Knowledge is worth more when shared

Professional knowledge management not only combines existing knowledge with new insights, but also makes it all available for future projects - helping to make project management more effective.

What knowledge is in the project?
Knowledge exists in many places in every company: There are recurring processes that have proven themselves or are fundamentally required, as well as methodological knowledge about which approach is best suited for certain projects. For example, critical chain project management, which is structured from the end of the project, requires a very different approach than agile product development, which is about regular reflection on partial results. In addition, there is the knowledge around a project itself: Where are the strengths and weaknesses of the company? What can the product do - what can it not do? What is the market situation like? Such knowledge arises during a project and is also constantly expanded in the course of it.

But it is also important to know how something works: How is the machine operated? How do you use this software program? However, this so-called procedural expert knowledge about action sequences requires the classical, declarative knowledge about facts as a prerequisite: What is a login? What properties does the product have? Factual knowledge provides a good basis - but especially in everyday project work, trying things out and carrying them out is a much greater source of knowledge. In the process, experiential knowledge arises that relates to what has been experienced and perceived and contains an interpretation of this or conclusions from it. Making procedural and experiential knowledge usable in the company for the future is one of the greatest challenges that knowledge management must - and can - overcome.

Create standardized and adaptive project processes
In order to successfully integrate knowledge management into project management, standardized processes are required. Only in this way is cross-project documentation feasible and comparability given. Project documentation is about creating a basis for knowledge transfer and classifying projects according to which knowledge is to be retained from them. Under the term "lessons learned" it can be determined at the end of each project what worked well and what could have worked better. It is important that these points are processed in a structured manner so that they can be retrieved by employees in a database, for example. In addition, project management should define key figures and use them to record what needs to be improved in terms of knowledge management. Projects are limited in time, but the processes should remain adaptive beyond the end of the project.

Recognizing and documenting knowledge
In the case of products, it is relatively easy to record knowledge in data sheets or manuals. It is more difficult to fix procedural knowledge and empirical values in a suitable form - and in such a way that it can actually be of use to employees in the future. Therefore, the goal cannot be to create gigantic databases that contain vast amounts of information. Without structure, no knowledge can be generated from it. An example: Many companies undergo a quality audit - but the associated quality manuals often gather dust on the shelves. It is therefore important to structure the collected knowledge and prepare it in an appealing form, for example with the help of a software solution. In principle, companies should offer documentation instead of forcing it: Checklists and templates are more likely to be accepted by employees than rigid forms because they offer personal benefits, such as making work easier or improving time management. Then employees actually access internal company knowledge and can use it beneficially.

Make knowledge available in a suitable form
The optimal form in which companies make the collected and prepared knowledge available depends on the type of knowledge and the intended use. In addition to the classic forms such as manuals and templates, wikis, for example, are well suited for sharing declarative and project knowledge. The advantage is that everyone can contribute, so that different types of knowledge can be captured and shared. In addition, wikis offer the possibility of creating a directory of experts with contact persons for certain specialist and subject areas. Caution: A wiki should not become an opaque collection of contributions, but should provide truly relevant and well-structured knowledge. A wiki will only be accepted by employees if it makes the required information easily accessible. A wiki is less suitable for procedural and experiential knowledge. Instead, referring to an expert can make their knowledge and wealth of experience usable.

Knowledge that is difficult or impossible to put in writing can also be shared on other channels within a company. Tutorial videos on the company server or YouTube can show how work processes or software programs work. Employees can learn how to perform certain tasks step-by-step or how to use existing tools. While there is usually training for new employees or applications, video tutorials are great for refreshing knowledge. Electronic assistants that are placed on top of software also guide users step-by-step through the functions of a system. Chat functionality can also be added to a project management system so that employees can ask their colleagues for support directly from the program. However, companies often find it difficult to realize that chatting is no longer just a leisure activity, but can also be used for knowledge management.

Human success factor
Knowledge management can make many processes in a company more effective: Employees make fewer mistakes because they can find help quickly when they are uncertain. This not only saves time, but also increases the quality of work. The pooling of experience within the company creates learning effects. In the event of disruptions or order changes, project managers can react much more flexibly and instruct appropriate measures. In addition, improved internal communication and the professional exchange with colleagues increase the satisfaction as well as the motivation of the employees and ensure a pleasant working atmosphere. But for a company to reap the benefits for a long time, knowledge management must be continuously developed. Immediately after the introduction, the interest and motivation of the employees are quite high. But once the initial euphoria has subsided, everything is quickly forgotten. To counteract this, regular maintenance of knowledge management is required and someone who is responsible for it. Ideally, knowledge management is located in the project management office and from there a representative should be responsible for knowledge management, motivate employees and show them how to use the respective portals or databases - and most importantly, what benefits they gain from it. Ultimately, people are responsible for the success of knowledge management within project management.