Sample Undergraduate Engineering Management Full Dissertation

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An Investigation of the Impact of the Application of ICT and Knowledge Management (KM) in Improving Project Implementation and Engineering Management in an Engineering Workplace

Abstract

Engineering management involves the implementation and management of complex projects since complex problems are bound to arise. This calls for modern technology, such as simulation using software and complicated procedures to be followed in implementing the project at hand. It is the overall focus of this dissertation.

The primary research question guiding this study is; how can modern technology be applied in engineering management firms to enhance efficiency? It will help the researcher evaluate ICT and KM’s application in engineering firms to improve project management and implementation effectiveness.

The primary research question guiding this study is the impact of the application of ICT and knowledge management (KM) in improving project implementation and engineering management in an Engineering Workplace?

The instruments used for data collection include questionnaires, observation, reading, and interviews. Project managers who have worked in their position for at least two years in engineering management will be interviewed. The interviews will be recorded with digital audio recorders for decoding and transcription.

The system minimized paperwork and saw each project’s management and total costs realize a 5-10% cost saving. Access to knowledge and reaction period fell considerably, implying that time could be saved and used for other activities. The system saw a considerable enhancement in minimizing defects and errors.

The IIS implementation and introduction of the e-room saw the enhanced business image and competitive advantage. The site set-up period was minimized and consequently improved each project’s productivity. Securing online tenders saw a tremendous improvement as special software was introduced to enable real-time online calls management.

Conclusively, from the analysis and report review on ICTs, it can be argued that ICT positively supports KM and, consequently, improves firms’ ability to manage their expertise efficiently and successfully to deal with the transforming modern industrial setting.  Particularly aiding in knowledge exploration and utilization, it also shows that ICT and knowledge management help enhance the performance and effectiveness of engineering firms and project management and implementation.

Introduction

Background

Engineering management involves understanding the technology involved in an engineering project implementation and management process and how the technology is applied in enhancing the efficiency of management of engineering projects (Nicholas and Steyn, 2017). This concentration evaluates the dual role that the engineering manager plays, both as a manager and as a technologist. This motivates the needs to evaluate the role and application of technology in engineering management and how this enhanced the efficiency of project implementation and management (Kim et al., 2017).

It is worth noting that modern technology refers to the advancement of old technology Kim et al., 2017). In this case, the research will focus on different types of modern technology such as Trello to help in data analysis, solution of complex problems, and communication.  Other aspects of modern technology employed in this study include ICT and knowledge management (KM.

This study focuses on how ICT and knowledge management (KM) improve project managers’ efficiency and performance in terms of their professional engineering practice by allowing their work to be evaluated and critiqued by others. The evaluation and/or critique form the basis for the engineering manager to identify areas that require improvement in their performance (Walther et al., 2017).

In terms of management of change, modern technology has proven critical in engineering management as it enables project managers to evaluate the progress of their project at different intervals. This evaluation is important since it allows any necessary changes to be made early enough. As such, project managers formulate approaches to make any changes to ensure that the project is implemented to customer expectations and specifications, milestones and goals, and the expected outcomes (Kerzner, 2013).

Finally, modern technology has found wide application in solving complex problems and situations during project implementation. Engineering management involves implementing and managing complex projects since complex problems are bound to arise (Lee et al., 2013). It calls for the use of modern technology, such as in simulation using software and the design of complex procedures to be followed in implementing the project at hand. It is the overall focus of this dissertation.

Research Question

The primary research question guiding this study is; how can modern technology be applied in project management and engineering management firms to enhance efficiency? It will help the researcher evaluate the application of ICT and KM in engineering firms to enhance the effectiveness of project management and implementation.

Research Purpose/Aim

This study evaluates how ICT and knowledge management (KM) affect project implementation and management in engineering management. It will enable the researcher to establish the overall impact of modern technology in executing engineering management tasks and duties in implementing and managing engineering projects.

Research Questions

The primary research question guiding this study is the impact of the application of ICT and knowledge management (KM) in improving project implementation and engineering management in an Engineering Workplace?

Delimitations

There are various delimitations of this study. First, the sample population will only involve people who have experience in engineering management and have worked for at least two years in the field by requesting them to provide their work documents to show the date they started their employment.

It will also require the participants to have served in at least one function. It will imply that project managers without a background in the same will be excluded from the study. Second, the sample population targeted is only to be 100 respondents from various engineering firms and contractors.

This figure was considered ideal as it is manageable, and given the available time, it would ensure that the researcher does not face time constraints. The sampling strategy used is simple random sampling. The managers must have worked in project management in the construction sector for at least five years and have used both the old and modern technology to relate the difference between the two.

They are to be from the public and private sector. It implies that the sample might not cover a wide geographical area. This limitation is due to time factor and financial constraints; covering a wide geographical area such as several countries would be time-consuming and expensive to conduct the study.

