Академический Документы
Профессиональный Документы
Культура Документы
SUBMITTED BY
NAME
ENROLLMENT NO
2011
Under Supervision of
Submitted By:
Name
Programme
Enrolment No.
MBA
ACKNOWLEDGEMENT
With Candor and Pleasure I take opportunity to express my sincere thanks and
obligation to my esteemed guide ... It is because of his able and
mature guidance and co-operation without which it would not have been
possible for me to complete my project.
It is my pleasant duty to thank all the staff member of the computer center who
never hesitated me from time during the project.
Finally, I gratefully acknowledge the support, encouragement & patience of my
family, and as always, nothing in my life would be possible without God, Thank
You!
(STUDENT NAME)
BONAFIDE CERTIFICATE
This is to certify that the project titled Knowledge Management in Project
is an original work of the Student and is being submitted in partial fulfillment
for the award of the Masters Degree in Business Administration of
. This report has not been submitted earlier either to this
University or to any other University/Institution for the fulfillment of the
requirement of a course of study.
Signature of Student
Signature of Supervisor
DECLARATION
MANAGEMENT
prepares
for
(STUDENT NAME)
ABSTRACT
Knowledge Management (KM) comprises a range of strategies and practices
used in an organization to identify, create, represent, distribute, and enable
adoption of insights and experiences. Such insights and experiences comprise
knowledge, either embodied in individuals or embedded in organizational
processes or practice.
Knowledge Management efforts typically focus on organizational objectives
such as improved performance, competitive advantage, innovation, the sharing
of lessons learned, integration and continuous improvement of the organization.
KM efforts overlap with organizational learning, and may be distinguished from
that by a greater focus on the management of knowledge as a strategic asset and
a focus on encouraging the sharing of knowledge.
TABLE OF CONTENT
TOPIC
PAGE NO.
1. Introduction ...9
2. Review of literature..64
3. Objective of the Study......83
4. Research Methodology.....85
5. Data Analysis and Findings....88
6. Conclusion..102
7. Bibliography ..106
8. Questionnaire......112
CHAPTER- 1
INTROUDCTION
CHAPTER 1
INTRODUCTION
Knowledge Management (KM) comprises a range of strategies and practices
used in an organization to identify, create, represent, distribute, and enable
adoption of insights and experiences. Such insights and experiences comprise
knowledge, either embodied in individuals or embedded in organizational
processes or practice.
An established discipline since 1991 (see Nonaka 1991), KM includes courses
taught in the fields of business administration, information systems,
management, and library and information sciences (Alavi & Leidner 1999).
More recently, other fields have started contributing to KM research; these
include information and media, computer science, public health, and public
policy.
Many large companies and non-profit organizations have resources dedicated to
internal KM efforts, often as a part of their 'business strategy', 'information
technology', or 'human resource management' departments (Addicott, McGivern
& Ferlie 2006). Several consulting companies also exist that provide strategy
and advice regarding KM to these organizations.
Knowledge Management efforts typically focus on organizational objectives
such as improved performance, competitive advantage, innovation, the sharing
of lessons learned, integration and continuous improvement of the organization.
KM efforts overlap with organizational learning, and may be distinguished from
that by a greater focus on the management of knowledge as a strategic asset and
a focus on encouraging the sharing of knowledge.
Different frameworks for distinguishing between knowledge exist. One
proposed framework for
categorizing the
dimensions
of
knowledge
12
13
14
Such relabelling raises the question as to whether the current knowledge focus
is merely a passing fad. The importance of knowledge as a strategic lever can in
fact be traced back many years, to writers like Peter Drucker, who is credited
with coining the term knowledge worker (see explanation in Drucker 1993).
More recently, writers such as Quinn (1992), Wiig (1994), Nonaka and
Takeuchi (1995), and Stewart (1997) have given important insights as to the
contribution of knowledge to corporate success.
Internet
as
effective
knowledge
management
tools.
Also,
16
Explicit
Knowledge
Tangible
Systematic
Ease of Transfer
person to describe explicitly how to ride a bicycle and they cannot, yet they
know how to. This distinction, and the processes by which tacit knowledge is
converted in to explicit knowledge and vice versa, is one of the central planks of
Nonaka and Takeuchi (1995). Our research found it one of the most widely
cited concepts by knowledge management practitioners, yet one that is often
ignored by information systems professionals. There seems to be a Western
tendency to capture knowledge by getting it into a database. Yet some of the
most successful applications of ICT in knowledge management include those
that help human-human communications, most notably groupware, and
especially Lotus Notes.
Frameworks for Thinking and Action
From the perspective of a knowledge architect, frameworks provide a
convenient way of thinking about the role of ICT in supporting knowledge
processes. Most frameworks map different ICT tools according to their function
and whether they are used individually or by teams. One such framework is
shown in Table 1.
17
Passive (information)
Active
(knowledge)
Meeting support
Video-conferencing
Person
to
Person
Person
to
Computer
Computer conferencing
Expert networks
Document Mgmt
Info Retrieval
Knowledge bases
Expert Systems
Decision Support
ComputerComputer
Data Mining
Neural Networks
Intelligent Agents
Id e n tify
K n o w le d g e D is c o v e r y
T o o ls
D a ta M in in g
T e x t R e tr ie v a l/M in in g
C o lle c t/
C o d ify
In fo r m a tio n fe e d s
In te llig e n t A g e n ts
C re a te
K n o w le d g e
D a ta b a s e
Docum ent
R e p o s ito r ie s
(D a ta W a re h o u s e s )
D iffu s e /
U se
D e c is io n S u p p o r t
G ro u p w a re
V id e o c o n fe r e n c in g
T h in k in g a id s
C o n c e p t u a l M a p p in g
In f r a s tr u c t u r e :
Figure 2.
N e tw o r k s - In te r n e ts ;
In t r a n e t s
d Filtering, e Indexing
d Multimedia
A framework that most managers can easily relate to is that which maps various
ICT tools according to the knowledge processes they enhance. Having learnt
about Business Process Reengineering, many are now well oriented to the
process view of the firm. Figure 2 shows a schematic of knowledge processes
(similar to a value chain), whose left hand categories distinguish the two strands
of knowledge management - identifying existing knowledge and creating new
knowledge. A representative selection of ICT tools are mapped into different
knowledge processes.
Some Key Technologies
The impact of each technology varies enormously from situation to situation.
Several technologies recur in many knowledge management programs, partly
because they are generic and pervade many core activities and processes. The
main ones are now briefly reviewed.
Intranet, Internet
The ubiquitous Internet protocols make it easy for users to access any
information, any where, at any time. Further, browsers and client software can
act as front-ends to information in many formats and many of the other
knowledge tools such as document management or decision support. Remember
too, that the basic functions of email, discussion lists and private newsgroups
often have the biggest short term impact.
