Integrating Project Management, Software Development, and Knowledge Management Models: A Case Study in a Public ICT Services Organization

Purpose The purpose of this paper is to provide a systematic review of the linkage between knowledge management, business model innovation and firm competence. The study attempts to summarize a few important and essential issues which future research should address. Design/methodology/approach Researchers have conducted an extensive review of the literature covering 50 journals from various databases like Scopus, ProQuest and Emerald. A total of 88 articles from 1997 to 2018 on knowledge management and business model innovation were selected and analyzed. Findings The study found that the integration of knowledge management and business model innovation leads to a sustainable competitive advantage. The relationship between knowledge management, business model innovation and firm competence seems to be fragmented because of various meaning and conceptualizations. The study endeavors to examine the relationship between the dimensions (knowledge acquisition, knowledge conversion, knowledge dissemination, knowledge application and knowledge reuse) of knowledge management and business model innovation (value proposition, assets and capabilities, revenue and cost architecture and actors in business networks). The study highlights that chief knowledge officers have a vital role to play in enhancing knowledge management orientation of a company so that knowledge regarding new ways of value creation and value capture is heard within an organization. Research limitations/implications This study provides a distribution schema of knowledge management and business model innovation articles based on different search criteria by highlighting different future research avenues. The study is believed to serve as a basis and be a valuable tool for researchers to understand the current and future scenarios about knowledge management and business model innovation. Researchers also acknowledge the limitations of this study with regard to exclusive search criteria, which might affect its generalizability. Practical implications The study argues that better knowledge sharing between departments could benefit value creation and therefore drive the organization toward business model innovation which would automatically boost firm competence. The study has made an attempt to highlight the role of Chief Knowledge Officer with regard to business model innovation. Therefore, the proposed model developed in this review will help the organization to better understand the role of knowledge management and business model innovation. Originality/value This is one of the first systematic reviews of knowledge management and business model innovation which provides a detailed understanding of the past and future research on the two.

ABSTRACTThe purpose of this study is to address the use of knowledge management (KM) in project management (PM) to improve the success of IT projects in achieving organizational goals. The conceptual framework included the project knowledge management (PKM) model, which helped identify the knowledge sharing in IT software projects for a local insurance company in Baltimore, Maryland. Interview data were collected from 26 IT project stakeholders. The analysis revealed four themes of managing knowledge in the requirement process, code development process, testing process, and the helpdesk process for the success of the IT project. Each of the four processes used different KM repositories and face-to-face tools.

Purpose– The purpose of this paper is to examine knowledge processes in an international IT outsourcing project between two countries when knowledge is transferred from one country to the other due to business situations. A theoretical model is presented regarding knowledge processes in international projects which explains emergence of international common understanding as one of the solutions for knowledge-related challenges in international projects.Design/methodology/approach– The empirical study was conducted at the headquarters of a chemical company in Japan and its subsidiary in Singapore. The study employed a qualitative analysis method. Interviews were conducted in these companies and the results were analyzed according to grounded theory.Findings– The authors propose ARC Model of Knowledge Management in International IT Outsourcing Projects, which is a new theoretical model of project knowledge management in international settings, with a view of localization into knowledge processes. International common understanding will emerge from an understanding of thinking of each locale that brings a project to a successful conclusion.Research limitations/implications– This research might be subject to limitations regarding the data and results. Data were collected from particular companies, thus reducing the ability to generalize the results. Further research is required to verify the model with an additional empirical study.Practical implications– Project managers and other managers utilize the theoretical model as a base theory for the implementation of high quality localization that is managed by the locals themselves with common knowledge.Originality/value– The study proposes the theoretical model with the empirical analysis of the international project, which synthesizes project knowledge management and cross-cultural knowledge management in a novel way and expands the role of knowledge management.

This study investigates the crucial function of Application Performance Management (APM) in software development, emphasizing how it affects teamwork, user pleasure, and application quality. Successful APM procedures are now necessary to guarantee the best possible application performance in a competitive environment as businesses depend increasingly on digital solutions. Examining how APM is changing and how it affects software development processes is the main goal of this research. The study's objectives are to evaluate the efficacy of APM methods, uncover important themes, and point out areas that require more investigation. The main issue addressed is the lack of knowledge on the long-term effects of APM on business results and the difficulties that businesses encounter when implementing APM methods. The approach used in this study is qualitative and is based on secondary data collected from industry reports, expert analyses, and existing literature. The main conclusions show that APM is included in DevOps procedures, proactive monitoring is becoming more prevalent, and user-centric metrics are prioritized. Nonetheless, there are still issues with tool selection and use. One of the limitations of this study is using secondary data, which might not fully represent the subtleties of APM practices. The practical implications emphasize the value of implementing cutting-edge monitoring systems and encouraging teamwork. In contrast, the theoretical implications point to the necessity for additional study into the long-term impacts of APM.

