We can list many goals of knowledge management, such as transferring the right knowledge to the right person at the right time, improving the competitiveness of the organization, promoting organizational innovation, protecting the organization's knowledge assets, avoiding the loss of knowledge with the brain drain, and gaining more commercial benefits. When your organization decides to implement knowledge management, it may be to obtain all or part of the benefits listed above, but they cannot be used as the goal of guiding specific knowledge management practice activities. Because none of the above statements conform to the SMART principle of objectives in project management, that is to say,
Clear statement specific to s
M- measurable measurable results
An unattainable achievement.
R-Realistic is reasonable, practical or can be combined with practical work.
T-Trackable can be tracked
What kind of knowledge management objectives conform to the SMART principle? For example, improving organizational competitiveness can be reflected in market share, user recognition rate, profit improvement and so on according to clear and measurable principles. However, these indicators are influenced by many factors, and knowledge management can not be accurately determined. Moreover, this goal is not targeted and instructive to the practice of knowledge management, and does not conform to the principles of R and T, so it is not an ideal goal. As a management concept, knowledge management needs to be implemented through specific activities, and the ideal goal should also be combined with specific activities. Just as a person says that he often participates in sports activities, he may often go to the gym, or he may often run or swim to play ball. No matter what he does, his sports activities should be reflected through a specific activity. He takes part in sports activities for health, but health is not a good goal. People who use health to guide sports may become a mere formality in most cases, and the real goal must be combined with specific activities, such as fitness for 30 minutes every day and running 5000 meters. So is knowledge management. When discussing research, we can say how knowledge management works. When it comes to implementation, we should not only talk about culture and ideas, but also put them into concrete activities, such as IBM's e-workplace, Hewlett-Packard's connex, Hewlett-Packard's book club in China (although the recent departure of Gao Jianhua has questioned the role of the book club), Siemens' shareNet and Accenture's Knowledge Xchange. Knowledge management objectives that conform to the SMART principle should also be combined with specific activities and set for specific activities. The goals listed above are actually more suitable as visions than goals. Therefore, the process of an organization starting to implement knowledge management can be like this. Defining your vision is the problem that you want to solve most through knowledge management. Choose one or more specific activities suitable for your own situation; Set a goal for these activities according to the SMART principle; Then begin the process of PDCA, that is, planning, execution, inspection and action.
Overview of strategic project management
Enterprise strategic project management is a new concept of project management. It is a project management method serving the enterprise strategy, which requires the participation of every employee from top to bottom. With the support of omni-directional project management information system, it solves the project management problems within enterprises with systematic thinking methods, so that the concepts and methods of enterprise strategic project management can be integrated into enterprise culture.
From a practical point of view, the project management of most enterprises in China is not optimistic at present. Based on the field investigation of many enterprises, it is found that the current project management activities of Chinese enterprises have the following characteristics: there is no special person or organization to carry out enterprise project management activities, and each person or department often takes certain countermeasures independently for the tasks (projects) in their own work, lacking systematicness and overall situation. Some enterprises and departments have no concept and consciousness of project and project management at all; Project management in enterprises is basically a passive management, and the common phenomenon is a temporary and one-off response activity; Project management activities in enterprises are often instantaneous or intermittent, without corresponding summary and accumulation afterwards; Lack of systematic and scientific project management theories and methods to guide the overall development strategy of enterprises. Therefore, compared with project management life cycle module, functional domain module and method tool module, enterprise project management, as an important part of project management common sense module, is still in its infancy in China, which is a weak link in China's project management research and also a link that needs to be strengthened urgently.
In practice, almost all large enterprises in China and the West have departments and project managers specializing in project management, and small and medium-sized enterprises also cooperate with project management consulting companies or experts in different forms to manage their own projects. For example, when summing up his 20-year experience in the project environment, the chairman of Flnorz Company pointed out: "When the project manager has the greatest rights and responsibilities, the concept of task team is the most effective way to achieve the project objectives; Although Fulu Company has established basic project management principles, it has not designed a single standard project organization and project procedures to be well applied to more projects. " At the end of last century, many American enterprises finally realized the relationship and importance of strategic management and project management. They changed from simply emphasizing strategic formulation to paying equal attention to formulation and implementation, and realized that project management principles can be applied to the implementation of both operational plans and strategic plans. These practical activities make them realize that enterprise project management should not manage several independent projects in isolation, and the effectiveness of enterprise project management activities should be measured from the perspective of the whole enterprise. Enterprises are increasingly aware of the importance of strategic project management activities from a systematic perspective. Theoretically, although human history can be said to be a history of project management in a broad sense, it was in the 1940s and 1950s that the word "project" was really put forward and studied. The great success of project management in Manhattan project in the United States has aroused widespread concern in theoretical circles. Since then, the research on project management has gradually become systematic and professional, making project management an independent discipline in enterprise management and widely used in IT, finance, service and engineering. Project management makes maximum use of the internal and external resources of the organization in thinking mode, operation method and management mode, which fundamentally improves the workflow of managers and greatly improves operational efficiency. Although there have been many mature theoretical achievements in project management so far, the research on enterprise project management in highly uncertain environment abroad has only a history of more than 20 years.