19
Intelligent Agents
The problem of information overload is becoming acute for many professionals.
Intelligent agents can be trained to roam networks to select and alert users of
new relevant information. Additionally they can be used to filter out less
relevant information from information feeds. However, in practice it seems that
a well run knowledge center, such as those at Price Waterhouse, the best
intelligent agent is still a human being!
A related technology is that of text summarizing, which British Telecom have
found can summarize large documents, retaining over 90 per cent of the relevant
meaning with less than a quarter of the original text.
20
Mapping Tools
There are an increasing number of tools, such as COPE and IDONS, that help
individuals and teams develop cognitive maps or shared mental models. These
have been used by companies such as Shell to develop future scenarios and
resolve conflicting stakeholder requirements. In addition, other mapping tools,
such as those found in Knowledge X, can represent conceptual linkages
between different source documents.
Document Management
Documents, and especially structured documents, are the form in which much
explicit knowledge is shared. With annotation and redlining facilities, they can
become active knowledge repositories, where the latest version and thinking is
readily shared amongst project teams.
By using a document management system for the construction of the Thelma
North Sea oil platform, AGIP reduced construction time by 9 months and
reduced document handling costs by 60 per cent. Suppliers like Dataware are
repositioning their products as knowledge management products and are also
adding knowledge enriching functionality.
Knowledge Enriched Solutions
With a burgeoning and lucrative market for knowledge management solutions,
many companies are simply relabelling their products and approaches e.g.
information management as knowledge management, databases as knowledge
bases,
data
warehouses
as
knowledge
repositories.
True
knowledge
management solutions are not simply new labels, but add knowledge-enriching
features. These include:
21
These all help the transfer of tacit knowledge, and any tool should increasingly
provide hooks that add new levels of interaction, not just person-to-computer
but person-to-person.
22
Collaboration
Conversations
Communications
Connections
Figure 3 - Levels of an IT Knowledge Infrastructure
At the base level is the requirement that people should be able to connect into
knowledge whenever and wherever they are (in the office, at remote sites, on
the move etc.). At higher levels, there must be mechanisms for threaded
conversations and structured collaborative work.
As you move up through each architectural layer (each of which depends on the
one below), more of the challenges are people and organization, rather than
technology, related. In our experience, most large organizations, taking their
position overall, are still between the bottom two levels.
Achieving the Benefits
As any manager of change or implementer of ICT infrastructure knows, it is the
human, organizational and cultural factors that are the ultimate determinants of
success. ICT solutions for Knowledge Management are, in essence, social
computing, and therefore need such an approach. Implementations that are
successful are typically found to share the following characteristics:
Clear vision and leadership - a solid appreciation of the contribution of
knowledge to business success and how IT can help.
Multidisciplinary teams - including information managers (librarians),
facilitators, business experts as well as technologists.
User and business-centric. Users are actively engaged in developing solutions
that enhance knowledge activities.
23
Well designed processes that engage humans where they are best, and allow
them to interact with computers where computers perform best. A business
process that does not consider applying best knowledge (and updating it) is
an incomplete process.
Active learning and experimentation. There is no such thing as a finished
requirement specification. Solutions evolve and adapt.
A knowledge sharing culture. People want to share information and their
experience and are rewarded for doing so.
Projects are usually based on three major factors, time, cost, and scope. Once
these three aspects are defined it is the project managers responsibility to
manage within the constrained values. For instance, if a projects scope must be
met at a maximum budget of $5 Million, and completed within fifteen months,
then the project manager must continually evaluate the impact on cost, and time,
if additional project scope is proposed.
This places the project manager in a unique role. Technical personnel tend to
place their highest priority on the technical aspects of the product (scope), and
give lower priority to the schedule (time) and budget (cost). Finance personnel
tend to place their highest interest on cost, and generally remained unconcerned
about time or scope.
24
and hold them accountable. As a result, project managers must have a working
knowledge of the financial aspects, and understand the language spoken by
business personnel. Terms such as then-dollars and constant dollars must be
understood. Project managers must know what NPV, ROI, and B/C ratios are,
and how to adjust for the time-value of money.
ORGANIZATION STRUCTURES
While there are various types of organizations used today, the two most
prominent are the functional and matrix forms.
Functional Organization Structure. Prior to about 1960 most corporate
organizations favored a functional organization structure, also called a
traditional organizational structure. The structure was very vertical with each
employee having one boss. The simplified diagram below illustrates the basic
form of this structure. Division managers and department heads were also
included in some cases. Organizations still using this structure tend to be in the
public sector where there is little if any competition and pressures to produce
new products quickly are minimal.
26
Each functional manager was responsible for hiring employees having a specific
field of knowledge or skill set. For instance, one functional manager would be
responsible for hiring and administering individuals who were mechanical
engineers. Another functional manager would be responsible for hiring and
administering electrical engineers.
The advantage of this type of organization structure is that all specialists within
a functional group tend to keep each other current with the latest technology.
They cross-pollinated each other. Also, each employee had only one boss,
making the chain of command simple and easy to understand.
There are several disadvantages to this type of structure. First, no one has
overall responsibility for a given project. Each has his own piece of the pie.
Second, many employees within a group are not gainfully employed all the
time. Often they are challenged with attempting to find ways to fill up their
work day. Third, customers become frustrated when trying to understand the
status of their product. Each functional manager may know a specific aspect of
27
28
In many cases employees are assigned to multiple projects. This creates the
problem of spreading an employee over too many projects resulting in lost time
as they transition physically or mentally between projects. As the number of
projects supported increases so does the lost time due to transitioning. An
employee assigned to four projects is not available for 25% of their time to each
one as might be expected. The available time is actually closer to 19%.3 The
lost time, 6% is due to transitioning.
29
30
31
How many of these characteristics does your project have? How can you
improve it?
The tools and techniques provided throughout this module are all designed to
help you meet these five characteristics.
Planning Your Project
Every project has a life cycle, composed of the phases it goes through from
beginning to completion. The broad phases of an Office of Learning
Technologies funded project are:
1. Formulating the concept, goals and objectives of a project that uses
technology to enhance learning and skills development;
2. Applying for OLT funding;
3. Conducting the initial phase (developing partnerships, conducting a needs
assessment, community learning asset mapping);
4. Conducting the pilot project;
5. Writing a final report and disseminating your results to others.
The techniques in this module will help you with the fourth phase, conducting
your community learning pilot project. In formulating your project and
applying for funding, you have already done substantial project planning:
identifying partners and project team members, assigning responsibility for
tasks, developing an action plan, budgeting resources and preparing a marketing
strategy and evaluation plan. These elements form the basis of a project plan.
32
A project plan sets the ground rules and states them in a clear fashion. This is
especially important since OLT projects typically include multiple partners and
stakeholders with differing interests and perspectives.
Why Plan?
