess. I 's no an easy ask o easy job. Wi h he equi ed adap a ions o each one o he companies o o ganiza ions, I hink ha de ini ely and ha ing a consolida ed model o he knowledge managemen is always an ad an age. [QUESTION] Do you belie e ha he amewo k could be success ully implemen ed in one o you p ojec s o wi hin you o ganiza ion? Yes, comple ely, and I conside ha Cisco and he majo i y o he companies ha I know ha e a long way o go in e ms o knowledge managemen . The e is al eady a e y good way ha was made. So igh now, he e is al eady dashboa d, he single sou ce o u h whe e we ha e ca ego ized he in o ma ion. Some imes people c ea e eposi o ies o in o ma ion, people c ea e dashboa ds. You ha e all he in o ma ion, bu hen wha is he p oblem? You ha e o main ain i because hings change, and we need o upda e ha in o ma ion. So one o he isks o knowledge and in o ma ion eposi o ies is ha his is no only abou building hem up. I 's also abou main aining i , upda ing i , changing i , emo ing hings, and adding new hings. [QUESTION] Do you belie e ha adop ing his app oach would b ing bene i s o o ganiza ions, pa icula ly in e ms o ensu ing a highe a e o p ojec success? I conside ha i also depends on wha he companies al eady ha e, igh ? I you a e speaking abou he company, o example, he ai plane companies. They make a black box commi ee, hey ga he , and hey see wha happened he e. Wha happened he e? They will check e e y hing; hey will ack e e y hing ha happened. They will see wha he oo cause was. They will upda e all he manuals al eady aken in o accoun o his issue. They will implemen a esponse plan. Many imes, he pilo s in he ai planes ha e a big book in case e e y hing ails, and in hese books, he e a e many pages ha ha e w i en esponse plans. So, o e e y hing ha happens, hey upda e a knowledge base and hey sp ead i widely. These changes a e implemen ed in all he lee o a speci ic model om a plane. So, 46 ai plane companies in isk managemen , knowledge managemen , hey ha e o sha e ac oss all he companies, all he coun ies, e e ybody using ha model will ge he wo d o ecei e no i ica ions abou his ha hey ha e o do. I needed, hey will collec he ai planes o make changes. I you go wi h ou model o one o hese companies, hey al eady ha e e y elabo a e models. Bu , i you go o a company ha i is a he momen wi hou he consolida ed p ocess o knowledge managemen , I o ally belie e ha i will be e y bene icial, and de ini ely hey will ha e se e al cases whe e hey will see esul s o adop ing se e al o he measu es ha I saw ha in he documen . Thank you o you ime! 47 3RD INTERVIEW Welcome o his in e iew, whe e ou p ima y objec i e is o alida e a model ha has been c ea ed o add ess a c ucial gap in p ojec managemen . This model akes in o accoun he o ganiza ional con ex and he p ojec en i onmen , wi h a pa icula ocus on he p ojec 's li e cycle. I is impo an o add ha he guidelines p oposed ook in o conside a ion p ojec managemen weaknesses, bu also wi h he main e o o inc easing he success a e o a p ojec . Th oughou his in e iew, we will explo e he model om a gene al pe spec i e, and acco ding o ha , we will di e in o mo e de ails o he model. Addi ionally, depending on you a ea o expe ise, di e en ques ions will be asked, allowing me o gain deepe insigh s in o he p ac ical applicabili y o he model. You aluable insigh s and eedback will play a signi ican ole in alida ing he e ec i eness and applicabili y o his model. Le 's begin ou discussion and explo e how his model can con ibu e o he imp o emen o p ojec success a es. A b ie summa y o he hi d pe son in e iewed. Tiago Miguel Mo ei a Gal ão, se es as an IT p ojec manage a Ac i eBank, a di ision o G upo Banco Come cial Po uguês. Wi h a ocus on managing p ojec s o mobile apps and websi es, Tiago o e sees he en i e p ojec li ecycle, om business analysis o quali y es ing, wi h a keen eye o de ail and e iciency. His expe ise lies in na iga ing he complexi ies o IT p ojec managemen , ensu ing success ul ou comes o each endea o he unde akes. 2ND PART Assuming he indi idual ead he bes p ac ice model. [QUESTION] Based on you unde s anding o he bes p ac ice model p esen ed, do you ag ee ha he implemen a ion o his model will ha e an impac on p ojec s, in pa icula inc easing he success a e? I do hink i would be an imp o emen wi hin he p ac ices in p ojec managemen because I eel like i we could like ca e mo e abou he knowledge sha ing pa and ha ing all he documen s in one place o example o e e yone o jus o ead whene e hey wan ed o o o y o sha e knowledge h ough some ac i i ies in he beginning o he p ojec i will be mo e help ul and he ou pu would be way be e . IF YES [QUESTION] Could you please explain he posi i e aspec s o implemen ing his model in an o ganiza ion? Speci ically, wha did you ind mos bene icial o liked he mos abou his model? I eel like i could imp o e wo main a eas, a leas om wha I ead. One o hem would be o cou se he ou pu ha I' e old you abou in he p e ious answe . Bu e e yone wi hin an o ganiza ion could maybe y o handle a p ojec wi hin a opic ha has been wi h somebody else be o e because wi h he knowledge sha ing, e e yone could ge access o knowledge o o he p oduc s, I hink. So i could imp o e ha pa as well.