Research Methods

Research Context

This study will focus on the impact of ICT and knowledge management (KM) in project implementation and management in engineering management. It will evaluate how technology has affected the various aspects of engineering management in project implementation.

Reflection as a reinforcing and aiding in learning has been established as an effective way of professional development. Reflective learning entails learning and developing and evaluating one’s actions and the perceptions that others have towards the same (Sacks and Pikas, 2013). This is also important in engineering management since the manager should open their professional practice to be scrutinized by others, which helps them become more effective.

In this regard, modern technology has enabled project managers to allow scrutiny of their practice and allow any corrections, making them better (Avery and Reeve, 2013). It is sometimes done by using modern technology to evaluate the efficiency and success of the project implemented and establishing ways to improve future projects’ efficiency. This study focuses on how modern technology has been enhanced in enhancing professional engineering experience among project managers in engineering management.

Change management is important in project implementation and management as it enables project managers to identify any function that needs change for successful implementation (Nicholas and Steyn, 2017). Modern technology has established new tools and techniques that project managers can use to investigate and evaluate their projects in terms of implementation and management from several perspectives.

This also helps to formulate and to implement strategies that help improve the efficiency of the engineering management function (Cicmil et al., 2017). It is also important for project managers to learn how to apply modern technology in management of change to improve the success of project implementation and management by evaluating the progress of the project at different stages, identifying any required changes, and formulating and implementing the necessary strategies (North and Kumta 2018).

Project managers need to learn how to apply modern technology because it enables them to understand the various options they can consider to solve challenges in project management and enhance the quality of work delivered.

This is a crucial function of engineering management that enhances project implementation and management by helping project managers solve problems that arise in the project’s course (Jonassen, 2017). It also helps in according solutions to the various complex situations that are associated with project management.  Some of the common complex problems that arise during project implementation include software system problems, data analysis and integrity, telecommunication and reliable communication problems, and advanced engineering manufacturing and design, among others.

It calls for procedures to follow in solving the complex issues arising (Serrat, 2017). Modern technology is applied in solving some of these problems through simulation using the software. For instance, Tello software also designs approaches and steps to be followed in the problem-solving approach. This study will evaluate how modern technology is applied to provide high-level know-how to make these aspects effective.

Data Collection and Analysis

As suggested earlier, this study will primarily rely on structured interviews for data collection. The instruments used for data collection include questionnaires, observation, reading, and interview. Project managers who have worked in their position for at least two years in engineering management will be interviewed and the interviews recorded with digital audio recorders for decoding and transcription (Creswell and Poth, 2017).

This data collection method is justified because it creates a one-on-one forum for the researcher and respondent, which enables the researcher to seek any clarification immediately and directly from the respondent (Creswell and Poth, 2017). It also helps to establish whether or not there is consistency in the data collection based on the responses given by different respondents when responding to the same interview questions (Van Grembergen and De Haes, 2017).

It also eliminates biases as the researcher evaluates and harnesses the information and data collected from different (100) project managers in engineering management. This figure was considered ideal as it is manageable, and given the available time, it would ensure that the researcher does not face time constraints. The approach was also selected based on generalizability, reliability and validity. It is thus the most appropriate approach for conducting the research study.

The analytical section of the study will follow the interviews. Before the data analysis is conducted, the researcher will ensure that the relevant data has been filed systematically and in the appropriate formats. Any digital data collected will be formatted and labelled consistently to ensure that the researcher could easily go through the data.

It is also crucial to ensure that all the lists of the data are prepared and updated regularly. It will then be followed by setting a structure before the researcher starts the thesis’s analytical work. After all the interviews have been conducted, the researcher will store several hours of audio of the interviews conducted to be transcribed for decoding; transcription will ensure that the interviews are decoded word by word to establish the meaning.

This procedure of transcribing all the interviews will enable the researcher to acquire the raw material used as the basis of the empirical work. It will then be used for discussion, concluding, and recommendations on how the municipalities in the UK could advance the effectiveness of project implementation and management through the adoption of modern technology in their practices.

Research Ethics

Various key ethical principles could be observed when conducting research that utilizes human beings as subjects (Creswell and Poth, 2017). In this case, the researcher will ensure that such principles and ethics have been reworked, tested, and configured to suit the current study before it is carried out. It is also notable that there are several of these that have to be followed. They include the following;

1. They are protecting the participants from any form of harm.
2. We are respecting the respondents and other research participants (Patten and Newhart, 2017).
3. They are ensuring that the research participants give their full consent to take part in the exercise.
4. Ensuring the privacy of the research participants is protected.
5. We are ensuring the confidentiality of the data collected and stored (O’Leary, 2017).
6. I am keeping the research participants anonymous.
7. Ensuring honesty when explaining the aims and nature of the research to the organizations and participants as they decide whether to participate in it.
8. The research will declare their funding sources, affiliations, as well as conflicts of interest for accountability.
9. It is ensuring transparency and honesty when communicating on the research’s progress and approach (Walliman, 2017).
10. Any false or misleading information or reporting of the findings of the research will be avoided.

