УДК: 338.242

DOI: https://doi.org/10.36887/2415-8453-2021-4-9

Leonid Yuzkov Khmelnytskyi University of Management and Law,
Khmelnitskyi National University

JEL classification: O22


The analysis of the peculiarities of knowledge management of operational and project activities at the project-oriented enterprise is carried out in the work. The conceptual model of knowledge management of the project-oriented enterprise for achievement of optimum economic indicators of the enterprise activity is developed. For operational activities, the constituent elements of knowledge management are people (employees), technology and processes. For project activities, these are project knowledge management, knowledge management between projects and knowledge management about project management. Project knowledge management involves people (project team), technology and processes. Knowledge management between projects includes technologies that allow the dissemination of knowledge between the projects of the enterprise that are being implemented. Project management knowledge includes integration, content, timing, cost, quality, resources, communications, risk, procurement, and project stakeholder management. Operational knowledge management is carried out at the following levels: individual (employee level), group (department level), organizational (enterprise level) and inter-organizational. Knowledge management of project activities is carried out at the following levels: individual (project team member level), group (project team level), organizational (implemented project), global. Stages (phases) of knowledge management are formation → accumulation, acquisition → generation → exchange → storage and documentation → use → knowledge management result. As a result of knowledge management of operational and project activities, taking into account the constituent elements, levels, stages (phases), we can form a generalized indicator. For operational activities, this is the level of maturity of knowledge management enterprises, for project activities, this is the level of maturity of the project management enterprise (in the context of knowledge management of project activities).

Keywords: knowledge management, project-oriented enterprise, conceptual model.


