Design of a Knowledge Management Model for Improving the Development of Computer Projects’ Teams

by Naryana Linares Pons, Yadenis Piñero Pérez, Elizabeth Rodríguez Stiven, Liset Pérez Quintero
University of Computer Science, Cuba.

How to cite this article / Citation: Linares Pons, N .; Piñero Pérez, Y .; Rodríguez Stiven, E .; Pérez Quintero, L. (2014). Design of a Knowledge Management model to improve the development of computer project teams. Spanish Journal of Scientific Documentation, 37 (2): e044. doi: http://dx.doi.org/10.3989/redc.2014.2.1036

Abstract: There is a real need for elevating knowledge management activities and integrating them into the management of development projects in order to improve IT project teams. It is also necessary to retain the knowledge of professionals, to capture and share best practices, and to provide organizational training and learning. The present work aims to present a Knowledge Management Model for improving IT project teams, as expressed mainly through the teams’ scientific results. A survey was conducted on trends presented by leading authors and institutions in project management and on experience in the use of knowledge management, in order to achieve a proposal whose results are supported by current theoretical results.

Keywords: Development of project teams; knowledge management; project management; scientific results; scientific production.

 

1. INTRODUCTION

With the arrival of the 21st century, humanity faces the growing establishment of the knowledge society. The permanent development of Information Technology and Communications (ICT) has brought about the emergence of new business cultures. This era is characterized by great technological, organizational transformations, by permanently linked networks and requires high professional preparation, continuous training, the development of new ways of linking universities, research institutions and the business environment. It is accepted, both in academic forums and among those responsible for regional economic development, that research and development (R&D), innovation and technology transfer are essential elements in the competitiveness of countries and regions (Andersen and Ponte, 1999; Adell, 2000).

Strategies to enhance talent are a characteristic of the knowledge society. People are the ones who give competitive advantages to companies today. Hence, the emergence of several managerial paradigms centered on the human factor is observed. The distinctive element today has become the talent that is capable of managing the company, the ability to innovate and to get ahead of the market. That is why, from various points of view, talent management must be adopted as an organizational philosophy and not as a management model. In this work a knowledge management model (GC) “ISECO” will be presented to improve the development of computer project teams measured from the management of competencies, communications and the scientific results of said project teams. In Section 2 the content will be presented taking into account the materials and methods that have been used in the research, the analysis of development of project teams according to scientific production, as well as concepts and models of GC most referenced in the reviewed bibliography. The results are shown in Section 3 of the paper based on the presentation and explanation of the Knowledge Management model proposed. Finally, the conclusions, recommendations and the consulted bibliography are listed.

 

2. BACKGROUND

2.1. Methods and materials

 

In this section, the state of the art is reviewed, taking into account several types of scientific analysis techniques:

The logical historical method was used for the critical study of previous works. We also review the evolution of the investigated phenomenon and its behavior in temporary sequences. On the other hand the hypothetical-deductive allows investigation from the general to the particular, as well as the definition of specific criteria and concepts of the investigated phenomenon. The analytical-synthetic method was used to break down the research problem into separate elements and deepen the study of each of them, and to then synthesize them in the solution of the proposal. The measurement made it possible to make estimates and quantitative comparisons of the magnitude of a result or the consideration of prevailing and relevant characteristics of the phenomenon being studied. In addition, surveys and interviews were used. The surveys aimed to obtain the proper dimensions of the phenomenon studied. The interview were designed to obtain an assessment of the state of the management processes for the development of project teams.

 

2.2. The development of computer project teams and their impact on scientific production

The scientific article, as defined by UNESCO, is one of the methods inherent in the work of science, whose essential purpose is to communicate the results of research, ideas and debates in a clear, concise and reliable manner. UNESCO has also ruled that it is necessary to establish well-developed publication strategies to facilitate the exchange between scientists from all countries and reduce the increase in the volume of publications to reasonable proportions (Cué et al., 2008).

 

In studies carried out by Artiles, (1995) and Nuñez, (2003), the scientific article is defined as “a written and published report describing original research results. According to Vázquez, (2010), it is considered that the scientific production of a team is an indicator that allows to measure the scientific maturity and the development that it has been acquiring. For this reason, the stimulation of organizational learning, communication, socialization and research capacity that promotes work on projects and direct their performance towards the development of all team members must be constant.

