KNOWLEDGE "TRAPS" in IT PROJECTS

In the information technology (IT) profession, we ar engaged in a rather intense battlefor self respect. Much of the value that we renounce to organizations is done through projects, andyet it seems we cannot get project performance right. The ask for value from IT spending hashistorically been difficult to demonstrate [1] [2]. According to a recent Standish Group study, ITprojects have a 66% chastening rate ? either missing targets or failing to waive required businessfunctionality [3]. These failed IT projects be a major stumbling block to companies move toinnovate through natural processes and services.

Other reports show that project success is improving, caused perhaps by increased use ofproject centering methods and by controlling project size and scope. However, recentdiscussions with project managers have indicated that the goalposts are still moving. Ininterviews, senior project managers report that IT projects are acquiring more ambitious, moreorganizationally complex and more focused on m-to-market. calculate managers need to spendmore time at the boundaries of the project ? with the governance team and external stakeholders? than ever before. While traditional project management methods are gaining some ground,there is still a need for new perspectives.

In this article, a friendship approach to projects is proposed. Ten places in a project where fellowship can be lost, misused, or never created are identified as ?knowledge traps?.



Five?knowledge guidelines? for project managers wishing to create an innovative, self organizingproject team are proposed.

2. WHY FOCUS ON KNOWLEDGE WITHIN A PROJECT?It is very common for consulting companies and organizations with deep knowledge domainsto onslaught to create, codify, store, and re-use knowledge. However, there are reasons to suspectthat a focus on knowledge within projects will also bear fruit. On the surface, a project is adifficult knowledge problem. Teams of strangers work together under time and budgetconstraints to produce something new for an organization.

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