SIM 2011 Presentation

1. project management and the sustainability of organizations from the knowledge management perspective Prof. Helio Ferenhof, MBA, PMP, ITIL  helio@prof.sc.senac.br Prof. Rafael Jappur, M. Eng. jappur@prof.sc.senac.br Prof. Fernando A. Forcellini, Dr. forcellini@deps.ufsc.br Prof. GregórioR. Varvakis, PhD. grego@egc.ufsc.br

3. MBA in E-Business FGV / RJ;

4. Certified as PMP, Project Manager Professional by PMI;

5. Certified, ITIL Foundations Certificate by EXIM;

6. Master (in progress) in Engineering and Knowledge Management – UFSC;

7. Researcher at the Center for Sustainability Management NGS – UFSC;

8. Researcher at the Center for Research and Extension of SENAC Santa Catarina;

9. Founder and director of IGCI - Institute of Knowledge Management and Innovation, a consultancy and training in Knowledge Management, Innovation and project management;

10. Has over 15 years of experience in multinational companies and reputed consulting companies;

11. Expert in DB2 database, Postgres and MySql.

12. Linux Administrator;

13. Professor of the College in Management of Technology and Information Technology (TGTI) SENAC / SC;

14. Professor of Post-Graduate in Project Management of SENAC / SC;

15. Professor of Post-Graduate in Graduate in Information Security of SENAC / SC;

16. Professor of Post-Graduate in Project Management & IT UNESA / SC;

17. Member of PMI, register at Chapters: PMI RJ and PMISC;

19. 1. Introduction This study pretends to identify the interrelationships of the topics project management and sustainability of organizations, with the lens of analysis to knowledge management (KM).

20. 2. Objective Was to answer the guiding question: Is there inter-relationship between project management and organizational sustainability from the viewpoint of knowledge management? From there, began a systematic search in the chosen database.

21. 3. Method How-to? SystematicReviewReview evidence of one clearly formulated question using explicit and systematic methods to identify, select and critically previous relevant research, extracting and analyzing data studies from these revision. (NHS Centre for ReviewsandDissemination. Undertaking Systematic Reviews of Research on EffectivenessUniversityof New York, 2001)

23. It is replicable;

24. Can be updated;

25. Identifies gaps in the research field;

26. Gives reliable basis for decision making.(Jackson, N. et al. Unit One: Background to Systematic Reviews. In: Handbook - Systematic review of health promotion and public health interventions. National Institute of Public Health. 2004. Disponívelem http://www.ph.cochrane.org/Files/Website%20Documents/Unit_One.pdf.)

28. As filters having the following descriptors: 1) "Knowledge Management", 2) sustainable, 3) "Project Management ”;

29. Selection of articles containing or title, or abstract, or keywords in the article, the keyword search.

30. Search by document type article.

32. 4. Development To understand the complexity related to sustainability the WBCSD (World Business Council for Sustainable Development), defined the concept of sustainable development in the organizational world by how to achieve balance between the three dimensions (Triple Bottom Line) that drive organizational sustainability, which are: the economic, the environmental and social [7].

33. Thus, sustainability is a concept still under construction, in view of their magnitude and complexity of the issue because it involves also the most diverse interests of different social groups, rather than a global consciousness of mankind, as a component of an ecosystem global threat. 4. Development

34. Sustainability can be improved when the dimensions of economic, environmental and social, when it forge the knowledge base in a sustainable way, been managed based on knowledge management [20] [22]. 4. Development

35. In this manner, considering the turbulent environment of today, according Carrion et al. [9], organizations are looking to improve their processes and products, from knowledge. Knowledge, according to Davenport & Prusak and Terra [10, 11], is the most valuable asset that an organization may have. For Syed [12], knowledge is an unlimited resource to achieve the organizations evaluates, organize and implement. 4. Development

36. Knowledge Management basedon Best Practicesof Project Management: The Foundation for Sustainability Corroborating with this idea of the necessity of knowledge managementtogether with project management to leverage sustainability, Bartezzaghi, Corso and Verganti [29] reported that innovative processes and products become more frequent and strategically relevant, competitiveness in the long term forces companies to exploit synergies and learning between projects. In fact, dominate the whole process of creation, dissemination and application of knowledge is the basis for the creation and continuous improvement of capacity for product development. Learning through sequences of unique innovations, however, is neither simple nor natural, and requires appropriate mechanisms for clearance. Being a key point for the union of KM with PM. 4. Development

37. 5. Results Resulting in 70 publications: of sustainability, knowledge and project management. Figure 1 – Number of publications x concentration area. Fonte: Scopus database.

38. 5. Results Figure 2 – Number of Publications x Year. Source: Scopus database.

41. References: [6] WECD (World Commission on Environment d Development). Our Common Future. New York, Oxford University Press, 1987. [7] Holliday, C.; Schmidheiny, S; Watts, P. Cumprindo o prometido: casos de sucesso de desenvolvimento sustentável. Rio de Janeiro: Campos, 2002. [20] Carrion, GabarielCepeda. Competitive Advantage of Knowledge Management. In Encyclopedia of knowledge management. Idea Group Reference P. 34 – 43, 2006. [22] Sharkie, Rob. Knowledge creation and its place in the development of sustainable competitive advantage. Journal of Knowledge Management. 7, 1, p. 20-31, 2003. [9] Carrion, Gabariel Cepeda; Gonzalez, Jose Luis Galan; Leal, Antonio. Identifying key knowledge area in the professional services industry: a case study. Journal of Knowledge Management; 8, 6, p. 131-150, 2004. Disponívelem: <www.elsevier.com>. Acessoem: 08 aug., 2009. [10] Davenport, T. H; Prusak, Laurence. Conhecimento empresarial: como as organizações gerenciam o seu capital intelectual. Rio de Janeiro: Campus: 1998. [11] Terra, C. C. – Gestão do conhecimento: o grande desafio empresarial. São Paulo: Negócio Editora, 2000. [12] Syed Z., knowledge management: an emerging discipline. Journal of Knowledge Management. 1, 1, 1997. [29] Bartezzaghi, E.; Corso, M.; Verganti, R. Continuous improvement and inter-project learning in new product development. International Journal of Technology Management, v. 14, n. 1, p. 116-138, 1997. ISSN 02675730

42. Obrigado Nada é mais difícil, e por isso mais precioso, do que ser capaz de decidir. (Napoleão) O segredo de progredir é começar. O segredo de começar é dividir as tarefas árduas e complicadas em tarefas pequenas e fáceis de executar, e depois começar pela primeira. (Mark Twain) Força de ânimo e coragem na adversidade servem, para conquistar o êxito, mais do que um exército.(John Dryden, poeta britânico)