MINISTRY OF EDUCATION AND TRAINING FPT UNIVERSITY …ds.libol.fpt.edu.vn/bitstream/123456789/2415/1/Thesis_Nguyen Dinh Huan.pdf · SWOT Strength - Weakness - Opportunities ± Threat

MINISTRY OF EDUCATION AND TRAINING

FPT UNIVERSITY

TOPICS: KNOWLEDGE MANAGEMENT

IN INFORMATION TECHNOLOGY PROJECTS IN VIETNAM

By

NGUYEN DINH HUAN

A thesis submitted in conformity with the requirements

for the degree of Master of Software Engineering

© Copyright by Nguyen Dinh Huan 2017

Knowledge management in IT Project in Vietnam

Nguyen Dinh Huan – MSE0013 2

MINISTRY OF EDUCATION AND TRAINING

FPT UNIVERSITY

TOPICS: KNOWLEDGE MANAGEMENT

IN INFORMATION TECHNOLOGY PROJECTS IN VIETNAM

By

NGUYEN DINH HUAN

A thesis submitted in conformity with the requirements

for the degree of Master of Software Engineering

Supervisor: PhD. Phan Duy Hung

© Copyright by Nguyen Dinh Huan 2017



ABSTRACT

Knowledge management in the explosive digital information today is one of the things

of particular concern for organizations, businesses in general, and in information technology

businesses in particular. In Vietnam, knowledge management has begun to be focused in large

enterprises, large projects that have activities associated with foreign organizations. However,

it still has a classicalization, not fully promoting the capacity of it. The implementation of

knowledge management in IT projects in Vietnam is not worth as the role. While the majority

of IT enterprises in Vietnam are small and medium scale. This is a potential risk area for

personnel change, especially key personnel. On the other hand, projects that do not have

knowledge management, implementation experiences, and potential risks when implementing

a similar project will be repeated many times. This study will clarify the current status of

knowledge management in information technology projects in Vietnam, highlighting the need

for a suitable knowledge management model for IT projects in Vietnam. Based on the

selection of the popular knowledge management model in the world.

Otherwise, in order to write this thessis, I interviewed 40 IT experts involved in KM

strategies for IT organizations across VIETNAM to obtain data, based on their experiences

and expertise on projects, which were then, analyzed using content analysis. The surveys of

48 IT Projects in Vietnam which running in the year of 2015 and 2016. The output from the

analysis yielded variables and working hypotheses which were tested through the

questionnaire survey. Further data were obtained from 50 survey respondents who have been

mostly involved in KM initiatives for IT organizations across VIETNAM. The research

contributes to recommend the model of knowledge management in IT projects in Vietnam.



ACKNOWLEDGEMENT

To complete this thesis, thanks to a lot of help, support of many.

First of all, I would like to send my sincere thanks to PhD Phan Duy Hung, who

devoted me to guide me in selecting topics, approaching research issues and re-arranging the

content of this thesis so beautiful and logically.

Second, I would like to extend my thanks to my wife and my children, who have

sacrificed so much time that I can finish this thesis.

Third, I would like to thank the leaders and departments of Tan Dan Company as well

as the companies who helped me and provided their valuable information through survey

forms as well as their time so that I can interviewed and collected information to complete

this thesis.



TABLE OF CONTENT

ABSTRACT ...................................................................................................................... 3

ACKNOWLEDGEMENT .............................................................................................. 4

TABLE OF CONTENT .................................................................................................... 5

List of Tables..................................................................................................................... 8

List of Figures ................................................................................................................... 9

ACRONYMS .................................................................................................................. 10

CHAPTER 1. OVERVIEW ......................................................................................... 12

1. Introduction ................................................................................................................. 12

1.1. Practical problem and necessity ............................................................................... 12

1.2. Recommended study ................................................................................................ 13

2. Research Subject ......................................................................................................... 13

2.1. Knowledge in IT projects ......................................................................................... 13

2.2. Research question..................................................................................................... 14

3. Scope of research ........................................................................................................ 14

4. Structure of the Thesis ................................................................................................ 16

CHAPTER 2: LITERATURE AND CONCEPTUAL ............................................... 17

1. IT Project management conceptualization .................................................................. 17

1.1. IT Project ................................................................................................................ 17

1.2. IT project management: ........................................................................................ 17

2. IT Project in Vietnam ............................................................................................... 18

3. Knowledge Conceptualization .................................................................................... 18

3.1. Knowledge Definition .............................................................................................. 18

3.2. Data, Information and Knowledge ........................................................................... 19

3.3. Knowledge Classification ........................................................................................ 20

4. Knowledge Management Activities ............................................................................ 22

4.1. Knowledge Management Definitions ...................................................................... 22

4.2. Knowledge Management System ............................................................................. 24

4.3. Knowledge Management Process ......................................................................... 25



4.3.1. Overview .............................................................................................................. 25

4.3.2. Organizational Culture and Knowledge management process: ..................... 27

4.3.3. Knowledge Management Models ....................................................................... 27

4.3.3.1. The KM Process Framework by Bukowitz and Williams (1999) ....................... 27

4.3.3.2. The KM Matrix by Gamble and Blackwell (2001) ............................................. 28

4.3.3.3. The Knowledge Management Process Model by Botha et al (2008) ................. 29

4.4. Knowledge management in project ...................................................................... 30

4.5. Knowledge management process in IT Project ................................................... 32

CHAPTER 3: CURRENT VIETNAM’S IT PROJECT ........................................... 41

1. ICT Sector in the Context of Vietnam Economy ........................................................ 41

1.1. Operational Environment ......................................................................................... 41

1.2. Vietnam ICT Market ................................................................................................ 43

1.3. Human Resource Base ............................................................................................. 47

1.4. Characteristics of Vietnam's IT Companies ............................................................. 48

2. Analysis of Vietnam's Information Technology Industry ........................................... 50

2.1 Macro-environment of IT Industry: PEST Analysis ................................................. 50

2.2 SWOT Analysis of Vietnam's IT Companies ....................................................... 51

3. Survey and analysis knowledge management in IT Project in Vietnam ..................... 53

3.1. The events occurred ................................................................................................. 53

3.2. Knowledge management situation in IT projects in Vietnam .................................. 55

4. Chapter conclusions .................................................................................................. 55

CHAPTER 4: CASESTUDY AND ANALYSIS ......................................................... 57

1. Cases study ................................................................................................................. 57

1.1. The Context and Relevance of Cases Study ............................................................ 57

1.2. Limitation of the Cases Study .................................................................................. 57

1.3. Some Cases Study abstraction and review ............................................................... 57

1.3.1. The NASA Software Engineering Laboratory ...................................................... 57

1.3.2 Daimler Chrysler .................................................................................................... 58

1.3.3 Telenor Telecom Software ..................................................................................... 58



1.3.4 Ericsson Software Technology .............................................................................. 59

1.3.5 An Australian Telecom Company .......................................................................... 59

1.4. Analysis the Tan Dan IT Project case study ............................................................ 60

1.4.1. Company overview: .............................................................................................. 60

1.4.2. OneGate project knowledge management casestudy ............................................ 62

2. Casestudy Analysis .................................................................................................... 66

CHAPTER 5: CONCLUSIONS................................................................................... 68

REFERENCE ................................................................................................................ 71

APPENDICES ............................................................................................................... 74

APPENDICES A: LIST OF VINASA'S SOFTWARE MEMBERS ........................ 74

APPENDEX B: QUESTIONNAIRE FOR THE MAIN SURVEY .......................... 89



List of Tables

Table 1: Classification of Knowledge table .................................................................... 20

Table 2: Revenue of IT Industry in Vietnam .................................................................. 43

Table 3: IT Import/Export data ....................................................................................... 44

Table 4: Employee market .............................................................................................. 45

Table 5: List of Software Parks in Vietnam: ................................................................... 46

Table 6: In 2015, the IT labors distributed as below (ICT index 2016 report): .............. 47

Table 7: ICT grow speed ................................................................................................. 48

Table 8: PEST Analysis of Vietnam’s IT Industry ......................................................... 50

Table 9: SWOT Analysis of Vietnam’s IT Companies .................................................. 52

Table 10: Table of IT Project problem occurred in 48 IT project data collected in

Vietnam: ................................................................................................................................... 54



List of Figures

Figure 1: Scope of study ................................................................................................. 16

Figure 2: B&W KM Framework process ........................................................................ 28

Figure 3: Knowledge Management Matrix .................................................................... 29

Figure 4: integrated knowledge management model ...................................................... 30

Figure 5: Micro-knowledge management process diagram ............................................ 39

Figure 6: macro-knowledge management process .......................................................... 40

Figure 7: Vietnam Hardware, electronics export by item in 2013 .................................. 44

Figure 8: Knowledge management applying analytic ..................................................... 55

Figure 9: Tan Dan company structure ............................................................................. 61



ACRONYMS

ADSL Asymmetric Digital Subscriber Line

ANOVA Analysis of Variance

ASEAN Association of South East Asian Nations

CEO Chief Executive Officer

CIEM Central Institute of Economics and Management

CMM Capability Maturity Model

DMS Defect Management System

ERP Enterprise Resource Planning

FDI Foreign Direct Investment

FIFA Financial Information and Fixed Assets

FPT Corporation for Financing and Promoting Technology

FSS FPT Software Solutions

GDP Gross Domestic Product

GNP Gross National Product

GSO Vietnam's General Statistics Office

H Hypothesis

HCMC HoChiMinh City

HR Human Resource

HTML Hypertext Markup Language

ICT Information and Communication Technology

IMAP Internet Message Access Protocol

IP Internet Protocol

IT Information Technology

IS Information System

ISO International Standard Organization

ISP Internet Service Provider

IXP Internet Exchange Access Providers

KM Knowledge Management

KMS Knowledge Management System

LAN Local Area Network

MANOVA Multivariate Analysis of Variance

MBO Management by Objective

MIS Management of Information System

MNC Multinational Corporation

MIC Vietnam's Ministry of Information and Communications

OC Organizational Culture

ODA Organizational Development Aid



OECD Organization for Economic Cooperation and Development

OS Organizational Structure

PEST Political – Economic – Social – Technological (PEST Analysis)

POP Post Office Protocol

QA Quality Assurance

R&D Research and Development

R2 Coefficient of multiple determination in regression analysis

SD Standard Deviation

SECI Socialization – Externalization – Combination - Internalization

SPSS Statistical Package for Social Science

SWOT Strength - Weakness - Opportunities – Threat (SWOT Analysis)

UK United Kingdom

UN United Nations

US$ United States Dollar

USA United States of America

VCCI Vietnam Chamber of Commerce and Industry

VIF Variable Inflation Factor

VINASA Vietnam Software Association

VNPT Vietnam Post and Telecommunications Corporation

WAN Wide Area Network

WTO World Trade Organization



CHAPTER 1. OVERVIEW

1. Introduction

1.1. Practical problem and necessity

Knowledge management (KM) is invaluable to the construction industry due to its

potential in integrating knowledge across personal, organizational, project and industry

boundaries. KM implementation strategies can reap benefits such as improved project

performance and continuous improvement yet many projects are plagued with inefficiencies,

repetition of mistakes and lack of lessons learnt thereby contributing to additional project

costs (Al-Ghassani et al., 2004; Egbu, 2005; Suresh et al., 2008; Carrillo et al., 2013; Ren et

al., 2013; Garstenauer et al., 2014).

Knowledge management is an emerging discipline that promises to capitalize on

organizations’ intellectual capital. The concept of taming knowledge and putting it to work is

not new; phrases containing the word knowledge, such as knowledge bases and knowledge

engineering, existed before KM became popularized. The artificial intelligence community

has long dealt with knowledge representation, storage, and application. Software engineers

have engaged in KM-related activities aimed at learning, capturing, and reusing experience,

even though they were not using the phrase “knowledge management.” KM is unique because

it focuses on the individual as an expert and as the bearer of important knowledge that he or

she can systematically share with an organization. KM supports not only the knowhow of a

company, but also the know-where.

Knowledge is becoming one of the main assets for IT Company. Knowledge comes

from many different sources within the organization. Such sources include internal processes,

projects, customers and stakeholder information. As markets change, the way of doing

business evolves. In today’s market place many companies implement different projects to

deal with these changing environments. Projects accumulate a lot of intellectual knowledge

which can be later used by these same companies to add value, competitiveness and improve

future projects performance. Companies use Knowledge Management (KM) to create,

identify and distribute knowledge and lessons learned within the organization. However, as

projects have specific goals and unique deliverables that are never the same this may lead to a

difficulty in efficiently capturing project knowledge. The use of KM in the project

environment is gaining increased importance as it helps to improve the chances of a project

success. The success or failure of projects is highly dependant upon the ability and

willingness of people to identity knowledge and share it within organization. This

characteristic is dependant on the culture and environment organizations create for their

employees. Activities that are required to establish KM within projects include capturing,

organizing, refining and the exchange of captured knowledge.



In IT Project in Vietnam, there are also many issues that need to be addressed,

especially knowledge management. At present, most IT projects in Vietnam do not pay much

attention to knowledge management (according to statistics, more than 80% of IT projects in

Vietnam do not currently have knowledge management). This research is expected to be a

first step to awakening IT project managers in Vietnam on knowledge management.

1.2. Recommended study

Operating in the knowledge-based economy, one of areas that concern Vietnamese IT

companies is the need to pursue effective knowledge management in IT Projects. Effective

knowledge management will facilitate the conversion process of tacit knowledge to explicit

knowledge and vice versa and this will eventually influence the learning process and

organizational performance. This research is expected to examine how knowledge is managed

within an IT Project in Vietnam, the impact of factors on effectiveness of knowledge

management process, the relationship between knowledge management and company

performance, and to suggest factors from an organizational capabilities perspective to enhance

the environment for enabling effective knowledge management inside the organization.

2. Research Subject

2.1. Knowledge in IT projects

Software development is frequently named a knowledge-intensive business that

involves a lot of different people working on the same product in different phases, through

different activities and with different skills (Rus & Lindvall, 2002). Software development

projects are by nature highly complex and include more than just technical knowledge such as

programming languages, development tools and debugging methodologies. Due to the high

complexity those projects cannot be managed by one individual developer and therefore

various people are involved in them (Ewusi- Mensah, 2003). The common set of people

involved consists of business analysts, software architects, programmers and testers, all with

different roles and different backgrounds (Chau & Maurer, 2004).

Swart and Kinnie (2003) divide tacit knowledge in software projects into two

categories; technical tacit knowledge and practice-based tacit knowledge. The technical tacit

knowledge is built on the explicit one, such as programming languages, and demonstrates

itself through shared practice. The practice-based tacit knowledge is visible through a

software developer's knowledge of short-cuts in the code and how the code should be applied

in order to achieve a high customer value (Swart & Kinnie, 2003). The two categories can be

compared to the ones mentioned by Johannessen previously, called practical-based knowledge

and familiarity knowledge respectively. Tiwana (2004) adds another key type of knowledge

that is required in software projects apart from the technical one as the importance of knowing

the domain in which the developed software is to be utilized; the business application domain.

It involves knowing the business processes of the customer, making sure that activities in the



customer's business is embedded in the software and the main objective for developing the

system. In addition, one type of knowledge that is regarded important but less obvious in

software development is the one regarding how a solution came to be (Maajel & Happel,

2008; Rus & Lindvall, 2002). Maajel and Happel refer to it as contextualization and more

commonly it regards the traceability of the context. The authors state that it is highly

important that it is captured both when the software is built as well as when the software is

tested and errors are discovered. They emphasize the importance of building a bridge between

the person that provided the knowledge and the person that is to use the knowledge.

Apart from the knowledge that explicitly regard the developed software Rus and

Lindvall (2002) also point out another type of knowledge that very often is being disregarded

when new software developers are entering an organization. They highlight the importance of

making new developers aware about local policies, practices and existing development.. The

authors state that this knowledge is most often distributed through informal ways and point

out that in this way the knowledge becomes inaccessible to the whole organization. Therefore

a formal introduction is given as highly important for everyone to receive knowledge that is

important to get access to from the very beginning (Rus & Lindvall, 2002)

2.2. Research question

The main objective of the study is to build and test a model of determinants of

knowledge management in IT Project in Vietnam. The following are specific research

questions:

- How do Knowledge management in IT projects in Vietnam now?

- What factors affect Knowledge Management in IT projects in Vietnam?

- What process should be used to manage knowledge in IT projects in Vietnam?

3. Scope of research

The main study is to examine the impact of organizational factors on the knowledge

management in IT companies including software service companies, software production

companies, hardware companies belonged to the Vietnamese Software Association

(VINASA) and listed in the Business Directory of the year 2014 provided by the Vietnam

Chamber of Commerce and Industry. The scope of this research focuses on investigating the

middle managers and directors of those companies who directly manage and control

enterprises' operations. Technical staff is also another source of information and they can

provide information for better understanding the leaders' behavior, culture, the mode and level

of interaction, and their impact on their own attitudes and willingness in sharing knowledge

with others as well as the level of knowledge transfer among them. The information

technology industry is a good context in which to examine the issue of knowledge

management for several reasons:



- IT is a newly emerging industry. In both HCMC and Hanoi, a growing number of

companies provide advanced software services. Most of these companies are newly

established and only a few have operated for more than ten years. Vietnam's IT companies are

still at the early stage of development and have a high capacity potential. Although the

industry size is still small in comparison with that of other Asian countries, it has grown

rapidly over the past 15 years. The average growth rate of the industry over the last 5 years is

40% (in 2013 get 39.5 billion vs. in 2009 get 6.1 billion) and increased about 50% in last 3

years. Per annum with revenue of US$ 39.5 billion in the year 2013 (ICT White book, 2014).