  1. Christensen, K.S., Bukh, P.N. (2012). 4. Facts, Processes and Common Understandings: The Management of Knowledge in Project Based Organisations. New Research on Knowledge Management Applications and Lesson Learned / [Edited by Dr. Huei Tse Hou]. рр. 47-66.
  2. Knowledge Management Maturity Contributes to Project Based Companies in an Open Innovation Era. (2021). / L. Pereira, A. Fernandes, M. Sempiterno, A. Dias, R. Lopes da Costa, N. António. Journal of Open Innovation: Technology, Market, and Complexity. № 7, 126. URL: https://doi.org/10.3390/joitmc7020126
  3. Ajmal, M., Helo, P., Kekale, T. (2010). Critical factors for knowledge management in project business. Journal of Knowledge Management. Vol. 14. № 1, рр. 156-168.
  4. Chajkovs’ka,I. (2021). «The essence of project-oriented enterprise in Industry 4.0.»Ekonomichnyj prostir. № 167, рр. 88-93.
  5. Chajkovs’ka, I. (2021). «Features of the project-oriented enterprise in modern conditions». Mizhnarodnyj naukovyj zhurnal “Internauka”. Seriia: “Ekonomichni nauky”. №4. Available at: https://doi.org/10.25313/2520-2294-2021-4-7184
  6. Rossoshans’ka,V. (2013). «Knowledge management in the context of ensuring economic security of innovative project-oriented enterprises». Upravlinnia proektamy ta rozvytok vyrobnytstva. №2(46), рр. 125-135.
  7. Holsapple, C.W. (2008). Supporting Decisional Episodes. Encyclopedia of Decision Making and Decision Support Technologies / [Edited by F. Adam, P. Humphreys]. London: IGI Global, рр. 837-847.
  8. Mas-Machuca, M., Martínez Costa, C. (2012). Exploring critical success factors of knowledge management projects in the consulting sector. Total Quality Management & Business Excellence. № 23(11-12), рр.1297-1313.
  9. Pominovskyi, O., Shalamova, E. Creating Knowledge Management System for project-based organizations. 2017. Available at: https://www.diva-portal.org/smash/get/diva2:1070286/FULLTEXT01.pdf
  10. Leveraging human capital (1997). / M. Baker, M. Baker, J. Thorne, M. Dutnell. Journal of Knowledge Management. Vol. 1. № 1, рр.63–74.
  11. Davenport, T.H., Prusak, L. (1998). Working Knowledge: How Organizations Manage what they Know. Harvard Business School Press, Boston, MA.
  12. Tupyk, Y., Pleskach, V. (2009). «Knowledge management at an industrial enterprise». Menedzher po personalu. №4, рр. 8-20.
  13. Nonaka, I., Takeuchi, H. (1995). The Knowledge Creating Company: How Japanese Companies Create the Dynamics of Innovation. Oxford University Press, New York.
  14. Ajmal, M.M., Sandhu, M.A., Jabeen, F. (2013). Assessment of knowledge management practices in project-oriented Business. International Journal of Project Organisation and Management. Vol. 5. №. 3, рр.279-292.
  15. Mortazavi, S.M. (2011). Some Necessaries of Knowledge Management in Project Based Firms. 3rd International Conference on Information and Financial Engineering IPEDR. vol. 12, рр.407-411.
  16. Probst, G. Raub, S., Romhardt, K. (2003). Wissen managen (4th. Ed.). Betriebswirtschaftlicher Verlag Dr. Th. Gabler. GWV Fachverlage GmbH, Wiesbaden 2003 Softcover reprint of the hardcover 4th edition.
  17. Karlsen, J. T., Gottschalk, P. (2004). Factors Affecting Knowledge Transfer in IT Projects. Engineering Management Journal. № 16 (1), рр. 3-10.
  18. Conceptual delay mitigation model using a project learning approach in practice (2008). / H. Abdul Rahman, I. A. Yahya, M. A. Beravi, L. W. Wah. Construction Management and Economic. № 26, рр. 15-27.
  19. Van Donk, D. P., Riezebos, J. (2004). Exploring the knowledge inventory in project-based organizations: a case study. International Journal of Project Management. № 23, С. 75–83.
  20. Conceptual framework for live capture of project knowledge (2003)./ J.M. Kamara, C.J. Anumba, P.M. Carrillo, N.M. Bouchlaghem. Proc., CIB W078 Int. Conf. on Information Technology for Construction – Construction IT: Bridging the Distance, – CIB, Waiheke Island, New Zealand, рр. 178–185.
  21. Zhang, M. J. (2007). An Empirical Assessment of the Performance Impacts of IS Support for Knowledge Transfer. International Journal of Knowledge Management. № 3 (1).
  22. Gasik, S. A. (2011). Model of Project Knowledge Management. Project Management Journal. № 42(3). Р. 23 – 44.
  23. Nicolas, R. (2004). Knowledge management impacts on decision making process. Journal of Knowledge Managemen. № 8(1), рр. 20-31.
  24. Terzieva, M. (2014). Project knowledge management: How Organizations Learn from Experience. Procedia Technology. № 16, рр. 1086-1095.
  25. Il’ina, O.N. (2008). «Methodology of knowledge management in a project-oriented company». Kreativnaja jekonomika. Volume 2. № 10, рр. 10-18.
  26. Hobday, M. (2000). The project-based organisation: an ideal form for managing complex products and systems? Research Policy. № 29, рр. 871–893.
