Managing Project Knowledge

This developmental paper presents exploratory research that aims to develop understanding of why lessons are not more effectively learned from experience, particularly in government sponsored information systems projects despite the mandated use of PRINCE2 methodology and the knowledge transfer inclination of the PRINCE2 methodology. A synthesis of the related literature assisted in the development of a conceptual model which identifies key factors that restrict or facilitate the management of project knowledge. A baseline study (covering the 2009 to 2017 version of PRINCE2 methodology) was conducted based on a survey of experienced project management professionals, together with 17 interviews used to refine the model. The findings show that there is at best, a limited application of the principles of ‘lessons learned’ reporting as an integral part of the PRINCE2 project management methodology; but more importantly there are significant barriers to effective knowledge management in the context of government sponsored IS projects. Consequently, we proposed our study two (2) approach in order to explore project learning post 2017 version of PRINCE2. We anticipate that the final outcome will develop a model for an effective method of managing project knowledge.