At present, ICT sector is quickly increasing its contribution to GDP growing from less than

1% in 1993 to 23% in 2013 (Vietnam GDP of 2013: 171.2 billion USD). Although the

government is aware that the IT industry plays a key role in future economic development, the

development of Vietnam’s IT industry is still severely hampered by a lack of infrastructure, a

restrictive legal and regulatory environment, inadequate manpower and low managerial skills.

In order to compete internationally, Vietnam's IT companies not only need support from

government, but also need to build their own capabilities to better utilize the intellect and

experience of their own employees.

- Workers in IT companies are mainly IT engineers, IT specialists, and programmers

and are considered as highly-skilled workers (so called knowledge workers). In IT companies,

most work is of an intellectual nature and the major part of the workforce consists of well-

educated and qualified employees. Currently, Vietnam IT companies faced a shortage of high

skilled workers both in quantity and quality. The workforce for IT industry is a small

proportion (around 441 thousand – ICT white book 2013) of the overall 53 million working

population (GENERAL STATISTICS OFFICE of VIET NAM 2014). About 20% of IT

workforce is experienced. Although the government has policy to train and upgrade skills of

IT workforce, the IT companies themselves have to find the most cost-effective way to train

their own employees by facilitating the process of transferring expertise and experiences

among employees.

- Vietnam’s economy is being integrated into the global economy. The government is

strongly determined to develop the IT industry and considers it as a priority for boosting

economy development. In order to play in international market and compete against foreign

companies in domestic markets, Vietnam's IT companies have to find the will and more

effectively utilize their own workforce's intellectual capital to improve performance and

innovation. Empirical investigation was undertaken to generate data and information in

support of the conceptual model. IT companies having more than 50 employees were targeted

as these businesses need significant organizational capabilities in order to (i) manage process

of knowledge management, and (ii) exploit the intellectual capital of their knowledge

employees who possess diversified knowledge areas in management and expertise. Targeted

companies are mainly located in Hanoi and in two software parks in HCMC. In this research,

the author focuses on investigating the organizational factors/context-factors influencing the



intra-organizational management of task-related knowledge among employees of target

companies.

Scope of this study:

Figure 1: Scope of study

4. Structure of the Thesis

This thesis has 5 chapters, research on knowledge management in information

technology projects in Vietnam. Each chapter deals with the basic contents of how to clarify

the answers on knowledge management in IT projects in Vietnam. What model of knowledge

management systems should be implemented. It is recommended to select models, knowledge

management systems in IT projects in Vietnam to suit reality. Specific chapters are as

follows:

Chapter 1. Overview, in this chapter, issues the need for research and general

introduction to the object, scope of research including knowledge, knowledge management,

IT projects, IT project management. In addition, this chapter also raises a number of questions

that need to be clarified during the course of the study. Each question will be clarified in each

chapter of the dissertation.

Chapter 2. Literature and Conceptual. In this chapter, we cover concepts related to

research, the development of concepts as well as different definitions for each concept of

knowledge, knowledge management, IT projects, IT project. This chapter also outlines the

issues that exist in the implementation

Chapter 3. CURRENT VIETNAM'S IT PROJECT, in this chapter provides an overview

of the IT economy in Vietnam and the ICT market. This chapter also analyzes the initial ICT

market in Vietnam and IT projects in Vietnam, and from that point of view, the status of

knowledge management implementation for IT projects in Vietnam needs to be given greater

attention.

Chapter 4. This chapter focuses on some casestudy in knowledge management in IT

projects around the world and in Vietnam, analyzing and concluding on the need to select a

suitable model for Knowledge management in IT projects in Vietnam

Project

IT Project

IT Project in

Vietnam

Knowledge

Management

Scope of this

Study



Chapter 5 Summarize the results of the analysis, evaluation and conclusion of the

previous chapters and from there, to come to an overall conclusion for the entire project.

CHAPTER 2: LITERATURE AND CONCEPTUAL

1. IT Project management conceptualization

1.1. IT Project

There are various types of IT projects that an organization could undertake, including:

• Software development and implementation

• Hardware installations (e.g., servers, desktop computers, or telephony systems)

• Network system upgrades

• Data management

For any IT project, the project will have a start point and an end point, and the part in

between is known as the project life cycle often includes some processes: Initiation,

Planning, Execution, Monitoring and Controlling, Closing.

1.2. IT project management:

Involves a structured approach to planning, organizing, leading, and controlling

information technology projects.

In each process of Project, there are some actions to do.

In Initiation process - A sponsor and a governing team (sometimes called a steering

committee) are appointed, and they clearly define the goals and objectives for the project. A

project manager is assigned to the project, a project team is recruited, and the project charter

is created.

In Planning process: - The project manager and the project team work together to

define all the deliverables, or intended outputs, of the project, and then plan all of the tasks

needed in order to produce each deliverable. Each task is assigned a start date, end date, and

responsible person(s), and all of the tasks together roll up into the project plan. The project

planning processes can be repetitive in nature, and it's quite normal for planning to occur

often throughout the project.

In Execution process: -The project team executes the project plan to create the

deliverables of the project.

In Monitoring and Controlling process: - As the project is being executed by the

project team, the project manager monitors and controls the work of the team for time, cost,

scope, quality, risk, and other factors. The project manager regularly reports the project status,

as well as any issues and risks, to the project sponsor and steering committee. To ensure that

the project meets its objectives, monitoring and controlling is also an ongoing process.



IN closing process: - At the end of each phase of the project, and at the end of the

entire project, project closure ensures that all of the project work has been completed, is

approved, and that ownership of the project deliverables have been handed over from the

project team to operations.

2. IT Project in Vietnam

Similar to other countries in the world, in Vietnam, IT projects are deployed mainly in

the public sector. State agencies, state-owned enterprises, banks, large corporations, social

organizations. IT projects can be included network infrastructure, hardware equipment;

database; Software applications. Most of the IT projects are mixed include the combination of

technical infrastructure and application software with database.

IT projects are deployed in different ways such as: hiring on-demand production

enterprises, self-developing the software and installation the hardware, receiving and

transfering products from other agencies and organizations.

The failure rate of IT projects in Vietnam is unknown, due to several reasons: the fear of

disclosure of project failure information, unwillingness to disclose failure for fear of influence

To the reputation of the manager, whether the project is failing or not, there are no specific

criteria for project collision failure.

Adoption of budget increases, prolonging project life, or changing business

requirements is very easy accepted by owner for general projects and information technology

projects in particular in Vietnam.

3. Knowledge Conceptualization

3.1. Knowledge Definition

The question of the knowledge nature is challenging. Although philosophers have been

discussing the issue for many years, the search for a formal definition continues. The review

of the literature has resulted in several definitions of knowledge. For example, knowledge is a

justified personal belief that increases an individual’s capacity to take effective action

(Nonaka, 1994). Action in this context refers to physical skills and competencies,

cognitive/intellectual activity or both. It is described as “information combined with

experience, context, interpretation and reflection”, and “valuable information in action”

(Davenport et al., 1998). Knowledge is “a dynamic human process of justifying personal

belief towards the truth” (Nonaka and Takeuchi, 1995). Knowledge is defined as a set of

structural connectivity patterns (Meyer and Sugiyama, 2007). The term “structural

connectivity patterns” allows the inclusion of knowledge on different collective levels

(individual and organizational). Knowledge is also defined as (i) facts, information, and skills

acquired by a person through experience or education, the theoretical or practical

understanding of a subject, (ii) what is known in a particular field or in total; facts and

information; or (iii) awareness or familiarity gained by experience of a fact or situation



(Wikipedia, 2007). Knowledge is not absolute, but dynamic in nature and context specific.

For the purpose of this study, the concept of knowledge developed by Davenport and Prusak

(1998) is adopted because it is quite complete and reflects the contextual and personal aspects

of knowledge:

Knowledge is a fluid mix of framed experience, values, contextual information, and

expert insight that provides a framework for evaluating and incorporating new experiences

and information. It originates in the minds of knower. In organizations, it is often embedded

not only in documents or repositories but also in organizational routines, processes, practices,

and norms.

Knowledge is fluid as well as formally structured; it is intuitive and therefore hard to

capture in words or understand completely in logical terms. Knowledge is neither individually

owned nor static, but embedded in individual employees, project teams, departments, and

business units. It also resides in trading systems, business operations, innovation systems, thus

it is dynamic and fluid in organizational processes and practices.

3.2. Data, Information and Knowledge

The distinction between data, information and knowledge has often been made in the

literature. The three concepts can be arranged on a single continuum depending on the extent,

to which they reflect human involvement with, and processing of, the reality at hand (Tsoukas

and Vladimirou, 2001). This means data requires minimal human judgment, whereas

knowledge requires maximum judgment. Judgment arises from the self-conscious desire to

reorder, to rearrange and redesign what one knows and thus creates new angles of vision or

new knowledge for a particular purpose.

Data represents raw numbers, objective facts and observations. It has no context and is

not directly meaningful (Zack, 1999). Information is the result of placing data within a

meaningful context. It can be conceived as processed data with relevance and purpose

(Chennamaneni, 2006). Knowledge is something more than information (Greiner et al., 2007).

It is validated and authenticated information that is ready to apply to decisions and actions

(Alavi and Leidener, 2001). Knowledge involves the processing, creation or use of

information in the mind of the individual. Knowledge is information combined with

experience, context, interpretation, reflection and perspective (Davenport et al., 1998; Al-

Alawi et al., 2007) that adds a new level of insight. The above discussion suggests that: (i) a

great deal of emphasis is given to understanding the differences between data, information,

and knowledge and drawing implications from the difference, (ii) because knowledge is

personalized, in order for an individual or a group’s knowledge to be useful for others, it must

be expressed in such a manner as to be interpretable by the receivers; and (iii) hoards of

information are of little value, only that information which is actively processed in the mind

of an individual through a process of reflection, enlightenment, or learning can be useful.



3.3. Knowledge Classification

Regarding the attribute of knowledge, most knowledge experts agree that knowledge is

either explicit or tacit (Nonaka and Takeuchi, 1995; De Long and Fahey, 2000; Steward,

1999, Greiner et al., 2007; Lee et al., 2007). Tacit knowledge is personal, intuitive, insightive,

context-sensitive, dynamically created and experienced-based, subjective and experiential

(Nonaka, Toyama and Nagata, 2000; Greiner et al., 2007), and resides within the minds of

people (Steward, 1999). It is hard to formalize and communicate to others. Tacit knowledge is

deeply rooted in an individual's actions and experience, as well as in the ideals, values or

emotions he or she embraces (Nonaka and Konno, 1998). It is something known but not easily

articulated (Dixon, 2000). It is more problematic because it is not so easily disseminated

(Mullin, 2005). This suggests that tacit knowledge is non-transferable without the exchange of

key personnel and all the systems that support them, and may be best transferred through

more interpersonal means and using processes that are less structured. By contrast, explicit

knowledge is 22Hknowledge that has been or can be articulated, codified, and stored in

certain media (Greiner et al., 2007). It can be readily transmitted to others. The most common

forms of knowledge are manuals, patents, reports, documents, assessments, and databases

(Wikipedia, 2007). This suggests that explicit knowledge can be transferred through more

technology-driven, structured processes such as information systems (Martensson, 2000).

Organizations need to be aware that the type of knowledge may be critical factor in deciding

on the type of process needed to facilitate the knowledge management process in general, and

the knowledge transfer process, in particular.

In addition to classification of the nature of knowledge, according to the view of the

social system, knowledge can be classified as human knowledge, social knowledge and

structured knowledge (De Long and Fahey, 2000) or declarative, procedure, and causal

knowledge (Quinn et al., 1996). Human knowledge or individual knowledge constitutes what

individuals know or know how to do. It manifests in skill or expertise and usually combines

both explicit and tacit knowledge. Social knowledge exists only in relationships between

individuals or within groups. It is largely tacit knowledge shared by group members and

develops only because of interaction among individuals. Structured knowledge is embedded

in an organization’s systems, processes, tools and routines. Knowledge in this form is explicit.

Table 1: Classification of Knowledge table

Sq. Knowledge

Type

Definitions Sources

1 Tacit Knowledge is rooted in actions, experience,

and involvement in specific context. It is

created through intensive interaction, formal

Dixon (2000)

Mullin (2005)

Greiner et al. (2007)



and informal communication, and shared

longterm

goals and vision.

Lee et al. (2007)

2 Explicit Articulated, generalized knowledge. Explicit

knowledge can be formally codified, stored,

and easy to be transferred by using ICT. It is

under a form of transcriptions of work

processes, paper or electronic documents.

Martensson (2000)

Greiner et al. (2007)

Lee et al. (2007)

Mullin (2005)

3 Individual Created and inherent in the individual. De Long, Fahey

(2000)

4 Social

Created and inherent in collective actions of a

group.

De Long, Fahey

(2000)

5 Structure

Embedded in an organization’s systems,

processes, tools and routines.

De Long, Fahey

(2000)

6 Declarative Know-what: is knowledge of the things. Lowendahl et al.

(2001)

Quinn et al (1996)

7 Procedure Know-how: is knowledge of how to do things. Lowendahl et al.

(2001)

Quinn et al (1996)

8 Causal Know-why: requires a deeper understanding of

interrelationships across knowledge areas-it

may require a systematic perspective and

provides more robust knowledge framework

for grounding decisions and actions in

complex, uncertain context.

Lowendahl et al.

(2001)

Quinn et al (1996)

Care-why: requires socially contextualized

knowledge.

Lowendahl et al.

(2001)

Quinn et al (1996)



4. Knowledge Management Activities

4.1. Knowledge Management Definitions

There are numerous definitions of knowledge management existing in the literature due

to the wide range of interest, perspectives and issues represented by various authors. There is

an agreement that three major paradigms of knowledge management exist: (i) information

technology paradigm, (ii) humanist paradigm; and (iii) holistic approach paradigm (Maier,

2002; Gloet and Berrell, 2003).

There exists an in-exhaustive list of definitions of KM, several of which were generated

in the last two decades, the period in which KM gained enormous popularity among

researchers and practitioners. The multitude of definitions can appear daunting and confusing

(Jashapara 2011), conflicting and overlapping (Anan and Singh 2011). Yet it has been argued

that the cause can be linked to the multidisciplinary nature of KM having its roots in a number

of other distinct disciplines such as philosophy, human resource management, information

systems, linguistics, and business (Dalkir 2005, Schwartz 2006). As a result there is a

tendency of each definition toward the root discipline it originated from.

According to Davenport and Prusack (1998), ‘knowledge management draws from

existing resources that an organization may already have in place, good information systems

management, organizational change management and human resource management practices'.

This definition has its roots in information systems and human resource management. Newell

et al. (2009) defined KM from a business perspective as '…improving the ways in which

firms facing highly turbulent environments can mobilize their knowledge base in order to

ensure continuous innovation'. Similarly, Skyrme (2011) defined KM as ‘the explicit and

systematic management of vital knowledge and its associated processes of creation,

organization, diffusion, use and exploitation in pursuit of business objectives.

Apart from the multidisciplinary perspective, it is often debated whether KM is a tool, a

process or strategy. As a tool, Bounfour (2003) defined KM as a set of procedures,

infrastructures, technical and managerial tools, designed towards creating, sharing and

leveraging information and knowledge within and around organization. As a process, Fischer

(2001) defined KM as a cyclic process involving, creation, integration and dissemination of

knowledge. Similarly, Skyrme (2002) presented KM as a continuous cyclic process

comprising of knowledge identification, collection, classification, storage, sharing, access,

usage, and new knowledge creation. As a strategy, O'Dell and Grayson (1997) defined KM as

a conscious strategy of getting the right knowledge to the right people at the right time, and

helping people to share and put the information into action in ways that strive to improve

organizational performance. Despite the differences and variations in definitions of

knowledge management, commonalities were found and can be summarized as the

operational definition as follows:



‘Knowledge management entails harnessing and integrating knowledge across

boundaries through the adoption of processes and supporting tools for the strategic benefit of

an organization’ Harnessing and integrating knowledge involve the interactions between the

two types of knowledge namely tacit and explicit. The interactions between the knowledge

types have been conceptualized by Nonaka and Takeuchi (1995) who proposed a model for

their facilitation. The model is known as the ‘SECI’ (Socialization, Externalization,

Combination, and Internalization) and is widely adopted in knowledge management circles.

Having explored the definitions of knowledge management, the four commonalities were

found and are stated as follows:

- Harnessing and integrating knowledge (conceptualized by the SECI model)

- Adopting a knowledge management process

- Utilizing knowledge management tools

- Aligning knowledge management with organizational strategy

These definitions may be divided into two main groups; the first focuses on processing

the single knowledge element and enumerates functions of its life cycle. The following

definitions may be mentioned here:

Knowledge management is a process of systematically and actively identifying,

activating, replicating, storing, and transferring knowledge (Probst, Raub, & Romhard, 2003).

Knowledge management is a method to simplify and improve the process of creating,

sharing, distributing, capturing, and understanding knowledge in a company (Karlsen &

Gottschalk, 2004).

Knowledge management is a method of controlling processes of knowledge creation, its

codification, ordering, storing, retrieval, processing, transfer, and application (Jemielniak &

Koźmiński, 2008).

