An analysis of the relationship between knowledge sharing and the project management process groups

Because knowledge sharing (KS) can leverage project results, this paper aims to analyze the relationship between KS and the project management process groups (PMPGs). This qualitative research, conducted in large information technology (IT) companies, consists of two phases: (a) an exploratory phase, based on content analysis of nine interviews and documents; and (b) a case study phase based on two cases, where data collected from six interviews and documents were analyzed using content analysis. The research facilitated the identification of the knowledge types involved in each process group as well as opportunities to influence knowledge conversion, thus enabling enhancement of the results obtained from KS in the organization. Furthermore, we identified opportunities to share interproject knowledge that can avoid rework, optimize time, and reduce costs. The study's findings will allow managers to define opportunities for KS in organizations, by identifying when knowledge is being stored and so facilitating the retrieval process. Identifying how employees share knowledge also provides an opportunity to stimulate and inhibit certain behaviors and so create control mechanisms to enhance knowledge management. Lastly, resource allocation is facilitated by identifying the IT necessary to support KS in project teams and which stakeholders are required for each process group. This research combines two different domains by focusing on the means by which KS can leverage results in project management. It also proposes a new, empirically tested, relationship for KS and PMPG, as well as expanding our understanding of the influence KS has on project management.