KNOWLEDGE MANAGEMENT IN CONSTRUCTION PROJECT MANAGEMENT

Knowledge management within construction project is strategic important to organizations for competition or best practices that leads to efficient and effective management of construction project. Construction organizations use various knowledge management strategies: experts data bases; cross const...

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Bibliographic Details
Published inJournal of international real estate and construction studies. Vol. 4; no. 2; pp. 143 - 235
Main Authors Kaklauskas, A, Zavadskas, E K, Banaitis, A, Banaitiene, N, Kanapeckiene, L
Format Journal Article
LanguageEnglish
Published Hauppauge Nova Science Publishers, Inc 01.07.2014
Subjects
Automation
Best practice
Civil engineering
Communication networks
Construction
Construction industry
Critical path
Decision making
Experts
Groupware
Intellectual capital
Knowledge management
Literature reviews
Mapping
Multiple criterion
Objectives
Operations management
Organizational aspects
Organizations
Planning
Project management
Quality
Social networks
Tacit knowledge
Lithuania
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Summary:Knowledge management within construction project is strategic important to organizations for competition or best practices that leads to efficient and effective management of construction project. Construction organizations use various knowledge management strategies: experts data bases; cross construction project learning; active knowledge management; knowledge requests of experts; knowledge mapping; rewards; communities of practice; best practice transfer; competence management; expert-apprentice relationship; groupware technologies; knowledge databases and book marking engines; intellectual capital; knowledge brokers; social e-network; storytelling; after construction project reviews; etc. Some of these strategies are part of various knowledge management models and theories. The purpose of this chapter is to present a model for integrated project management by undertaking a complex analysis of a construction project, organizational and external environment factors affecting it and to present recommendations on increasing its competitive ability. The chapter starts with basic definitions of project management, and then emphasizes the significance of knowledge management in construction projects. The second section presents a survey of the knowledge (explicit and tacit), knowledge management models, theories and systems. Tacit knowledge (expertise, understanding, skills, professional intuition, competence, experience, organizational culture, informal organizational communication networks, intellectual capital of an organization, ideals, traditions, values, and emotions) is properly described, respectively. This section describes the six-stage model for integrated construction project management. The level of efficiency of the integrated project management depends on the many projects' organizational and external variable factors and all these variable factors can be optimized. The main objective of this model is to analyze the best experiences in the field, to compare it and consequently to present particular recommendations. The third section describes the methods of multiple criteria evaluation for construction project management. Finally, the fourth section is devoted to the application of the model by studying the expertise of advanced industrial economies and by adapting it to Lithuania by taking into consideration its specific history, development level, needs and traditions.
ISSN:2153-6813