Knowledge management scope is about the generation, communication, transformation,

and application of knowledge that is sufficient unto the reasoned action in situated contexts in

which individuals and organizations find themselves (Zhu, 2008).

Another group of knowledge management definitions and characteristics focuses on the

whole knowledge possessed by individuals and organizations and the benefits of its

application:

Knowledge management is a process of systematically and actively managing and

leveraging the stores of knowledge in an organization (Laudon & Laudon, 1998).

The challenge of knowledge management is how to generate and leverage collective

knowledge in the firm to create value that leads to competitive advantage (Zhang, 2007).



Knowledge management is about harnessing the intellectual and social capital of

individuals in order to improve organizational learning capabilities (Swan, Newell,

Scarbrough, & Hislop, 1999).

Knowledge management is a systematic approach to managing and leveraging an

organization’s knowledge assets, which may include knowledge of the organization’s

customers, products, market, processes, finances, and personal services (Cope, Cope, &

Hotard, 2006).

Knowledge management refers to the developing body of methods, tools, techniques,

and values through which organizations can acquire, develop, measure, distribute, and provide

a return on their intellectual assets (van Donk & Riezebos, 2005).

Knowledge management is a disciplined, holistic approach to using expertise effectively

for competitive advantage (Arkell, 2007).

Knowledge management deals with the organizational optimization of knowledge

through the use of various technologies, tools, and processes to achieve set goals (Kamara,

Anumba, Carrillo, & Bouchlaghem, 2003).

4.2. Knowledge Management System

The issue of knowledge management systems has probably always been the most

discussed and debated topic within knowledge management (KM). Even though knowledge

management systems are not the most important part of KM (with some arguing that they are

not even absolutely necessary), this is still the subject that generates most interest.

There are several definitions of KMS. Knowledge management systems are tools to

effect the management of knowledge and are manifest in a variety of implementations

(Davenport et al., 1998) including document repositories, expertise databases, discussion lists,

and context-specific retrieval systems incorporating collaborative filtering technologies.

According to Alavi and Leidner (2001), “KMS refers to a class of information systems

applied to managing organizational knowledge”.

They are IT-based systems developed to support and enhance the organizational

processes of knowledge creation, storage, transfer and application. “Knowledge management

system is also considered as a system for managing knowledge in organizations, supporting

creation, capture, storage and dissemination of expertise and knowledge” (Wikipedia, 2007).

It enables employees to have access to the organization’s knowledge of facts, sources of

information, and solutions. Then, they can use that knowledge in the context of their own

roles. KMS offers organizations the ability to be flexible and response more quickly to

changing market conditions, the ability to be more innovative, as well as improving decision-

making and productivity (Alavi and Leidner, 2002).



Knowledge management (KM) is the process of creating, sharing, using and managing

the knowledge and information of an organization (Girard, John P.; Girard, JoAnn L. (2015).

"Defining knowledge management: Toward an applied compendium"). It refers to a

multidisciplinary approach to achieving organizational objectives by making the best use of

knowledge (University of North Carolina at Chapel Hill. Archived from the original on

March 19, 2007. Retrieved 11 September 2014. ).

4.3. Knowledge Management Process

The processes of knowledge management include knowledge identification, creation,

acquisition, transfer, sharing, and exploitation (Abdul Rahman, Yahya, Beravi, & Wah, 2008).

4.3.1. Overview

It is essential to manage the created knowledge within the organization to benefit from

it. The interviewees recalled only four processes of managing knowledge: capturing,

updating, archiving and sharing:

- Capturing: Respondents used the term «capturing» to describe the collection of

knowledge during and after project completion from external and internal sources.

- Updating: The term «updating» was used by interviewees to describe the process of

enhancing and developing knowledge located in the organization.

- Archiving: This is the process of knowledge storing, according to the majority of the

respondents. The storage of knowledge in different project phases is an archive of the project

events, and if it is made complete and structured in the company server in an easy and

accessible way, it can present a real archive of the project.

- Sharing: This was cited by respondents as the process of transferring knowledge

between project members and also between projects. Most of the interviewee respondents

stated that we share knowledge during our technical review meetings and through the

subject’s workshop meetings; during those meetings we exchange new ideas on how to

resolve a technical problem.

In the literature, the KM process is characterized by highly detailed and complex

studies. The author found in the literature many other processes of KM not recognized by

respondents, such as identification, storage, mapping, dissemination, embedding,

producing, driving, understanding and measuring, leveraging…

Some of the emerged processes overlap with the cited process. Certainly there is a gap

in the understanding and application of KM processes, but this gap cannot be evaluated at the

present stage due to the preliminary character of the research phase.



Given the wide range of terms used in the literature, the author will use during this

phase five hybrid subcategories of KM processes, which are: creation, capturing, sharing,

saving and dissemination.

These subcategories were fixed after comparing the KM processes found in the data and

the literature. The researcher saw that they are the main and broadest processes to elaborate in

this initial phase.

- Creation: This is concerned with adding value to previous knowledge through

innovation, particularly in developing new skills and competencies of employees (Hussain &

Lucas, 2004), who discuss KM as a process that helps organizations identify, select, organize,

disseminate and transfer knowledge. The main focus for creating knowledge was related to

researching new ideas and products from external sources. In terms of creating knowledge, it

may be created in a purposeful manner such as through R&D or much more serendipitously

through the problem-solving process on a construction project as noted by Kazi, Koivuniemi,

& Moksen (2005).

- Capture: Capturing Created knowledge is the first essential process of KM. This

process was judged as not effectively implemented, and according to several interviewees,

knowledge is not captured from individuals.

- Saving: Saving can include updating old knowledge and archiving new knowledge).

This procedure is not implemented in several Libyan organizations according to interviewees.

Knowledge is not updated and archived.

- Dissemination: While sharing, transfer and dissemination seem to have the same

meaning; they are different depending on the two sides participating in this process. After

conducting an in-depth literature review, the author selected and adopted the definition that

makes sharing a process more related to the interaction

Between individuals; transfer is more related to exchange between groups (project

teams, sub teams), while the dissemination terminology comprises both the sharing and

transfer of knowledge. According to the interviewees» outcomes, in this case, more

specifically, the project managers» knowledge transfer within the company organization is

very weak. One of the respondents stated that «it’s quite rarely that we meet with other project

teams and project managers and discuss critical issues, as it’s not a habit that other project

managers attend review meetings related to a specific project. This is the situation we have

and in my view it’s not supporting the share and transfer of knowledge within our company».

It seems that there is a sort of commitment issue related to knowledge sharing at the

individual level.

One of the respondents said: «I am not prepared to share my acquired knowledge in the

best practices with other members of the project team; it’s a result of my personal

accumulated experience, which is the result of years of efforts spent on self-development».



Individual sharing constraints within project teams, including project managers and

their teams, will be discussed with further consideration as the research proceeds, to evaluate

the gap and identify causal conditions of this issue.

4.3.2. Organizational Culture and Knowledge management process:

The importance of a knowledge sharing culture as an enabler for the transfer and

creation of knowledge is directly addressed by such authors as Bukowitz & Williams (1999),

Davenport and Prusak (2000), and Gamble and Blackwell (2001). In order to make

knowledge management initiatives work in practice, the employees within the firm must be

willing to share their knowledge with others. Leaders must understand the culture both on an

organizational and community level. While culture often exists on an organizational level,

each community may have its own norms, perspectives, and collective understandings. Their

willingness to share and to seek knowledge will be influenced by these collective views.

One major influence to a culture's knowledge sharing willingness is the issue of

reciprocity (Davenport & Prusak 2000). This refers to the individual's need to perceive a

current or future return on the knowledge he chooses to share. This could be in the form of

direct compensation of some kind; it could be something intangible like enhancing the

individual's reputation; but it can also be the knowledge that the favor will be returned the

next time he requires assistance.

Finally, internal competition is yet another aspect of organizational culture that may

interfere with the knowledge sharing and knowledge creation process.

4.3.3. Knowledge Management Models

There are many models of knowledge management in the world that many researchers

have proposed. Each model has persuasive arguments on which to base the construction.

Within the scope of this study, the author would like to point out three commonly used and

widely known models

4.3.3.1. The KM Process Framework by Bukowitz and Williams (1999)

B&W KM Framework

This KM model depicts the process that defines the strategy for management to build,

divest, and enhance knowledge assets. It is a model that emphasizes the "why" and "when"

aspects. The strengths of this model rest on its strategic focus, which essentially puts

knowledge management action into context. It is also worth noting that the notion of

"divestment" is included - something which is often missing from KM models.

KM initiatives are the result of the response to tactical and strategic changes and needs.

The model provides a great overview of the strategy behind KM but it does not include any

deeper insight into what initiatives are suitable in a given instance.



Figure 2: B&W KM Framework process

4.3.3.2. The KM Matrix by Gamble and Blackwell (2001)

The KM Matrix

This KM model presents a general theoretical framework, as well as specific guidelines

for implementation.

The KM process is split into four stages. First management must locate the sources of

knowledge. Then they must organize this knowledge so as to assess the firm's strengths and

weaknesses and determine its relevance and reusability. This is followed by socialization,

where various techniques are used to help share and disseminate it to whomever needs it in

the organization. Finally, the knowledge is internalized through use.

As all sequential models, the steps are not to be taken literally, but they do provide an

excellent overview of the role of the KM manager. However, one limitation of this model is

its focus. First of all, the overall strategic role outline by Bukowitz and Williams is not

included. Secondly, KM's role here is limited to knowledge sharing, omitting the processes of

knowledge acquisition/creation and divestment. This is a perfectly legitimate approach to KM

where the focus is on the sharing and retrieval of existing knowledge, but it does not fulfill the

scope of the knowledge management definition outlined on this site.



Figure 3: Knowledge Management Matrix

4.3.3.3. The Knowledge Management Process Model by Botha et al (2008)

The Knowledge Management Process Model

This model attempts to offer a more realistic overview of the KM process. The three

broad categories overlap and interact with one another. Like Gamble & Blackwell, the focus

is on managerial initiatives. Here too the strategic focus (the "when" and the "why" as

opposed to the "what") is omitted. It is noteworthy that this model does include the creation of

new knowledge as a specific KM initiative.

The model further shows which of the three categories are more people oriented and

which are more technology focused. Whether or not knowledge sharing should be largely

technology focused is certainly debatable and it is something that I will address in future

sections. However, for better or for worse, this is largely how organizations tend to approach

the issue i.e. as a technological rather than organizational and social challenge.

We have now looked at three models that take very different approaches to KM. There

is one other important aspect relating to KM that has not been directly dealt with by these

models. To referring and choosing dependent upon data and information management, but is

paramount for future KM initiatives.

Based on these models, as well as on the topics discussed, on of version of an integrated

knowledge management model.



Figure 4: integrated knowledge management model

Choosing the model:

From each model analysis, the last model which focus on the IT managerial initiatives.

It is very useful for nowaday IT projects in Vietnam. Because it is an integrated knowledge

management model, therefore it is not dependent on the subjective will of each participant.

The knowledge will automatically be collected and filtered for storage and sharing. This will

not affect the mentality of programmers when they have the unwillingness to share their

knowledge or experience with other colleagues.

4.4. Knowledge management in project

Knowledge is the most important resource needed for project management. The aim of

this article is to present a full, consistent model of project knowledge management. There are

two basic types of project knowledge: micro-knowledge, needed for performing a single task

(or its part), and macro-knowledge (in other words, all the knowledge possessed by people

from a given organizational level). Project knowledge is managed at four distinct levels:

individual, project, organization, and global. The article describes the micro-knowledge life

cycle and macro-knowledge life cycles from each organizational level, as well as the

processes of vertical knowledge flow between organizational levels. Proper knowledge is a

basic prerequisite for effective project management.

According to Sankarasubramanian (2009), all projects have one thing in common—

knowledge. The Japanese project management standard recognizes knowledge and experience

as the main sources of project value (Project Management Association of Japan [PMAJ], 2005

a, p. 86). Projects may be seen as knowledge management processes (Sauer & Reich, 2009).

Project knowledge management, especially in complex projects, is one of the main success



factors in project management; lack of project knowledge management is one of the main

reasons for project failure (Desouza & Evaristo, 2004). Knowledge about project

management, explicit as well as tacit, plays a decisive role in understanding this discipline

(Morris, 2004).

Systematizing the area of project knowledge management is the main goal of this

article. This area, which developed in parallel to other areas of knowledge in project

management like risk management, quality management, or communication management, has

up until now not been as systematized as those areas, which are described in detail in A Guide

to the Project Management Body of Knowledge (PMBOK® Guide). The relatively short period

in which practitioners and researchers have been interested in project knowledge management

is probably the main reason for this situation. The first papers about project knowledge

management date back to 1987 (Boddie, 1987; Gulliver, 1987) and have attracted the

attention of practitioners and researchers since that time. Many articles, some books (Love,

Fong, & Irani, 2005; Milton, 2005; Sense, 2007a), and special issues of professional journals

devoted to project knowledge management (DeFillippi, 2001; Lampel, Scarbrough, &

Macmillan, 2008; Love et al., 2005; Reifer, 2002; Susman & Majchrzak, 2003; Sydow,

Lindqvist, & DeFillippi, 2004) have been published. Project knowledge has been collected in

bodies of knowledge (e.g., Association for Project Management [APM], 2006; Project

Management Institute [PMI], 2008a), standards (e.g., International Organization for

Standardization [ISO], 2003), competency standards (e.g., International Project Management

Association [IPMA], 2006), methodologies (e.g., Office of Government Commerce [OGC],

2005; PMAJ, 2005a, 2005b), and maturity models (e.g., PMI, 2008b; Software Engineering

Institute [SEI], 2006).

General classification of knowledge management perspectives and definitions is valid

and important for project knowledge management and processes from this area. For example,

papers by Prencipe and Tell (2001); Smith (2001); Boh (2007); Tan, Carrillo, Anumba,

Bouchlaghem, Kamara, and Udeaja (2007); Blessing, Goerk, and Bach (2001); Schindler and

Eppler (2003); Kotnour (2000); Enberg, Lindkvist, and Tell (2006); Jackson and Klobas

(2008); Sense (2005); Söderlund (2004); and Whyte, Ewenstein, Hales, and Tidd (2008)

describe processes performed in projects on knowledge needed to perform a single activity, or

needed for solving a single problem or a component part of one. In the field of project

knowledge management, there are also other types of processes that pertain to all the

knowledge possessed by people from different organizational levels (i.e., their knowledge

assets). Processes pertaining to a project team’s knowledge assets are described by, among

others, Kotnour (1999); Cuel and Manfredi (2006); Kasvi, Vartiainen, and Hailikari (2003);

Bower and Walker (2007); Blessing et al. (2001); K. G. Cooper, Lyneis, and Bryant (2002);

Levin and Rad (2007); Hanisch, Lindner, Muller, and Wald (2008); and Reich, Gemino, and

Sauer (2008). Other project knowledge management processes are performed at the level of

the organization that carries out the projects. Processes from this level are described by,



among others, Kivrak, Arslan, Dikmen, and Birgonul (2008); Disterer (2002); Keegan and

Turner (2001); Arthur, DeFillippi, and Jones (2001); Prencipe and Tell (2001); Suikki,

Tromstedt, and Haapasalo (2006); Boh (2007); Prencipe, Brady, Marshall, and Tell (2005);

Kotnour and Landaeta (2002); Love et al. (2005); Liebovitz (2005); Hill (2003); Levin and

Rad (2007); Brady and Davies (2004); van Donk and Riezebos (2004); and Lesseure and

Brookes (2004). Project knowledge is managed at the global level, too-the preparation and

existence of global sources of knowledge are evidence of this. Vertical knowledge flow-

processes of transferring knowledge between different management levels-represents yet

another type of project knowledge management process. A relatively low number of

publications are devoted to these types of processes, and papers by Walta (1995); Garcia

(2005); Snider and Nissen (2003); Nissen and Snider (2002); Ahlemann, Teuteberg, and

Vogelsang (2009); Ramaprasad and Prakash (2003); and Gann and Salter (2000) may be

mentioned here.

Processes of all these types belong to one discipline: project knowledge management.

The development of project knowledge can encounter obstacles. None of the available

publications systematizes the field of project knowledge management in a way analogous to

systematizing other areas of project knowledge in the bodies of knowledge and standards. The

lack of a systematic review of the state of research is considered to be one of the main

obstacles to the development of project knowledge management (Hanisch et al., 2008).

Inconsistencies in its literature are to be noted; development of work on project knowledge

management is not carried out in any systematic way.

The existence of many perspectives, processes, and types of processes in a given area

makes it natural to aim to systematize that area in order to build a consistent whole. The vast

range of reasons for and goals of project knowledge management, combined with the existing

evidence for the influence of project knowledge management on project success (Cope et al.,

2006; Karlsen & Gottschalk, 2004; Kotnour, 2000; Landaeta, 2008; Liebovitz & Megbolugbe,

2003; Mohrman, Finegold, & Mohrman, 2003; Newell & Edelman, 2008), constitute the

rationale for systematizing the current output of project knowledge management research and

practice.

The definitions and general project management processes cited in the previous section

show that there is a dimension of knowledge that we will call scale, and there are two main

values in this dimension.

