Sharing Knowledge Across Projects: Limits to ICT-Led Project Review Practices

J. Swan (UK), S. Newell (USA), and H. Scarbrough (UK)


cross-project learning, knowledge transfer, exploitation, knowledge management


A common strategy to transfer knowledge from projects is for project teams to capture `lessons learned' and store these on a database for others to access. This strategy is widely adopted but such databases are not widely used. This paper uses data from 13 projects in 6 organizations to explore why cross-project knowledge transfer fails. Following Cook and Brown [1] the analyses focuses on why knowledge captured from one project is typically not used as a `tool of knowing' by other projects. The results suggest that the knowledge captured is, either not deemed useful, and/or project teams lack awareness that there is knowledge that could be useful to help them improve their processes.

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