Time Scale

The research will be completed in three stages. The first stage will involve writing the first three chapters of the thesis; the introduction to the study, the review of existing literature on the topic, and the method approach used to carry out the study. It is expected to be completed by the end of January 2018.

The second stage of the research will involve collecting and analyzing data. It is where the selected method of study will be used; structured interviews. The interviews will be conducted and the data collected be analyzed before the end of February 2018. The final stage will involve compiling the final report.

The findings, analysis, discussions, conclusions, and recommendations drawn from the findings will be compiled with the first three chapters of the report, written in January 2018. It is to be completed by the end of March 2018. It suggests that the researcher complete the research work and compile the report by the end of March 2018.

Resources

This study does not require any significant resources. The organizations and respondents where the researcher will conduct the interviews are within their borough. It is worth noting that the individuals and organizations in the municipality where the data is to be conducted have already authorized it and permitted the researcher to proceed with the exercise. Further, the researcher will ensure that the respondents selected for the study meet the set criteria.

Literature Review

The present economy is shaped by free-market philosophy and globalization, which have led to more significant challenges in meeting customer needs and expectations (Schwalbe, 2015). It has also resulted in the competition that has forced organizations to develop their products and services cheaper, faster, and better to remain competitive in the market.

Engineering organizations have focused on project management by integrating technology into their practice (Alhawari et al., 2012). Some of the common forms of technologies include Information Technology and knowledge management, applied when handling effectiveness, efficiency, and innovation.

Organizations have also retorted outsourcing to help them gain and sustain competitive advantage (Van Der Aalst et al., 2016). The importance of outsourcing is that it enables organizations to acquire high-quality services and expertise at affordable costs. Therefore, implementation of most projects requires virtual project teams (Van Der Aalst et al., 2016).

An example, in this case, is Infosys Technologies Limited that manages projects through the use of technology. The organization has a conference room located in Bangalore in India, where virtual meetings can be held through a super-size screen (Sacks et al., 2010). The company holds meetings with its key players from its international supply chain to facilitate the integration of project functions and work as an effective team in implementing projects.

Owing to the increased competition and current economy, most organizations prioritize building virtual teams to clearly define work, measure cybernetic work productivity, and manage communication with each employee across different time zones (Chen and Kamara, 2011). Such priorities are also crucial in project management in engineering firms since they significantly affect the project manager’s role and the direction of the projects.

Teams implement projects to ensure the integration of multiple disciplines and diverse skills to successfully achieve the project’s objectives (Suzuki, 2017). Therefore, it is common to be a project team member in most engineering firms and organizations dealing with project implementation and management.

Management of projects is done by using teams working in a complex environment for two reasons; the uniqueness of each project and conditions for team motivation and selection may never be idealized. Additionally, team selection’s effectiveness is hindered by the organization’s structure (Avgerou and Walsham, 2017).

In most engineering organizations, the manager may not be mandated to select the project team; the duty is given to the functional manager, who plays a crucial role in forming the project team (Avgerou and Walsham, 2017). Additionally, most of the project team members are tasked with participating in simultaneously implementing several projects. The project manager is then required to ensure that the selected team is effective and gives the best project implementation.

Notably, IT plays a crucial role in storing and ensuring fast retrieval of large amounts of information and data (Creasy and Anantatmula, 2013). However, IT could also be considered important for ensuring effective conversion between information and data, but it is ineffective when converting information into knowledge.

The author found the most effective way of converting information into knowledge at the engineering workplace is through human actions such as sharing, transmitting and receiving information. However, human beings are slower than IT systems when converting data into information (Khan and Hashemi, 2017).

Such issues as inefficiencies in communication and information flow within the organization are addressed through effective IT and efficient knowledge management at the workplace. It is essential as effective communication during project management ensures coordination among the project team, enhancing the efficiency of the services offered. Notably, knowledge management is a holistic approach applied to managing the complex relationship between IT and business.

When used together with IT, knowledge management helps improve communication and promote one vision at the engineering workplace and during the implementation of projects (Popov et al., 2010). Therefore, knowledge management helps bridge the gap between IT and the end-users, thereby improving the performance of the authors’ organization in implementing projects. Therefore, the issue of inefficiency in project management and implementation can be resolved by using IT and knowledge management in project management in engineering firms.

However, there are also various arguments presented against knowledge management in the literature. It is due to the limitations associated with the practice. Some of the common challenges identified in the literature include ensuring that resources and information are easy to access and find, identifying effective ways of capturing and recording business knowledge, motivating individuals to reuse, share, and apply knowledge with consistency, as well as ensuring that the knowledge management function is aligned with the overall strategy and goals of the organization (Bartlett and Beamish 2018; Alexy, George, and Salter 2013).

