Projects which are designed to increase the value of knowledge or change the way an organization uses it.
(Stewart, Thomas A. 2001. The Wealth of Knowledge. New York: Currency.)
The portfolio of projects is the agenda of the twenty-first-century corporation. In particular, knowledge companies must know how to select, design, and manage knowledge projects, which increase the value of knowledge or change the way a company uses it. Collecting best practices is a knowledge project: it gathers previously uncodified data, analyzes it, and turns it into a piece of structural capital. Other kinds of projects include business process redesign, competitive intelligence studies, building corporate Yellow Pages, holding knowledge fairs. One company’s portfolio might not resemble in the slightest another's. Every organization has a unique collection of knowledge assets and distinct business problems to which those assets must be applied.
It is needed to add two traits particular to knowledge projects. First, they produce two outcomes, or should. Just as “every economic activity produces more information that it consumes” because information, when used, is almost never used up, so every knowledge project ought to produce (1) knowledge within the scope of the project (e.g., now we have a comprehensive directory of all our customers) and (2) knowledge transferable elsewhere (this directory can serve as a template for other directories, or can be used by the service reps as well as the sales force). It should, therefore, be possible to leverage the results of successful knowledge project, producing a capital asset. Second, knowledge management almost always begins with a project. If it’s done wrong, the end of the project may be knowledge management’s end, too.