4.5. Knowledge management process in IT Project

Knowledge management's role in software engineering in software development,

different approaches have been proposed to reduce project costs, shorten schedules, and

increase quality. These approaches address factors such as process improvement, introducing

new technologies, and improving people’s performance (“people ware”). Knowledge

management addresses mainly people ware. Because software development is a human and



knowledge-intensive creative activity, knowledge management acknowledges the importance

of individuals having access to the correct information and knowledge when they need to

complete a task or make a decision. KM does not ignore the value or need to address other

software development aspects, such as process and technology, nor does it seek to replace

them. Instead, it works toward software process improvement by explicitly and systematically

addressing the management of organizational knowledge, such as its acquisition, storage,

organization, evolution, and effective access. Other software process improvement

approaches, such as the Capability Maturity Model, might suggest that knowledge should be

managed but do not explicitly state what knowledge needs to be managed and how, when,

where, or by and for whom. Knowledge management ties together daily production activities,

improvement initiatives, and business goals, thereby supporting the establishment of a

learning organization. Organizations can view knowledge management as a risk prevention

and mitigation strategy, because it explicitly addresses risks that are too often ignored, such as

Loss of knowledge due to attrition Lack of knowledge and an overly long time to

acquire it due to steep learning curves People repeating mistakes and performing rework

because they forgot what they learned from previous projects Individuals who own key

knowledge becoming unavailable

Software engineering involves several knowledge types—technical, managerial,

domain, corporate, product, and project knowledge. Knowledge can be transferred through

formal training or through learning by doing. Formal training is often time con summing and

expensive, and if done externally does not cover local knowledge. Learning by doing can be

risky because people continue to make mistakes until they get it right. Knowledge

management does not replace organized training, but supports it. Documented knowledge can

provide the basis for internal training courses based on knowledge packaged as training

material. However, knowledge management mainly supports learning by doing. It provides

knowledge or pointers to people who have the knowledge, when and where it is needed.

Knowledge management does not come for free; it requires effort and resources. In

knowledge management systems that organizations have implemented so far (see the

Experience Factory sidebar and this issue’s feature articles), people other than developers

often perform knowledge management activities (such as a chief knowledge officer and his

staff, an Experience Factory group, or a software process improvement group). This supports

developers in their daily work instead of loading them with extra effort. Software

engineering’s core task is developing software. Documents (such as contracts, project plans,

and requirements and design specifications) are also produced during software development.

These documents capture knowledge that emerged from solving the project’s problems. Team

members can then reuse this knowledge for subsequent projects, for example, by analyzing

accepted solutions to different problems. If individuals own knowledge that is not explicitly

captured, the organization can leverage that knowledge only if it can identify and access these

individuals. Organizations wishing to improve a team’s software engineering capabilities can



conduct the task of ensuring that knowledge gained during the project is not lost. They can

conduct this task during the project and shortly after they complete it. It addresses both

acquiring knowledge that was not documented as part of the core activities and analyzing

documents to create new knowledge. Included in this task are all forms of lessons learned and

postmortem analyses that identify what went right or wrong regarding both the software

product and process. These activities also include project data analyses, such as comparisons

of estimated and actual costs and effort, planned and actual calendar time, or analysis of

change history to reflect project events. These tasks collect and create knowledge about a

particular project; any organization can perform them. Although these activities’ results are

useful by themselves, they can also be the basis for further knowledge creation and learning.

They can be stored in repositories and experience bases. At a higher level, organizations and

industries must analyze multiple past projects to improve their software developing abilities.

This requires extensive knowledge based on many different software development

experiences, as well as insights into analysis and synthesis of new knowledge. Patterns,

heuristics, best practices, estimation models, and industry-wide standards and

recommendations are examples of outcomes from these knowledge-processing activities. We

group knowledge management activities that support software development into three

categories: by the purpose of their outputs (supporting core SE activities, project

improvement, or organizational improvement), the scope of their inputs (documents or data

from one or multiple projects), and the effort level required to process inputs to serve SE

needs. We use this classification to describe how both existing and new sums that the

activities of the Experience Factory and those of the Project Organization are integrated. That

is, the activities by which the Experience Factory extracts experience and then provides it to

projects are well integrated into the activities by which the Project Organization performs its

function. Figure A represents this interaction and exchange of experience. Making experience

available and usable is crucial but is not the essence of an EFO. “Experience” in an

Experience Factory is not only the raw information reported directly from projects. It also

includes the valuable results of the analysis and synthesis of that local experience, such as

“new” knowledge generated from experience. But the new knowledge is based on applying

previous experience on real projects, not on analysis in a vacuum. Thus, an EFO must

Package experience by analyzing, synthesizing, and evaluating raw experience and

build models that represent abstractions of that experience

Maintain an experience base or repository of data, experience, models, and other forms

of knowledge and experience Support projects in identifying and using the appropriate

experiences for the situation

In IT Project, there are much knowledge, from very small size or small part to very big

size and complex part. We can divide them in to two groups of knowledge are micro–

knowledge and Macro–knowledge



Micro-knowledge

Micro-knowledge is a piece of knowledge needed to perform one task (or its part) or to solve

a problem (or its part). A record of price list, the name of a person who may perform some

task, or the way of fixing software bugs of particular types are examples of such knowledge.

Macro-knowledge

Macro-knowledge is the total knowledge possessed by a given person. Training of a single

team member in order to supply him or her with the general knowledge needed to participate

in IT project execution is an example of a process performed on all the knowledge possessed

by one person. Completing a project team with sufficient knowledge to perform a project is an

example of a project knowledge management process performed at the project level (dealing

with all project team knowledge). Implementing a knowledge management system in project

an organization deals with all of the knowledge of the organization as a whole. There are four

sub values to project macro-knowledge:

- Individual macro-knowledge (knowledge possessed by one team member),

- Project team macro-knowledge (knowledge possessed by the project team),

- Organizational macro-knowledge (knowledge possessed by the organization),

- Global macro-knowledge (knowledge possessed by the whole global community of

project managers).

Micro-Knowledge Management process:

Identifying Needed Knowledge

Knowledge identification (Dickinson, 2000) is a process that targets the precise

specification of a needed micro-knowledge. For example, to perform the task of building the

foundation of software, you need knowledge about programming environment, coder

productivity, and the technology applying. The characteristics of micro-knowledge needed to

perform a task (solve a problem) determine the results of this process. The knowledge itself is

not the result of this process.

Knowledge Acquisition

Knowledge acquisition (Dickinson, 2000; King, Chung, & Haney, 2008; Rus &

Lindvall, 2002; Tiwana, 2000) means getting knowledge from outside the team performing

the task. According to a classification of ways of learning (Carbonell, Michalski, & Mitchell,

1983), the strategy of direct knowledge absorption or learning by instruction is applied in this

process. The knowledge may be acquired from the organization’s own knowledge repository,

may be transferred directly from people with the needed knowledge, or it may be acquired

according to the requirements of the particular task from an environment outside the

organization (e.g., from a global norm or standard). In order to use this knowledge, the micro-

knowledge must be subject to the process of internalization (Nonaka & Takeuchi, 1995); the



subject willing to use the knowledge must also learn it, and then incorporate it into his or her

own structure of concepts. In everyday jargon, this process is called “understanding”

something.

Knowledge Creation

Knowledge acquired from outside the project team is often not sufficient to perform a

planned task or solve an emerging problem. The knowledge may be too general or it may be

sufficiently detailed but relates to a case similar, yet not identical, to the one at hand, to which

it should be applied. In such cases, new knowledge is created (Alavi & Leidner, 2001;

Davenport & Prusak, 1998; King et al., 2008; Rus & Lindvall, 2002; Snider & Nissen, 2003;

Ward & Aurum, 2004). Knowledge creation is a process of developing new micro-knowledge

or replacing the current content of knowledge with new content (Alavi & Leidner, 2001).

Knowledge creation is performed on the basis of existing knowledge possessed by a subject

and the knowledge acquired from outside sources for the needs of performing a given task.

There are some well-defined ways for knowledge creation.

Knowledge combination (Nonaka & Takeuchi, 1995) is its grouping, new classification,

summarization, aggregation, or similar techniques. The preparation of periodical project

reports may serve as an example of knowledge combination. Replacing the content of micro-

knowledge with new content that allows for more efficient task execution or more effective

problem solving (or its categories) is called “creating knowledge by evolution” (King et al.,

2008; Snider & Nissen, 2003). An example of knowledge evolution is the creation of new

technologies applied to the production of analogous products (integrated circuits, aircrafts, or

agricultural products). Knowledge adoption (Ward & Aurum, 2004) corresponds to the

strategy of learning by analogy (Carbonell et al., 1983). Knowledge created when performing

a given task or solving a given problem may be, after carrying out the necessary

transformations, applied to the performance of an analogous task or the solution of an

analogous problem. For example, knowledge created while constructing a bridge may be used

in the construction of another bridge. The ways of reacting to risk that are applied in one

project may be applied, after some modification, in another project or to similar risks in the

same project.

Knowledge Application

Knowledge application is the main process of the micro-knowledge life cycle. This is

the process in which the knowledge is directly applied to task performance or problem

solving. Knowledge may be possessed and applied by individuals or by whole teams (Ajmal

& Koskinen, 2008; Chen, 2005) but in each event for the needs of the project as a whole.

Companies benefit not from the existence of knowledge but from its proper application (Alavi

& Leidner, 2001). Organizational routines, direct guidelines and instructions, and self-

organizing teams constitute the main mechanisms that guarantee the integration of knowledge

with work that is performed; in other words, its application (Grant, 1996). Knowledge



application may take on different forms, such as its elaboration (when knowledge requires a

different interpretation than in the original situation), infusion (finding underlying issues), or

thoroughness (when different people or teams develop different understanding) (King et al.,

2008).

Knowledge is an immaterial resource, which, in contrast to material resources, may be

used for many tasks without it being lost. Passing on knowledge is a process that increases

organizational capabilities without reducing the possibilities for its application in the original

location. Occurrence of identical or analogous situations during the performance of identical

or analogous processes and projects is the rationale for passing on knowledge. There are two

main ways to pass on knowledge: transfer and sharing.

Knowledge Transfer

Knowledge transfer is an act of communication between two specific subjects: the

sender and the receiver. The roles of the sender and the receiver may be played by individuals

as well as teams of people (Alavi & Leidner, 2001). Socialization (i.e., knowledge transfer by

direct contact with people possessing knowledge), through observing people and watching

their behavior, constitutes a specific form of knowledge transfer (Nonaka & Takeuchi, 1995).

Implicit knowledge relates mainly to knowledge socialization and is applied without any

permanent medium (documentation). Codified knowledge (e.g., project reports) as well as no

codified knowledge may be transferred. For transfer of no codified knowledge, its prior

identification is not necessary, and a person with micro-knowledge may not be aware of

possessing it (Nonaka & Takeuchi, 1995).

Identification and Documentation of Created Knowledge

Each micro-knowledge element may be documented on external media (Bower &

Walker, 2007; Damm & Schindler, 2002; Kasvi et al., 2003; Prencipe & Tell, 2001). The first

step in documentation is identification of a micro-knowledge element—a person performing a

task or solving a problem must be conscious that a new piece of knowledge has been created

or that existing knowledge has been modified (Ward & Aurum, 2004). The important part of

the identification process is defining the name of the knowledge unit. Documented knowledge

may be subject to transfer, especially within the project team that produced the knowledge. In

order to document the piece of knowledge, one has to state that new knowledge has been

created. A person who is conscious of having created new knowledge may externalize this

knowledge (Nonaka & Takeuchi, 1995). The process of externalization causes knowledge to

be shared with other people or teams. Externalization is the process of moving knowledge to a

medium independent of its original possessor. The medium may be more (knowledge

documentation) or less (oral statement) permanent. Knowledge identification and

documentation may be results of knowledge review (Boddie, 1987; Gulliver, 1987; Smith,

2001). Knowledge is documented after and not before its application because its application

serves as a kind of validation for it: successful application is a prerequisite for its application



by people and teams other than its creator(s). Knowledge identification and documentation are

the first steps in project knowledge review.

Knowledge Sharing

Knowledge sharing (Alavi & Leidner, 2001; Davenport & Prusak, 1998; Dickinson,

2000; King et al., 2008; Rus & Lindvall, 2002; Snider & Nissen, 2003; Tiwana, 2000; Ward

& Aurum, 2004) along with knowledge transfer is another type of knowledge passing.

Documented knowledge may be used by the author of the documentation or may be submitted

to the organizational repository. Sharing knowledge from the person who created the

knowledge is not oriented toward a particular recipient; each worker in the organization (to

the extent his or her security system privileges permit) may have access to the repository.

Knowledge sharing consists of stating that some earlier documented knowledge may be useful

to the organization and placing it in a knowledge repository. Placing acquired and

documented experiences into an organizational repository may serve as an example of

knowledge sharing (King et al., 2008).

Externalization is necessary for knowledge sharing. Externalization is sometimes called

knowledge formalization (Nissen, Kamel, & Segupta, 2000), because knowledge outside of

the person who created it must have a well-defined form and structure. Formalization may be

called “codification” (Davenport & Prusak, 1998).

Formalized knowledge is organized (Rus & Lindvall, 2002; Snider & Nissen, 2003;

Ward & Aurum, 2004). Knowledge organization is the creation of a structure for knowledge

repositories that enables efficient access to micro-knowledge that is needed in particular

defined situations. Knowledge is properly classified within the process of organization; for

example, by assigning keywords or classificatory categories to them. Micro-knowledge

elements prepared in this way may finally be stored in the organizational repository for the

purpose of their later use.

External Knowledge Acquisition

Knowledge may be put into an organizational repository not only for the purpose of

solving a particular problem. Many organizations have organizational units or teams for the

purpose of acquiring knowledge from external sources, with the goal of increasing general

organizational capabilities or for the needs of specific projects. Knowledge for a project may

also be acquired from outside an organization on its own.

Knowledge management is not a purely managerial activity because it may be

performed by all project team members and not only by the management team. Each team

member, especially in a project that makes intensive use of knowledge, can and should take

part in the creation, storage, and distribution of knowledge (Damm & Schindler, 2002).

The above-presented processes make up the micro-knowledge management process—a

set of processes performed on micro-knowledge, ranging from identification of the need for



its existence to its storing in the knowledge repository. The micro-cycle is performed at four

management levels: individual, project, organization, and global. For example, the

identification of needed micro-knowledge may take place at the project level, its creation at

the individual level, and it's sharing at the organization level and, in some cases, at the global

level. Processes of project micro-knowledge performed at particular organizational levels are

described in the paragraphs that follow.

Processes directly oriented toward increasing knowledge—its acquisition (including

transfer and acquisition from external sources) and creation—are called learning processes.

For the sake of simplicity, the processes for identifying needed knowledge and creating

it will be called knowledge-generation processes; processes of knowledge acquisition

(internal and external), transfer, identification, and documentation of created knowledge and

knowledge sharing will be called knowledge distribution processes. The last group of

processes consists of one process—knowledge application. IT Micro-knowledge

management process diagram: (By Gasik, Stanislaw 2011)

Figure 5: Micro-knowledge management process diagram

Macro-Knowledge management process:

Each scale of macro-knowledge has its own specific process, which is fully performed

inside a single subject possessing project knowledge. The temporal extent of each macro-

knowledge process covers the whole period of the particular subject’s existence: participation

of a team member in the work of a particular project, the period during which the project

exists, the period during which the organization exists, and—at the global level—the

existence of the profession of project management. The goal of the macro-knowledge life



cycle is to extend a subject’s capabilities of participation as a whole in effective project

execution. Processes performed at particular levels do not have to provide results at the same

levels. For example, project reviews performed at the project level increase not only the

capabilities of the projects that perform these reviews, but also the capabilities of the whole

organization. The influence of the macro-knowledge life cycle may be indirect, which is the

case with the global macro-knowledge life cycle that has no direct influence on any particular

project but whose ultimate aim is to increase global project knowledge in order to execute

projects more effectively. (Follow PMI, the macro-knowledge management process as the

figure below)

Figure 6: macro-knowledge management process



CHAPTER 3: CURRENT VIETNAM’S IT PROJECT

1. ICT Sector in the Context of Vietnam Economy

1.1. Operational Environment

Role of IT Industry and Policy Framework In the context of an increasingly global

world, the emergence of a knowledge-based economy challenges developing countries to

adjust. Comparative advantage of nations is now expressed as the ability to acquire, organize

and disseminate information through digital technologies and communication networks. For

developing countries, the challenge of a knowledge-based economy is not the scarcity of

knowledge, but inadequacies in diffusing and using it. To remain competitive this requires an

adaptable workforce that is receptive to innovation and change. Countries with widespread

access to telecommunication networks, the existence of an educated workforce and the

institutional capacity to promote knowledge creation and dissemination will thrive in the new

economy. Against this background, Vietnam has a significant disadvantage. In order to

integrate into the global economy, development of the information technology sector has been

given the highest priority by the Vietnamese

Government over the next decade, ICT plays following important roles: as an enabler,

as an economic sector and as part of the infrastructure of the national economy. Firstly, ICT is

considered as one of the most important driving forces for economic development and social

advancement. It is seen as one of the quickest ways to achieve national industrialization and

modernization goals, and provide an important contribution to national security (The

Directive 58/CT-TW). Secondly, as an economic sector, the envelopment of ICT makes an

important contribution to economic growth, helps other sectors develop, and enhances

technology’s capacity in industrialization and modernization nationally. Investment in ICT

infrastructure is made at all levels and brings long-term benefits to the entire society.

Furthermore, the ICT strategy states that “Based on ICT as a key element, Vietnam will

quickly transform its socio-economic structure to become an advanced country in terms of a

knowledge-based economy and information society, and greatly contribute to the success of

country’s industrialization and modernization process” (Decision 246/2005/QD-TTg).