Scientific research is an activity aimed at obtaining new knowledge and occasionally resolving problems or questions of a scientific nature. The work also assumes that scientific research is one of the spaces that professionals have to do science based on their development of topics of interest. It is the way to contribute with theoretical and practical contributions to the improvement of their activity in the work environment, to the increase of intellectual production, to the timely resolution of social problems or to the sum of all these.

 

2.3. Knowledge management in the development of computer project teams

Managing knowledge has become a scientific necessity. To the extent that the members of an organization understand the processes, they feel part of the solutions, cultivate their experiences and reframe to optimize results while documenting what they have learned and socializing it to the rest, the team as a whole will be more developed and talented (Well, 2000). Knowledge management is an alternative that, with synergistic integration to the management of appropriate skills, improves the development of project teams.

Reflections by Ponjuán, (1999) and Estrada, (2010), ensure that the knowledge management integrates in a single process the areas of creativity and innovation, knowledge, best practices, the development of learning and skills, research – investigation and development, intellectual knowledge, capital accounting with radically new communication technologies. Similarly, it is added that knowledge management has among its main objectives: to contribute to the understanding of how to achieve more competitive and adaptable organizations, as well as to create processes and management mechanisms that accelerate learning, creation, adaptation and dissemination of knowledge, both in the organization as between the organization and its environment.

In studies carried out by Nieves, (2001), it has been indicated that knowledge is information analyzed and organized. According to Simeón (2002), “knowledge management has been identified as a new management approach that recognizes and uses the most important value of organizations: the knowledge that humans possess and contribute to the organization. One of the main values ​​of knowledge management is its complete coherence with other techniques such as quality management, reengineering and strategic planning that are also based on knowledge” (Pavez, 2000); (León et al., 2006). In full concurrence with them – Serradell and Juan, (2003) and Nieves and others, (2009) state that the identification of knowledge is closely related to the acquisition, development, sharing, use, creation and retention of knowledge – other processes of knowledge management. The aforementioned authors agree that knowledge management processes occur cyclically. On the other hand, in the works of Adell, (2000) and Vásquez, (2010) it is added that the transformation of information into knowledge is a process of human intelligence that plays a fundamental role in the generation of added value. Knowledge is an ideological construction based on understanding and reason.

 

In the definitions, the authors agree that for there to be knowledge, there must be a transformation of the information. The authors of the research agree that from the management of any center or project the knowledge management must align with processes such as strategic planning, project management, human resources among others whose objective is to improve. The concepts reviewed lead to the assumption that the group of processes that allow the accumulation of experiences and capital is tangible. It is also understood that these processes must be aimed at facilitating the management of communications in the entities. These processes must provide methods, techniques and tools to develop specific actions focused on ensuring that an entity does not duplicate efforts, achieving a climate of improvement, exchange and continuous communication.

 

In addition, a cyclical character is perceived in all the descriptions that are addressed, which leads to the perfect coincidence between what is documented or recorded in computer systems with the processing and assimilation of that information. Knowledge management must contribute to the organizations to gain time, cost and quality in the commitments that they must face. The competences that the teams must develop will be taken into account as part of  knowledge management concept that is assumed. Based on the arguments addressed by the different authors and the bibliography studied until now; the assessment made about knowledge management as a proposal to improve the development of computer project equipment is considered valid.

 

2.4. Review of a selection of the main Knowledge Management models

For the explanation of each selected model, the operability of the elements raised by their authors was taken into account. In each case, a critical position is assumed from which the contribution of each model is highlighted and in the same measure it is indicated what does not contribute to the objectives of the study in question.

The Nonaka Takeuchi model establishes tacit (subjective) knowledge as the primary focus, although it also addresses the explicit (objective). It proposes four forms of knowledge conversion, one in which, from the interaction of groups of people (socialization), knowledge moves from tacit to tacit. Externalization is when knowledge is transformed from tacit to explicit. By combining or distributing knowledge, it is generated from explicit to explicit. After the internalization or association of learning through practice and the reception of experiences, the knowledge is transformed from explicit to tacit again (Nonaka and Takeuchi 1999). Nonaka and Takeuchi (1995) modeled the process of generating, accumulating and integrating knowledge of companies as a circular, cumulative cause and effect process of continuous interaction. The interactions between these kinds of knowledge lead to represent such a model through a spiral architecture, known as the “spiral of knowledge” as shown in Figure 1.

