Linking Knowledge Management and Project Management Practices: The Missing DNA of Business Success?
Presenting results of a preliminary Canadian pilot study, the article defines this possible gap, determines that it representatively exists in practice and makes initial suggestions for additional exploratory research.
International Journal of Knowledge, Culture and Change Management, Volume 3.
Article: Print (Spiral Bound), ISSN: 1447-9524,
Article: Electronic (PDF File; 121.974KB), ISSN: 1447-9575,
James L. Norrie teaches senior specialist courses in the areas of Project Management, Knowledge Management, IT Strategy, Systems Design, and Business Process & Performance Improvement. For the current academic year, he is serving as the interim Associate Director, Academic Affairs for the School. Prof. Norrie conducts industry-related research, speaks regularly at professional and academic conferences and consults to a variety of companies in those areas with a particular focus on aligning Business & IT strategy to eliminate business risk and improve IT and project performance. As a qualified and experienced HR Professional, Prof. Norrie tends to integrate his knowledge of effective people practices and organization design and development in his work. In addition to his Ryerson appointment, Prof. Norrie serves either as an independent member or Chairman of the Board of Directors or Advisors of several corporate and one charitable Board.He is currently enrolled in Doctoral studies at the Royal Melbourne Institute of Technology (RMIT) where his thesis research follows his natural interests in project management effectiveness.
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