PurposeThis paper seeks to develop a model for risk management of knowledge loss in a project‐based organization in Iran.Design/methodology/approachThis study uses a multi‐stage research approach. In the first stage, existing practices are examined to develop a model for risk management of knowledge loss. In the second stage, the model is evaluated by testing it in a case study. The methods integrated as the foundations of the Integrated KM and RM model are: the PMBOK risk management (RM) approach, the Fraunhofer IPK knowledge management (KM) model, and the TVA knowledge risk assessment framework.FindingsThe analytical approach includes a six‐step integrated model that manages the risk of critical knowledge in the case study. The results show that, after a year of implementing the model, the job positions facing knowledge loss were reduced by 88 percent.Research limitations/implicationsThe integrated KM and RM model can be used to assist the planning, establishment and evaluation of knowledge loss in projects. This helps to ensure that key issues regarding knowledge loss are covered during the planning and implementation phases of project management.Originality/valueThis study provides an integrated perspective of KM in project‐based organizations. It offers valuable guidelines that can help decision makers consider key issues during a risk assessment of knowledge factors in project management. Outputs of this model can prepare an extensive assessment report about the risk of knowledge loss in a project‐based organization with suggestions for preservation plans to mitigate its effects.

In order to effectively avoid risks that might result in loss of failure in software development process, based on the experiences of software development and project management, this paper identifies 4 potential risk factors specific to software development projects which are integrated with 6 stages in software development process, and proposes a non-linear programming model to optimize funds allocation to reduce the risks. The paper provides an example to validate the effectiveness of the model.

This paper presents the arguments for creation and validation of a composite process framework (CASDPF) that would enable formal modeling and management of the application software development & integration. The arguments for this research are based on the practical understanding of the authors that no single 'type' of process appears to be suitable for software development projects. Increasingly, there appears to be a need to use high-ceremony 'waterfall' type approaches at the programme and project management level, whereas at individual level, 'agile' aspects of a process seem to help. A composite process framework has the potential for accepting this responsibility of balancing the modeling with software projects, as is argued in this paper. The development of software application systems, and management of the corresponding systems development life cycle is considered complex, time consuming and costly. This is so because, as argued by Unhelkar [5], the nature, type and size of software projects are different and so they result in differing requirements, development and implementation procedures.. Marks [3] indicates that the Waterfall model does not provide good project planning control and risk management. According to Marks [3], the iterative process has many strengths such as rapid feedback from users based on the actual system prototype, flexibility to address system evolving requirements, the rapid discovery of design flaws, and ease of deploying new functionality. An iterative project might run the risk of never ending process, due to its ability to react to continuous changes of business needs, and incomplete system documentation due to the fact that there is no scheduled period for documentation. The agile methods are suitable for projects with requirements that are rapidly changing and not very suitable for systems that have high criticality, reliability and safety requirements [2]. Agile methods are evaluated based on project criticality, size and requirements. Boehm [1] Spiral life-cycle model that combines features of the prototyping and Waterfall model [4] is favored for large, expensive, and complicated projects. The following model as shown in (Figure 1). Shows that the Waterfall approach is best for project management as it gives the project manager full control over the project life-cycle. The iterative approach is the best during the analysis, design and implementation phases since it gives the project team more flexibility to address evolving system requirements and to iterate within these phases to ensure a comprehensive analysis and design has been done. The Agile approach is best during the implementation and testing phases since it helps produce incremental small software releases within a short iterative development cycles. The Composite approach will split the project into a set of increments; each increment will consist of a set of the project life-cycle phases. For each increment, it will bring the best aspects of available software development processes (Waterfall, Iterative and Agile) together that can be used to develop and manage application software development.

Knowledge management serves to create value from an organization's intangible assets. Many organizations have adopted knowledge management practices in recent years. Some of those organizations have achieved success at knowledge management, but others have not. The focus of this chapter is on those organizations that have not been as successful at knowledge management as they originally planned. This chapter posits that organizations can look to virtual communities as role models for successful knowledge management because many of the features that have been identified in the literature as important for successful knowledge management are present in virtual communities. The very nature of virtual communities — their sense of community, the desire they create to share knowledge, the automatic archiving of knowledge for future use, etc. — are used in this chapter to support the claim that virtual communities can serve as role models for knowledge management in organizations. Request access from your librarian to read this chapter's full text.

