|Ph.D Student||Maya Kaner|
|Subject||Project Knowledge Management Using Hierarchical Case|
|Department||Department of Industrial Engineering and Management||Supervisor||Professor Karni Reuven|
Project management has come a long way during the past 45 years. From the concepts of project activity and precedence network it has evolved to the recognition that project management-related activities can be grouped into a standardized set of processes, and the understanding that knowledge plays a fundamental role in the execution of all activities and processes. Thus project management science must incorporate project management, knowledge management and business process management. Classically, these have been developed in isolation. However, unless they are linked, they lose their effectiveness and usefulness. Our research integrates these three areas into a knowledge-based process-oriented viewpoint of project management - particularly, the perspective of project management that recognizes that decisionmaking is one of the central tasks of a project manager. Project management knowledge, organized through a proposed architecture of processes and decisions, constitutes an effective input to project management decisionmaking. The decisionmaker is guided systematically, from a scenario that demands his attention and intervention, through a final knowledge focus, preparatory to deciding. This allows him to build up knowledge incrementally, and thus be able to better understand and utilize the knowledge accumulated. Finally, the principle of process-oriented knowledge management - that a knowledge management architecture is specified by those processes within which knowledge is created and used - constitutes a sound foundation for knowledge integration within the decisionmaking process. When called upon to decide, relevant precedents are presented in a controlled manner, based upon extended case-based reasoning, so that the project manager is given the best opportunity to come to a quality decision.