Master plans, strategies, programs, plans of Vietnam ICT included:

- National master plan on development of the electronics industry of Viet Nam to 2010,

a vision toward 2020 (Prime Minister’s Decision No. 75/2007/QD-TTg dated May 28th,

2007).

- National strategy on development of information and communication technology of

Viet Nam to 2010 and orientations toward 2020 (Prime Minister’s Decision No.

246/2005/QD-TTg dated Oct 6th, 2005).

Projects in ICT in Vietnam:



- National strategy on “Transforming Viet Nam into an advanced ICT country” (Prime

Minister’s Decision No. 1755/QD-TTg dated Sep 22nd, 2010).

- Project “Supporting enterprises implementing CMMi”, implementing agency:

Ministry of Information and Communications.

- Project “Organizing short courses for enterprises”, implementing agency: Ministry of

Communications; implementation duration: 2011-2013.

- Project on improvement of computer usage and public Internet access ability in Viet

Nam (BMGF). Implementing agency: Ministry of Information and Communications,

implementation duration: 2011-2016.

Given the important role of IT sector in country development, the Vietnamese

government has made significant efforts to support the sector. A strategy for IT development

has been introduced since 2000. The Directive 58 has been promulgated by government to

guide the establishment of an inter-ministerial IT Steering Committee in developing a

National IT Master Plan for the whole country. Contents of the plan address the need to

dramatically expand its national information infrastructure, strengthen the capacity of its

human resources base, and liberalize the legal and regulatory environment to encourage

foreign investment and growth of the IT sector. Series of government decisions have

subsequently been enacted to guide the implementation of Directive 58. These include:

- Resolution 36a/NQ-CP in e-Government, issued by the government on 14 October

2015, focuses on building and developing the Vietnamese e-Government.

- Plan under the Dicision of the Prime minister number 1819/QD-TTg, issued on 26

October 2015 approved the 2016-2020 ICT plans for Vietnam national Information

application in government agencies

Under the legal document, Major Directions/Solutions to achieve the vision and

objectives outlined above, the ICT Strategy identified nine major solutions:

- Improving awareness on the role and position of ICT in all economic sectors, security

and defense and enhancing ICT usage capability via communications, popularization of basic

ICT knowledge on the Internet and mass media.

- Enhancing the capability of ICT application and development by promulgating

investment policy and incentive policies to encourage and support enterprises to increase

investment in ICT application and production.

- Enhancing capability and effectiveness of state management on ICT at central and

local levels.

- Mobilizing capital to implement the strategy by seeking ODA and attracting FDI.



- Developing human resources for ICT through compiling new curriculum on ICT

training and increasing use of ICT fields of study.

- Developing the R&D system by enhancing R&D capacity of ICT institutions. Policies

to hire ICT scientists and to provide special incentives to foreign companies to establish ICT

research centers in Vietnam.

- Completing the legal environment to support development and application of ICT.

- Enhancing local and international cooperation and linkage.

- Developing the ICT market by creating favorable conditions for all economic sectors

to participate in provision of telecom and Internet services. Amongst the solutions,

development of ICT human resources is crucial. Vietnam must ensure quality,

synchronization, and adopt a mechanism to rapidly increase the qualified labor force, and

enhancement of national ICT capability.

Software Industry in Focus

In the IT sector, the software industry has had special attention from government. The

government has set the goal of “developing the software industry as an economic sector with

high growth rate to spearhead the contribution towards modernization and sustained socio-

economic development and to enhance state management capacity and national security”

(Decree 07/2000/NQ-CP). Many policies to stimulate industry development have been

adopted. For instance, software businesses are exempted from corporate income tax for the

first 4 years after generating income subject to taxation, corporate income tax levied on

businesses operating under foreign investment law is 10% (the average rate among regional

countries is 12%), software products and services are not subject to value-added tax, and

software products are exempted from export tariffs. Policies to stimulate the software industry

development have led to the birth of a large number of new software companies.

1.2. Vietnam ICT Market

In the white book 2014, the IT market of Vietnam as below:

Table 2: Revenue of IT Industry in Vietnam



Table 3: IT Import/Export data

Figure 7: Vietnam Hardware, electronics export by item in 2013

Value of Vietnam ICT market 1 has increased year by year. In 2006, it reached US$

1,015 million, (average of 22.6% over 6 years). This is three times the average growth rate of

the world, in which growth rate of hardware is 15.8% and that of software is 43.9%.



And follow the white book 2014, the result as below:

Table 4: Employee market

IT production and business activities include three types of product manufacturing IT,

IT service provider and IT distribution business Occurs in 40 provinces and cities across the

country. For each field such as manufacturing IT products and providing services IT disperses

evenly across the length of the territory, mostly in the copper zone Equal or regional key

economic areas and less focused on mountainous areas.

Total revenue from product manufacturing and IT services in 2015, it reached

VND1,354,377 billion, of which export turnover accounted for 84.42% State budget reached

nearly 17 trillion. Turnover of business activities, distribution of products And IT services in

2015 also reached 71,525 billion. The country has over 40,000 businesses operating in the

field IT area with over 700,000 employees

Software Industry

The software industry in Vietnam did not begin to take shape until 1990's and followed

the country's economic reform starting in 1987, which resulted in a relatively strong demand

for IT and software products and services. Since then, the industry has grown continuously

with the establishment and rapid increase in numbers of software enterprises. However, the

overall value of this market is still relatively small compared with other regional countries and



to the total Vietnam IT market. Sales of software products account for only 18% of the total

sales of the IT market. Few companies specialize in the manufacture of software products

because of low demand and the inability to produce software packages of high commercial

value.

The software industry was US$ 360 million in 2006, of which US$ 255 million was

derived from the domestic market (71.1%) and US$ 105 million from outsourcing (29.9%).

This was a 44% increase from 2005, brought about by software outsourcing increasing 50%,

domestic software increasing 41.6%. Assuming similar annual increase, it is expected that

revenue of software industry will reach US$ 500 million in 2007. Of the software industry

revenue, ICT training accounted for US$ 15 million and the Digital Content Industry US$ 65

million. In spite of the relatively small size of the industry, it has a very promising future.

Average annual productivity varies from US$ 7,500 to US$ 10,000 per software labor unit for

domestic software enterprises. Productivity, estimated at US$ 11,000 to US$ 15,000 is higher

in enterprises that provide outsourcing for foreign companies. A number of software parks

have been built and operated by municipal authorities and relevant government agencies and

they offer tax holidays and other incentives to software and related service firms. This is a

manifestation of the strong determination to promote software industry development. There

are now around 10 software parks operating at full capacity in terms of equipment and

facilities. The most successful one is the Quang Trung Software Park in HCMC, with 51

companies, of which 11 are foreign-owned companies and 15 others are joint ventures. There

are more than 1500 software engineers working in this software park.

Table 5: List of Software Parks in Vietnam:

Sq. Name of Software Parks in Vietnam

1 Quang Trung Software Park HCMC

2 Saigon Software Park HCMC

3 Ree E-Town HCMC

4 Unisoft HCMC

5 Software zone in Hoa-Lac Hi-Tech Park Hanoi

6 Danang Software Center Da Nang

7 Hanoi Software Center Hanoi

8 Cantho Software Center Can Tho

9 Hue Software Center Hue



10 Haiphong Software Center Hai Phong

1.3. Human Resource Base

Currently the pool of IT university graduates is about 50,000 with about 2,500

graduating each year from Vietnam’s IT university faculties.

In 2007, the government target is 70,000 IT professionals. However, the skills of the

current pool of IT university graduates are not being fully utilized as only about half of them

are working directly in the IT industry.

In 2006, the government commenced implementation of the new law on education.

Under this law, the education system will be reformed and the market mechanism will be

applied in training ICT’s human resources. The establishment of ICT training institutions is

encouraged. The government will create favorable conditions for international universities to

teach ICT in Vietnam, encouraging local and overseas organizations and individuals to deliver

training and education for the ICT labor force.

Table 6: In 2015, the IT labors distributed as below (ICT index 2016 report):



1.4. Characteristics of Vietnam's IT Companies

Follow the white book 2013, software enterprises about 6800, hardware enterprises

about 2500 and digital content enterprises about 4500. The grow speed as in table below:

Table 7: ICT grow speed

Software Companies

The Vietnam software industry is a new economic sector but it has achieved rapid

growth over recent years. Although there are a growing number of IT companies, most of

them are small. The number of registered software businesses is currently around 6800, of



which about 3700 are considered real operating software companies. 82% of these companies

have less than 50 employees and only 18% of companies have more than 100 employees.

Most software companies are joint stock, limited or private companies (86%), while only 8%

are foreign companies (trangvangvietnam.com). On average, software companies have 20

personnel (VNPT statistic 2013). It is estimated that more than 441,000 IT engineers are

working in IT companies and other organizations, of which about 88,000 are working in

software companies

According to VietnamWorks analysis, in the past three years, the number of jobs in the

Information Technology - Software sector has increased by an average of 47% per year.

However, the number of people in this industry only increased at an average of 8%. If the gap

between demand and supply growth continues in the coming years, Vietnam will have an

increasingly shortage of human resources to fill leader of the market.

Specifically, from now until 2020, if we continue to grow at 8%, we will have a

shortfall of around 78,000 IT employees per year, and by 2020 there will be more than

500,000 IT employees, accounting for over 78% However, in order to achieve a job seeker

ratio of 17 job candidates per job (the 2013 rate), we need about 1.2 million jobseekers. By

keeping up with the current level of growth, Vietnam will lack 1 million IT employees by the

end of this year, a huge number of which will require a broadened human development policy.

Immediately.

Overview of the current IT industry in Vietnam

VietnamWorks also said that the number of companies recruited in the IT industry has

increased 69% over 2012. In particular, the number of software companies has increased

124% in just four years. That explains why the number of IT jobs is always increasing, but the

focus is on software.

In addition to its rapid growth, Vietnam's Information Technology market is well known

for its outsourcing services. According to ranking of consulting company Tholons, Ho Chi

Minh City and Hanoi are in the top 20 cities have the best outsourcing services.

In terms of recruiting requirements, TechLooper's data, a career analysis website under

VietnamWorks, shows that .NET, C / C ++, Java, PHP and Web skills are the fastest growing

recruitment needs in which Web and Java are the top two skills being sought now.

Hardware Companies

Currently, there are about 2480 hardware and electronic companies operating in

Vietnam. About more than 20 companies are assembling Vietnamese-brand computers, which

account for about 25 - 30 percent of the market. Many Vietnamese-trademark computers such

as CMC, SingPC, Mekong Green, VINACom, Robo, Thanh giong, etc., have been assembled

and widely distributed on the market. About two million computers have been installed in the

country, and computer sales are growing by about 20 percent per annum. However, most



Vietnamese computer assembly companies do not have an industrial assembly line and work

mostly manually, leading to low productivity and quality. There are 2480 companies

operating in electronic equipment employing about 284,000 employees. However, the

majority of them are manufacturing under license from world-leading electronic corporations.

Some companies have started to produce goods with their own trademark, but they are all

simple ones with little added value. Domestic telecommunication equipment factories have

step-by-step equipped themselves with state-of-the-art assembly lines to produce high-quality

import substitute products. Those factories, although small, have with modern technology,

been able to meet around 30% of domestic demand and export their products. The majority of

products include small and medium-capacity electronic switchboards, end-use equipment,

copper-fiber cables of different types, optic-fiber cables and supplementary parts.

2. Analysis of Vietnam's Information Technology Industry

2.1 Macro-environment of IT Industry: PEST Analysis

The renovation of Vietnam since the year 1986 has resulted in a simultaneous

improvement in many areas and created a favorable environment for the development of all

industries, especially the IT industry. The political environment in Vietnam is stable and

secure. This creates confidence and trust among foreign investors and domestic companies

operating in the industry. Legal framework is in favor of IT industry. A number of policies

and legal documents favoring IT industry development have been produced. These include

encouragement in areas such as human resource development, telecommunication

infrastructure, IT investment and intellectual property rights protection. Tax-free policies for

software companies have also been implemented. However, implementation of these policies

through sub-legal documents remains problematic. At present, the policies are still slowly

disseminated and do not align well with reality. They are non-synchronous and are

inconsistent with each other, resulting in the restriction of the software industry development.

Table 8: PEST Analysis of Vietnam’s IT Industry

Social Technological

- Demographics: young population, eager to

integrate with global economic community

- Educational opportunity: Poor, institutions

not keeping pace with levels of demand nor type

of training demanded at tertiary levels

- Entrepreneurial spirit: High, profitable

sectors see many new entrants

- Educational aptitude: High literacy

- Recent technological developments:

Limited installed technology base

- Rate of technological diffusion: Poor

mechanisms for diffusing technology as

well as information



Political Economic

- Political stability - highly stable

- Legal framework for contract enforcement -

under development

- Intellectual property protection - weakest in the

world

- Taxation - tax incentives favorable for

software companies

- Wage legislation - minimum wage far below the

threshold of sector standards

- Political support of the industry – emerging as a

favored sector

- Economic system - pursuing

integration with global system,

improving

- Government intervention in the free market -

moving away from central planning, improving

- Exchange rate stability - stable

- Efficiency of financial markets - fledgling stock

market

- Infrastructure quality - poor and bandwidth

expensive, but improving

- Skill level of workforce – technically strong,

managerially weak

- Labor costs - low

- Economic growth rate - high

- Unemployment rate and underemployment rate -

high

The recent entry into the WTO brings significant opportunities and big challenges for

the development of the industry. IT companies have to operate in more competitive

environment. The high GDP growth rate (8% per annum), low labor cost and technically

strong labor force create many advantages for IT industry development.

2.2 SWOT Analysis of Vietnam's IT Companies

IT industry development plays a strategic role in accelerating Vietnam’s transition to a

knowledge society and integration into the global economy. Despite the rapid growth in

recent years, Vietnam’s IT industry is still quite young and inexperienced. Although IT

companies have received special attention and support from the government, they have

weaknesses related to technology, R&D capacity, human resources and management.

Increasing competition in both local and international markets will require companies to raise

their competitiveness by enhancing human resource capacity, creating and utilizing new

knowledge more efficiently and effectively. Building organizational capabilities to facilitate a

process of knowledge transfer inside an organization will contribute to increased performance

and competitiveness of firms. Table 3.8 points out strengths, weaknesses of the software

companies and also opportunities and threats that they have to face.



Table 9: SWOT Analysis of Vietnam’s IT Companies

Opportunities

Threats

- Potentially big market with the population of

more than 80 million, particularly the ICT content

and services markets which have yet to be

developed.

- The need for Vietnamese language in these

markets presents domestic IT companies with a

major advantage over foreign competitors.

- Telecommunication is one of the fastest

growing sectors in Vietnam and the South-

East Asia region in the recent year.

Telecommunications networks are also

developing rapidly.

- Big potential market for software companies

due to an increase and a diversification in the use

of IT in various areas, from socio-economic

sectors, government administrations and

businesses to the daily activities of many urban

people.

- The cost for Telecommunications and Internet

Services has dropped in the last few years and it

is now about the same as the average level in the

region.

- Government has a great support for the industry

development.

- Intellectual property rights protection and

enforcement is weak. Vietnamese software

enterprises have a great deal of difficulties

in entering the international market.

- The infrastructure remains weak, thus limiting

the growth of information provision on the

Internet.

- Widespread infringements of software

copyrights restrain the growth of software

companies.

- The general operating environment is not

conducive to sector growth. Vietnam pays

exceptionally high price for bandwidth services,

averaging from 15-100 times prices found

elsewhere, and suffers from a lack of private

venture capital funding sources and market

research into potential target opportunities.

- The enforcement of legal policy remains weak.

Strengths Weaknesses

- Software companies have dynamic and flexible

operations.

- Adequate and supportive infrastructures

(software parks) and preferential regimes for

software companies’ operations.

- Available pool of good workers at low cost for

- Software companies lack human resource, both

in quantity and quality (insufficient management

capacity, and experience).

- Lack of capital investing in basic scientific and

technological research, R& D capacity is limited.

- Most of the software companies are mainly



Strengths Weaknesses

the hardware industry.

sharing of information intra- and inter companies.

small sized and have limited resources.

- Companies do not have a long-term strategy.

- Software products are not so diversified.

- Weak marketing capability and lack of

information about markets and customers.

- Lack of policies for the exploration and

3. Survey and analysis knowledge management in IT Project in Vietnam

3.1. The events occurred

I have a survey of 50 IT companies in Vietnam, received 48 IT project reports. The

result of analysis and experts revealed highlighted the 7 events were occurred to the Projects,

as below:

- Business Needs Changed: 46%

There are many conditions and situations where a business legitimately changes its

requirements after starting a project. If the project no longer provides meaningful value, then

it's best to stop throwing good money after bad.

On the other hand, some organizations deliberately obscure a flawed project

requirements process by claiming business needs evolved. Obviously, that's unhealthy and a

true sign of failure.

- Key experienced staffs moved to other company: 42%

In this situation, the person who is assigned to perform part of the project, they moved

to other company while did not finish the work yet. When a part of work is done and the

major risk occurs, the heir of the task does not grasp the incomplete parts of the former

personnel, so it takes a lot of work to understand and continue work to perfect the product for

the inheritor. Hence, it is spent a lot of time and resources to continue. Sometimes, the

inheritor person have to start over again. This leads to the risk of prolonging project execution

time, resulting in many bugs when developing large and complex software.