The main contribution offered by the Nonaka and Takeuchi model is the definition of the four modes of knowledge transformation for the organization. Its greatest application is in how organizations can create and promote knowledge. The greatest limitation is its failure to describe the activities involved in the transformation of said knowledge. From this model knowledge is obtained via processes from the appropriate form of knowledge management that one wishes to implement, leading to the internalization, combination, externalization and socialization of knowledge. It is a generic model that does not detail the activities that make up each process, nor does it reference the inputs, outputs, techniques and tools that should be used to support it. However, processes are used (socialization, externalization, internalization and combination of knowledge).

The Wiig or Kim model, as it is also known, is an integral model that encompasses the process of creating, coding and applying knowledge to solve problems using existing practical experiences (Wiig, 1994). It describes the content, location, process of collection, distribution and use of knowledge. Define three forms of knowledge: public, expert-shared and personal. Wiig describes the effective, conceptual, exceptional and methodological knowledge as the basis for the development of its model.

Among the contributions of the Wiig model that are considered in this proposal is: to reinforce the use of knowledge, describe its content, location, distribution and use from the implementation of a website where much of the volume of knowledge generated in projects can be intentionally managed. In addition, this model collects, formalizes and codifies knowledge. The most important thing about Wiig is the creation of an organizational structure for the project, which can be understood from the assignment of specific roles.

The fundamental disadvantage it has is that it does not distinguish between cognitive and real knowledge. It also does not detail the tools or techniques that should be used in the implementation of the processes. It does not delve into any specific area. The most valuable aspect of this conception of knowledge management is that it aims to identify knowledge needs in order to reinforce them.

For its part, Andersen’s model (Andersen and Ponte, 1999) aims to create an organizational infrastructure in order to gain wisdom by favoring invention and learning from an individual perspective. It has the responsibility of sharing and creating processes and systems that allow the capture, analysis and distribution of these skills. In essence, it proposes that two types of tools be implemented. On the one hand is packaged knowledge, which includes the generalization of good practices, the use of indicated methodologies and tools and the creation of a library of proposals and reports. On the other hand, are the exchange networks, which include the creation of communities of practice (virtual forum) and the shared learning environment.

In balance with Wiig, the main disadvantage is that it does not distinguish between cognitive and real knowledge. However, it is considered useful and will take into account the characteristic that it proposes to develop in terms of promoting learning and implementing the creation of systems capable of capturing knowledge and experiences that must be explicit for the organization so that no mistakes are repeated Do not duplicate processes. Andersen will apply the need to raise different invention factors in the individuals who are in the projects with little relationship between the number of innovations they produce and the scientific results. To this end, the establishment of a network of experts is more than an institutional goal, it is a healthy practice that works with the experience of those who obtain the best results and the best research results.

The KPMG Consulting model (Tejedor and Aguirre, 1998) has a relationship approach between organizational structure, culture, leadership, learning mechanisms, people’s attitudes and the ability to work in teams. Its objective is to focus on the aspects that define learning and the short and long term results they offer for the organization. It has among its missions the work with factors such as organizational structure, culture, leadership, learning mechanisms, attitudes, knowledge, and the ability to work in a team. They emphasize the need for orderly interaction of these factors. The main contribution of the KPMG Consulting model, which will be referenced in the proposed solution, is the coherence that the model shows the system of competencies defined in the university. In this way, culture, leadership, learning mechanisms, attitudes and capacity for teamwork are identified as the first skills and / or competencies that have beneficial points of contact.

