Let’s talk about public projects!
SERIES ARTICLE
By Stanisław Gasik
Warsaw, Poland
Introduction
No project should have to plan. Organize, and implement everything from scratch. Although, according to some generally accepted definitions, each project is unique, much of the knowledge gained can be useful across multiple projects. However, due to its uniqueness—meaning the implementation of previously unseen elements—a project can also be a source of knowledge that may be valuable in subsequent projects. During project implementation, it is possible to generate entirely new knowledge or improve the application of certain practices.
Knowledge is the fundamental resource necessary for the implementation of public sector projects (as well as projects of other sectors). Knowledge management involves the creation of new knowledge, its application, preservation, and dissemination for use elsewhere.
Project knowledge refers to the data used, methods, processes, and entire public project management methodologies defined and in effect within a public organization. According to the Governmental Project Management Maturity Model (GPM3; Gasik, 2023), in less advanced administrations, knowledge remains within the public organizations that generated it. However, in more mature administrations, knowledge generated in one organization can be used, when necessary, across all institutions within a given jurisdiction.
Types of Knowledge
A unit of knowledge is something that serves to solve a task (or part of it) or to address a problem (or part of it) (Gasik, 2011). Knowledge management in a project environment is a very broad field. Knowledge units can refer to knowledge about projects, knowledge in projects, and knowledge from projects (Damm & Schindler, 2002).
Knowledge About Projects
The knowledge resources possessed by an organization implementing projects—describing how they are managed—constitute knowledge about projects. This type of knowledge may relate to solving individual problems, completing tasks or their parts, or managing entire processes, projects, or aggregates thereof (e.g., project programs or portfolios). Knowledge about projects—like knowledge in any other field—can be codified, documented within the organization, or held by individuals involved in project implementation. Knowledge about projects is one of the most important resources of every public institution.
The primary way to disseminate knowledge about projects is to make it available for use in subsequent, similar projects. Before starting project planning, it is necessary to review the knowledge gained from previously implemented projects (e.g., Canada TBoCS, 2019).
Knowledge In Projects
Individual projects utilize knowledge previously accumulated within a given project, organization, or the broader project implementation environment (Gasik, 2011). The project team also generates knowledge that is necessary and specific to that particular project. All of this is referred to as knowledge in projects.
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Editor’s note: This article series is related to the management of public programs and projects, those organized, financed and managed by governments and public officials. The author, Dr. Stanisław Gasik, is the author of the book “Projects, Government, and Public Policy”, recently published by CRC Press / Taylor and Francis Group. That book and these articles are based on Dr. Gasik’s research into governmental project management around the world over the last decade. Stanisław is well-known and respected by PMWJ editors; we welcome and support his efforts to share knowledge that can help governments worldwide achieve their most important initiatives.
How to cite this paper: Gasik, S. (2025). Knowledge–the most important resource for projects. Let’s talk about public projects, series article, PM World Journal, Volume XIV, Issue XI, November. Available online at https://pmworldlibrary.net/wp-content/uploads/2025/11/pmwj158-Nov2025-Gasik-Knowledge-as-most-important-resource-2.pdf
About the Author
Stanisław Gasik, PhD, PMP
Warsaw, Poland
Dr. Stanisław Gasik, PMP is a project management expert. He graduated from the University of Warsaw, Poland, with M. Sc. in mathematics and Ph. D. in organization sciences (with a specialty in project management). Stanisław has over 30 years of experience in project management, consulting, teaching, and implementing PM organizational solutions. His professional and research interests include project knowledge management, portfolio management, and project management maturity. He is the author of the only holistic model of project knowledge management spanning from the individual to the global level.
Since 2013, his main professional focus has been on public projects. He was an expert in project management at the Governmental Accountability Office, an institution of the US Congress. He is the author of “Projects, Government, and Public Policy,” a book that systematizes knowledge about government activities in the area of project management.
He was a significant contributor to PMI’s PMBOK® Guide and PMI Standard for Program Management and contributed to other PMI standards. He has lectured at global PMI and IPMA congresses and other international conferences.
His web page is www.gpm3.eu.
To view other works by Dr. Gasik, please visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/stanislaw-gasik-phd-pmp/
