Evaluating Impact of Knowledge Capture and Sharing on the Project Planning. Case: NGO

Table of Contents

2. EXECUTIVE SUMMARY

3. INTRODUCTION

4. LITERATURE REVIEW

4.1 Subject Background

4.2 Project Planning

4.3 Contextual Knowledge

4.4 Impact on Project Planning

4.5 Knowledge Capture

4.6 External and Tacit knowledge

4.7 Organization Culture and Rewards

5. DATA AND METHODS

6. ANALYSIS AND RESULT

6.1 Project planning

6.2 Knowledge Capture

6.3 Resources

6.4 Organization Culture

6.5 Senior Management

6.6 Knowledge sharing

6.7 Performance management

6.8 External knowledge

6.9 Sustainability

6.10 Knowledge Marketing

6.11 Knowledge Compartmentalization

6.12 Project monitoring and control

6.13 Organization processes

7. DISCUSSION AND CONCLUSION

7.1 Summary

7.2 Practical Implications

7.3 Theoretical implications

7.4 Future Research

7.5 Limitations

7.6 Reflection

Research Objectives and Themes

The primary objective of this research is to evaluate whether knowledge capture and knowledge sharing have a measurable impact on project planning within the NGO 'Practical Action' in Kenya. The study aims to bridge the gap between theoretical knowledge management and practical project management, specifically focusing on how organizational knowledge can improve the accuracy of project cost and schedule estimation.

• Analysis of the relationship between knowledge management and project planning in development organizations.
• Examination of the role of 'contextual knowledge' and external expertise in improving project success rates.
• Evaluation of internal organizational processes, culture, and management support in fostering knowledge sharing.
• Identification of key factors (e.g., resources, sustainability, knowledge marketing) that influence the effectiveness of knowledge capture.

Excerpt from the Book

Summary of Chapters

3. INTRODUCTION: Outlines the research objective of determining the impact of knowledge capture and sharing on project planning within Practical Action (Kenya).

4. LITERATURE REVIEW: Explores the theoretical background of knowledge management, the importance of project planning, and the intersection between knowledge-intensive activities and project success.

5. DATA AND METHODS: Describes the use of grounded theory and qualitative interviews with staff at Practical Action to collect data and derive theoretical concepts.

6. ANALYSIS AND RESULT: Details the analysis of interview transcripts to identify how factors like organizational culture, senior management support, and knowledge sharing influence project planning and resource allocation.

7. DISCUSSION AND CONCLUSION: Summarizes the study's findings, highlights the practical and theoretical implications for development organizations, and acknowledges research limitations.

Keywords

Knowledge Management, Knowledge Capture, Knowledge Sharing, Project Planning, Practical Action, Grounded Theory, Development Sector, Project Management, Sustainability, Organizational Culture, Resource Management, Tacit Knowledge, Explicit Knowledge, Competitive Advantage, Knowledge Infrastructure.

Frequently Asked Questions

What is the core focus of this dissertation?

This research evaluates the relationship between knowledge management practices—specifically knowledge capture and knowledge sharing—and the effectiveness of project planning in a development-sector NGO.

What are the primary themes explored in this work?

The main themes include the role of contextual knowledge in project design, the impact of organizational culture on information sharing, the importance of senior management support, and how knowledge can lead to cost and schedule efficiencies.

What is the overarching research goal?

The goal is to determine if incorporating captured knowledge from past projects leads to more effective and accurate project planning at Practical Action (Kenya).

Which scientific methodology was applied?

The author utilized grounded theory, a qualitative research methodology, to systematically analyze data gathered from in-depth interviews and organizational documentation.

What is covered in the main body of the research?

The main body (chapters 4-6) reviews relevant literature, explains the qualitative research design, and presents the findings regarding how various organizational factors (culture, processes, and resources) affect knowledge utilization.

What key terms define this research?

Key terms include knowledge capture, knowledge sharing, project planning, Practical Action, organizational culture, and grounded theory.

How does the author define 'knowledge' in the context of the NGO?

The author views knowledge as an intangible but critical asset, consisting of both tacit (individual experiences) and explicit (documented best practices) elements that must be managed to avoid project failure.

Why is 'knowledge compartmentalization' considered a challenge?

Knowledge compartmentalization is addressed because it acts as a barrier, preventing the efficient flow of information across different divisions and hindering the ability of project planners to easily access necessary insights.

What is the significance of the findings for Practical Action?

The findings suggest that formalizing knowledge capture processes and incentivizing sharing through performance management would lead to better sustainability and more efficient project execution.