- Did Not Deliver as Promised: 33%

Due to many reasons of leading to the delivery of products not in accordance with the

plan, leading to the stagnation of other IT projects. The delivery is not on schedule usually

due to budget disagreement schedule disbursement according to schedule, production of

products does not ensure progress, and there are some errors occurred with transportation

during production.



- Project Was No Longer a Priority: 31%

If the organization shifted direction without good reason, thus making the project

superfluous, then flawed strategic planning was the culprit. However, if business requirements

changed for a good reason, as suggested in point one, there's not necessarily a problem.

In general, and this is an obvious point, cancelling projects without a darn good reason

is a definite sign of failure.

- Project Exceeded the Budget: 29%

On the surface, over-budget projects are the basic metric for failure. I'm actually

surprised this number isn't higher, because unanticipated cost is always such a clear red flag.

At the same time, some projects run over-budget due to intelligent scope increases that

provide additional value. For example, while automating two departments, the project team

realizes it can add a third department for only marginal increases in cost. In such cases, going

forward is probably the right decision despite the higher spend.

Although tempting to use budget performance as simple metric of success or failure,

that approach can be overly simplistic and ignore important nuances related to business value.

Nonetheless, anytime a project goes over-budget the team must offer a detailed explanation.

- Project Did Not Support the Business Strategy: 19%

This classic indicator of failure often suggests a project rooted in poor requirements

analysis. However, as with previous points, it's also possible changing business needs made

the original project goals obsolete.

The survey is most interesting to highlight significant issues related to project failure.

However, some of the questions are too ambiguous to provide straightforward conclusions. In

general, understanding whether a project is successful requires examining the business

environment and context.

- Others: 6%

From the above results, we can see that the impact of human resources on implementing

IT projects is so great, the lack of knowledge management and sharing during IT project

implementation in Vietnam is one of the the big reason for the failure of the IT project.

Table 10: Table of IT Project problem occurred in 48 IT project data collected in Vietnam:

Sq.

reasons

Total

occurs percent

1 Business Needs Changed 22 46%

2 Key experienced staffs moved to other company 20 42%



Sq.

reasons

Total

occurs percent

3 Did Not Deliver as Promised 16 33%

4 Project Was No Longer a Priority 15 31%

5 Project Exceeded the Budget 14 29%

6 Project Did Not Support the Business Strategy 9 19%

7 Others 3 6%

3.2. Knowledge management situation in IT projects in Vietnam

According to my survey of 48 IT projects deployed in 2015 and 2016 in Vietnam, most

IT projects have not yet implemented knowledge management. Few projects have been

implemented, however, only in specific cases, no program or important task to maintain and

develop company. There are 35 Project did not have implement of knowledge management,

10 Project had implemented of knowledge management by sharing experience in the

company’s forum, 03 Project had implemented of knowledge management by software, in

there, two Projects had knowledge management by the company owned software to store and

sharing knowledge by questions and answers, only one project applied the full knowledge

management process. The analytics as below:

Figure 8: Knowledge management applying analytic

4. Chapter conclusions

The collected data and information are mentioned in this chapter says that it is necessary

to develop knowledge management for IT projects in Vietnam. The analysis and statistics on



Vietnam's ICT market show great potential, the rapid development of the ICT market, the

need for professionalism in the information technology enterprises, to avoid rejection in

accordance with the market competition rules. On the other hand, there is a need to have an

effective means of protecting corporate assets, a very large form of property that businesses

have long forgotten, especially information technology enterprises, that are knowledge assets.



CHAPTER 4: CASESTUDY AND ANALYSIS

1. Cases study

1.1. The Context and Relevance of Cases Study

The cases study was conducted in 2006. The case study aimed at exploring how the

process of knowledge transfer occurred in an IT company in Vietnam. Then, the impact of

knowledge transfer process on company performance was examined. The Vietnamese

software company studied was FPT Software Solutions, a subsidiary company of FPT

Corporation. The case study contributed to this research in two different ways. First, it serves

as an illustration of the theoretical framework of intra-organizational knowledge transfer.

1.2. Limitation of the Cases Study

Some limitations of this case study need to be taken into account when interpreting the

results: (i) there was little opportunity to crosscheck the coding of collected data with the

company's managers. However, there is a high degree of confidence that the coding is

acceptable since the researcher has visited the company for a month, and has participated in

some important meetings; (ii) although access to the company’s documents was permitted,

only few types of documents were available. The data was collected mainly through

observations and interviews, therefore implying some subjectivity when expressing personal

viewpoints. Despite these limitations, this case study provides important insights about the

knowledge transfer process inside an IT company in a transition economy. In the next section,

the background information of the company is provided and the results are examined to

investigate how well the theoretical model fits in that particular context.

1.3. Some Cases Study abstraction and review

1.3.1. The NASA Software Engineering Laboratory

The first implementation of an Experience Factory was at the NASA Software

Engineering Laboratory, which is reported in [54]. The Experience Factory is used as

described in [19].

Experience in forms of cost data, process data as project methodology information and

information on tools and technology used, as well as product data such as change and error

information and results on static analysis on delivered code was collected, and used to

develop predictive models and to refine the software processes that is used.

The results of this activity is reported as defect rates that went dramatically down (75%

from 1987-91, and 37% from 1991-95); the cost of producing software went down by 55%

from 1987-91 and 42% from 1991-95. Reuse was improved by 300% from 1987-91 and 8%

from 1991-95. Finally, functionality was increased five-fold from 1976-92.



The organisation produces software for NASA only. Thus, it is difficult to compare this

organisation with normal, more competitive companies. The article reports lessons learned

through 15 years of operation.

1.3.2 Daimler Chrysler

Daimler Chrysler has implemented three experience factories in different environments

within a two-year period, in co-operation with the University of Ulm, Germany [55]. The

environments were: 1) A department responsible for developing software for the aerospace

area with real-time constraints. 2) A department which develops small embedded systems for

cars, with special focus on keeping software portable across different micro controllers, and

making sure that planned functionality was actually implemented. 3) An administrative

software unit that manages internal business processes such as car sales. This unit operates

only on requirements, and the software production itself is outsourced.

Other work on experience reuse from Daimler Chrysler can be found in [56, 57]. Three

case studies on experience transfer in the company can be found in [58].

The study from Daimler Chrysler takes the form of a “lessons learned” report, and

reports the following findings from the three environments (amongst others) [27]:

There are many sources of reusable experience, and measurement is just one of them.

There were difficulties in finding how “packaged” users wanted the experience to be.

Handling qualitative data was a bottleneck.

Building predictive models from quantitative data was difficult when context

information was missing.

We also find a discussion on benefits and problems of introducing an Experience

Factory in a top-down and bottom-up manner.

1.3.3 Telenor Telecom Software

In an effort to reuse software development experience, Telenor Telecom Software, a

company with 400 software developers in five geographical locations, decided to improve the

estimation of software development effort, as well as risk management [59]. To achieve this,

they set up:

An experience reuse process, with new and modified role descriptions.

An experience database tool, available on the Intranet.

Resources allocated for experience reuse and for experience database administration.

The experience database was available as an “expert system” which would ask you

questions on the nature of a new project, and recommend an estimation model, based on data

from earlier projects in the company. It would also give you information on company experts



on estimation. This database was linked to a risk management module, which included risk

factors found from interviewing experienced project managers. This module consisted of a set

of “best practise” processes, a tool to identify, assess and store risk factors, and a tool to

visualise risk exposure over time. In addition to this, new roles for “experience database

administrators” were set up – responsible for technical and editorial contents, as well as

several roles for “process analysts”, responsible for analysing information from processes

such as the estimation process, project management process and the testing process.

Although the authors of the article acknowledge that the study was made too early after

the initiative was introduced too draw firm conclusions, and that it was difficult to isolate the

impact of their own work from other improvement initiatives in the company, they find

several indications of improvement:

The estimation accuracy improved, and estimation models were more widespread in

use.

The focus on experience based risk management increased in the projects.

The organisation accepted the need to collect and share experience.

The study takes the form of a lessons learned report.

1.3.4 Ericsson Software Technology

Ericsson Software Technology in Sweden have experimented with transfer of

experience on a site that develops a wide range of software applications, having around 1600

employees who work in business units of 20 to 30 people. They develop software for

telephone switches, base stations and mobile phone management systems. The company has

formal communication channels such as meetings, e-mail and written reports, but wanted to

establish a corporate culture that facilitate more oral communication of experience [60]. Two

organisational roles were invented: “Experience brokers” keep track of what other people in

the company know, and match people who can have a benefit from talking to each other.

“Experience communicators” help other people solve problems, by teaching them how to

solve the problems on their own. The study reports that employees are more motivated when

they know that there is a system for transferring experience that works.

The scientific method used in this article is a “lesson learned” report.

1.3.5 An Australian Telecom Company

Another paper [61] reports on the introduction of an Experience Factory in an

Australian telecommunications company. The study was done by the company in co-

operation with the Center for Advanced Empirical Software Research at the University of

New South Wales, Australia. The goal was to improve the speed and quality of software

development, and to enhance experience transfer of process knowledge between projects. This

was sought to be done by collecting information that was already documented in the



company, and to make it available and searchable, a kind of a “bottom up” way to start a

knowledge management program. The article then reports the usage of this experience base

over time, and classifies the searches that were made. A survey amongst the users was

conducted, and the “acceptance and judgment of the product was good”. The experience

database is also reported to break down barriers between project environments, but this is not

supported by quantitative data. Although no information is given on the research method

used, it seems that the researchers involved defined the metrics to collect and we can then say

that this is a case study. In a later paper, this introduction is described as a “failure” [61].

Although an informal survey amongst users said the “acceptance and judgment of the product

(possibility to search an experience base) was good”, the project was abandoned by

management. Some reasons for this is discussed in the paper: 1) The researchers felt that there

was a lack of ongoing management support for this initiative. 2) The goals and payback-

criteria for the project were not clearly defined. 3) The researchers think that a more formal

approach should have been used to construct an experience-repository, because the users were

physically co-located, and the number of people relatively small. The scientific method here is

assertion.

1.4. Analysis the Tan Dan IT Project case study

1.4.1. Company overview:

Man is the decisive factor:

In the era of intellectual economy, for the New Testament the human factor plays a

decisive role and their culture makes that element of quality. Linking and multiplying the

superlative values of each member's individuality is their culture.

Qualified and experienced staffs are the company's most valuable assets. Over 95% of

the staffs of the company have graduated from universities in IT and other disciplines,

including 4 PhDs, 3 Masters, 9 Economics, 50 Bachelors, IT technician. The staff of the

company always strives, self training and training to improve professional qualifications to

meet the increasing needs of customers.

By considering human resources as the most valuable resource, the most important

source of motivation for value creation and sustainable development of their selves. Tan Dan

always creates conditions for its members to have the opportunity to study and train at home

and abroad.

Professional production organization

With the production process of ISO 9001 - 2008 standards and customer and customer

orientation, Tan Dan always emphasizes the quality of satisfying customers' demands,

business commitments, ahead of time. Market and harmonious combination of benefits.

Continuous improvement, in each person, each department to increase competitiveness and

better customer satisfaction.



Company structure:

Figure 9: Tan Dan company structure

Main activities of Tan Dan Company:

Consulting solutions for IT application projects to support the management and

operation management due to practical needs set in many fields.

Analysis and design of information systems for computerization at the request of units

and organizations.

To build a software system to support management and operational support in order to

improve the management and service of units, organizations and enterprises; Building

specialized software, corporate websites, ...

Deploying and training software for units, organizations and enterprises.

Provided packaged software packages from Microsoft, Symantec, IBM ...

Provides service packages for networking, data integration, communication solutions,

and IT training packages.

The main products of Tan Dan Informatics Joint Stock Company are contributing

significantly to the application of information technology in the field of state administrative

management, including:

Document Management System and Work Profile

Web portal

Public administrative information system (serving public administrative services to

departments, districts, districts)

Database of legal documents

Document Management System

Board of

chairman

Managing

Director

Board of

supervisors

Deputy Managing

Director

Accountance Dept. Salses Dept. Projects and System

Analysis Dept.

Software Dept. Center for Software

Development Dept.



Complaints Management System complaints complaints

Emulation Management System Reward

Information system for operational management

Civic Management Information System

Socio-economic information system

And many other IT products, etc.

Contact of Tan Dan company:

Address: Floor 3, Building B, No. 60 Thinh Hao 1 - Ton Duc Thang Street - Dong Da -

Hanoi

Phone: (+84) (4) 3847.1894 - (+84) (4) 3823.0041 - Fax: (+84) (4) 3847.1895

Hotline: 0904.358.501 - 0912.522.861 - 0985.915.920

Email: [email protected]

1.4.2. OneGate project knowledge management casestudy

Problem promoted implementation the KM system decision in Tan Dan company

When implementing projects, Tan Dan always encountered key programmers leave to

other competitors situations. This has caused so much hardship and harm to the company.

New programmers have many difficulties to taking over the jobs that the previous ones

leaved. Sometimes they can not continue to do those works, but they must have to start over

again.

For new employees, meeting with veteran employees is difficult, sometimes the

working environment is very tense with new employees and causing inconvenience to former

employees.

To solve this problem, the company's manager has researched and decided to implement

the knowledge management system at the company. The work carried out consists of the

following steps:

1. Define the principles of corporate knowledge management: in this step, identify the

types of knowledge that needs to be managed, the mode of sharing and storing knowledge,

and the exchange of knowledge.

2. Select the knowledge management model: This step selects a suitable knowledge

management model for the company

3. Build a collaborative software system for storing and managing knowledge

4. Apply knowledge management system to a specific project.

mailto:[email protected]



After completing the steps of deploying the knowledge management system, OneGate

software project for Bac Kan People's Committee Office was selected.

OneGate project overview

One of the studied projects is called OneGate project (hereafter referred to as the OG

project). It lasted about a year and a half and was finalized in the summer of 2016. It was a

big project involving around 30 people that was divided into several sub-teams, each team

responsible for one area of development. The task was to develop a standard solution for

managing purchasing certification. Instead of developing the software for the Bac Kan

provincial government offices, the product was developed in close collaboration with the final

customer, an uncommon matter for the development projects in Tan Dan. The sub-team that

has been the focus for this project belonged to the product group 'Projects' and involved seven

members. Six of them were software developers and one of them was a Business System

Analyst (BSA), where two of the software developers and the BSA were interviewed. The

team members worked as a virtual team and were distributed on two different sites; one in

company and other on customer site. Four of the software developers were located in

Compnany, one was located in Jonkoping and one was located in Bac Kan along with the

BSA. The OG project was one of the first projects in which they had worked according to the

agile method instead of the traditional water fall methodology that they applied up until a few

years ago.

The team dynamic

In this project the majority of the team members had not been working together

previously; they had no established team procedures and the people working on different sites

had not met in person before this project. No official kick-off was held and the respondents

admit that it was rather difficult to know each other's competence area on a more detailed

level from the beginning. During the first session they found out in which product group

people had worked in, and what areas they had worked with in Tan Dan previously. The focus

of the session was on making the team members understand what was to be worked with

during the project and therefore no specific activities for team-building were present. As the

interviews progress the team members state that they came to know each other very well and

several of the employees believe that the consistency of the team was a big reason for that.

Two of the team members from different sites had actually worked together previously in

another project during four to five months; one software developer from Compnay and the

BSA from Bac Kan province. The software developer from Tan Dan described that the

relationship with the other team members were not as developed from the beginning. The

person expressed how the previous project resulted in lot of interaction and communication

with the BSA from Bac Kan in person as well as from a distance. In that way he or she was

well aware of the competence areas of that team member and felt very confident in contacting



the BSA during this project. The software developer express how easy it was for them to

collaborate although they were located on remote sites.

The whole team communicated and interacted with each other consistently throughout

the project. The daily standup meetings did not occur every day, but it was collectively

decided that they were going to take place at least three times per week. During these

meetings all members were present through a communication tool called Lync. The reason for

not having these meetings everyday was expressed from several parties to be because of the

need for more meetings in the beginning when more new and unfamiliar problems were to be

dealt with. One software developer explains that the need for the meetings were higher in the

beginning of the iterations but decreased as no new things occur in the meetings with time.

The person states that one was already aware of what the other team members were working

with and that one meeting every day was not feel necessary.

Depending on the task at hand, the team members on remote sites spoke several times

per day outside of the daily standup meetings. One of the software developers from Bac Kan

mentioned that when he was working on the same type of solution as a person on Tan Dan

they were frequently interacting with each other. The teamwork in this group became very

obvious early on in the interviews. Although the team members were not collocated, the close

collaboration between them appeared to be necessary and successful in this project. One of

the software developers from Bac Kan shares how the communication outside of the

boundaries of the daily standup meetings became very frequent with team members on remote

sites:

"I worked with certification for the purchase requisition and another team member

worked with corresponding role permission for purchase order...and even if the codes are not

exactly the same there are some things that are closely related and the solution would look

pretty much the same [...] that puts greater demands of communicating with each other

constantly, sometimes several times per day."

knowledge Management:

The search and transfer of knowledge

Throughout the project, the daily standup meetings served as a big enabler in the search

of knowledge. The team members expressed that the meetings gave them a good insight into

what everyone was doing since all of them had to express what they had done, what they

planned on doing, and what potential problems was in the way of succeeding. With time, the

team became more aware of each other's knowledge areas and became surer of who to turn to

in the search for the right knowledge. The meetings also served as a forum for the team where

they could take advantage of each other's personal networks if the knowledge that was

necessary to solve a problem was outside of the team boundaries. It was a common matter to

present a problem for the team that quickly could share either the right competence to solve



the problem, or share their insights in where the knowledge could be found outside of the

team.