First, it is vital that everyone understands and agrees to the "ground rules" that
will govern the project from here on in. You need to ensure that the objectives
are clearly stated so that there is no disagreement later on.
Second, the project plan helps you to control and measure your progress. Now
that your team members and financing are finalized, you should revisit your
action plan and add the specific details that will allow you to manage
successfully.
Third, the project plan will help you deal with any changes that may occur (and
they inevitably do occur!). For example, what if a stakeholder wants to add a
new objective to the project? A clear project plan will help you deal with this
situation in keeping with the overall project objectives.
Finally, the project plan will help to cement stakeholder support over the
coming months and years of the project. This is important because you will
need the support of people from different organizations, and you will not have
direct authority over them.
What is in a Project Plan?
No two projects are the same; hence no two project plans are the same. To
provide the maximum benefits, your project plan should be relevant,
understandable and complete, and reflect the size and complexity of your
unique project.
33
about
the
projects
scope
and
misunderstandings
about
authority, and possibly draw other interested and valuable team members into
the project.
The charter can be e-mailed to broaden its distribution easily and quickly.
2 - The Calendar of Activities
A Calendar of Activities is one of the most important tools in a project
manager's toolkit. By dividing a project into the individual tasks required to
complete it, the Calendar of Activities:
Allows you to monitor what has been completed and what remains to be
done;
Allows you to track labor, time and costs for each task;
Allows team members to understand how they fit into the big picture.
Designing a Calendar of Activities requires some effort, and you may think that
your project is too small to warrant the effort. However, with the action plan
you developed when applying for funding, you already have the information
you need to get started.
Creating a Calendar of Activities
The action plan you developed when applying for OLT funding breaks down
your project into its component activities. For the initial phase, you described
them on a month-by-month basis, for the pilot phase on a quarterly basis. The
activities in your action plan may be considered summary tasks. Some of these
tasks are small enough to manage as is, but others will need to be broken down
further into their logical parts.
35
These smaller units of work, tasks, will be assigned to individuals and should be
specific enough to track and manage performance, but not so small that you
spend too much time chasing details. As a guideline, it doesnt make sense to
define tasks that take less than half a day to perform over the lifecycle of the
project.
The following example illustrates the work breakdown structure of the summary
task Conduct learner evaluation of skills development content:
Conduct learner evaluation of skills development content
The bulleted items are the units of work that will be assigned to one or more
individuals. Each task should begin with a verb that specifies the work to be
done. Be sure to estimate the time required for each task, since tasks left openended are an invitation to procrastination.
The last task within each category should always be to approve the work of that
phase, a good management practice. When all the work units are done, you will
mark the Calendar of Activities to show the summary task as being complete.
In the meantime, you will know exactly what steps remain to be done. Organize
your Calendar of Activities on a quarterly basis. This will help you to prepare
the quarterly progress reports you will be submitting to OLT.
36
37
Time Schedule
Task
Interview learners
16
20
Collate responses
Write report
24
32
Approve evaluation
Sub-total
16
28
28
76
38
When creating the Time Schedule, involve key personnel who are
familiar with individual tasks, can estimate the time they will require and
know the problems you may face.
Discuss the responsibilities and priorities that partners have within their
own organizations that may impact the time they can devote to your
project.
Hold regular project status meetings with the entire team to discourage
procrastination and identify difficulties early.
The duration of a task depends on the number of people you assign to it and
their productivity. For simple, labour-intensive tasks, you can shorten the
duration by recruiting additional resources (perhaps from a local community
group). For more complex tasks, such as advanced research, adding more
resources may not help because only highly skilled people can be productive on
these tasks. Adding more resources may simply increase your cost, with no
improvement in quality or time requirement.
As the project progresses, there may be tasks that were not foreseeable in the
original plan, or you may wish to undertake additional tasks to enhance the
overall project outcome. If so, you will need to consider the impact on both the
Time Schedule and resources. If your organization and your partners decide
that changes to the Schedule are warranted and feasible, the project manager
should get a written agreement for the revised plan from all the key stakeholders
in the project.
39
Project
manager
Evaluator Teacher
Instructional
Technical
designer
support
40
responses
Write report
Discuss report
at
weekly
meeting
Revise
learning
material
content
Approve
evaluation
Project Plan Budget is simple. Simply add up the labour and equipment costs of
each task in the Time Schedule you produced. These costs should fit within the
financial budget approved by OLT.
Keep the Project Plan Budget as simple as possible while maintaining accuracy.
If you have experience in project accounting, enter the costs estimates from the
budget for each of the tasks in your Schedule. This way, as actual expenses
come in they will automatically be posted to the project, making the Financial
Detail sheets and Cashflow Forecast forms required in your quarterly reports to
OLT easier to fill out.
If you are not familiar with project costing, you can use spreadsheet software to
monitor your budget. List all the Time Schedule tasks at the left of the
spreadsheet, the resources to be used, cost estimates from your budget, actual
costs and the difference, if any, in columns to the right:
Project Budget
Task
Budgeted Actual
Resources to be Used
Costs
Costs
$600
room;
laptop $375
computer.
42
Budget Actual
Costs
Collate
responses
Write report
Discuss report
at
weekly
meeting
Revise
learning
material
content
Approve
evaluation
Evaluator's fees.
$200
Evaluator's fees.
$400
instructional
$800
designer's fees.
Wages of teachers, technical
support;
Evaluator's, $1200
$200
$3775
Ensure the partners and key personnel have signed off on the project plan,
explicitly committing themselves to milestones and target dates.
Review the Time Schedule and Responsibility Matrix at weekly or biweekly project team meetings to address problems before they result in
major slippage.
Make sure each individual has the recognized authority and access to
resources needed to complete tasks they are accountable for in the
Responsibility Matrix.
Allow sufficient time for training for all team members to perform
effectively.
Recognise your project teams success when they meet milestones and
target dates.
What is Risk?
Risk is inherent in all projects. In project management terms, risk refers to an
uncertain event or condition that has a cause and, that if it occurs, has a positive
or negative effect on a projects objectives, and a consequence on project cost,
schedule or quality. For example: the cause of a risk may be requiring a
classroom with networked computers for the learners in your skills development
44
project. The risk event is that Internet connection is delayed and the classroom
is not available for the anticipated start date. This affects your objective,
offering computer literacy training to underemployed adults, with the
consequence that you must rent another facility or delay project activities.
Naturally, you would prefer to maximize the probability and consequences of
positive events and minimize the probability and consequences of events
adverse to your project objectives. A risk response plan can help you. It
identifies the risks that might affect your project, determines their effect on the
project and includes agreed-upon responses for each risk.
The Risk Management Strategy
Identifying Risks
The first step in creating a risk response plan is to identify risks which might
affect your project. The project manager, key staff and project partners should
brainstorm referring to the project charter, calendar of activities schedule and
budget to identify potential risks. Those involved in the project can often
identify risks on the basis of experience. Published information resources are
also available that identify risks for many application areas.
