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The Association of Knowledge Management and Project Management: An Enterprise-wide Approach Based on Stankosky’s Four Pillar of Knowledge Management and PMI’s Project Management Knowledge Areas Open Access

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There are few studies investigating the association between enterprise-level knowledge management (KM) and project management (PM). Though few, these research studies have demonstrated that the available PM methods and approaches do not adequately include the necessary processes to derive maximum value from project investment (Oun, Blackburn, Olson, & Blessner, 2016). This dissertation offers an important perspective on the potential benefits of considering an enterprise-wide KM approach when management projects. Using a review of literature to collect up-to-date information regarding PM and KM, this dissertation has identified possible research gaps in the use of KM to improve the management of projects. These perceived gaps guided the administration of a survey questionnaire to 128 PM practitioners to obtain KM and PM performance ratings and to investigate the relationship between KM and PM. In this study, Stankosky’s Four Enterprise Engineering KM Pillars and the PM Knowledge Areas as acknowledged by the Project Management Institute (PMI) are used to define a conceptual model to map elements of KM and PM performance measurement indicators and to propose quantitative hypotheses. Using Kendall's tau-b correlation coefficient as an appropriate non-parametric measure of association for the survey results, this dissertation reveals significant positive association between the Four Enterprise Engineering KM Pillars and the PM Knowledge Areas. In addition, predictive inference statistics was performed using ordinal logistic regression (OLR) to infer the existence and magnitude of cause–effect relationships. This dissertation also determines which pillars and which elements of the KM pillars are most predictive of PM success. The significance and the nature of the association and the predictive relationship partially support the dissertation premise that the management of projects improves as KM tools, processes and activities are increasingly used.

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