The analysis of knowledge management models in general has made it possible to assimilate and establish the conversion of tacit knowledge into explicit. All models agree that, based on the data, a climate of information is generated that demands proper management. The relationship between the knowledge management models analyzed with the different bodies of knowledge regarding project management is unquestionable. From these it will always be useful to manage communications and enhance individual and collective development based on knowledge and experience managed by fields. Thus, the proposal obtained as a result must contain as primary processes those defined in the Nonaka Takeuchi model (internalization, combination, externalization and socialization). It is understood to use the Wiig model the description, location, distribution and use of the data that exist in the project and that improve the GC. According to Andersen, the techniques and tools that adapt to the characteristics of the environment must be established. Finally, it is expected that the proposal will contribute to improving the low GC that is carried out in the projects. It is also expected that with the application of the model, the development of project teams can be improved.

3. RESULTS

3.1. ISECO Knowledge Management Model

The knowledge management model presented below is explained through the relationship established between its nodes. There is a central core, formed for five processes that run cyclically. Coinciding with the literature analyzed, the processes were determined as model processes: internalization, socialization, externalization and combination of knowledge, but being necessary to verify the status of the processes, monitoring and control is also incorporated as another of its processes (Figure 2).

In the node that defines the techniques and tools that are explained in section 3.1.6, a collection of data for case-based reasoning, a website for the capture of experiences and the socialization of information are proposed, among others.

The projects

The definition of a network of experts by thematic areas of research linked to the development of scientific seminars and workshops whose main mission is to put collective intelligence in function of individual scientific production. At the core of activities are the selection, capture, generation, filtering, dissemination, presentation, and combination of information and knowledge. The following describes each of the processes that make up the model based on inputs, activities and outputs that are generated, highlighting in each case the techniques and tools that support the activities and generic competences most linked to the process in question.

During the description that follows of the model processes, we work with inputs, activities and outputs that are important  to be managed are defined in certain. The following are the positions assumed in the investigation with respect to each of them:

Data

Understood as the smallest units of information. Data, for example, includes the date of publication of a scientific article, software requirements, and the duration of the project. They are important elements that help develop the knowledge that a person has about certain aspects of information.

Explicit information

It is assumed as the data set with a relationship of close coherence that is capable of transmitting a message. Information for the proposed model is considered: requirements specification artifact, use case specification, art states; the definition of models, methodologies, procedures, strategies, processes to which established scientific methods and techniques are applied.

Explicit knowledge

It is the one that is reflected or documented and in which tools, methods or techniques have been applied to generate it. For example, the specifications of business and system use cases, the different estimation metrics that are implemented in the project, among others. Explicit knowledge gives the possibility to review and learn from what exists, and then consider new lines of research.

Tacit knowledge

The tacit knowledge that is obtained as an output is understood as the assimilation of all the data, information and explicit knowledge that exists at the entrance of the process. To the extent that the person processes the volume of tickets and adds their experiences and knowledge, they will be able to generate new tacit assets.

Experiences

They are the result of the maturity of knowledge, the assimilation and understanding of different branches or the combination of several of them. As an effect, they have an incalculable value because they possess know-how and maturity of knowledge. The experiences constitute an important entrance to every process because they form a product of the intellectual development of each member of the project team.

Information

It is the set of data under a relationship of close coherence and capable of transmitting a message. The information is considered to have high value, as it constitutes one of the starting points of the exchange that is generated between the participants of the project team. It is an entry that demands the ability to work in teams to obtain the desired results in the process.

 

3.1.1. Internalization Process of Knowledge in Computer Project Teams

It is understood as the conversion of explicit knowledge to tacit. It is the process by which the person is able to capture much of the volume of information and data that surrounds them to process them and add value according to their experience, thus converting the data and information into new knowledge. In the teams to the extent that progress is made to more efficient solutions, the results are investigated and documented. All this generates information that when processed and incorporated by each of its members becomes knowledge. Figure 3 shows the activity diagram of the analyzed process.

It is of high importance especially in the activity of scientific research, because the accumulated experience and the need to study to the frontier of converged knowledge. It is proposed to use seminars, workshops, conceptual maps as techniques and tools that support the process. As entries you have the information and explicit knowledge that exists about what is being investigated. The main activities consist of capturing, processing and generating tacit knowledge. As outputs, tacit knowledge must be obtained (Figure 4).

The main competencies are the research capacity developed by each team member. The ability to communicate in a second language that allows access to information in other languages, as well as the ability to search, process and analyze information from different sources together with the capacity for analysis and synthesis.