Other common challenges include ensuring efficiency in integrating knowledge management into existing information systems and processes and selecting and implementing knowledge management effectively (Booth 2018; Banfield, Kay, and Royles 2018). These challenges have contributed to inefficiencies in integrating knowledge management and incurring extra costs to achieve the knowledge management function.

In this study, the term ‘technology’ is used for both the IT and knowledge management because of two reasons; knowledge management acts as an effective bridge between business and IT, and a combination of IT and knowledge management enables project managers and the project team to improve the performance of the organization in project management (Love et al., 2011).

Therefore, most engineering organizations invest in technology to help them improve their performance and gain a competitive advantage. Several studies have been conducted to establish the relationship between IT and knowledge management methods and models that are applied in improving the performance of an organization.

Despite some studies showing improved performance due to the integration of technology in project management, other researchers have shown that some projects have not benefited from IT integration (Zavadskas, Vilutienė, Turskis, and Šaparauskas, 2014). Therefore, it is claimed that IT’s efficiency in improving project performance depends on how it is applied and that the relationship between IT and project performance improvement is not obvious.

The role of technology in project management performance depends on the design of technology systems in an organization (Bryson 2018). According to a study conducted by Anantatmula and Kanungo (2005), the researchers first identified efficiency measures for technology and project performance and studied the relationship between these measures.

The findings that they obtained suggest that engineering organizations should develop and integrate technology systems in their operations to meet specific project and business needs. The researchers also used their findings to conclude that technology systems should be designed based on the nature of the project being handled and the project milestones to be met.

Therefore, it is advisable to evaluate the complexity of a project and the requirements to deliver it before a technology system is developed and integrated into the project’s management and implementation.

Integration of technology in project management and implementation in engineering workplaces has also addressed the issues faced in ensuring effective documentation for easy storage and retrieval of data and information and control of organizational knowledge and reports of the previous projects implemented by the organization.

According to a study conducted by Kasvi et al. (2003), the success of project implementation is significantly affected by collective and individual competence and accumulated knowledge. However, personnel changes are expected in project implementation, and on the completion of a project, the project implementation team disperses.

The change in personnel and dispersion of the project team leads to challenges in the generation, transfer, and sharing of knowledge (Karlsen and Gottschalk, 2004). Therefore, the importance of integrating technology is realized in this case, as IT helps store, develop, and share information and knowledge on the previous projects implemented by an organization. It helps create detailed specifications and reduce the impact and extent of such uncertainties caused by changes and project management and implementation personnel transfer.

Further, technology helps standardize and streamline the procedures and processes followed in project implementation and delivery (Soyez 2018). In an engineering workplace, this is important as it improves the efficiency of project management and the effectiveness of the processes followed in implementing a particular project.

Evidence from studies such as Luthans and Doh (2018), conducted earlier, shows that project management performance is less satisfactory despite the availability of project management techniques and tools. According to a study conducted by Christensen and Walker (2004), the methodologies and tools have a crucial role to play. Still, the success of project implementation also depends on the efficiency of the leadership within the organization.

However, Thamhain’s (2013) study showed that IT’s integration in the project management functions significantly affects the scope, capabilities, and leadership style in project management. Integration of technologies in project management provides the tools required for Web-based support systems and planning, enhancing functions such as conflict resolution, effective communication integration of sophisticated projects, and sharing of knowledge.

However, organizations have shifted to a sophisticated project management tool, such as Tello software, due to factors such as the emergence of diverse cultures and advanced complexities of projects that necessitate new management skills (Cheng and Teizer, 2013). It has also significantly influenced project leadership.

These results are essential in project management because the methods followed in soliciting commitment among team members, decision making, communication, and risk-sharing enable management style to develop into a self-directed and team-centred style of project control (Boxenbaum and Rouleau 2013). It is also important to improve project management’s effectiveness and reduce the burden tasked to the project manager; having a self-directed project team implies minimal supervision and monitoring are required.

The reviewed literature shows that project management in engineering firms is one of the most crucial functions as it determines the company’s overall success. Therefore, there is a need for engineering firms to ensure efficiency in their project management functions. Literature shows that ICT integration and knowledge management are among the types of modern technology that help firms enhance their efficiency in project management.

Therefore, this study seeks to assess the impact of integrating ICT and knowledge management in project management in engineering firms. There is limited literature in the field, and therefore this study seeks to bridge this gap in the literature.

Methodology

The study focused on the impact of ICT and knowledge management (KM) in project implementation and management in engineering management. As such, it evaluated how technology has affected the various aspects of engineering management in project implementation.

Reflection was also part of the methodology. Notably, reflection as a reinforcing and aiding in learning has been established as an effective professional development. Reflective learning entails learning and developing and evaluating one’s actions and the perceptions that others have towards the same (Sacks and Pikas, 2013).

