Organizations benefit when project teams proactively contribute their knowledge and leverage the insights, lessons, and examples shared by their peers. APQC’s study Managing Project Knowledge examined how strong project management offices secure participation in knowledge management activities and gauge success.
But how do you convince busy project managers to share and review knowledge? And how do they demonstrate the value of KM across the enterprise? As described in this article, APQC found that organizations succeed by putting the needs and goals of project managers at the forefront. KM participation thrives when individual accountability is coupled with central support and a focus on learning. KM is positioned as a service that helps project teams learn and improve project performance, and this philosophy both drives user engagement and underpins KM’s ongoing value proposition.