Project Management Partner

USE AND BENEFITS OF

KNOWLEDGE MANAGEMENT
IN THE UAE CONSTRUCTION
INDUSTRY

Mustafa Dulgerler
Dubai Khaleeji Chapter
Dubai Emirate Lead

PMI THEATRE
Information is NOT Knowledge
Albert Eninstein

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 The definition of “Knowledge” still remains elusive.

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 The definition of “Knowledge” still remains elusive.

Theories,
Models

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 Defining Knowledge Management becomes more difficult

Data

Data Information

Data

Capture Process
Peer Assist, Review

Storytelling
Knowledge
Mentoring Coaching

Communities of Practice

Forums and Meetings

Workshop, Training and

Seminars
Knowledge Fairs
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 KM requires continuous effort

KNOWLEDGE MANAGEMENT

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 There are many models attempt to explain Knowledge
Management from different perspectives

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 Cen explains the one of the most effective KM Model

CEN (2004)

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 We interviewed 4 construction and project management
companies.
More than 10,000+ employees

Managing simultaneous projects

4 companies

High Value (Prestigious) Projects

Program Managers

10 + interviews 30 + surveys 50 + Documents

reviewed Reports
Plans

Databases
C- Level Executives
Professionals at various levels
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 And we asked questions to understand their
understanding of Knowledge Management
What is Knowledge Management?
How important is it for your organizations?
…
Is there a KM strategy or model in place in your company?

If Yes If No

➢ To which extend KM practices being used and how are ➢ Why is KM/KM model not used?
the benefits realized. ➢ Was it implemented previously?
➢ What are key success factors of effective KM model? ➢ What are the barriers / challenges to implementing a
➢ What resources could facilitate successful KM model? Macro-economic level and company level?
implementation of KM model? ➢ Is there a plan to establish a KM model in the future?
➢ How was it implemented? Is there ongoing adaptation? ➢ Expand questions to explain existing models and
➢ Is it successful / how is that measured? understand if something worth adopting.
➢ Is there KM model used in your global offices and not …
implemented on local level?
➢ What were the major difficulties in KM implementation
in your company?
➢ Who is responsible for managing KM within the
company?
➢ What examples of KM and KM models can you share
with us and how has this been a success to date?
➢ Is KM in the company tacit, explicit or a mixture of
both?
…

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 After a long analysis phase, we short-listed our findings
1. KM in the UAE
construction industry is in
its infancy
4. An effective KM system
must figure out what
knowledge is critical and
how to transfer it.
7. Different departments /
business functions view
and use knowledge in
different ways.
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2. Opportunities exist for
increasing network sharing
of knowledge
5. Business efficiency and
commercial impact are key
measures of any KM
initiative
8. No one is an expert in all
fields.
3. Culture, leadership and
people drives KM. Systems
and processes facilitate it.
6. Right information in the
right place. It needs to be
easily accessible.
9. KM useful in training
programs.
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 We tailored below framework to guide construction
companies in managing knowledge throughout business

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 Lastly our recommendations if you want to adopt
Knowledge Management practices in your organization

Retain key staff wherever

Keep it simple possible - protect the core of
your business

Clearly define the knowledge Clearly define and publish

that generates value KM strategy and objectives

Benefit from various IT Promote KM internally

solutions to store, archive, across business functions
track the knowledge and externally to wider
network

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 Selected References
1. Alrawi, K. (2008), Knowledge management and organisations perceptions in the United Arab Emirates: case
study, International Journal of Commerce and Management, Volume 18, No.4, 2008, pp. 382 – 394.
2. Carrilo,P.M et al. (2000). Knowledge Management Strategy for Construction: Key IT and Contextual Issue,
Proceedings of CIT 2000, Reykjavik, Iceland, 28-30 June, Gudnason, G. (ed.), 155-165
3. CEN (2004) CEN CWA 14924 European Guide to good Practice in Knowledge Management - Part 1 to 5,
Brussels.
4. Siddique, M., (2012), Knowledge management initiatives in the United Arab Emirates: a baseline study, Journal
of Knowledge Management, Vol. 16, Issue 5, pp. 702-723
5. Wiig, K. M. (1993). Knowledge management foundations: Thinking about thinking : how people and
organizations create, represent, and use knowledge. Arlington, Tex: Schema Press.
6. Wong, K., (2005), Critical Success Factors for implementing knowledge management in small and medium
enterprises, Industrial Management and Data Systems, 105 (3), pp 261 -279
7. Yin, R. K. (2009). Case study research: Design and methods (4th ed). Thousand Oaks, CA: Sage Publications

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 Thank you for attending the presentation
Please don’t forget to collect your CPD certificate with
PDU points during the show from the CPD collection area
(Stand F42)

A wealth of presentations and reports from The Big 5 are

available at www.thebig5.ae

Mustafa Dülgerler
mdulgerler@gmail.com
+971 (50) 247 9015
https://ae.linkedin.com/in/mustafadulgerler
@mdulgerler
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