Knowledge management processes in south australian infrastructure projects: aligning key stakeholders expectations and practices


  • Geoffrey John Osborne University of south australia, unisa stem, sa, 5000, australia, australia
  • Anthony Wood University of south australia, unisa stem, sa, 5000, australia Lecturer, unisa stem, university of south australia
  • Salwa Mohd Ishak University of south australia, unisa stem, sa, 5000, australia Program director, project management programs, unisa stem, university of south Australia



Project management, Knowledge management, Stakeholders, Infrastructure projects


Despite its scale and complexity, infrastructure projects have constantly challenged public sectors, and the manifestation of project success lies in one of the most critical facets in modern project management practice, i.e. knowledge-centred culture. How effectively an organisation or team manages its knowledge and experience impacts how successful the projects are. There has been a significant amount of research into knowledge management theory and strategies however, little has been given to the understanding of core practical characteristics, processes and practices by multiple key actors or stakeholder organisations with vested roles and interests. Many studies have focused on an organisation or from one discipline point of view, not in project environments. The principal objective of this paper is to highlight findings of small-scale exploratory research conducted to identify the extent of implementation and effectiveness of knowledge management process, transfer, practice and its culture in three different key stakeholders organisation involved in the delivery of infrastructure projects in South Australia. A concise review of the literature and semi-structured interviews served as the basis for analysis and identification of what knowledge management processes are used, how effective they are, what factors affected the process selected, and their effectiveness. The findings show that organisations involved in projects recognised the importance of knowledge management but were not as effective at implementing it, and the processes varied across the large organisations. The organisation’s core business area or discipline is the primary factor impacting the knowledge management process, thus setting the “culture” of its implementation.


Caldas, C. H., Gibson, G. E., Weerasooriya, R., & Yohe, A. M. (2009). Identification of Effective Management Practices and Technologies for Lessons Learned Programs in the Construction Industry. Journal of Construction Engineering and Management-Asce, 135(6), 531-539. https://doi. org/10.1061/(ASCE)CO.1943-7862.0000011

Carrillo, P., Ruikar, K., & Fuller, P. (2013). When will we learn? Improving lessons learned practice in construction. International Journal of Project Management, 31(4), 567- 578.

Dave, B., & Koskela, L. (2009). Collaborative knowledge management-A construction case study. Automation in Construction, 18(7), 894-902. autcon.2009.03.015

Disterer, G. (2002). Management of project knowledge and experiences. Journal of Knowledge Management, 6(5), 512-520.

Duffield, S. M., & Whitty, S. J. (2016). Application of the systemic lessons learned knowledge model for organisational learning through projects. International journal of project management, 34(7), 1280-1293. https://

Etikan, I., Musa, S. A., & Alkassim, R. S. (2016). Comparison of convenience sampling and purposive sampling. American journal of theoretical and applied statistics, 5(1), 1-4.

Fernie, S., Green, S. D., Weller, S. J., & Newcombe, R. (2003). Knowledge sharing: context, confusion and controversy. International Journal of Project Management, 21(3), 177- 187.

Forcada, N., Fuertes, A., Gangolells, M., Casals, M., & Macarulla, M. (2013). Knowledge management perceptions in construction and design companies. Automation in Construction, 29, 83-91. autcon.2012.09.001

Hanisch, B., Lindner, F., Mueller, A., & Wald, A. (2009). Knowledge management in project environments. Journal of Knowledge Management, 13(4), 148-160. https://doi. org/10.1108/13673270910971897

Hartmann, A., & Dorée, A. (2015). Learning between projects: More than sending messages in bottles. International journal of project management, 33(2), 341- 351.

Herbst, A. S. (2017). Capturing knowledge from lessons learned at the work package level in project engineering teams. Journal of Knowledge Management, 21(4), 765- 778.

Jugdev, K. (2012). Learning from lessons learned: Project management research program. American Journal of Economics and Business Administration, 4(1), 13-22.

Keegan, A., & Turner, J. R. (2001). Quantity versus quality in project-based learning practices. Management learning, 32(1), 77-98. https://doi. org/10.1177%2F1350507601321006

McClory, S., Read, M., & Labib, A. (2017). Conceptualising the lessons-learned process in project management: Towards a triple-loop learning framework. International Journal of Project Management, 35(7), 1322-1335. https://

Paver, M., & Duffield, S. (2019). Project Management Lessons Learned “The Elephant in the Room”. The Journal of Modern Project Management, 6(3).

Rezgui, Y., Hopfe, C. J., & Vorakulpipat, C. (2010). Generations of knowledge management in the architecture, engineering and construction industry: An evolutionary perspective. Advanced Engineering Informatics, 24(2), 219-228.

Schindler, M., & Eppler, M. J. (2003). Harvesting project knowledge: a review of project learning methods and success factors. International journal of project management, 21(3), 219-228. S0263-7863(02)00096-0

Senaratne, S., & Sexton, M. G. (2009). Role of knowledge in managing construction project change. Engineering, Construction and Architectural Management, 16(2), 186- 200.

Shokri-Ghasabeh, M., & Chileshe, N. (2014). Knowledge management: Barriers to capturing lessons learned from Australian construction contractors perspective. Construction Innovation, 14(1), 108-134. https://doi. org/10.1108/CI-06-2013-0026

Williams, T. (2008). How do organizations learn lessons from projects—And do they? IEEE Transactions on Engineering Management, 55(2), 248-266. https://doi. org/10.1109/TEM.2007.912920




How to Cite

Osborne , G. J. ., Wood , A. ., & Ishak , S. M. . (2022). Knowledge management processes in south australian infrastructure projects: aligning key stakeholders expectations and practices . The Journal of Modern Project Management, 10(1), 126–139.