It is also important in engineering management since the manager should open their professional practice to be scrutinized by others, which helps them become more effective. In this regard, modern technology has enabled project managers to allow scrutiny of their practice and allow any corrections, making them better (Avery and Reeve, 2013).

It is sometimes done by using modern technology to evaluate the project’s efficiency and success and establish ways to improve future projects’ efficiency. This study focuses on how modern technology has enhanced professional engineering experience among project managers in engineering management.

Change management is important in project implementation and management as it enables project managers to identify any function that needs change for successful implementation (Nicholas and Steyn, 2017). Modern technology has established new tools and techniques that project managers can use to investigate and evaluate their projects in terms of implementation and management from several perspectives.

It also helps formulate and implement strategies that help improve the engineering management function’s efficiency (Cicmil et al., 2017). It is also important for project managers to learn how to apply modern technology to improve the success of project implementation and management by evaluating the project’s progress at different stages, identifying any required changes, and formulating and implementing the necessary strategies. Project managers need to learn how to apply modern technology because it enables them to understand the various options they can consider to solve challenges in project management and enhance the quality of work delivered.

It is a crucial function of engineering management that enhances project implementation and management by helping project managers solve problems in the project’s course (Jonassen, 2017). It also helps in according solutions to the various complex situations that are associated with project management.

Some of the common complex problems that arise during project implementation include software system problems, data analysis and integrity, telecommunication and reliable communication problems, and advanced engineering manufacturing and design. It calls for procedures to follow in solving the complex issues arising (Serrat, 2017).

Modern technology is applied in solving some of these problems through simulation using the software. For instance, Tello software also designs approaches and steps to be followed in the problem-solving process. This study will evaluate how modern technology is applied to provide high-level know-how to make these aspects effective.

Data Collection and Analysis

As suggested earlier, the study primarily relied on structured interviews for data collection. The instruments used for data collection include questionnaires, observation, reading, and interviews. Project managers who have worked in their position for at least two years in engineering management will be interviewed. The interviews will be recorded with digital audio recorders for decoding and transcription (Creswell and Poth, 2017).

This data collection method is justified because it creates a one-on-one forum for the researcher and respondent, enabling the researcher to seek any clarification immediately and directly from the respondent (Creswell and Poth, 2017). It also helps to establish whether or not there is consistency in the data collection based on the responses given by different respondents when responding to the same interview questions (Van Grembergen and De Haes, 2017).

It also eliminates biases as the researcher evaluates and harnesses the information and data collected from different (100) project managers in engineering management. This figure was considered ideal as it is manageable, and given the available time, it would ensure that the researcher does not face time constraints. The approach was also selected based on generalizability, reliability and validity. It is thus the most appropriate approach for conducting the research study.

The analytical section of the study followed the interviews. Before analyzing the data, the researcher ensured that the relevant data had been filed systematically and appropriately. Any digital data collected was formatted and labelled consistently to ensure that the researcher could quickly go through the data.

It is also crucial to ensure that all the lists of the data are prepared and updated regularly. It was then followed by setting a structure before the researcher started the analytical work of the thesis. After all the interviews had been conducted, the researcher stored several hours of audio of the interviews led to be transcribed for decoding; transcription will ensure that the discussions are decoded word by word to establish the meaning.

This transcribing of all the interviews enabled the researcher to acquire the raw material used as the basis of the empirical work. It was then used for discussion, conclusion, and recommendations on how engineering project management firms could advance project implementation and management effectiveness through the adoption of modern technology in their practices.

Findings

Company A, a construction company, is a significant player offering general contractor services due to its special qualification. It mainly deals with contracts from government organisations in the ranks of the National Autonomous Roads Corporation (ANAS) and military air force and working for private investors. This company was established in 1910 in the Emilia Romagna expanse (Lee and Smith, 2018).

Company A has adopted the principle of endless pursuit of quality and success through continued investment in human resources and innovative technologies from its formation. Currently, the company has employed over 1500 workers, where its total turnover is e800 million, and has outstanding performance around the globe, with specialisation in different operations that include railways, ports, highways, pipelines, bridges, airports, and tunnels construction activities. In 2009, a four-hour semi-structured interview with the company’s project administrator was carried out.

During the interview, the primary interest was information on how the firm has achieved knowledge management in the previous period and how the firm organises and coordinates knowledge nowadays, after integrating ICT by adopting an integrated information system (IIS) (Baldwin 2010). A comprehensive comparison between the earlier and current situation was analysed and described in sub-sections as illustrated below.

