One of the many things I’ve learned during my 39-year career as an Engineer and Project Manager is the intimacy of the interdependency between Project Management, Risk Management and Knowledge Management. This is the first in a series of blogs that I’m dedicating to the exploration of this relationship. It’s my view that whatever position one holds within a high-tech business organization; it’s vital to recognize our additional role as knowledge managers. Understanding this additional role will provide a more complete context for, and better results from, the planning, resource management, decision-making and problem-solving activities that are required to run the business.
Technology intense businesses are all about the creation, management and transformation of knowledge into products and services that meet customers needs. My experience base is in Aerospace, but I’m confident that this notion applies to other high-tech businesses as well. Although the physical products and services are what our customers pay for, they are really just the visible artifacts of a complex network of knowledge transactions.
I’d go so far as to say that Project Management, for the most part is a Knowledge Management (KM) activity and that you can’t be at the peak of your game as a Project Manager (PM) without recognizing, developing and capitalizing on your KM skills.
Future blogs on this subject will include Project Management From a Knowledge Management Perspective; and Project and Risk Management Across the Knowledge Domain.