  27. Ayas, K., Zeniuk, N. Project-based learning: building communities of reflective practitioners. Management Learning. 2001. № 32 (1), рр. 61-76.
  28. Ajmal, M., Koskinen, K. (2008). Knowledge Transfer in Project-Based Organizations: An Organizational Culture Perspective. Project Management Journal. Vol. 39. № 1, рр. 7-15.
  29. Polyaninova, T. (2011). Knowledge Management in a Project Environment: Organisational CT and Project Influences. Vine. Vol. 41. Is. 3. Available at: https://arrow.tudublin.ie/scschcomart/3/
  30. Kasvi, J., Vartiainen, M., Hailikari, M. (2003). Managing Knowledge and Knowledge Competences in Projects and Project Organizations. International Journal of Project Management. Vol. 21. Issue 8, рр. 571-582.
  31. The Impact of People, Process and Technology on Knowledge Management. (2014). / M.R. Hosseini, H. Tahsildari, M.T. Hashim, M.A. Tareq. European Journal of Business and Management. 6. № 28, рр. 230-241.
  32. Norang, A., Akhavan, P., Nooshin, S.M. (2016). Identifying different methods for creating knowledge from lessons learned in project-oriented organizations. Management Science Letters. № 6, рр. 19–24.
  33. Eskerod, P., Riis, E. (2010) Knowledge sharing activities in project-oriented organisations. Advanced Project Management / [Edited by G. Arnd, A. Wald ]. GPM Deutsche Gesellschaft für Projektmanagement e.V. Available at: https://www.researchgate.net/publication/264322244_Knowledge_sharing_activities_in_project-oriented_organisations
  34. Escrivão, G., Da Silva, S.L. (2019). Knowledge management maturity models: Identification of gaps and improvement proposal. Gestão & Produção. № 26 (3). Available at: https://doi.org/10.1590/0104-530X3890-19
  35. Akhavan, P., Philsoophian, М. (2018). How to increase Knowledge Management maturity level? An empirical study in a non-profit Organization. IUP Journal of Knowledge Management. № 16 (3), рр. 44–53.
  36. Hsieh, P.J., Lin, В., Lin, С. (2009). The construction and application of knowledge navigator model (KNMTM): An evaluation of knowledge management maturity. Expert Systems with Applications. 36. Is. 2. Part 2, рр. 4087–4100.
  37. Teah, H.Y., Pee, L.G., Kankanhalli, A. (2006). Development and application of a General Knowledge Management Maturity Model. Proceedings of the 10th Conference on Information Systems PACIS 2006. Kuala Lumpur, Malaysia, 6–9 July 2006, рр. 401–416.
  38. Lee, K. Ch., Lee, S., Kan, I.W. (2005). KMPI: measuring knowledge management performance. Information & Management. № 42, рр. 469–482.
  39. Sauer, C., Reich, B.H. (2009). Rethinking IT project management: Evidence of a new mindset and its Implications. International Journal of Project Management. № 27. рр. 182–193.
  40. Desouza, K.C., Evaristo, J. R. (2004). Managing Knowledge in Distributed Projects. Communications of the ACM. № 47 (4), рр. 87-91.
  41. Project Knowledge Management – Organisational Design and Success Factors. (2009). /P. Frey, F. Lindner, A. Muller, A. Wald. 42nd Hawaii International Conference on System Sciences, HICSS ’09P.1-14.
  42. Lewis, J. Project Planning, Scheduling, and Control: a hands-on guide to bringing projects in on time and on budget. Fourth Edition, McGraw-Hill. 2005.
  43. Knowledge Management in project environments (2009). / B. Hanisch, F. Lindner, A. Mueller, A. Wald. Journal of Knowledge Management. Vol. 13. № 4, рр. 148-160.
  44. Conroy, G., Soltan, H. (1998). ConSERV, as a continual audit concept to provide traceability and accountability over the project life cycle. International Journal of Project Management. № 16(3), рр. 185-197.
  45. Disterer, G. (2002). Management of project knowledge and experiences. Journal of Knowledge Management. № 6(5), рр. 512-520.
  46. Yeong, А., Lim, T.T. (2010). Integrating knowledge management with project management for project success. Journal of Project, Program & Portfolio Management. Vol 1. № 2, рр. 8-19.
  47. Sokhanvar, S., Matthews, J., Yarlagadda, P. (2014). Importance of Knowledge Management Processes in a Project-based organization: a Case Study of Research Enterprise. Procedia Engineering. № 97, рр. 1825 – 1830.
  48. Lucca, de T. A., Hinnig, M. P. F., Santos, N. dos. (2020). PMO as a tool for the organizational knowledge management: case study in a project-based company of the sanitation service sector. International Journal of Project Management. Vol. 4. Is. 1. №.2, рр. 10 – 35.
  49. Fuentes-Ardeo, L., Otegi-Olaso, J.R., Aguilar-Fernandez, M.E. (2017). How the Project Knowledge Management and the Sustainability in Project Management affect the Project Success. 9th IEEE International Conference on Intelligent Data Acquisition and Advanced Computing Systems: Technology and Applications (IDAACS), September 2017. Available at: http://idaacs.net/storage/conferences/2/abstracts/i17-240-73bb5b8242a87fb39256d0771fac2451.pdf

The article was received 28.10.2021