While the daily standup meetings were conducted frequently, the retrospectives seemed

to be a bit of a struggle in the OG team. When the team was newly formed and the rules were

not very established it was difficult for the team to bring up the discussion of how they could

improve their procedures. In the very beginning of the project the sessions were not even

conducted, but as time passed they had more established routines. One of the software

developers explained how the retrospectives with that, became a lot easier to carry through.

After that, they conducted the sessions at the end of every iteration.

The team prepared for the retrospective sessions by reflecting beforehand on what had

worked well, what had gone bad, and areas of improvements during the iteration. No specific

material was used, but the discussions were rather open. The sessions resulted in improvement

points and a physical protocol. The improvement points did not end up as an issue to be dealt

with in the backlog and usually no team member was formally in charge for implementing

them. The whole team was collectively responsible for it, but most of the times the person that

initially came up with one improvement point was the person that realized it. The informality

of the retrospectives was noticeable by all team members and one of them admitted that they

team did not always follow up the improvement points the next iteration. The same

respondent thought that it might have been advantageous to do this, in order to evaluate if

they actually had improved between iterations. Although the team conducted the

retrospectives quite frequently, the decreased motivation for these sessions is noticeable. The

BSA expressed that the sessions in the end were perceived as rather timely and almost

interfering with the project:

"They dragged things out these meetings... we tried to reduce the time later on to make

them last shorter like the daily standup meetings."

When it was time for the final retrospective of the project, all sub-teams in the project

gathered. The team states that it was the project manager that encouraged, coordinated and

organized the session. The project manager was present during it but acted as an observer

more than a member of the discussions. During the session all teams shared with each other

what they had learned and what their procedures had looked like but the team members do not

seem to remember the details of the session. The lessons learned from the different teams in

the OG project were shared among the teams that were involved in the project but the

respondents believe that they were not distributed to people that were not present during the

discussion

Working in a virtual team

To manage the knowledge, the manager of Tan Dan company decided to use software

tool to make virtual team, all talks, discussions, references and others trying of all team



members are kept in the database of software tool. They used their own collaboration portal to

make their virtual team from start date to the finish date of the project.

The fact that the OG team was a virtual one was noticeable during the interviews with

all members. They all state that it added some difficulties to work around throughout the

project.

The general opinion regarding working in a virtual team agrees with the previous

statement, but two of the team members express that previously experienced issues in virtual

teams was avoided rather well by this team. They describe how the team was very well

coordinated. In the end the time difference came to work as an advantage when the new

developed functionality was to be tested. The BSA tested the solution when the people in Tan

Dan Company were unavailable and when the BSA finished for the day an email was sent to

one of the software developers in Tan Dan Company that would fix the bugs when he or she

began the work day. A lot of times the problems were solved when the BSA arrived to the

office the next day.

An important event in the project was when all the team members from Bac Kan

travelled to the site of Tan Dan Company and the whole team met face-to-face. For the two

persons that had already met before the meeting was not a serious event that changed the

continuous collaboration, but for the rest of the team members that had not met this made a

visible impact. It became a lot easier for the team members on remote sites to contact each

other and ask for help and two of the members on different sites both mention that they

contacted each other more frequently after this visit. One software developer on a site in Bac

Kan expresses his thoughts about the effect of this meeting:

"For some reason...when you have met a person, face-to-face, it is like some kind of

connection is created in a way. It is not the same threshold to contact the person because we

have met each other before [...] even if you only receive a hand shake, and you have seen this

person and you know what it looks like and how it speaks. It can’t is more worth than you

actually might think. I was quite surprised by the fact that after my visit to Tan Dan Company

when I had met the persons there it became easier both for me and for them to make contact

with each other."

2. Casestudy Analysis

Previous projects, Tan Dan Company always encountered key personnel to leave the

company during the development of software products when the project is under way. This

has caused a great deal of damage to the company and reduced the credibility of the company

as the IT projects implemented by the company failed to meet the schedule. Knowledge

management in the implementation of IT projects which the company dealing are interested

and implemented by the company's directors. After implementing the One gate project in Bac

Kan province, the change of some programmers did not affect the completion of the project.



The new staff quickly learned the knowledge from the knowledge management system and

continued the work that the former person was working in progress.



CHAPTER 5: CONCLUSIONS

The goal of the current research is two fold. Firstly, it is aimed at identifying the need to

deploy knowledge management for IT projects in Vietnam. Secondly, it investigates how a

particular Vietnamese IT company practices its knowledge Management process and builds

its knowledge sharing culture. To achieve the goal stated above, the following process was

adopted. First, the literature related to knowledge management process was reviewed. With

that background, gaps were identified in the research, and a model was developed to integrate

IT project factors, three stages of knowledge management process and IT company

performance.

From the above chapters, it shows that the IT Project Knowledge Management (PKM)

is a management of knowledge in project situations and thus, the link between the principles

of KM and PM (Frey et.al, 2009). KM and PM components are very similar. PM components

include system, people and tools and KM components include people, technology and

organisational factors (Awad and Ghaziri, 2004; Lewis, 2005). As components are analogous

this allows for components from both disciplines to be placed on top of each other, so they

can merge and work in conjunction with each other.

Project Knowledge Management Strategies:

There are two strategies can by adapted by organizations to manage IT project

knowledge (Fong, 2005). Both strategies are needed for fully comprehensible project work.

Organizations can enable capture and sharing of accumulated knowledge within the projects

and organization by using codification or personalization strategies.

1. Personalization strategy

Where personalization strategy is used, the knowledge sharing is attached to the person

who developed the knowledge, and the experience is shared through direct interaction.

Personalization as a knowledge sharing mechanism has the inherent flexibility of transmitting

tacit knowledge, and allowing for discussions and sharing interpretations that may lead to the

development of new knowledge (Prencipe and Tell, 2001).

Personalization strategy defined by: - The knowledge that is tied to persons who

developed it and is shared by personal interaction, such as dialogue, workshops or meetings; -

‘Soft’ items - stories, recollections of incidents, details about decision processes,

capitalization of lessons and experiences from given projects; - A well-defined set of meta-

knowledge which is used to determine how and when the knowledge or content should be

applied. By using personalization strategy the knowledge is shared through: • Integrating

processes between Individuals and Groups: - Meetings amongst communities of individuals

interested in a particular topic area - Meetings amongst high level staff - Word of mouth -

sharing information through approaching individuals with deep institutional knowledge -

Informal one-on-one discussions - Building a transitive memory, where individuals specialize



in different areas, and are referred to for specific expertise - Mentoring - Broadcast email -

One senior person coordinating all staffing needs - Friendship network - Meetings on

performance assessment - Project briefings and project presentations • Processes

institutionalised in Routines and Structure: - Yellow pages of expertise - Having a common

project director shared across projects - Project debriefs - Cross-staffing across projects -

Project reviews, after-action review, etc.

Personalization knowledge-sharing mechanisms are more suitable for organizations

conducting tasks or encountering problems that are more unique in nature (Boh, 2007).

2. Codification Strategy

Where codification strategy is used, knowledge is captured and stored so it can be

accessed and used by the whole organization. Codification can be a good mechanism to store

large amounts of knowledge and to create an organizational memory for all employees

(Goodman and Darr, 1998).

Codification strategy defined by: - Codifying the knowledge and storing it in databases;

- ‘Hard’ project data - database records, documents, standard operating procedures, project

definition, activities, history and results; - A knowledge base which contains the content or

knowledge that is of value to the organization; By using codification strategy the knowledge

is shared through: • Integrating processes between Individuals and Groups: - Sharing prior

project documents (e.g. specifications) informally - Manuals written voluntary • Processes

Institutionalised in Routines and Structure: - Database of project abstracts, proposals and

resumes

Templates Codification knowledge-sharing mechanisms are more suitable for

organizations conducting tasks or encountering problems that are more standardized and

routine in nature (Boh, 2007).

Base on 04 chapters above, three questions which mentioned in the first chapter are

answered. The questions are:

Q1: How do the Characteristics of Knowledge management in IT projects in Vietnam

now?

Answer: Most IT projects in Vietnam have not applied knowledge management systems

Q2: What factors affect Knowledge Management in IT projects in Vietnam?

Answer: There are many factors that affect knowledge management in IT projects in

Vietnam. In Chapter 3, the analysis is very detailed.

Q3: What process/model should be used to manage knowledge in IT projects in

Vietnam?



According to analyzes in previous chapters, the selection of the integrated knowledge

management model for managing knowledge in IT projects in Vietnam is the most

appropriate now.



REFERENCE

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Culture and Knowledge Sharing: Critical Success Factors”, Journal of Knowledge

Management, 11 (2): 22-42.

- Alavi, M., Leidner, D. E. (2001). “Review: Knowledge Management and

Knowledge Management Systems: Conceptual Foundations and Research Issues”, MIS

Quarterly, 25 (1): 107-136.

- Alavi, M., Leidner, D. E. (2002). “Knowledge Management Systems: Issues,

Challenges and Benefits”, in Barnes, S. (2002) “Knowledge Management Systems: Theory

and Practice”. Australia: Thomson Learning. Alavi, M., Tiwana, A. (2001). “Knowledge

Management: The Information Technology Dimension”, Working Paper.

- Almeida, P., Song, J., Grant, R. M. (2002). “Are Firms Superior to Alliances and

- Markets? An Empirical Test of Cross-Border Knowledge Building”, Organization

Science, 13 (2): 147-161.

- Apostolou, D., Mentzas, G. (1998). “Towards a Holistic Knowledge Leveraging

Infrastructure: The KNOWNET Approach”, in Reimer, U. (ed.), Proceedings of the 2nd

International Conference on Practical Aspects of Knowledge Management-PAKM, Basel

(CH), October, 1998, 3.1 - 3.8 Argote, L., Ingram, P. (2000). “Knowledge Transfer: A Basic

for Competitive Advantage in Firms”, Organizational Behavior and Human Decision

Processes, 82 (1): 150-169.

- Argote, L., Mc Evily, B., Reagans, R. (2003). “Managing Knowledge in

Organizations: an Integrative Framework and Review of Emerging Themes”, Management

Science, 49 (4): 571-582

- Argote, L., Ingram, P., Levine, J. M., Moreland, R. L. (2000). “Knowledge Transfer

in Organizations: Learning from the Experience of Others”, Organizational Behavior and

Human Decision Processes, 82 (1): 1-8.

- Arnott, D. (2004). “Decision Support Systems Evolution: Framework, Case Study

and Research Agenda”, European Journal of Information Systems, 13: 247-259.

- Baron, R. M., Kenny, D. A. (1986). “The Moderator–mediator Variable Distinction

in Social Psychological Research: Conceptual, Strategic, and Statistical Considerations”,

Journal of Personality & Social Psychology, 51: 1173-1182.

- Bartol, K. M., Srivastava, A. (2002). “Encourage Knowledge Sharing: The Role of

Organizational Reward Systems”, Journal of Leadership and Organizational Studies, 9 (1):

64-77.

- Bau, F., Dowling, M. (2007). “An Empirical Study of Reward and Incentive

Systems in German Entrepreneurial Firms”, Working Paper, 160-175.

- Baum, J. R., Wally, S. (2003). “Strategic Decision Speed and Firm Performance”,

Strategic Management Journal, 24: 1107-1129.



- Bierly, P., Chakrabarty, A. (1996). “Generic Knowledge Strategies in the US

Pharmaceutical Industry”, Strategic Management Journal, 17 (Winter Special Issue): 123-

135.

- Bock, G. W., Zmud, R. W., Kim, Y. G., Lee, J. N. (2005). “Behavioral Intention

Formation in Knowledge Sharing: Examining the Roles of Extrinsic Motivators, Social-

Psychological Forces, and Organizational Climate”, MIS Quarterly, 29 (1): 87-111.

- Buckley, P. J., Carter, M. J. (2000). “Knowledge Management in Global

Technology Markets: Applying Theory to Practice”, Long Range Planning, 33 (1): 55-71.

- Cameron, K. S., Quinn, R. E. (1999). “Diagnosing and Changing Organizational

Culture: Based on the Competing Values Framework”, Reading: Addition- Wesley.

- Carlile, P. R. (2004). “Transferring, Translating and Transforming: An Integrative

Framework for Managing Across Boundaries”, Organization Science, 15 (5): 555- 568.

- Carvalho, R. B., Ferreira, M. A. T. (2001). “Using Information Technology to

Support Knowledge Conversion Processes”, Information Research, 7 (1): 1-13.

- Vietnam IT social orgnisation “ICT Index Vietnam 2016 report”

- NATIONAL COMMISSION ON APPLICATION OF IT (NCAIT) and

MINISTRY OF INFORMATION AND COMMUNICATIONS (MIC) of Vietnam “the 2014

White Book on Viet Nam’s Information and Communication Technology (ICT)”;

- Saif Al Muzahmi (March 2015) – “Challenges in Knowledge Management Insights

from Oil and Gas Industry.” University Utara Malaysia

- Sangeeta Shah Bharadwaj, Sumedha Chauhan, and Aparna Raman (2015) –

“Impact of Knowledge Management Capabilities on Knowledge Management Effectiveness in

Indian Organizations”. Indian Institute of Management, Ahmedabad SAGE Publications.

- S. Abouen, V. Ahmed, G. Aouad (2014) - “Project Manager Developement In The

Libyan Oil Industry” School of Construction & Property Management, University of Salford,

Greater Manchester, M7 1UN

- Satu Elo & Helvi Kynga’s (2007) – “The qualitative content analysis process”.

University of Oulu, Finland

- Saunders, M., Lewis, P., & Thornhill, A. (2009). Research Methods for Business

Student, (5th ed).Pearson Education Limited.

Roberto Cerchione, Emilio Esposito, and Maria Rosaria Spadaro (July 2015) – “The Spread

of Knowledge Management in SMEs: A Scenario in Evolution” Department of Industrial

Engineering—University of Naples, Italy;

- Saleh, S. (2013). Study of critical success factors in adopting knowledge.

(Unpublished doctoral dissertation).

Jones, R., & Noble, G. (2007). Grounded Theory and management research: A lack of

integrity? Qualitative Research in Organizations and Management, 2(2), 84–96.



- John Girard, JoAnn Girard (2015) – “Defining knowledge management: Toward

and applied compendium”. A Publication of the International Institute for Applied

Knowledge Management

Conley, C. (2011). Toward a framework of critical success factors for knowledge

management: Perceptions of knowledge management scholars and practitioners. Northern

Illinois University.

Cope III, R.F., Cope, R.F. & Hotard, D.G. (2006). Enhancing project management with

knowledge Management principles, Allied Academies International Conference 2006, New

Orleans, LA.

- Crawford, P., Brown, B., & Majomi, P. (2008). Education as an exit strategy for

community mental health nurses: A thematic analysis of narratives. Mental Health Review

Journal, 13(3), 8–15.