Common sources of risk in community learning initiatives include:
45
Avoidance changing the project plan to eliminate the risk or protect the
objectives from its impact. An example of avoidance is using a familiar
technology instead of an innovative one.
Acceptance deciding not to change the project plan to deal with a risk.
Passive acceptance requires no action. Active acceptance may include
developing contingency plans for action should the risk occur. An
example of active acceptance is creating a list of eligible instructors that
can be called upon if last minute replacements are needed for your
project.
Since not all risks will be evident at the outset of the project, periodic risk
reviews should be scheduled at project team meetings. Risks that do occur
should be documented, along with their responses. Your lessons learned may
be useful to others or on future projects.
46
The first consideration in organizing a team is the objective of the team. Has the
team been asked to explore possibilities and alternatives? Is the team charged
with solving a complex, poorly defined problem? This is often the case with
study projects or when implementing a new technology.
Broadly, there are two different organizational approaches: In the normal
approach, each teamis responsible for a specific set of activities and the work
products move between the teams according to a predefined work flow. The
team members all have similar skills. In the multidisciplinary approach; each
team is responsible for completing some of the work products. The team
members have different skills and, possibly, are multi-skilled.
47
Certain project approaches favor certain team structures. For example, rapid
application development (RAD) works best with multidisciplinary teams. It is
necessary to have a team structure so that all the members of the project
understand their roles and their working and reporting relationships. However,
all team structures introduce some measure of inflexibility. It is important to
understand that there is no right team structure for a project and that usually it
depends on the organizational requirements and needs of the project.
Review the Project definition to understand the overall project objectives and
context. Review the Organizational breakdown structure (OBS) and the Work
breakdown structure (WBS) to understand what the project organizational unit
that is being structured must accomplish. Determine the appropriate team model
for the unit by considering the broad objective(s) of the unit and, if applicable,
48
the work patterns that have been selected. Note that several models may apply if
the project organizational unit has several objectives. Plan the number of
team(s) within the project organizational unit and how the responsibilities of
the organizational unit will be split between the teams. Consider how the teams
will be managed within the organizational unit. Estimate the size of each team
and determine the skills that each team will require. The right number of
people in a team depends on factors such as the nature of the work. Consider
carefully how skills that are known to be expensive and/or in short supply
should best be deployed. Document the roles and responsibilities of each of the
teams within the project organizational unit in the OBS.
Acquiring staff
This function includes processes to:
Identify potential sources (external/department in the organization) of project
staff.
Define skill and activity descriptions that can be used by recruiters and
resource managers to obtain staff from appropriate sourcing organizations.
Select staff for the project finding the:
right people,
with appropriate skills,
available when needed,
for the right duration,
within planned costs can be a daunting and time-consuming challenge.
Here are six key areas in which HR professionals can help lay the foundation
for excellence in project management.
49
Strategy
The ability to respond quickly to changing business needs and customer
demands is a good thing. Or is it? We would argue that an organization that
strives to speed up its response time to specific needs risks ending up with
nothing more than the ability to do the wrong thing faster.
Most business and customer needs can be met in a variety of ways, but not all
solutions will be consistent with how the organization wants to be positioned in
the market. Nor will every profitable project take the organization where it
needs to go. To be of real value, the projects into which an organization puts its
efforts need to be tied to its strategy.
There are a number of ways in which human resource executives can help
leaders move strategy from a statement to an operating reality. The senior HR
executive can take a lead role in helping the top team set up a system for
evaluating proposed projects in terms of their strategic relevance and impact.
HR can also take responsibility for ensuring that all those assigned to projects
understand how their goals relate to the overarching strategic goals of the
business.
Current and Future Leadership
Historically, top managers have been selected for their financial skills more than
for their ability to manage complex projects. The modern organization requires
leaders who can translate a broad strategic vision into manageable projects and
sell them up (to the board and shareholders) and down (to the organization and
customers).
HR can play a key role in recruiting and developing a new breed of leaders,
with broader, more project-relevant skills. When interviewing candidates for
50
management positions, they need to look for individuals with proven success in
not only formulating, but also implementing organization strategy; people who
have a track record of bringing complex projects to completion; and those who
can inspire others to get work done.
Interestingly, these skills closely parallel those of successful project managers.
As HR executives work with project managers in their organization, they need
to closely observe and mentor this rich source of future executives.
Quality
What is project quality? On time, on budget and on specification, right? Not
necessarily. What if landing a man on the moon before the Soviets had cost the
United States an extra $20 million dollars? What if Henry Ford had taken an
extra four months to launch the Model T that built an industrial giant? Would
these projects have been labeled failures? Not likely.
Meeting cost and schedule expectations is important, but these are often
indicators of efficiency rather than of quality. A quality project is one that meets
customers' needs -- even if it takes more time or spends more money than was
originally planned.
To produce a quality product, a project team must continuously survey,
anticipate, clarify and confront issues in and around the project to ensure that
the end result will delight the customer. If the customer's needs change, so must
the project plan?
HR leaders must install behaviors that separate the need to find the cause of a
problem from the need to make a choice on plan actions. Problems, decisions
and actions can't be addressed the same way. Each requires people to gather,
sort and analyze different information differently. And rarely can a person come
51
to the best resolution alone. It almost always requires help from others to
provide needed information or to implement. Having a common, visible
approach to resolving project issues speeds and improves outcomes.
For the HR executive, this means ensuring that the workforce has the
communication, interpersonal, teaming and critical-thinking skills necessary to
turn on a dime.
Methodology
Many organizations have protocols, processes and procedures in place to control
the initiation and implementation of projects. These are valuable and necessary
to efficiently and effectively deploy resources to the highest-value projects. But
these protocols can devolve into a low-value, bureaucratic, paper-pushing
exercise unless the people using them understand the "why" behind the "how."
The challenge for HR is to provide the workforce with both the protocols and
the thinking processes behind them. There is logic to defining, planning and
controlling projects, and the better all involved understand that logic, the better
they can participate in projects, and the faster they can move from project to
project.
Communication
Many project managers believe that you can't communicate too much during a
project. We beg to differ. Unnecessary communication distracts the project team
from achieving results. Technology has enabled rapid -- but not necessarily rich
-- communication, which often results in data overload. Project-team members
are overwhelmed by reports, spreadsheets and e-mails.
52
53
The impact of failures to introduce effective change can also be high: loss of
market position, removal of senior management, loss of stakeholder credibility,
loss of key employees.
54
organizational
issues
and
individual
resistance
to
change.
55
to
the
introduction
of
particular
reward
system.
jobs,
without
prior
consultation
of
affected
employees.
58
Since managers give a voice to the company culture, training at the manager
level is very critical as the best mangers are those who can motivate,
communicate, retain and inspire. They hold individuals accountable, evaluate
and coach their employees.
