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Abdul-Rahman, H, Yahya, I A, Berawi, M A and Wah, L W (2008) Conceptual delay mitigation model using a project learning approach in practice. Construction Management and Economics, 26(01), 15–27.

Abuzaid, G (2010) Determining the competitiveness of UK's consulting engineering firms through the dynamic capabilities view, Unpublished PhD Thesis, , University of Reading.

Addis, M (2016) Tacit and explicit knowledge in construction management. Construction Management and Economics, 34(07), 439-45.

Ahmad, H S M (2011) Development of knowledge management model for knowledge management implementation and application in construction projects, Unpublished PhD Thesis, Department of Civil Engineering, University of Birmingham.

Al-Barghouthi, M T (2010) Capturing tacit knowledge in the construction industry in Saudi Arabia, Unpublished PhD Thesis, , University of Phoenix.

Al-Ghassani, A M (2003) Improving the structural design process: a knowledge management approach, Unpublished PhD Thesis, Department of Civil and Building Engineering, Loughborough University.

Al-Ghassani, A M, Kamara, J M, Anumba, C J and Carrillo, P M (2004) An innovative approach to identifying knowledge management problems. Engineering, Construction and Architectural Management, 11(05), 349–57.

Al-Otaibi, S (2010) A framework for improving the performance of standard design models in the Saudi Ministry of Interior projects, Unpublished PhD Thesis, School of Architecture, Building and Civil Engineering, Loughborough University.

Al-Shahrani, M S (2009) Developing a framework of knowledge management system for project management in the construction industry, Unpublished PhD Thesis, , University of Manchester.

Alamil, H M (2022) Knowledge sharing within the Kingdom of Saudi Arabia large construction organisations, Unpublished PhD Thesis, , University of Wolverhampton.

Ali, K N (2004) Towards an online knowledge management system for reactive maintenance projects, Unpublished PhD Thesis, School of the Built Environment, University of Salford.

Alkalbani, S (2009) Exploring ICT adoption and diffusion in the Omani construction industry, Unpublished PhD Thesis, School of the Built Environment, University of Salford.

Alkatheeri, A (2018) An investigative study on the relationship between organizational factors and knowledge management effectiveness in UAE public organizations: the case study of Abu Dhabi, Unpublished PhD Thesis, School of Architecture and Built Environment, University of Wolverhampton.

Alosaimi, H (2019) Embedding knowledge management strategies in the Kingdom of Saudi Arabia construction industry, Unpublished PhD Thesis, School of Engineering, University of Wolverhampton.

Alqahtani, A (2019) An appraisal of the role of project management offices in promoting knowledge management within KSA construction companies, Unpublished PhD Thesis, School of the Built Environment, University of Salford.

