Applying Knowledge Mapping
In a follow-up paper in 1998 we attempted to apply the process of knowledge mapping to propose a project management knowledge structure. In the paper "Defining Project Management Knowledge as a Basis for Global Communication, Learning and Professionalism",[2] we observed that:
"If we had a better understanding of the nature of project management we might be better able to:
- Establish more universal terminology to facilitate communication around the world.
- Provide professional leaders with a better basis for discussion of issues and knowledge and information exchange.
- Provide educators with a better framework for project management learning.
- Provide owners and sponsors with a better basis for project selection, initiation and direction
- Simplify an otherwise complex arrangement.
- Reduce the confusion between what isgeneral management, what is project management and what is technicalmanagement.
- Better understand where a general understanding of project management ends, the need for instruction on specific application of project management starts and hence better understand the needs of our 'customers'.
- Understand differences in levels of project management complexity, technological complexity, and consequent risk and success criteria.
- Convey to potential customers the merits and methodologies of project management for purposes of maximizing new-product benefits.
- Answer more convincingly the question 'Why do so many projects fail?'
- Advance the project management profession technically, into more industries and organizations, and into more geographic areas globally."
Now, over five years and millions of words later, are we any closer to resolving these same issues?
2. Global Project Management Forum at the Project Management Institute's 29th Annual Seminar & Symposium, Long Beach, California, October 11, 1998
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Introduction