Best HR practices are also vital for retaining talent in an organization. Preferred
employers are not only making endeavors to cope up and allay the long-term
employees but are now devoting their HR resources to On-boarding wherein an
organization takes newly hired employees and immerses them in the
organization.
From the very first day on the job, it is crucial for the employees to know their
duties, get honest feedback on their performance and reward for exceeding
expectations.
Another important aspect of best practices is the accurate and productive
evaluation and enhancement of performance among the employee base. Indeed,
performance management is one of the key functions of a human resources
department.
Another best HR attribute that organizations should stress on is career growth
and succession which may be learning opportunities or opportunities to take on
more responsibility by offering be learning opportunities, or opportunities to
take on more responsibility.
HR functions that cant be efficiently performed in-house are being outsourced
in order to fill any gaps in building a comprehensive HR program, either for
routine tasks such as payroll and benefits management or more strategic goals
such as recruiting and management training.
59
Great Places to work as per the Grow Talents Study, 2006 are able to attract
talent based on a strong employer brand. They create an employee value
proposition that differentiates their employment offer distinctly from that of
other organizations.
60
Better Retention of Key Talent:Organizations with best practices attempt to build long-term employee
relationships. They create a working environment in which their key people
enjoy working for them and want to be part of the success story. Their
employees also see them as promoting people who are best equipped to meet the
future demands of the company. Also, the Leaders at such organizations are
perceived by employees to build relationships with all levels in the organization
and treat employees as their most valued asset.
ENGAGED EMPLOYEES HAVE BEEN FOUND TO EXHIBIT:
Higher self-motivation
Higher productivity
Lower absenteeism
Effective employers today are learning and sharing their best HR practices with
each other through benchmarking which involves measuring performance,
systematically identifying best practices, learning from leading organizations,
and adapting best practices as appropriate. This provides organizations with
tools, models, skills, methods, and data to improve the effectiveness of their
human resource programs for their customers by learning and sharing of
information.
61
essential to meeting project objectives, but they are not enough alone.
Successful projects require effective management.
In the application process for OLT funding, you have already done much of the
groundwork for sound project management and your hard work will pay
dividends now. With a relatively small amount of additional planning before
you begin your pilot project, you can help ensure a successful outcome.
The purpose of this learning module is to introduce you to the rudiments of
project management. The module is divided into subsections which introduce
some basic terminology of project management, describe the characteristics of
successful projects and provide practical advice on creating a simple yet useable
project management plan for your community learning pilot project. We hope
you will find it useful.
63
CHAPTER- 2
REVIEW OF
LITERATURE
64
CHAPTER 2
REVIEW OF LITERATURE
According to Adnane Belout[13]Today, human resource management (HRM) is
being renewed in organizations and gradually affirming its strategic role.
However, the results of an empirical study conducted by Pinto and Prescott
[Journal of Management 14 (1988) 5] within a context of project management,
contradict this trend. These authors concluded that the Personnel factor was
the only factor in their research that was marginal for project success. This
paper attempts to retest their conclusions in rethinking issues of validity of the
measures used in their study. In line with research by Tsui [Human Resource
Management 26 (1987) 35; Administrative Science Quarterly 35 (1990) 458]
and some of Belout's recommendation [International Journal of Project
Management 16(1) (1998) 21], the construct validity of the human resources
factor has been examined and a model proposed. Results show, first of all, that
although there was a link between project success and the Personnel factor
(based on the correlation analyses), this factor did not have a significant impact
on project success. Our results tend also to confirm that the relationships
between the independent variables and project success will vary according to
life cycle stage. The results also show that for three distinct structures
(functional, project-based and matrix), the Management Support and Troubleshooting variables were significantly correlated with success. Finally, this study
confirms a moderating effect between the independent variables and project
success, depending on the sector studied. All in all, this research adds another
step in conceptualizing HRM in project context which is still very rudimental.
In this sense, researchers should, in the future, improve the construct validity of
the Personnel variable by improving the psychometric properties of the
questionnaires used in the project management context. This study also shows
65
Pinto and Prescott (1988) concluded that the Personnel factor (independent
variable) was the only factor in their research that was marginal for project
success (dependent variable). This paper takes a critical look at this research and
attempts to respond to their controversial findings. The main objective is to
improve the thinking aspects and to highlight the validity of the measures used.
People are the backbone and most valuable resource for successfully executing
any project. To survive and grow in the 21st century, project management
practitioners must learn and use appropriate interpersonal skills that inspire all
those involved in a project. This book offers practical guidelines that can be
used to develop and implement the practices of communication, motivation,
negotiation, conflict resolution, conflict and stress management and leadership.
Human resource Skills for the Project manager is Volume Two of the Human
Aspects of Project Management Series [16].
A model for developing and implementing human resource management
strategies incorporating both an external fit (human resource management fits
the developmental stage of the organization) and an internal fit (the components
of human resource management complement and support each other) is
proposed. Human resource management is seen as having five developmental
stages and six strategic components. These are combined to form the Human
Resource Strategic Matrix. The implications of these ideas for research and
practice are discussed.
According to Andrew Longman, HR executives can take the lead in helping
their organizations excel in increasingly important project work. Among other
issues, they need to ensure employees understand the strategic relevance of the
specific projects and need to create performance systems and cultures that
reward involvement on project teams.
67
One key change that has largely eluded the attention of management gurus is the
shift in how work gets done. The modern enterprise has become project driven
and this change presents significant new challenges and opportunities,
especially for HR professionals.
Project work comes with a package of idiosyncrasies. No two projects are
exactly alike. Project teams rarely rotate intact from one project to the next.
Talent is added and subtracted as needed or as it is available. Similar needs are
often met with dissimilar solutions. And projects tend to be "green field"
activities, without benefit from previous "lessons learned." Excelling at
managing projects and people requires a broadly embedded understanding of
how effective project work happens and of the new behaviors needed for
success. It is a challenge for which HR professionals are uniquely suited.
According to David E. Guest in 1990 human resource management (HRM) is a
term which is now widely used but very loosely defined. In this paper it is
argued that if the concept is to have any social scientific value, it should be
defined in such a way as to differentiate it from traditional personnel
management and to allow the development of testable hypotheses about its
impact. Based on theoretical work in the field of organizational behaviour it is
proposed that HRM comprises a set of policies designed to maximize
organizational integration, employee commitment, flexibility and quality of
work. Within this model, collective industrial relations have, at best, only a
minor role. Despite the apparent attractions of HRM to managements, there is
very little evidence of any quality about its impact. Furthermore very few UK
organizations appear to practice a distinctive form of HRM, although many are
moving slowly in that direction through, for example, policies of employee
involvement.