 

3.1.2. Socialization process of Knowledge in Computer Project Teams

Understood as the moment in which explicit knowledge (good practice) or tacit knowledge (knowledge) is shared. This is when the members of the organization learn and acquire new knowledge. It is proposed to carry out this process fundamentally through training plans, discussion workshops on certain topics and other group activities in which the members of the project share their experiences with the objective of complementing the knowledge they possess. In this sense the possession of a website in the organization, in addition to sealing the difference, helps to socialize the information and knowledge that is generated during the software development process. Figure 5 shows the activity diagram of the process being studied.

In order to achieve success in this process, there are competencies that the members of the project team must have. For example, the ability to communicate orally and in writing makes it possible to clearly and coherently transmit experiences on a given topic. The creative capacity gives relevance to tacit knowledge based on the innovative results that are exposed. Figure 6 shows the process architecture from its entrances, activities and exits.

 

The competence of teamwork allows collaborating to achieve organizational goals and facilitates the learning of those involved in the milestones that the organization must achieve. The research capacity offers the culture and arguments that will be defended in the workshops or trainings planned as part of the process. With the social responsibility and the principle of professional ethics, the commitment to be authentic is assumed while at the same time having the capacity to reference relevant contributions offered by other authors.

3.1.3. Externalization Process of Knowledge in Computer Project Teams

Externalization consists in converting tacit knowledge to explicit through the use of techniques and tools that facilitate its understanding. Knowledge can be externalized from the exchange or debate that is generated with the realization of techniques such as workshops, preparation of guides for self-learning and training manuals. The use of concept maps is suggested as a tool. This process enables the exchange of productive experiences in the project team. As a result of the process, new knowledge and experiences are generated that, being documented, can be used to consult the team at any time. Figure 7 shows the flow of activities of the process being analyzed.

Among the competences that most affect this process is the capacity for oral and written communication that makes it easier for team members to transmit and share their best experiences. The critical and self-critical capacity makes it possible, following a scientific position, to establish significant arguments for the foundation of one’s own projection or that of another and to adopt a position according to the debates that are promoted and the techniques that are applied. Figure 8 shows the architecture of the process according to main entrances, activities and exits with social responsibility, the team member assumes a full commitment to transmit their best experiences taking care of professional ethics when referring to issues addressed by other authors. To the extent that there is capacity for abstraction, analysis and synthesis, only the information that is really useful and of interest to the team members can be externalized. At the same time that commitment is assumed with the quality of what is externalized, greater efficiency will be achieved in the process analyzed.

3.1.4. Combination Process of Knowledge in Computer Project Teams

The combination process is that the members of the project team generate explicit knowledge by gathering experiences from their research and scientific contributions or from other sources such as publications and interviews with experts. This process is often confused with that of socialization, however its difference is that it refers to the generation of knowledge from the fusion of good practices or experiences, while socialization only seeks to share existing knowledge. At this time, knowledge is combined through work meetings, round tables, meetings of research groups, exchanges with experts and interviews. It offers as a result an easy to understand knowledge to use in the generation of new experiences. Among the techniques that are recommended to apply are the realization of workshops and the exchange with networks of experts. Figure 9 shows the flow of activities of the process of knowledge combination.

As competences more linked to this process, teamwork allows the exchange to reach proposed goals and facilitate the organization’s learning. The ability to communicate orally helps team members so that the rest understand exactly what needs to be transmitted. If communication in a second language is not taken into account as an important element, proposals are no longer valued, thereby limiting the possibility of reaching the frontier of knowledge. Figure 10 shows the process architecture according to its main entrances, activities and exits.

Research capacity is another essential competence to combine good practices and experiences. From the ease of learning that the team shows, more flexible solutions can be obtained that contribute to the desired results. Similarly, the commitment to quality aims to ensure that the members of the work team assume seriousness with the results they present.

3.1.5. Monitoring and Control Process

The monitoring and control process is defined with the intention of being able to review the state of application of the proposed model. The competencies closest to this process are the ability to work in a team, the commitment to quality, as well as the responsibility and the principle of the ethics of the profession. It is considered that following and controlling partial results from the beginning of the project, can advance the project the effects of implementing certain processes of the proposed model. The flow of activities defined for the Monitoring and Control Process is shown in Figure 11.