Private Sector-led Urban Development Projects. Management, Partnerships and Effects in the Netherlands and the UK

Today, Agile software development is one of the main approaches of software development. In this area adherence to the Agile principles and values has led to the removal of comprehensive documentation in the development process. This has replaced the explicit knowledge with implicit knowledge. In fact, the foundation of Agile software development is based on implicit knowledge. This has led knowledge management in the Agile software development as a challenging point. However, the nature of implicit knowledge is such that it can be used beneficially with optimal management. Considering this challenge, this study attempts to adapt the Scrum framework as the most popular Agile method with 7C model as one of the well-known implicit knowledge management models. The results of this study showed that this model would be successful in Scrum framework.

This study provides a systematic review of knowledge management in software development over the last decade (2015-2025), using scientific databases such as Scopus and WoS. Key industry tools were analyzed, including Jira, Confluence, Draw.io, and Teams, which facilitate collaboration, documentation, and process visualization. The effectiveness of the SECI model was highlighted as a theoretical framework for transforming tacit knowledge into explicit knowledge, especially in agile environments. The results identified recurring challenges, such as interoperability, lack of standardization, and resistance to change, which hinder the adoption of technological solutions. However, the analyzed tools demonstrated their ability to improve collaboration, facilitate access to information, and foster efficiency and innovation. This study suggests that integrating established tools with robust theoretical frameworks like the SECI model could be an effective solution for knowledge management in software development. Future studies could focus on developing technological models that combine these tools with adaptive approaches, facilitating their adoption and improving outcomes in organizations.

With the increasing range of software development and applications, the scale of software development is becoming larger and larger. The larger software's scale is the more possible failed in the phase of design, development, and implementation in software. As a starting point to improve the management and development of software, this paper designs a service platform for data services - JCFXBL. JCFXBL is mainly used to solve two issues, one is the management of software development, and the other is the technology of software development. In combination with two the practical application cases based on JCFXBL, from software development, software design, project management, the article describes the role of JCFXBL platform in the “Project Management” and “systems integration projects”, and verifies that JCFXBL platform can reduce the complexity of software development, improve software quality and solve software development, management issues, by actual software development.

Knowledge management (KM) encompasses strategies, processes, and practices that allow an organization to capture, share, store, access, and use knowledge. Ideal KM combines different sources of knowledge to support innovation and improve performance. Despite the importance of KM in health care organizations (HCOs), there has been very little empirical research to describe KM in this context. This study explores KM in HCOs, focusing on the status of current intraorganizational KM. The intention is to provide insight for future studies and model development for effective KM implementation in HCOs. A qualitative methods approach was used to create an empirically based model of KM in HCOs. Methods included (a) qualitative interviews (n = 24) with senior leadership to identify types of knowledge important in these roles plus current information-seeking behaviors/needs and (b) in-depth case study with leaders in new executive positions (n = 2). The data were collected from 10 HCOs. Our empirically based model for KM was assessed for face and content validity. The findings highlight the paucity of formal KM in our sample HCOs. Organizational culture, leadership, and resources are instrumental in supporting KM processes. An executive's knowledge needs are extensive, but knowledge assets are often limited or difficult to acquire as much of the available information is not in a usable format. We propose an empirically based model for KM to highlight the importance of context (internal and external), and knowledge seeking, synthesis, sharing, and organization. Participants who reviewed the model supported its basic components and processes, and potential for incorporating KM into organizational processes. Our results articulate ways to improve KM, increase organizational learning, and support evidence-informed decision-making. This research has implications for how to better integrate evidence and knowledge into organizations while considering context and the role of organizational processes.

In this paper, the study focuses on the knowledge management modes and strategic framework of the university library. First of all, taking the development model of the enterprises' knowledge management as the reference, the research is on the basis of the descriptions of the explicit knowledge and tacit knowledge management processes and the changing role of the university library in the knowledge management. Certain management modes of the university library have been put forward. Then the analysis has been taken on the elements of the library in the knowledge management: knowledge, users, learning organization, interaction and sharing, managers etc., and the proposition has been given about five knowledge management strategy, including organizational culture construction of a university library in knowledge management, information and communication technology supported service system, collaborative learning organization, performance evaluation of knowledge management, and user information archives. The research findings provide a reference for establishing and developing a new model of knowledge management for the university library.

The Project Management in the area of IT is becoming hot topic now. The risk problems in IT Projects, especially in software projects become more and more concentration in software project management in China. This paper analyze systematically the characteristics of project management for software itself, then the paper analyses the risk of software development project in following two aspects: one for owners another for contractors. To owners the paper identify and analyze the risk in software development projects according to life cycle of a project. To contractors the paper identifies and assess the risk of project management in software development, and on the bases of investigating of software development project in the IT enterprises of China some conclusions are obtained with the method of AHP.