Project Knowledge Management as a Key Challenge in a Project Policy Execution

It is a conceptual paper that is supported by a case study done in a project oriented company and its subject matters are related to such business processes as project performance assessment, knowledge management, corporate governance through translating strategy into project operational goals, and finally, converting project completion into genuine business benefits. The work focuses on the particular stream of arguments that knowledge management is such an aspect of project management within a company that must be recognised as a key task by a project leader and function as an underpinning of a corporate strategy. The outcomes of the argumentation might be of a pragmatic nature to indicate a direction of managing human resources within a project community with a greater distance from specific performance evaluation tools or criteria. The main conclusion is that by reflecting the above delineated issues in the very mode there is a business value to the knowledge, namely, an opportunity to advance the HR and project administrative tools that may contribute to more effective project execution. However, since the paper is an analysis of a particular corporate environment there might be constraints to adjust the evaluated means to smaller-scale projects or some IT projects which actually are commonly based on far more rigorous patters of efficiency assessment and thus they might not need their project leaders to focus on the so-called real experience knowledge management in order to evaluate the team work.