This made it possible to understand how the integration of information systems contributes to accomplishing its current level of excellence (Vasarhelyi, Alles, and Kogan 2018). Before the integration of IIS, the firm had five structural units whose primary duties concerning knowledge management have been illustrated in figure 2 and systematically described as follows:

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1. Equipment department. This unit enables minimal costs incurred in the project about research contextual study.
2. The purchasing department. It documents suppliers’ information (providing technical information such as what each supplier produces, the production process, raw material utilisation, costs incurred, and other pertinent data).
3. Engineering department. Identified as the most crucial knowledge repository, this unit has direct links to every operation site. Its work comprises of giving support to units mentioned above in supervision and control of operations.
4. The department for service for programs and analysis of competitive tender. This unit mainly performs the acquisition of knowledge tasks. Its mandate and duties regard each project’s time, materials, costs, and process accomplishment among other tasks to acquire knowledge from successful and implemented projects and the ones that failed.
5. Department of service quality, safety, and the environment. This unit documents and presents information concerning construction procedures, regulations, and environmentally friendly and ecologically compatible materials.

The study found that all departments mentioned earlier had sporadic communication channels captured through non-systematic meetings where not all departments were involved (Camelo-Ordaz et al., 2012). Consequently, knowledge sharing only involved unit that was in service in particular projects.

Furthermore, a database documented print information of every service, specifically from external employees, required access times that proved too high for the project-based organisation, with associated unavoidable effects such as economic implications from/and project delays.

The department of administrative directions organised earlier inputs to store and disseminate knowledge, which introduced corporate health practices to document knowledge acquired in every project through visual and audio channels (North and Kumta 2018). However, this practice was restricted because most workers in the considered PBO face strict deadlines and urgent concerns, hence lack time to commit to explicit knowledge management practices. Lack of adequate time and access to modern technology has also limited ICT application in communication within the company.

Reinforced by the characteristic poor repeatability of the sequence of projects in the company’s construction activities, the administration realised an urge to “rationalise the action”, meaning that the company dedicated efforts towards identifying and managing individual project processes of entrepreneurial activities (Kerzner 2018).

Therefore, there was the need to devise a mechanism by which the management could reserve and use and effectively manage knowledge in their daily teamwork operations. In particular, company A has recently integrated a phased methodology to be implemented in managing individual projects regardless of their complexity or size (Biemans 2018). On the contrary, the firm has set up a refined information system to manage efficient information exchanges across units, centralised control, and eradicate knowledge transfer randomness in the company.

The phased methodology initiated was made up of six steps. The steps were structured after Company A received a tender call from a shopping Centre. The manager identified the following steps (Luthans and Doh 2018). In the 1^st stage, the project administrator consigned the tender an arithmetical identity and several keywords (characteristically stating the activities involved, supplier involvement, and primary features).

The survey and scheduling of a competitive tender unit established that through the IIS, all data and knowledge concerning a similar project was carried out 4 years ago (stage 2), hence permitting the entire unit participants to successfully and efficiently interact with different units in the planning stage of the tender (Sein et al. 2011). In the subsequent phases of the organisation and assembly, the integration of IIS makes easy intranet connectivity and access points to necessary knowledge (3^rd and 4^th steps). The “new” knowledge formed, such as the described project’s growth and premeditated supplies, was acknowledged. The 5^th step was previous validation from senior executives and staff members who participated in earlier similar construction projects.

In step 6, the validated knowledge is stored in the integrated information system, where the entire firm’s staff has easy access (Hodgson and Muzio 2011). Therefore, such shared new knowledge transmitted to the entire staff will form the “old” knowledge to guide new and future development schemes to be undertaken.

In the interview and consultation course, the project administrator stressed that the gains accrued from such crucial steps include timesaving in knowledge access where resources can be acquired in a few hours as opposed to previously when it took days (Rasul and Rogger 2018). Furthermore, because of departmental interaction, the projection’s accuracy has been enhanced (before it was 12% and has changed to 3% after IIS initiation).

The cost-saving enabled by a new information system was 45% of the total cost incurred in the project. Conclusively, the electronic room facilitated a solid association within the organisation (A), the customers, dealers, and different units (Alegre 2013). Another significant element highlighted by the project administrator was the enhanced storage of knowledge facilitated by the promptness and straightforwardness of the IIS.

The final goal under the integrated information system focused on enabling easy knowledge distribution, sharing, and storage to create competitive advantage and corporate added value that would benefit both investors (shareholders) and customers (Gemünden 2015). Therefore, the integrated IIS is an efficient system that serves clients, a basic advancement of Lotus Notes, enabling real-time natural knowledge flow among all the 5 units and acting as their dissemination and knowledge storage.

The IIS represents a successful e-business that easily documents, access old knowledge (comprising of old correspondence and paper documents) internally and externally (workers, suppliers, and other users) (Laudon and Laudon 2016). Notably, the IIS facilitates different accessibility levels, meaning there are different ways each individual’s access is determined by their position within the particular project or in the company.

In this perspective, certain knowledge stores require confidentiality, which is enabled through a special e-room where all project participants (internal and external staff) can debate things concerning the project or modify, add, and delete certain project information (Winch and Maytorena 2011). Additionally, the e-room links the firm’s units with all project sites, irrespective of their location. Remarkably, this system enables each unit manager to manage situations and project activities of all areas directly.