68
71
significant
correlations
between
status
and
organizational
can guarantee superior organizational performance. None the less, there remain
concerns that contingency theory still rules, that is, that the fit between the
human resource systems and their context, and particularly the organization's
business strategy, is all important and, thus, that HIM will only outperform
other systems in certain circumstances. In the 1990s, there has been a spate of
research that has sought to test whether HIM is indeed universally relevant. This
paper reviews these studies. The paper first introduces the conceptual
dimensions of the debate concerning HRM and performance. This shows that
the issues go beyond a simple competition between universalism and
contingency theory. There are more complicated hypotheses linking human
resource practices beneath the surface of the recent literature. The second part of
the paper overviews the studies in the light of these hypotheses, revealing that
they present an uneven picture. Firstly, there are conceptual differences
underlying the studies and, secondly, the results vary between them, and the
effects of HIM vary between performance measures even in particular studies.
Though a fair number of the studies claim to support universalism, their claims
are not always unequivocally supported by their research evidence, and it is
premature to conclude in its favour. If anything, there is more support for the
lean production argument that stresses the interaction effect between HIM and
total quality management on performance.
BEST HR PRACTICES
Human Resource is all of the practices that surround people, from recruiting,
orientation and training to corporate culture and non-monetary rewards, as well
as benefits and compensation. HR is about creating a workplace where
employees, the most valuable asset for most companies, can perform to their
peak potential.
73
The best practices in the management of Human Resources are the ones which
optimize a workforce so that it can not only get more done, but also ensure a
greater level of efficiency, timeliness & quality accomplishing an increase in
overall productivity.
The Best Employers in India 2007 study, conducted by Hewitt Associates and
Great Place to Work Study 2006 study conducted by Grow Talent provides a
definitive benchmark against which one can measure how effective an
organization is in providing a workplace that engages the intellectual and
emotional commitment of its employees.
The key parameters on the basis of which the best HR practices can be
categorized and the trends observed for each of these are:
74
75
General criteria used by the Top 25 Employers (Hewitt Survey & GPTW Study)
to make the Selection Decision Figure 2.1, Source: The Hewitt Best Employers
in India 2007 study & GPTW study, 2006.
These criteria are assessed through a multi-step process consisting of multiple
rounds of interview with HR, potential supervisor, skip-level supervisor, senior
management and a probationary period.
MEASURING EFFECTIVENESS
Preferred employers in addition to monitoring how many openings were filled
and in what time period, they also use process quality metrics like rate of wrong
fits and performance of new joinees. This helps them tune the process, align it
with the market & business requirements and drive employee engagement.
INDUCTION/ ORIENTATION PROCESS
A key characteristic of effective employers as per the GPTW Study, 2006 is the
emphasis laid on ensuring that a new joinee is completely on-board. Not only do
they focus on the content of the orientation program, but also on how it is
delivered and then followed through. They use the orientation program to
communicate expectations forwards to the employee and backwards to the
organization.
Learning & Development, Career Progression: Provision of a learning
environment with systematic developmental inputs in order to grow the depth
and quality of the talent pipeline at all levels and ensures a higher return in each
role is very important for an effective employer. Training is now treated as an
investment rather than a cost. Research by Mercer Human Resource Consulting
has shown that "Career & Opportunity" is the single most important driver of
employee engagement in Asia. It suggests that people are more likely to pursue
76
77
TEAM CONCEPT:-
The team concept is useful as a low-cost alternative to formal crossfunctional training programs and helps employees become familiar with
broader aspects of the organization.
their current or future roles, unpaid sabbaticals are used as rewards for long
serving employees with often no requirements beyond employment.
MEASURING EFFECTIVENESS
The most popular methods of measuring effectiveness of the level of learning &
development in an organization remain periodic user feedback and post-training
performance management data (as a measure of transfer of training).
1)
TALENT MANAGEMENT:-
As per the GPTW report, the selected best employers also have in place
focused programs to develop those with higher potential for contribution. These
individuals are the future leaders of the organization and exist at all levels.
Thus, a high potential program must be supported by a strong performance
management framework that not only differentiates between high and low
performers but also, is able to give a fair assessment of the employee's potential.
2)
WORK ENVIRONMENT:-
employer-employee
relationship
with
the
belief
of
79
DOWNWARD COMMUNICATION
Senior management groups are the single most frequent source of
communication for employees regarding the organizational philosophy,
objectives and related business initiatives. 100% of the companies selected in
the Hewitts Best Employers & Grow Talent GPTW have a formal
communication strategy. Employee satisfaction results are the most frequently
communicated pieces of information including business goals and objectives,
company operating results and customer information on an annual basis among
both management and employees. According to research there has been a shift
from
traditional
communication
philosophy
to
transformational
80
UPWARD COMMUNICATION
Communication at Best Employers is a continuous two way process between the
management and employees and various mediums are used to solicit employee
opinions and suggestions surrounding organizational issues.
Selected
Employers
Employee opinion surveys
96%
Focus groups
88%
68%
group)
Other
Table 2.3, Source: Grow Talents Great Place to Work Study, 2006
Effective employers use employee inputs to influence programs and policy
decisions, manage changes in employee motivation, satisfaction or morale and
make product/service or process improvements. Many of these organizations
also use this feedback for enhancing business performance and evaluating
people program effectiveness.
81
GRIEVANCE RESOLUTION
Preferred employers today aim at creating a positive and employee oriented
work environment to enhance productivity and engagement levels. However,
they do understand that there may be individual employee concerns and
suggestions to improve existing systems and processes.
Therefore, they establish channels or processes through which employees can
appeal or complain if they feel unfairly treated.
Processes which employees use to complain & appeal at the selected employers
EMPLOYEE PORTALS
Preferred employers as per the GPTW Study are strong advocates of "selfmanagement" and provide employees with the technology and resources that
they need to make decisions effectively as well as the tools to implement those
decisions. The use of automated employee portals helps in streamlining
processes and enables key Human Resource functions such as Performance
management, Compensation and Payroll Administration
FUN AT WORK
In order to inculcate the element of "fun" at the workplace, organizations should
recognize employee achievements and special days e.g. birthdays, completion
of a number of years of service etc. These celebrations also extend to the
employees spouse, children and family at a majority of Best Employers of
Hewitt.
82
CHAPTER- 3
OBJECTIVES OF
THE STUDY
83
CHAPTER 3
84
CHAPTER- 4
RESEARCH
METHODOLOGY
85
CHAPTER 4
RESEARCH METHODOLOGY
The current chapter deals with the research methodology adopted in the present
study indicates the selection of sample respondents, collection of data, choice of
statistical tools for analysis of data, in addition to pointing out limitation of the
study.
Methodology adopted
The research is aimed at studying the Role of Knowledge management in
project management at Baluja Labs.
Research design:
The design for this study is descriptive. Since the study will conducted to find
the attitude of employees towards role of knowledge management in project
management. This is a company as we discussed profile of company, which
dealing in software Development, website Development and Seo .