• Type: Thesis
• Keywords: best practice; business performance; complexity; construction firms; interview; knowledge management; project management; Saudi Arabia
• ISBN/ISSN:
• URL: http://usir.salford.ac.uk/id/eprint/52291/
• Abstract:
  The evolution of the construction industry and the increasing complexity of its projects, alongside the global economic crisis and concerns about repeating unsuccessful experiments in construction, have resulted in significant pressure on construction organisations, forcing them to establish new programs and departments to identify their priorities and achieve effective results. The importance of using project management (PM) practices is increasing dramatically. Organisations consider it increasingly important to employ PM to achieve project effectiveness and efficiency, helping to consistently employ knowledge, tools, and skills to meet the overall organisational objectives. In addition, the existence of knowledge management (KM) practices are important in helping to resolve PM challenges, increase project success rates, and improve business performance. In other words, the management of project knowledge not only increase the project's quality, but it also helps to avoid knowledge loss and reinventing the wheel. A large number of researchers and experts have found that investing in Project Management Offices (PMOs) can lead to higher levels of project success whilst also embedding strong and consistent project management practices, processes, and procedures into the organisation. PMO is an organisation unit, department, or office that adopts and maintains the various practices of PM while also controlling organisational projects. Theoretically, the roles of PMO are responsible for providing and encouraging the KM practices. The PMO objective is to centralize knowledge and bring together lessons learned in order to convert this accumulated knowledge into more effective new procedures and processes. The Project Management Maturity Model (PMMM) proposed to address the different levels of PMOs to move from operation and tactical PMOs over time towards more directive and strategic PMOs by proposing a number of criteria and practices in each maturity level. Hence, PMMM should employ the KM processes and components within the PMO. The adoption of PMOs is not without challenge. The biggest challenge currently facing the Kingdom of Saudi Arabia (KSA)'s construction firms is the introduction of robust immigration controls, in 2012, which state only a maximum of 50% of employees, can originate from outside the KSA. Given most project management staff are European and American citizens, this, together with the temporary nature of construction projects, causes a problem. Consequently, the KSA's construction firmsare now facing a skills and knowledge drain as project management staff members leave both the organisation and country. Ultimately this leak of specialist knowledge and experience must now be addressed before it becomes a serious risk to both successful project delivery and organisational survival. One possible solution is to embed Knowledge Managementvia a PMO into the organisation in an attempt to capture the explicit and tacit knowledge returned by these professionals before they depart. Thus, this research suggests that as people hold knowledge and new knowledge is created at every phase of a project, if this knowledge is captured, it can flow seamlessly through the organisation if centrally stored and disseminated by the PMO. It was therefore resolved to appraise the emergent state of art in terms of PMO adoption and the extent tacit knowledge is amenity captured by KSA construction organisations. The research aims to develop a conceptual framework for the implementation of Knowledge Management processes and components at various maturity levels of Project Management Offices. An extensive review of literature was undertaken to highlight the recent debates in regard to the study scope of PMO and PM maturity models and KM in functional and construction projects. As a result of this endeavor, the preliminarily theoretical framework was developed: 1) to identify the KM practices and the Knowledge Management Maturity Model (KMMM) to addresses and integrate KM within PMO; 2) to investigate the steps and procedures for establishing and evaluating PMOs and PM maturity models to assist the development of PMO; 3) to evaluate the effectiveness of PMO to encourage and adopt best practices of both PM and KM; and 4) to evaluate the current difficulties and challenges that affect the completion of KSA's construction projects and utilize the principles and values created via PMOs to address them. Current research explaining the PMOs advocates the PMO's critical function as a knowledge broker between group in the project team and senior management and also between projects within same organisation. Despite this strategically important role, current literature reveals a general lack of awareness within the KSA. The mixed method was used in this research. The first phase carried out through a large-scale survey with KSA construction firms to test and evaluate the proposedframework. Approximately 340 questionnaires have been distributed equally between two independent groups of respondents. The first group consists of professionals working within the project environment whereas the second group targets senior and other staff, who are remote to the project, based at either regional offices or the organisation's central office. The second phase was interviews with PMO working groups, senior managers, and project managers. The interviews were conducted to test the findings ofthe survey and to investigate the KM processes and components at various maturity levels of PMOs. A total of 16 interviews were divided into four levels to investigate how each maturity level of PMO addresses KM practices whether in head office or projects environment. The findings of the research propose that there is mutual benefits between the maturity level of the PMO and the utilised practices of KM. This confirms that a Centre of Excellence maturity level of PMO has more effective roles for managing project knowledge.

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Arafa, E A B (2015) The impact of knowledge management on project success, Unpublished PhD Thesis, Business School, University of Portsmouth.

Arbabi, H, Salehi-Taleshi, M and Ghods, K (2020) The role of project management office in developing knowledge management infrastructure. Engineering, Construction and Architectural Management, 27(10), 3261–87.

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Astaneh Asl, B (2019) Effects of using virtual reality on AEC team collaboration, Unpublished PhD Thesis, , University of Washington.

Banham, G P (2009) Improving knowledge retention and use in construction project team environments: a soft systems methodology approach, Unpublished PhD Thesis, School of Management, University of Surrey.

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Besenyöi, Z (2022) Towards a BIM-supported facility management knowledge management system for energy efficient building operations by rule-based code compliance checking, Unpublished PhD Thesis, , Technische Universitaet Berlin.

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Carrillo, P (2005) Lessons learned practices in the engineering, procurement and construction sector. Engineering, Construction and Architectural Management, 12(03), 236–50.

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Carrillo, P M (2001) Mergers and acquisitions in the construction industry: an exploratory study, Unpublished PhD Thesis, Department of Civil and Building Engineering, Loughborough University.