Also, the system facilitates access to each project’s state of purchases, monthly reports, and information about suppliers and sub-contractors. It is also likely to former tender call details, installation, and maintenance records because the IIS permits specific projects to store their information on the past knowledge or lessons learned (timing, methods, and costs incurred) (McIver et al. 2013). This refined implementation has enabled company A to easily organise and handle online tender procedure calls with noteworthy cost and time savings.

Finally, the project manager’s interview showed the supposed returns mainly regarding time and cost savings. This report provides a detailed summary of the benefits accrued from the implementation of the integrated information system (IIS) below:

The system minimised paperwork and saw each project’s management and total costs realise a 5-10% cost saving.

Access to knowledge and reaction period fell considerably, implying that time could be saved and used for other activities.

The system saw a considerable enhancement in minimising defects and errors.

The IIS implementation and introduction of the e-room saw the enhanced business image and competitive advantage.

The site set-up period was minimised and consequently improved each project productivity.

Securing online tenders saw a tremendous improvement as special software was introduced to enable real-time online calls management.

After completing the interview and consultation, Company A has used a successful example for excellent implementation of knowledge management processes among the other 5 companies selected (Aurum et al. 2013). Although the employees of Company A were reluctant to learn through others’ experience, all other companies acknowledged the crucial benefits harvested from Company A’s system, with particular attention to the significance of ICTs in facilitating the management of construction projects.

For other companies to implement the same system, this research proposes forming a group of professionals from different construction fields such as project management, design and architecture, and building. This group can offer technical expertise and knowledge for construction practices and carry out tasks in unity with project designers from a reputable ICT consultancy firm.

Discussion

Companies in the modern world face an unpredictable and complex work environment, especially fast transformation in technology, progressive globalisation, and personalisation of demand for services and products have exerted extreme market dynamism and reaction forcing companies to engage more in the process and product innovation to achieve continuous performance improvement and constant human capital enhancement (Anbari 2018). In this perspective, organisations recognise the need to create and distribute knowledge and transform it into value-added activities that help businesses control major competitive advantage forces.

This practice has spread and become overwhelming almost in all sectors in every company, regardless of its size. Nevertheless, just a few companies have been capable of implementing an effective KM process. Whereas big organisations are inclined to rationalise knowledge management techniques, minor firms have shown a lack of qualifications for effective management of knowledge similarly (De Bruijn and Ten Heuvelhof 2018).

Therefore, under the above motivating considerations, this study investigates the process of creating and disseminating knowledge through project-based organisations (PBOs), particularly interested in studying the construction/building companies, first underscoring the significance of knowledge transfer (KT) between various project actors, through the explicit or implicit form.

The second significant emphasis views the prominence of technological advancements in information and communication in providing a backup to project-based organisations (Bloom et al., 2012). The construction industry is preferred in this study. After all, it is widely acknowledged in studies because it requires high and intensive input of knowledge.

This study also showed that many authors have pointed out that knowledge is a crucial contributory factor of competitive advantage in the modern business world (George et al., 2014). As a result, organisations highly acknowledge routine and efficient information administration from researchers and individual firms as a crucial business capability. Knowledge management (KM) has received substantial attention in the last decade, with numerous definitions availed across the pertinent literature (Cook et al., 2013).

For instance, some studies recognise knowledge as a process involving skills and experience, hence converting them into knowledge. Other researchers have argued that knowledge is not information or data but a mixture of framed values, experience, professional insights, and contextual information.

Additionally, knowledge can be defined as intangible economic resources that will produce future revenue (de Bakker, Boonstra, and Wortmann 2011). Knowledge is also viewed as the product of individual learning created through increased individual participation useful to transform raw figures into information and then into helpful knowledge. Therefore, knowledge is generated from human minds then transferred into repositories or documents.

Remarkably, knowledge is grouped into different categories. Some of the early researchers classified knowledge into explicit and tacit (Sharpley 2013). The latter denotes a form of expertise found within people’s behaviour and perceptions, while the former refers to publicly available, documented, externalised, and structured knowledge. Study submissions inform that knowledge creation occurs through both forms of classification through a combination aided by knowledge sharing and socialisation.

However, managing the two kinds of knowledge is not accessible due to combining present knowledge to form a fresh one and knowledge distribution within a company (Bryson et al., 2010). Depending on the reference dimension, the two forms are termed “knowledge transfer” or “knowledge sharing”.

The latter denotes the intra-company facet and focuses on the transmission of knowledge around a company. It is achieved through informal and formal procedures, including formal databases, workshops, records, documents, or informal socio-cultural meetings and discussions (Turner et al., 2013). Knowledge transfer is inter-organisational facets encompassing a company and its outside forces and the purpose of the foundation of a mechanism permitting the company to obtain the knowledge from the outside surrounding.