Sampling plan:
Sampling is an effective step in collection of primary data that influences the
quality and correctness of the result.
Sample size:
The sample size is so selected to give the true picture of the problem. 50 middle
level and high level management employees of the company will be randomly
select.
86
Sampling techniques:
Convenience sampling shall be used to conduct this study. Under this technique
sample of respondents will be chosen to the convenience of the respondents.
Sources of primary data and secondary data:
In this study, sample survey will be conducted both primary as well as
secondary data were used. The primary data is collected by structured
questionnaires, Interview and Observation method. Brief information is
collected regarding different attributes to be considered and questionnaire
contained both open ended, close ended and ranking questions. The secondary
data is obtained from magazines, journals, and internet and from various books.
Here I would like to use two types of Questioners, one for Employees and
another one for Clients.
87
CHAPTER- 5
DATA ANALYSIS
AND FINDINGS
88
CHAPTER 5
TABLE - 1
Criteria
Frequency
Percentage
Information Technology
10
20%
Human Resources
12%
Organizational Development
8%
Knowledgement Management
4%
6%
Financial Management
8%
12%
R&D
10%
Manufacturing
14%
6%
89
FINDINGS:
It is evident from the above table that 20% sample of respondents think that the
Information
Technology
functional
areas
best
describes
your
work
Development,
6%
agree
with
Customer
Relationship
ANALYSIS:
It is analyzed from the table that most of the employees are think that the
Information Technology functional areas best describes work responsibilities.
90
TABLE - 2
K M Strategies
KM Technologies
Frequency
8
10
Percentage
16%
4%
12
24%
KM Metrics
12%
16%
11
22%
8%
Theoretical foundations in KM
2%
Criteria
FINDINGS:
It is evident from the above table that 24% sample of respondents think that the
KM Tools and Methods primary is emphasis of a KM educational program be
in order to be as relevant and useful, 22% sample of respondents think that the
91
ANALYSIS:
It is analyzed from the table that most of the sample of respondents think that
the KM Tools and Methods is primary emphasis of a KM educational program
be in order to be as relevant and useful.
92
3. How would you rank your own level of experience and familiarity with
KM?
TABLE - 3
Criteria
Frequency
Percentage
Introductory
Intermediate
Advanced
20
20
10
40%
40%
20%
FINDINGS:
It is evident from the above table that 40% sample of respondents think that the
Introductory and Intermediate rank your own level of experience and familiarity
with KM and 20% sample of respondents think that Advanced level of
experience and familiarity with KM.
ANALYSIS:
It is analyzed from the table that most of the sample of respondents agrees with
Introductory and Intermediate.
93
TABLE - 4
Criteria
Frequency
Percentage
02
08
18
22
40%
16%
36%
44%
FINDINGS:
44% Percentage respondents feels that Growth Stage is current status of
Knowledge Management in IT Companies Where 40% feels Not in Existence at
all is current status of Knowledge Management in IT Companies 36% believe
Introduction stage and 16% say Nascent Stage.
94
ANALYSIS:
Most of the people believe that Growth Stage is current status of Knowledge
Management in IT Companies.
TABLE - 5
Criteria
Frequency
Percentage
Yes
No
Cant say
42
7
1
84%
14%
20%
FINDINGS:
84% Percentage respondents feels that IT Companies recognize knowledge as a
part of their asset base, Where 20% cant say any think about that and 14% said
No.
95
ANALYSIS:
Most of the people believe that feels that IT Companies recognize knowledge as
a part of their asset base.
TABLE - 6
Criteria
Frequency
Percentage
Lack of Information
Information overload.
Reinventing the wheel.
Loss of crucial knowledge due to a
key employee leaving the
organization
Poor sharing of knowledge in the
organization
2
8
12
12
40%
16%
24%
24%
16
32%
96
FINDINGS:
40% Percentage respondents feels that Lack of Information is the problems of
IT Companies, where 32% Percentage respondents feels that poor sharing of
knowledge in the organization is the Problems of IT Companies, 24%
Percentage respondents feels that Reinventing the wheel and Loss of crucial
knowledge due to a key employee leaving the organization problems and 16%
Percentage respondents feels Information overload is the problems of IT
Companies.
ANALYSIS:
Most of the people believe that Lack of Information is the problems of IT
Companies.
97
TABLE 7
Criteria
Frequency
Percentage
12
24%
16%
14%
18%
11
22%
16%
0%
98
FINDINGS:
24% Percentage respondents feels that Changing peoples behavior from
knowledge hoarding to knowledge is the biggest hurdle in effective
implementation of KM in IT Companies, where 22% Percentage respondents
feels that Lack of top management commitment to KM, 18% Percentage
respondents think that Justifying the use of scarce resources for KM is the
biggest hurdle in effective implementation of KM in IT Companies and 14%
Percentage respondents think Determining what kind of knowledge to be
managed & making it available is the biggest hurdle in effective implementation
of KM in IT Companies.
ANALYSIS:
Most of the people believe that changing peoples behavior from knowledge
hoarding to knowledge is the biggest hurdle in effective implementation of KM
in IT Companies.
99
TABLE 8
No. of
Disciplining
Requirements
Staff
Team
Planning
Building
Coaching
50
12
28
Percentage
24
56
16
50
Disciplining
Staff Planning
Team Building
Coaching
FINDINGS:
56% Percentage respondents feels that project leadership comes from staff
planning Where 24% feels its term the Discipline, where only 16% believe its
Team building & 2% say Coaching.
100
ANALYSIS:
Most of the people believe the staff planning is the main thing for the project
success & then is the discipline which Contributes to it. Only same people
believe that Team building is also is also an important role of the HR.
TABLE 9
No. of
Project
Human
Respondents
Management resource
Executive Project
Line
manager
Manager
Manager
Team
Dept
50
10
34
Percentage
20
68
12
No. of
Respondents
Project
Management
Team
Human resource
Dept
Executive manager
Project Manager
Line Manager
101
FINDINGS:
68% respondents believe that Human resource Dept is Concerned with the
administration as primary responsibility wheres the 20% people believe in
project Management Team.
ANALYSIS:
Human resource is the main department which is mainly responsible for the
administrative work and other day to day admin Management issues.
TABLE 10
No. of
Respondents
50
Functioning
for Staff
Development
2
Percentage
Shared work
ether
32
Commitment
from top
Level
8
Removal of
Troubling
individuals
8
64
16
16
50
Functioning for
Staff Development
Shared work ether
Commitment from
top Level
Removal of
Troubling
individuals
102
FINDINGS:
64% respondents believes most shared work ethics is the mandatory perquisite
for team building whereas also 16% says the commitment from Top level
management in important.
ANALYSIS:
I t is found for the team to work smoothly it is the shared work ethics which
matter which is supported by management of the company.
