Today companies are forced to react fast and flexible to innovative and interdisciplinary questions. Therefore the work in many companies becomes increasingly project-oriented, because projects are accepted to be learning intensive organizational forms. Projects can cause companies to perform in new ways resulting in the generation of knowledge.
But organizing work in projects creates temporary organizations beside the permanent organization of a company. Often there are several temporary projects, that should work fast, creative, and innovative beside the permanent and traditional organization with departments and functions, that should guarantee the stability of a company.
This kind of decentralization can result in knowledge fragmentation and less organisational learning. Issues of this “temporary/permanent duality” are important for practitioners and researchers. Additionally boundaries between projects prevent assessing and reusing knowledge and experiences from other projects.
This paper discusses challenges to foster knowledge sharing between projects. It describes the organizational and social barriers to knowledge sharing. Approaches drawn from literature as well as own research and practical experiences show some ways to improve assessing knowledge from projects and reusing it in other projects.

Keywords

• Knowledge Management
• Project Management
• Knowledge Sharing
• Project Review

(Virtual Presentation, English)