Knowledge Management: More Than Documenting Explicit Lessons Learned

PMBOK v8 Definition

Knowledge management involves more than just documenting explicit knowledge for sharing or obtaining lessons learned at the end of the project for use in future projects. Codified explicit knowledge lacks context and is open to different interpretations, so even though it can be more easily shared, it is not always understood or applied in the right way. Tacit knowledge resides in the minds of individual experts or in social groups and situations and is often shared through conversations and interactions between people.

This concept is part of the Manage Project Knowledge process, which belongs to the Executing Process Group and the Project Knowledge Management Knowledge Area.

Why It Matters for the Exam

The PMI exam frequently tests the distinction between explicit and tacit knowledge, and the misconception that lessons learned documentation alone constitutes effective knowledge management. Questions appear in situational scenarios asking which technique best facilitates knowledge sharing, particularly when teams are distributed or when stakeholders resist documentation.

Key Points to Remember (for the exam)

• Two Knowledge Types: Explicit knowledge (formal, codifiable using words/pictures/numbers) and tacit knowledge (deeply ingrained in experts' experience and intuition, shared through conversations)
• Two Purposes: Reusing existing knowledge AND creating new knowledge
• Key Activities: Knowledge sharing and integration (incorporating knowledge from different domains, contextual knowledge, and project management knowledge)
• Main Output: Lessons learned register (created early in Manage Project Knowledge process)
• Repository Transfer: At end of project/phase, information transfers to lessons learned repository (organizational process asset)
• Key Success Factor: Fostering a collaborative and trust-filled environment for tacit knowledge sharing
• Common Confusion: Thinking documentation alone equals knowledge management → Reality: context and interpretation matter

Typical PMI Exam Example

A project manager notices that despite having a comprehensive lessons learned database, team members continue making the same mistakes. The project manager organizes informal lunch-and-learn sessions where experienced team members share stories about challenges they faced. This approach succeeds because it addresses tacit knowledge sharing, which requires interaction and trust, not just documented explicit knowledge.

PMI Exam Traps

• Trap: Thinking lessons learned are only captured at project end

• Reality: Lessons learned register is created early in Manage Project Knowledge and updated throughout the project

• Trap: Confusing lessons learned register with lessons learned repository

• Reality: Register is a project document (created early, updated continuously); Repository is an organizational process asset (final destination at project/phase end)

• Trap: Believing explicit knowledge alone is sufficient for knowledge management

• Reality: Tacit knowledge requires conversations, interactions, and a collaborative environment

• Trap: Assuming lessons learned only capture problems and risks

• Reality: Lessons learned register records challenges, problems, realized risks AND opportunities

Important PMI Connections

Quick Review Questions

1. What are the two purposes of knowledge management according to PMBOK v8?
2. Why is codified explicit knowledge alone insufficient for effective knowledge management?
3. When is the lessons learned register created, and when is it transferred to the lessons learned repository?
4. What types of content should be recorded in the lessons learned register?
5. What methods can be used to document knowledge beyond written text?

PMBOK v8 Reference

Section 4.5 - Manage Project Knowledge (Executing Process Group, Project Knowledge Management Knowledge Area)