103
11. The factor which is the not contributing to the process of project human
resource management is.
TABLE 11
No. of
Respondents
50
Functioning
for Staff
Development
40
Percentage
80
Shared work
ether
0
Commitment
from top
Level
8
Removal of
Troubling
individuals
2
16
164
Functioning for
Staff Development
Shared work ether
Commitment from
top Level
Removal of
Troubling
individuals
FINDINGS:
80% respondent believes that organization planning is least bothered area of the
HR where 16% respondents believe that information distribution is not the area
of HR.
ANALYSIS:
Organizational planning is the area which is out of the bowel of the HR
department. It is the management issue which is resolved at the higher levels.
104
TABLE 12
No of
respondents
Project
Project
Expediter coordinator
50
10
12
14
Percentage
20
16
24
12
28
50
Functional
Projectized
Matrix
Project Expediter
Project Co
ordinator
FINDINGS:
28% respondents feel that the team building is difficult in the project
coordinates environment & 6% for the project expediter & 24% beliefs that are
difficult in the matrix organization.
ANALYSIS:
Most of the respondents founds that project coordinates environment in the most
difficult to handle the situation.
105
TABLE 13
No of respondents
Yes
No
50
41
Percentage
82
18
50
Yes
No
FINDINGS:
82% respondents feel that the project management is the important issue with
the success of the project where 18% is not.
ANALYSIS:
Monthly all respondents are agreeing with the feeling that the project
management is the important issue to be handled by the HR department.
106
107
CHAPTER- 6
CONCLUSION
108
CHAPTER 6
CONCLUSION
Therefore, there is a need to:
109
of the unit and, if applicable, the work patterns that have been selected.
Note that several mod may apply if the project organizational unit has
several objectives. Plan the number of team(s) within the project
organizational unit and how the responsibilities of the organizational unit
will be split between the teams. Consider how the teams will be managed
within the organizational unit. Estimate the size of each team and
determine the skills that each team will require. The right number of
people in a team depends on factors such as the nature of the work.
9. To manage the project in the better way its the primary responsibility of
the HR to understand how the responsibilities for in this area are divided
between the project manager and any other manager(s) and then either
execute, or contribute to the execution of, the following steps. Review the
Human resource plan to understand the staffing requirements. Focus on
information such as human resource categories, numbers of staff needed,
when needed, special skills, and cost. Review the Agreement to
understand what staff the client has agreed to provide and to determine if
there are any constraints in the Agreement related to staffing.
111
CHAPTER- 7
BIBLIOGRAPHY
112
CHAPTER 7
BIBLIOGRAPHY
1. "Introduction to Knowledge Management". Unc.edu. Retrieved 15
January 2010.
2. http://www.crito.uci.edu/noah/HOIT/HOIT%20Papers/TeacherBridge.pdf
. Retrieved 15 January 2010.
3. http://www.ischool.washington.edu/mcdonald/ecscw03/papers/grothecscw03-ws.pdf. Retrieved 15 January 2010.
4. Secretary of Defense Corporate Fellows Program; Observations in
Knowledge Management: Leveraging the Intellectual Capital of a Large,
Global Organization with Technology, Tools and Policies. IBM, Global
Business Services. 2002. Retrieved 15 January 2010.
5. "Information Architecture and Knowledge Management". Iakm.kent.edu.
Archived from the original on June 29, 2008. Retrieved 15 January 2010.
6. Snowden, Dave (2002). "Complex Acts of Knowing - Paradox and
Descriptive Self Awareness". Journal of Knowledge Management,
Special Issue 6 (2): 100 - 111.
7. SSRN-Knowledge Ecosystems: A Theoretical Lens for Organizations
Confronting Hyperturbulent Environments by David Bray.
Papers.ssrn.com. Retrieved 15 January 2010.
113
8. http://citeseer.ist.psu.edu/wyssusek02sociopragmatic.html
9. "SSRN-Literature Review - Knowledge Management Research at the
Organizational Level by David Bray". Papers.ssrn.com. Retrieved 15
January 2010.
10. Hayes, M.; Walsham, G. (2003). Knowledge sharing and ICTs: A
relational perspective In M. Easterby- Smith & M. A. Lyles (Eds.), The
Blackwell
handbook
of
organizational
learning
and
knowledge
11. "SSRN-Exploration,
Exploitation,
and
Knowledge
Management
Retrieved
January 2010.
13. http://tecom.cox.smu.edu/abasu/itom6032/kmlect.pdf
14. http://myweb.whitman.syr.edu/yogesh/papers/WhyKMSFail.pdf.
15. Retrieved 15 January 2010.[dead link]
16. "p217-ricardo.pdf" (PDF). Retrieved 15 January 2010.
114
15
link]
115
25. Kellner, M.I. and Hansen, G.A., Software Process Modeling: A Case
Study, Proceedings of the 22nd Annual Hawaii International Conference
on System Sciences, Vol. 2, (1989) 175-188
26. Meredith, J.R. and Mantel, JR, S.J., Project Management: A Managerial
Approach, John Wiley&Sons, Inc., (1995)
117
CHAPTER- 8
QUESTIONNAIRE
118
CHAPTER 8
QUESTIONNAIRE
DEAR RESPONDENTS:
I am a student doing MBA. I am underlying a project named ROLE OF
HUMAN RESOURCE MANAGEMENT IN PROJECTMANAGEMENT OF
SOFTWARE COMPANY AT BALUJA LABS PVT. LTD.. So by filling this
questionnaire please help me in completing my research project.
NAME (optional): ------------------------------------------------------GENDER:
--------------------------------------------------------
AGE:
--------------------------------------------------------
YEARS AT CURRENT POSITION: ----------------------------------TOTAL NO. OF YEARS IN THIS ORGANIZATION: ------------1. Which of the following functional areas best describes your work
responsibilities?
Internal to an Enterprise
Information Technology
Human Resources
Organizational Development
Knowledge Management
Customer Relationship Management
Financial Management
Sales and/or Marketing
R&D
Manufacturing
Operational or senior management
119
Nascent stage
[ ]
c) Introduction stage.
Growth stage
[ ]
[ ] d)
[ ]
b) No
[ ]
c) Cant say [ ]
[ ]
b) Information overload.
[ ]
[ ]
120
[ ]
[ ]
[ ]
Very Poor
Average
a) Relevant Knowledge
6 7
b) Latest Knowledge
6 7
c) Timely Knowledge
6 7
Your
Expert
Comments:
_________________________________________________________
________________________________________________________________
_____________
________________________________________________________________
_____________
9. The project manager's leadership style should be matched to the
corresponding developmental level of the project team and should move
through successive steps in the following order:
1. Disciplinary, autocratic, participative
2. Staff planning, team training, performance monitoring
3. Team building, team development, responsibility assignment
4. Directing, coaching, supporting, delegating
121
123
125