Chan, M Y E (2018) Enablers for knowledge management implementation by large construction organisations in Hong Kong, Unpublished PhD Thesis, , Griffith University.

Chen, L (2007) Linking knowledge management to organisational business performance in construction, Unpublished PhD Thesis, , Griffith University.

Chen, L and Mohamed, S (2008) Contribution of knowledge management activities to organisational business performance. Journal of Engineering, Design and Technology, 6(03), 269–85.

Chen, L and Mohamed, S (2007) Empirical study of interactions between knowledge management activities. Engineering, Construction and Architectural Management, 14(03), 242–60.

Chen, L and Mohamed, S (2008) Impact of the internal business environment on knowledge management within construction organisations. Construction Innovation, 8(01), 61–81.

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Chen, W (2019) Integration of building information modeling and internet of things for facility maintenance management, Unpublished PhD Thesis, , Hong Kong University of Science and Technology (Hong Kong).

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Chih, Y-Y (2010) A decision-support framework for choosing a project delivery system (PDS) in a multi-project environment, Unpublished PhD Thesis, , University of California.

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Diab, A A (2009) Risk management of building services modularisation: Knowledge management perspective, Unpublished PhD Thesis, , University of Manchester.

Ding, Z (2007) Interpersonal trust and willingness to share knowledge among architects: a two-stage triangulation research, Unpublished PhD Thesis, , University of Hong Kong.

Ding, Z, Jiang, S, Ng, F and Zhu, M (2017) A new TRIZ-based patent knowledge management system for construction technology innovation. Journal of Engineering, Design and Technology, 15(04), 456-70.

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Hairstans, R and Smith, R E (2018) Offsite HUB (Scotland): establishing a collaborative regional framework for knowledge exchange in the UK. Architectural Engineering and Design Management, 14(01–02), 60–77.

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Henderson, J R (2013) Enhancing buildability through improving design-construction feedback loops within complex projects, Unpublished PhD Thesis, , Loughborough University.

Hidayat, B (2014) The role of knowledge communication in the effective management of post-disaster reconstruction projects in Indonesia, Unpublished PhD Thesis, School of the Built Environment, University of Salford.

Hidayat, B (2013) The role of knowledge communication in the effective management of post-disaster reconstruction projects in Indonesia, Unpublished PhD Thesis, , University of Salford.

Hindmarch, H (2012) Design change management: Developing a software application to support the evaluation of construction design changes, Unpublished PhD Thesis, , University of Manchester.

Hong, J (2006) A study on analytic approaches to intelligent buildings assessment, Unpublished PhD Thesis, , Hong Kong Polytechnic University (Hong Kong).

Hou, S (2015) An ontology-based holistic approach for multi-objective sustainable structural design, Unpublished PhD Thesis, School of Engineering, Cardiff University.

Hruska, R C (2023) A functional all-hazard approach to critical infrastructure dependency analysis, Unpublished PhD Thesis, , University of Idaho.

Hyung, W, Kim, S and Jo, J (2019) Improved similarity measure in case-based reasoning: a case study of construction cost estimation. Engineering, Construction and Architectural Management, 27(02), 561–78.

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Mao, X (2008) The framework of TRIZ-enhanced-value engineering analysis and its knowledge management, Unpublished PhD Thesis, , University of Alberta (Canada).

Maqsood, T, Walker, D H T and Finegan, A D (2007) Facilitating knowledge pull to deliver innovation through knowledge management: A case study. Engineering, Construction and Architectural Management, 14(01), 94–109.

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Reichert, J (2005) Will change management master the challenge of introducing the Eurocodes to the UK?, Unpublished PhD Thesis, , University of London, University College London.

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Roberts, C, Edwards, D J, Hosseini, M R, Mateo-Garcia, M and Owusu-Manu, D (2019) Post-occupancy evaluation: a review of literature. Engineering, Construction and Architectural Management, 26(09), 2084–106.

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Robinson, H S, Carrillo, P M, Anumba, C J and Al-Ghassani, A M (2004) Developing a business case for knowledge management: the IMPaKT approach. Construction Management and Economics, 22(07), 733-43.

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