3.1.6. Techniques and Tools to support the solution

The following are among the techniques and tools that are proposed to support the proposed solution:

Proposal of a data collection for case-based reasoning

Data collections allow for studies of high importance. It is agreed that from a data collection, decision making can be guided. This research proposes the use of the WEKA tool, used for data experimentation by applying, analyzing and evaluating the most relevant techniques in data studies. Its use in this case is recommended as it is estimated that it can help with studies on the most developed project teams.

 

Design of a network of experts by areas of knowledge

Expert networks make it possible to identify the people who have the greatest know-how in activities such as writing scientific articles and publications. To organize the network of experts, take into account: the scientific degree; number of publications as first or second author in provincial, national and international events or magazines; number of times it has been cited in articles or works of his contemporaries. The network is then implemented as part of the website facilitating online interactions.

 

Website Design

As part of the research, we worked on the design of a website that is aimed at the selection-capture, filtering, presentation-dissemination and use-generation of information. In the development of the site, interactive systems have been used to define surveys and forms to make them accessible through a Web browser. In addition, the site must support the implementation of a network of experts that support the scientific activity of the center where the solution is implemented.

 

Workshop System for Knowledge Capture and Socialization

The workshops constitute the space that the members of the project have to exchange the experiences obtained in their research lines. They are proposed as a technique because they greatly support the processes of externalization, socialization and combination of knowledge.

For the diagnosis of knowledge management in computer projects there is a system of indicators

that apply the ISECO model.

 

The system of indicators to diagnose the knowledge management in projects allows managers to review which are the indicators that they should promote to achieve better results in their management. In this way, a weighting is defined for each indicator that, in the author’s opinion, is estimated to influence the success of the project teams. Finally, a qualitative evaluation of the project is obtained in relation to the GC processes that it has implemented. This system is defined in an additional file to the job.

 

3.1.7. Analysis of the Application of the Model in a Case Study

To apply the proposed model, 15 software projects from one of the largest development centers that the university has are chosen as a population. Experiments are framed in the “development of computer project equipment” processes and their behavior is observed in the selected project teams. For a better analysis of the variable “development of computer project teams”, it is proposed to break it down into indicators as shown below and carry out the relevant studies taking into account in each case the results before and after applying the object model of the proposal.

 

Analysis of the Generic Competence Indicator

At first, the competencies were measured only of the professionals who are the greatest contributors to the productive activity. The competencies that most impact on the development of computer project teams were selected in response to scientific results and quality in communications. To diagnose the status of the selected competencies, the 360 method was used, with which a qualitative result was achieved in the criteria of High, Medium and Low granted by the team leader, project manager and three teammates. Each team member. The results were processed using a descriptive statistical technique, with which significant variations were obtained.

Secondly, six competencies selected for their level of impact on scientific results were evaluated. The results by competency are described below (figure 12)

• Ability to work in a team: Its satisfactory evaluation and variation is due to the development of workshops and seminars proposed by the ISECO GC model.
• Research capacity: Its satisfactory evaluation and variation is due to the increase in scientific results, participation in events and the incorporation into programs of scientific improvement.
• Skills to process and search for information from different sources: Its satisfactory variation is due to the increase in the publications made by the team members that is improved with the network of experts proposed by the GC ISECO model.
• Oral and written communication skills: Its satisfactory variation is mainly due to the development of group work techniques such as workshops and seminars. In addition to the increase in scientific activity as publications.

 

The skills ability to work autonomously and the capacity for abstraction, analysis and synthesis have little change as shown in Fig. 12. This is because these competences are more related to elements that range from personality characteristics to neuropsychological factors that the proposed model does not cover. In general, it is considered that with the application of the model, some of the competencies defined in the university framework are promoted.

 

Analysis of the Communications Management Indicator

 

To analyze the Communications Management indicator, an initial diagnosis was made that made it possible to know the status of activities such as the distribution of information, location and knowledge socialization, among others. It consisted of a survey using an online tool LimeSurvey (2012) that allowed a quick statistical analysis on the data set that was obtained. The sample was selected using the non-probabilistic sampling technique, intentional sampling. It was applied to 18 developers, 14 analysts, 5 project managers, 16 designers, and 10 architects for a total of 63 respondents.

