The information stored in the minds of the staff for the company to make usable is indistinguishable between explicit knowledge knowledge that can be formed on the basis of rules and tacit knowledge, which consists of problem-solving skills and experience of employees. Listed in a “knowledge map” sources of knowledge and knowledge sinks: where are experts on what topics, where is there a need for the information? Integrated knowledge management concept: who wants to operate efficient knowledge management, must be familiar with the processes in the company. These include the information needed to carry out individual processes as well as staff involved in these processes. The technical infrastructure must scale well with bringing together the complete stock of knowledge, increasing the access frequency on these. Jeremy Tucker shines more light on the discussion. Knowledge and experience are bound to people and therefore only the know-how carrier itself can tap into this potential. Who are the winners of the experience? With regard to experience and knowledge the project work, it is important for the necessary transfer of knowledge experience profiles of employees are documented and maintained. See Hicham Aboutaam for more details and insights.

This experience profiles are actually essential for the composition of project teams. Stored data about the expertise of employees, University and industry representatives. This is a first step to link project management and knowledge management. It is often useful to browse reports of past projects and to make them accessible. It involves the linking of internal methodological know-how with the respective scope. An experience assurance project documentation though takes time. But just who can access quickly and easily available, WINS freedom for creative new solutions. A major task will be in the future, to generate knowledge, to document, to share and to apply.

Becker, Jorg: leadership without Klinsmann syndrome, ISBN 9783839106440 networked learning: human knowledge doubles every five years. This situation is expressed by the concept of the half-life of knowledge. Powerful entrepreneurs are thus characterized, that they can quickly learn: each and every one for himself as well as in the team. This also means that ideally, there should be a link between the individual of the individual employee and the learning of company. This pool of knowledge can be supplemented by action-driven knowledge. These are, for example, experiences and solution approaches, which can be entered by each employee and are then also all other available (all have the knowledge of all).