Another common and broadly accepted characterisation of knowledge transfer submits that KT is about knowledge identification or access to existing forms, acquisition, and utilisation of such in the development of new ideas or improvement of existing ones to speed up processes or actions to safer or better states (Smith 2017).

This implies that the deployment of available resources and the mechanisms of procuring and utilising the knowledge rightfully. Thus, KT and KM as consequences are critically significant for project-based organisations for two important aims. First, these consequences are essential to act on a company’s competitive forces and efficient management of corporate knowledge (Teller 2017).

The second importance is that PBOs are dissimilar to other commercial industries in various forms, including their respective KT requirements. Notably, distinctive business society is formed by units where experiences and knowledge are attained and deposited. Individuals have access to such incidents and expertise, from observation of employees, working processes in a particular unit, and documented information archives (Langley et al., 2013).

Divergently, PBOs’ significant experience and knowledge repositories for daily duties are the individual team members. Consequently, projects are infrequently retained, captured, or indexed. The increasing project assignment complexity has compelled project administrators to keenly consider the growing number of associations and gain knowledge of other known contextual matters.

The recent literature on knowledge management and ICT application in project management and implementation has broadly highlighted the significance of knowledge transfer in project-based organisations, labelling it invaluable for their success and continued existence (Eastman 2018).

Although the pertinent scholarly analysis has emphasised many remunerations of a successful and operational knowledge transfer, it doesn’t remain easy for KT from one project to another. In most cases, the process fails. Various studies have explored the reasons for this failure and suggested various technical, organisational, methodological, and cultural problems (Van de Ven and Sun 2011). Particularly, many scholars identify cultural elements as a primary requirement for a successful knowledge transfer and its most significant obstacle.

Conclusion

The study shows that scholars have proposed the most effective KM process methodology that primarily consists of identifying knowledge and information that should be contained in the “knowledge base” and their classification and usage. Furthermore, an individual with an individual association to back up the reprocessing of tactic knowledge has been provided.

Earlier research studied identified eight-factor linked to the success of knowledge management projects: the linkage to industry value or economic performance, corporate and mechanical structure, flexible and standardised organisation of knowledge, an organisational culture that is knowledge friendly, clarity of language and purpose, change in corporate incentive practices, numerous knowledge transfer mechanisms, and support from the top administration.

Despite recognising complex environments of project base, many studies emphasise that such complexity also provides an opportunity for a company to continuously improve its performance through knowledge and application of ICT (Harvey and Kitson 2015). However, pertinent literature reviewed earlier in this study has compelling evidence that effectively managing a company’s capabilities and knowledge sources is crucial for enhancing competitive advantage.

Most studies examined information and communication technologies (ICT) as extra valuable and a currently available easier tool of communication that organisations can employ in knowledge management to support the firm’s functions and address personal needs.

Thus, scholars have systematically classified the tools of ICT according to the support they offer to the process of KM:

1. A) Creation, accumulating, transfer, utilization, and incorporation
2. B) Generation, accessibility, allotment, transference, and codifying
3. C) Generation, codifying, transferal, and realization, and
4. D) Attainment, transformation, and safeguard

Additionally, other scholars categorised the support of ICT for knowledge management considering four crucial KM activities: search, use, formation, and packing (Alcadipani et al., 2012). Therefore, the first illustration depicts the significant duties of ICT as cited in these scholarly submissions and the comparative implements that can be implemented.

Furthermore, existing studies on this issue show some of the objectives that ICT accomplishes for knowledge management. For instance, ICT has been recommended as significantly useful in assisting companies in overcoming the barriers of space and time, hence enhancing KT’s effectiveness by improving its speed (Teller et al., 2014).

In one notable opinion presented by scholars, for the KM project, the objective of applying ICTs was cited as the need “to enhance communication and organise the information of construction projects.” Thus, organisations that integrate ICTs can create, share, store, and utilise knowledge more successfully and efficiently. This study emphasises the support of information and communication technologies on KM due to its importance in initiating and accomplishing KM activities.

Notably, proponents of ICT advocate for easy access to critical intelligence on markets through the portals, although they also acknowledge other ICT roles such as utilising collaborative technologies like groupware and support of social activities (Leemkuil and De Jong 2012). Furthermore, mobile ICTs and wireless networks influence the comprehension of the different forms that company memory can take.

In this effect, recent studies of 100 managers from manufacturing companies showed that information technology support for the knowledge management process was significantly positive with the knowledge base’s dynamic capability that affected corporate performance.

Conclusively, from the above analysis and report review on ICTs, it can be argued that ICT positively supports KM and, consequently, improves firms’ ability to manage their expertise efficiently and successfully to deal with the transforming modern industrial setting, particularly aiding in knowledge exploration and utilisation. It also shows that ICT and knowledge management help enhance the performance and effectiveness of engineering firms and project management and implementation.

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