Once the diagnosis has been applied (figure 13), the results of the Communications Management indicator are shown. 76.79% of the sample reported “not knowing any mechanism implemented in their project that would contribute to the development of the project team”. 62.50% consider that “the information in their project is not organized and available to team members”. Similarly, 67.07% voted because “the publication of the information was through a website created for the project and information meetings respectively”. On the other hand, 87.50% of the respondents considered that establishing processes to manage the knowledge generated in their project is a practice that contributes a lot. Likewise 87.50% indicated that the implementation of a network of experts to improve the development of the equipment is a technique that contributes a lot.

Figure 14 shows a graph that explains the importance and relevance that some elements of communications management acquire for the members of the sample studied at the first and second moments.

From the previous graph, a discrete increase in the level of importance that professionals attach to some elements that are proposed to improve the development of project teams, in terms of quality in communications management, is obtained at this second moment. The understanding of the main artifacts by project management area has had a medium level of importance but little relevance for those involved in the project. Among other reasons, it may be due to the volume of artifacts that have been defined to document for each phase of the project and constantly undergo updates.

 

Theoretical Validation of the Model

To theoretically validate the ISECO model, it is proposed to use the expert method in its Delphi variant, with the aim of developing long-term forecasts, taking into account the systematic use of intuitive assessments by a group of experts to obtain a consensus of opinions that, in perfect agreement between the parties, reinforce the validity of the proposal.

 

Twenty experts with experience in software production and GC, respectively, participated in the validation of the GC model. Of them 15 doctors and five masters. All were selected because they had a high and medium proficiency coefficient.

 

To carry out the evaluation of the model, the indicators or attributes (A) that will be evaluated by the experts are defined. From these, a questionnaire with questions (P) is prepared so that the experts express their assessment in relation to the model. The defined attributes were:

 

A1: Scientific Value.

P1-Need to implement a GC model that allows to improve the development of computer project teams.

A: Reliability. two

P2, P5, P7-Consistency of the structure of the GC model.

A3: Clarity.

P3, P4, P6- Linking the model with computer project management processes.

A4: Generality of the proposed model.

P8- Independence of the model in productive environments.

The final result of the evaluation of the model by the experts, where the aspects under consideration were evaluated as “Very Acceptable MA” and “Acceptable A”, demonstrating the degree of acceptance of the proposal and being equally viable from the theoretical point of view.

After applying the initial diagnosis, a set of actions are generated for the implementation of the GC-ISECO model. Then the second measurement is made with the objective of being able to check the results of applying said model. For this, the behavior of the communication management of the project is observed after applying the GC model and attending to the identification, understanding and appropriation observed during the first diagnosis. As an instrument, the survey carried out initially was used using the Lime Survey tool that allows statistical analysis and comparisons between the first and the second measurement. 

4. CONCLUSIONS AND RECOMMENDATIONS

The following is concluded from the development of the solution and its implementation:

About the proposed model:

• The ISE-CO Knowledge Management model has the principle of improving the development of computer project equipment expressed from the competence management and communications management of said equipment.
• The description of the model is based on processes, activities, artifacts, techniques and tools. 

About the results obtained:

The proposed model achieved discrete improvements in the development of computer project teams expressed from the skills management and communication management achieved by team members.

On innovation and novelty of work:

• The novelty of the research is summarized in the proposal of a Knowledge Management Model to improve the development of computer project teams based on indicators such as: scientific results, communications management and generic competencies of the members of the project team
• The proposal defined in this research has a considerable practical contribution that is explained with the elements described below:
• System of indicators to diagnose knowledge management in computer project teams. (Additional file to work)
• Metrics to evaluate the knowledge management in processes of the Communications Management Area in computer projects. (Additional file to work)
• Guides for the implementation of the model in the area of ​​Communications Management in software projects. (Additional file to work)

It is recommended for future work:

• Direct the activities of the model with greater emphasis on increasing the scientific results of the project team.
• Design a knowledge management -based integrative strategy to improve other project management indicators.

 

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