Since 1980s, with the breakthrough of project management theory in western developed countries, its application scope has become more and more extensive, from the traditional "engineering project" to a wide range of "one-off tasks" in all walks of life. Although "one-off task" became the object of project management at that time, there were some incongruous factors between it and long-term organizations (temporary organizations different from "project", such as enterprises or government departments). Because the project management method of "single project" focuses on the realization of its own goals, various conflicts will inevitably occur when multiple projects are carried out under the same organizational background. Each "single project" pursues the realization of its own goals, and the result may be that although some "single projects" have achieved their goals, the goals of the whole long-term organization have not been achieved; Even the self-goal of a "single project" cannot be achieved because of the mutual restraint between various projects. It can be seen that organizations that lack project management operation platform for a long time cannot effectively implement project management, and the requirement of project management survival calls for the emergence of enterprise project management. However, in order to support project management, long-term organizations need to establish a set of organizational management system suitable for project management, so that long-term organizations can provide "temporary" and "flexible" requirements for project management, which requires providing an effective project management implementation platform within enterprises. Enterprise project management is a management method and model gradually formed with the wide application of project management in long-term organizations (such as enterprises or government departments).
The early concept of enterprise project management was put forward based on the project company, which refers to "managing projects within the whole enterprise", that is, focusing on the realization of the overall strategic objectives at the enterprise level to manage many projects within the enterprise. For example, Microsoft researchers put forward EPM solution, which is specially designed for enterprises to centrally manage and share project information. The solution can achieve three goals: centralized storage of internal standardized project and resource information, and efficient project information sharing, analysis and management; Decision-makers can use it to gain a broad vision of the whole company's activities and the corresponding state, so as to carry out project portfolio analysis and risk management and make reasonable operational decisions; Project managers, project team members and project partners can create project plans and track, report, analyze and control projects through the web-based collaboration interface.
With the development and change of external environment, project management methods are widely used in long-term organizations, not only in traditional "project companies", but also in traditional production and operation enterprises, government departments and other non-enterprise organizations. With the international project management research paying more and more attention to enterprise project management research, enterprise project management has gradually formed its own system, including multi-project management, project portfolio management and project management three subsystems. At this point, enterprise project management has become synonymous with a long-term organization (not limited to enterprise organizations) management model. The essence of enterprise project management is gradually emerging as a long-term organizational management model centered on "project". Its leading idea is "project management", and its core is the organizational management system based on project management, which changes the management of long-term organizations from "function-oriented" and "process-oriented" to "object-oriented" and becomes an important field of international project management research.
Enterprise Project Management (EPM) was one of the six topics discussed at the IPMA Global Conference held in Berlin, Germany in June 2002. Project management experts from Britain, Australia, Austria, Germany, Spain and other places exchanged views on research in the fields of multi-project management and portfolio management, which fully demonstrated the position of enterprise project management as an important field of international project management research.
Therefore, up to now, the theoretical circle has put forward the theoretical methods of systematic project planning, progress and control by using the theoretical knowledge of natural science and social science such as system engineering, technical and economic analysis, fuzzy mathematics, cybernetics, computer science and psychology. However, the systematic project management theory still focuses on the project level, aiming at isolated analysis of specific projects and adopting coping strategies. However, scholars have also begun to study the "integrated management" of different levels of enterprises from different angles, put forward the theory of project group management, and made useful explorations in the IT industry, and gradually developed the theory of project management at the enterprise level. The study of enterprise project management mode based on strategic perspective has not yet put forward the corresponding system integration theory and method. In other words, under the background of rapid development of enterprise project management, there is a lack of research on enterprise strategic project management, and scientific theoretical methods are urgently needed to guide project management activities under this mode.