Manage Project Knowledge: Explicit and Tacit Knowledge for Reuse and Creation
PMBOK v8 Definition
Manage Project Knowledge is the process of using existing knowledge and creating new knowledge to achieve the project’s objectives and contribute to organizational learning. It belongs to the Executing Process Group and the Project Knowledge Management Knowledge Area. Knowledge management is concerned with managing both explicit and tacit knowledge for two purposes: reusing existing knowledge and creating new knowledge. The key activities that underpin both purposes are knowledge sharing and integration.
Why It Matters for the Exam
This concept appears frequently in PMI exam questions about organizational learning, lessons learned, and knowledge transfer. Questions test your understanding that knowledge management goes beyond documentation—it requires active sharing and integration of both explicit and tacit knowledge. Expect scenario-based questions where a project manager must decide between documenting information or facilitating knowledge-sharing sessions.
Key Points to Remember (for the exam)
- Two Types of Knowledge: Explicit knowledge (formal, systematic, codified in manuals and procedures) and tacit knowledge (personal, embedded, experience-based, difficult to articulate)
- Two Purposes: Reusing existing knowledge AND creating new knowledge (not just collecting)
- Key Activities: Knowledge sharing and integration (incorporating knowledge from different domains, contextual knowledge, and project management knowledge)
- Main Output: Lessons learned register
- Tacit Knowledge Characteristics: Personal and embedded in an individual’s mind, difficult to articulate, experience-based, challenging to transfer
- Common Confusion: Thinking knowledge management equals documentation only → Reality: It requires both information management (for explicit) AND knowledge management techniques (for tacit)
- Key Tools for Tacit Knowledge: After-action reviews, in-progress postmortems, storytelling, retrospective meetings, knowledge fairs and cafés, training that involves interaction among learners
Typical PMI Exam Example
A project manager completes a complex software development project. The team has gained significant insights about effective debugging techniques and client communication strategies. The project manager creates a detailed lessons learned document and stores it in the company database. Is this sufficient knowledge management?
Answer: No. The project manager has only managed explicit knowledge. To fully manage project knowledge, the project manager should also facilitate knowledge-sharing sessions (e.g., retrospective meetings, storytelling) to transfer tacit knowledge that cannot be easily documented.
PMI Exam Traps
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Trap: Confusing "knowledge management" with "information management" Reality: Information management handles explicit knowledge (databases, registers, web searches); knowledge management handles tacit knowledge through interpersonal techniques (storytelling, retrospectives, knowledge cafés)
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Trap: Thinking lessons learned are only collected at the end of the project Reality: Knowledge management is continuous—after-action reviews and in-progress postmortems occur throughout the project
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Trap: Assuming all knowledge can be documented and transferred Reality: Tacit knowledge is difficult to articulate and transfer; it requires interactive techniques like training, storytelling, and knowledge fairs
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Trap: Treating knowledge management as a one-way process Reality: Knowledge management has two purposes—reusing existing knowledge AND creating new knowledge (bidirectional)
Important PMI Connections
| Related Concept | Relationship Type | Exam Attention Point |
|---|---|---|
| Organizational Process Assets | Output of / Input to | Lessons learned register updates become organizational process assets for future projects |
| Lessons Learned Register | Main Output | Contains both explicit documentation and insights from tacit knowledge activities |
| Interpersonal and Team Skills | Tools & Techniques | Active listening, facilitation, leadership, networking, political awareness enable tacit knowledge transfer |
| Quality Assurance | Related Process | Quality assurance tasks may be performed by the project management team; knowledge management supports continuous improvement |
Quick Review Questions
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A project manager wants to capture the insights a senior developer has gained about efficient coding practices. The developer finds it difficult to write down these insights. Which knowledge management technique should the project manager use?
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What are the two purposes of knowledge management according to PMBOK v8?
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A project team has completed a retrospective meeting where members shared challenges and solutions. What is the primary output that captures this information?
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Which type of knowledge is characterized as "personal and embedded," "difficult to articulate," and "experience-based"?
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A project manager stores all project procedures in a database. Is this sufficient for managing project knowledge? Why or why not?
PMBOK v8 Reference
Section 2.1.6.6 – Manage Project Knowledge (Executing Process Group)