Work Remaining Knowledge: Connecting People and Tacit Knowledge

PMBOK v8 Definition

Work Remaining Knowledge refers to the tools and techniques that connect people so they can work together to create new knowledge, share tacit knowledge, and integrate the knowledge of diverse team members. The appropriate tools and techniques depend on the nature of the project, especially the degree of innovation involved, project complexity, and the level of diversity (including diversity of disciplines) among team members.

Why It Matters for the Exam

This concept appears frequently in PMI exam questions about knowledge management, team collaboration, and project execution. Expect situational questions where you must select the correct approach for sharing tacit vs. explicit knowledge based on project characteristics like innovation level, complexity, and team diversity.

Key Points to Remember (for the exam)

• Core Purpose: Connect people to create new knowledge, share tacit knowledge, and integrate diverse team knowledge
• Key Distinction: Tacit knowledge resides in minds of experts and is shared through conversations and interactions; explicit knowledge is codified and shared through documents and systems
• Critical Success Factor: Tacit knowledge requires a collaborative, trust-filled environment to be shared effectively
• Selection Criteria: Tools and techniques depend on three factors: degree of innovation, project complexity, and diversity of team members
• Common Misunderstanding: Codified explicit knowledge lacks context and is open to different interpretations—it is not always understood or applied correctly
• Key Output: Lessons learned register (for codifying explicit knowledge)
• Supporting Tool: Project management information system (PMIS), which often includes document management systems

Typical PMI Exam Example

A project with high innovation and a diverse, cross-disciplinary team needs to share deep expertise among members. The project manager should implement collaborative workspaces and facilitated discussions to enable tacit knowledge transfer, rather than relying solely on documented procedures.

PMI Exam Traps

• Trap: Assuming all knowledge should be documented immediately

• Reality: Tacit knowledge requires interaction and trust, not just documentation

• Trap: Confusing explicit knowledge tools with tacit knowledge tools

• Reality: Explicit tools (PMIS, lessons register) work for simple, codified info; tacit tools (collaboration, conversations) work for complex, experiential knowledge

• Trap: Thinking "lessons learned" is only at project end

• Reality: Knowledge management involves continuous creation and sharing throughout the project, not just final documentation

• Trap: Ignoring team diversity when selecting knowledge techniques

• Reality: Diversity of disciplines directly influences which tools and techniques are appropriate

Important PMI Connections

Quick Review Questions

1. What three project characteristics determine which knowledge-sharing tools and techniques are appropriate?

2. Why is codified explicit knowledge not always understood or applied correctly?

3. What environment is necessary for effective tacit knowledge sharing among team members?

4. Which tool connects people to information rather than connecting people to each other?

5. When should lessons learned be captured—only at project end or throughout the project lifecycle?

PMBOK v8 Reference

Section 2.4.5 - Apply Expertise
Section 5 - Tools and Techniques (including Iteration Burndown Chart, Figure 5-10)
Section on Knowledge Management (passages on tacit vs. explicit knowledge and tools connecting people to information)