APPENDICES

APPENDICES A: LIST OF VINASA'S SOFTWARE MEMBERS

Index Mã Công ty Ngành Website

1 1-V

Công ty Cổ phần Hệ

thống 1-V

Sản

Xuất

Phần

Mềm

www.1vs.vn

2 3S

Công ty CP Phần

mềm Quốc tế 3S

Sản

Xuất

Phần

Mềm

http://3si.vn/en/

3 ANS ASIA

Công ty TNHH ANS

ASIA

Sản

Xuất

Phần

Mềm

www.ans-asia.com

4 Aricent

Công ty TNHH

Aricent Việt Nam

Sản

Xuất

Phần

Mềm

http://www.aricent.com

5 Arrow

Công ty TNHH Công

nghệ Arrow Việt

Nam

Sản

Xuất

Phần

Mềm

http://arrow-tech.vn

6 ASC

Công ty CP Thương

mại và Ứng dụng

Công nghệ cao Ánh

sáng

Sản

Xuất

Phần

Mềm

http://www.thuoc.vn/

7 ASTEC Công ty cổ phần ứng Sản www.astec.vn

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=1-V







http://www.vinasa.org.vn/hoi-vien/www.1vs.vn

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=3S







http://3si.vn/en/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=ANS%20ASIA







http://www.vinasa.org.vn/hoi-vien/www.ans-asia.com

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=ARICENT







http://www.aricent.com/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=ARROW








http://arrow-tech.vn/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=ASC









http://www.thuoc.vn/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=ASTEC



http://www.vinasa.org.vn/hoi-vien/www.astec.vn




dụng và dịch vụ công

nghệ cao

Xuất

Phần

Mềm

8 Augen Vietnam

Công ty TNNH

Augen Việt Nam

Sản

Xuất

Phần

Mềm

www.augensoftwaregroup.com

9 AZStack

Công ty TNHH

AZStack

Sản

Xuất

Phần

Mềm

http://azstack.co

10 Bravo

Công ty Cổ phần

Phần mềm BRAVO

Sản

Xuất

Phần

Mềm

http://www.bravo.com.vn/vi

11 BUCA

Công ty cổ phần

BuCA

Sản

Xuất

Phần

Mềm

http://www.buca.vn

12 CADPRO

Công ty cổ phần Phần

mềm Tự động hoá -

Điều khiển

(CADPRO)

Sản

Xuất

Phần

Mềm

http://www.cadprovn.com

13 CAPGEMINIi Công ty Capgemini

Sản

Xuất

Phần

Mềm

http://www.capgemini.com

14 CIC Công ty cổ phần Tin Sản http://www.cic.com.vn/






http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=AUGEN%20VIETNAM







http://www.vinasa.org.vn/hoi-vien/www.augensoftwaregroup.com

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=AZSTACK







http://azstack.co/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=BRAVO







http://www.bravo.com.vn/vi

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=BUCA







http://www.buca.vn/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=CADPRO









http://www.cadprovn.com/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=CAPGEMINII






http://www.capgemini.com/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=CIC



http://www.cic.com.vn/




học và Tư vấn xây

dựng (Bộ XD)- CIC

Xuất

Phần

Mềm

15 CMCSoft

Công ty TNHH Giải

pháp Phần mềm

CMC (CMCSoft)

Sản

Xuất

Phần

Mềm

www.cmcsoft.com

16 CNC

Công ty CP Đầu tư và

Phát triển Công nghệ

cao CNC

Sản

Xuất

Phần

Mềm

http://cnc.com.vn/home

17 Codelovers


Codelovers Vietnam

Sản

Xuất

Phần

Mềm

http://codelovers.vn/

18

Công ty CP

Giáo dục Việt

Nam

Công ty cổ phần Giáo

dục Việt Nam

Sản

Xuất

Phần

Mềm

http://www.giaoducvietnam.edu.vn/

19 CPIT Công ty CP CPIT

Sản

Xuất

Phần

Mềm

http://www.cpit.com.vn

20 CSC

Công ty CSC Việt

Nam

Sản

Xuất

Phần

Mềm

http://www.csc.com

21 CT-In Công ty cổ phần viên Sản http://www.ct-in.com.vn






http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=CMCSOFT








http://www.vinasa.org.vn/hoi-vien/www.cmcsoft.com

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=CNC








http://cnc.com.vn/home

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=CODELOVERS







http://codelovers.vn/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=C%C3%94NG%20TY%20CP%20GI%C3%81O%20D%E1%BB%A4C%20VI%E1%BB%86T%20NAM









http://www.giaoducvietnam.edu.vn/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=CPIT






http://www.cpit.com.vn/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=CSC







http://www.csc.com/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=CT-IN



http://www.ct-in.com.vn/




thông - tin học Bưu

Điện

Xuất

Phần

Mềm

22 CUSC

Trung tâm Công nghệ

Phần mềm trường Đại

học Cần Thơ

Sản

Xuất

Phần

Mềm

www.cusc.vn

23 DFT


công nghệ DFT Việt

Nam

Sản

Xuất

Phần

Mềm

http://dft.vn

24 Diginet

Công ty CP Dịch vụ

Viên thông số

Sản

Xuất

Phần

Mềm

www.dgn.vn

25 DMSPRO


DMSPRO

Sản

Xuất

Phần

Mềm

www.dmspro.vn

26 DOLSOFT

Công ty cổ phần tin

học phần mềm Cá

heo

Sản

Xuất

Phần

Mềm

http://www.dolsoft.com

27 Dong Tien


Dịch vụ Đông Tiến

Sản

Xuất

Phần

Mềm

http://www.dtsc.vn

28 Ecomedic Công ty TNHH Sản https://ecomedic.vn






http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=CUSC








http://www.vinasa.org.vn/hoi-vien/www.cusc.vn

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=DFT








http://dft.vn/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=DIGINET







http://www.vinasa.org.vn/hoi-vien/www.dgn.vn

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=DMSPRO







http://www.vinasa.org.vn/hoi-vien/www.dmspro.vn

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=DOLSOFT








http://www.dolsoft.com/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=DONG%20TIEN







http://www.dtsc.vn/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=ECOMEDIC



https://ecomedic.vn/




TNHH ECOMEDIC Xuất

Phần

Mềm

29 EFY


Công nghệ Tin học

EFY Việt Nam

Sản

Xuất

Phần

Mềm

http://www.efy.com.vn

30 ELCA

Công ty TNHH Công

Nghệ Thông Tin

ELCA Việt Nam

Sản

Xuất

Phần

Mềm

http://www.elca.vn/

31 EMobi

Công ty cổ phần TRÒ

CHƠI EMOBI

Sản

Xuất

Phần

Mềm

http://www.emobigames.vn/

32 ESOFT

Công ty phần mềm

Esoft

Sản

Xuất

Phần

Mềm

http://www.esoft.com.vn

33 ESS


GIẢI PHÁP PHẦN

MỀM ESS

Sản

Xuất

Phần

Mềm

http://www.ess.com.vn

34 FPT Software


Phần mềm FPT

Sản

Xuất

Phần

Mềm

www.fpt-software.com

35 Framgia Công ty TNHH Sản http://framgia.co.jp





http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=EFY








http://www.efy.com.vn/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=ELCA








http://www.elca.vn/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=EMOBI







http://www.emobigames.vn/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=ESOFT







http://www.esoft.com.vn/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=ESS








http://www.ess.com.vn/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=FPT%20SOFTWARE







http://www.vinasa.org.vn/hoi-vien/www.fpt-software.com

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=FRAMGIA%20VIETNAM



http://framgia.co.jp/




Vietnam FRAMGIA Việt Nam Xuất

Phần

Mềm

36 FSC, J.S.C

Công ty cổ phần Điện

tử Tin học FSC

Sản

Xuất

Phần

Mềm

http://www.fscvietnam.com;

www.fsc.vn

37 Fujitsu Việt

Nam

Công ty TNHH

Fujitsu Việt nam

Sản

Xuất

Phần

Mềm

vn.fujitsu.com

38 G9

Công ty CP Đầu tư

Thương mại G9 Việt

Nam

Sản

Xuất

Phần

Mềm

G9vietnam.com.vn

39 GEM


GEM

Sản

Xuất

Phần

Mềm

http://www.gemvietnam.com/

40 GMS

Công ty cổ phần công

nghệ cao GMS

(GMSVietnam)

Sản

Xuất

Phần

Mềm

www.gmsvietnam.com

41 Gold Software

Công ty TNHH

Thương Mại & Dịch

Vụ Tin Học Phần

Mềm Vàng

Sản

Xuất

Phần

Mềm

http://www.phanmemvang.com.vn

42 Han Quang Công ty TNHH Giải Sản www.hqsoft.com.vn






http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=FSC,%20J.S.C







http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=FUJITSU%20VI%E1%BB%86T%20NAM








http://www.vinasa.org.vn/hoi-vien/vn.fujitsu.com

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=G9








http://www.vinasa.org.vn/hoi-vien/G9vietnam.com.vn

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=GEM







http://www.gemvietnam.com/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=GMS








http://www.vinasa.org.vn/hoi-vien/www.gmsvietnam.com

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=GOLD%20SOFTWARE









http://www.phanmemvang.com.vn/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=HAN%20QUANG



http://www.vinasa.org.vn/hoi-vien/www.hqsoft.com.vn




pháp Phần mềm Hân

Quang

Xuất

Phần

Mềm

43 Hanel

Software

Công ty Cổ phần Giải

pháp Phần mềm

Hanel

Sản

Xuất

Phần

Mềm

www.hanelsoft.vn

44 Hoan Hao

Công ty TNHH MTV

Phần mềm Hoàn Hảo

Sản

Xuất

Phần

Mềm

perfect.com.vn

45 HOSCO


HOSCO

Sản

Xuất

Phần

Mềm

http://www. hosco.com.vn

46 Hyperlogy

Công Ty Cổ Phần

Đầu tư Phát triển

Công nghệ Ứng dụng

Toàn Cầu

Sản

Xuất

Phần

Mềm

https://www.hyperlogy.com

47 IDTEK

Công Ty Cổ Phần

IDTEK

Sản

Xuất

Phần

Mềm

www.idtek.com.vn

48 JCS

Công ty TNHH Phần

mềm máy tính Nhật

Bản

Sản

Xuất

Phần

Mềm

http://www.jcs-corp.com

49 KMS Công ty TNHH KMS Sản http://kms-technology.com






http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=HANEL%20SOFTWARE









http://www.vinasa.org.vn/hoi-vien/www.hanelsoft.vn

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=HOAN%20HAO







http://www.vinasa.org.vn/hoi-vien/perfect.com.vn

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=HOSCO







http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=HYPERLOGY









https://www.hyperlogy.com/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=IDTEK







http://www.vinasa.org.vn/hoi-vien/www.idtek.com.vn

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=JCS








http://www.jcs-corp.com/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=KMS%20TECHNOLOGY%20VI%E1%BB%86T%20NAM



http://kms-technology.com/




Technology

Việt Nam

TECHNOLOGY

VIỆT NAM

Xuất

Phần

Mềm

50 LAMPART

Công ty TNHH

LAMPART

Sản

Xuất

Phần

Mềm

http://lampart.com.vn

51 Luxoft

Công ty TNHH

Luxoft Việt Nam

Sản

Xuất

Phần

Mềm

http://www.luxoft.com

52 METRIXA

Công ty TNHH Công

nghệ METRIXA

Sản

Xuất

Phần

Mềm

www.metrixa.com

53 Microsoft Việt

Nam

VPĐD công ty

Microsoft Việt Nam

Sản

Xuất

Phần

Mềm

http://www.microsoft.com/vietnam

54 Misa


MISA

Sản

Xuất

Phần

Mềm

http://www.misa.com.vn

55 Misoft

Công ty phát triển

phần mềm và hô trơ

công nghệ (Misoft)

Sản

Xuất

Phần

Mềm

http:// www.misoft.com.vn

56 MQ ICT Công ty Cổ phần giải Sản http://mqsolutions.vn/








http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=LAMPART







http://lampart.com.vn/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=LUXOFT







http://www.luxoft.com/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=METRIXA







http://www.vinasa.org.vn/hoi-vien/www.metrixa.com

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=MICROSOFT%20VI%C3%8A%CC%A3T%20NAM








http://www.microsoft.com/vietnam

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=MISA







http://www.misa.com.vn/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=MISOFT








http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=MQ%20ICT%20SOLUTIONS



http://mqsolutions.vn/




Solutions pháp Công nghệ

thông tin và truyền

thông MQ

Xuất

Phần

Mềm

57 NAL


NAL Việt Nam

Sản

Xuất

Phần

Mềm

http://nal.vn/

58 Nam Viet


pháp Giáo dục Nam

Việt

Sản

Xuất

Phần

Mềm

http:// namvietjsc.edu.vn

59 Nanosoft

Công ty CP Công

nghệ NANOSOFT

Sản

Xuất

Phần

Mềm

www.nanosoft.vn

60 Netvalue

Công ty TNHH Cung

cấp Sản phẩm và

Dịch vụ Trực tuyến

Netvalue

Sản

Xuất

Phần

Mềm

http://netvalue.vn

61 New Saigon


mềm Sài Gòn Mới

Sản

Xuất

Phần

Mềm

http://www.newsaigonsoft.com

62 NIDI

Công ty CP Giải pháp

Công nghệ NIDI

Sản

Xuất

Phần

Mềm

http://www.nidi.com.vn

63 Orient Công ty CP Phát triển Sản www.orientsoftware.net








http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=NAL







http://nal.vn/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=NAM%20VIET








http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=NANOSOFT







http://www.vinasa.org.vn/hoi-vien/www.nanosoft.vn

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=NETVALUE









http://netvalue.vn/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=NEW%20SAIGON







http://www.newsaigonsoft.com/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=NIDI







http://www.nidi.com.vn/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=ORIENT%20SOFTWARE



http://www.vinasa.org.vn/hoi-vien/www.orientsoftware.net




Software Phần mềm Á Đông Xuất

Phần

Mềm

64 Orientsoft

Công ty cổ phần phần

mềm Phương Đông

Sản

Xuất

Phần

Mềm

http://www.orientsoft.vn

65 OWS


OWS Việt Nam

Sản

Xuất

Phần

Mềm

http://ows.vn

66 Portlogics


pháp Cảng và Hậu

Cần

Sản

Xuất

Phần

Mềm

htttp://www.portlogics.com.vn

67 QSoft Việt

Nam

QSoft Việt Nam

Sản

Xuất

Phần

Mềm

http://www.qsoftvietnam.com

68 Quảng Trị

Trung tâm Tin học

tỉnh Quảng Trị

Sản

Xuất

Phần

Mềm

http://tinhoc.quangtri.gov.vn

69 Quang Trung

Software

Công ty phát triển

Công viên phần mềm

Quang Trung

Sản

Xuất

Phần

Mềm

http://www.quangtrungsoft.com.vn

70 RDSoft Công ty cổ phần Sản http://www.rdsoft.vn






http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=ORIENTSOFT







http://www.orientsoft.vn/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=OWS







http://ows.vn/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=PORTLOGICS








htttp://www.portlogics.com.vn/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=QSOFT%20VI%E1%BB%86T%20NAM







http://www.qsoftvietnam.com/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=QU%E1%BA%A2NG%20TR%E1%BB%8A







http://tinhoc.quangtri.gov.vn/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=QUANG%20TRUNG%20SOFTWARE









http://www.quangtrungsoft.com.vn/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=RDSOFT



http://www.rdsoft.vn/




nghiên cứu và phát

triển phần mềm Việt

nam

Xuất

Phần

Mềm

71 Relipa

Công ty TNHH

Relipa

Sản

Xuất

Phần

Mềm

https://www.relipasoft.com

72 Roxwin

Công ty TNHH Công

nghệ Roxwin Việt

Nam

Sản

Xuất

Phần

Mềm

www.roxwin.com

73 RunSystem


công nghệ thông tin

R.U.N

Sản

Xuất

Phần

Mềm

www.runsystem.net

74 Saigon

Technology


mềm Saigon

Technology

Sản

Xuất

Phần

Mềm

http://www.saigontechnology.vn

75 SaoMai Soft


mềm Sao Mai

Sản

Xuất

Phần

Mềm

http://saomaisoft.com

76 SCOM


mềm SCOM

Sản

Xuất

Phần

Mềm

www.scomcorporation.com

77 SDT Công ty cổ phần Sản http://www.sdt.vn







http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=RELIPA







https://www.relipasoft.com/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=ROXWIN








http://www.vinasa.org.vn/hoi-vien/www.roxwin.com

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=RUNSYSTEM








http://www.vinasa.org.vn/hoi-vien/www.runsystem.net

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=SAIGON%20TECHNOLOGY









http://www.saigontechnology.vn/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=SAOMAI%20SOFT







http://saomaisoft.com/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=SCOM







http://www.vinasa.org.vn/hoi-vien/www.scomcorporation.com

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=SDT



http://www.sdt.vn/




PHẦN MỀM SDT Xuất

Phần

Mềm

78 SEA-Solutions

Công ty SEA-

Solutions

Sản

Xuất

Phần

Mềm

http://www.sea-solutions.com

79 Serenco


pháp Phần mềm

Thiều Quang

Sản

Xuất

Phần

Mềm

www.serenco.net

80 SIMAX


Công nghệ và Giải

pháp SIMAX

Sản

Xuất

Phần

Mềm

www.simax.vn

81 SOFIAMEDIX

Công ty TNHH phần

mềm SOFIAMEDIX

Sản

Xuất

Phần

Mềm

https://www.sofiamedix.vn/

82 SoftTech


Công nghệ phần mềm

Đà Năng

Sản

Xuất

Phần

Mềm

http://www.softtech.vn/

83 SSI Công ty TNHH SSI

Sản

Xuất

Phần

Mềm

ssisoft.com

84 SunVN Công ty CP Thương Sản https://sunvnmedia.com





http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=SEA-SOLUTIONS







http://www.sea-solutions.com/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=SERENCO








http://www.vinasa.org.vn/hoi-vien/www.serenco.net

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=SIMAX








http://www.vinasa.org.vn/hoi-vien/www.simax.vn

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=SOFIAMEDIX







https://www.sofiamedix.vn/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=SOFTTECH








http://www.softtech.vn/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=SSI






http://www.vinasa.org.vn/hoi-vien/ssisoft.com

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=SUNVN



https://sunvnmedia.com/




mại và Dịch vụ

Truyền thông Sun

VN

Xuất

Phần

Mềm

85 TDA


pháp Công nghệ Tâm

Đạt

Sản

Xuất

Phần

Mềm

www.tdasolution.com

86 Tecapro

Công ty TNHH MTV

Ứng dụng Kỹ thuật

và Sản xuất

Sản

Xuất

Phần

Mềm

www.tecapro.com.vn

87 Techelite


Techelite

Sản

Xuất

Phần

Mềm

http://techeliteinc.com

88 ThaiSonSoft

Công ty TNHH

PHÁT TRIỂN CÔNG

NGHỆ THÁI SƠN

Sản

Xuất

Phần

Mềm

http://www.thaisonsoft.com.vn

89 Thân Hộ

Công ty TNHH

THẦN HỘ

Sản

Xuất

Phần

Mềm

www.kobekara.com

90 TheheGeo

Công ty TNHH Thế

Hệ Geo

Sản

Xuất

Phần

Mềm

https://thehegeo.com

91 Thiên Hoàng Công ty cổ phần Giải Sản http://www.thienhoang.com.vn







http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=TDA








http://www.vinasa.org.vn/hoi-vien/www.tdasolution.com

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=TECAPRO








http://www.vinasa.org.vn/hoi-vien/www.tecapro.com.vn

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=TECHELITE







http://techeliteinc.com/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=THAISONSOFT








http://www.thaisonsoft.com.vn/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=TH%C3%82N%20H%E1%BB%98







http://www.vinasa.org.vn/hoi-vien/www.kobekara.com

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=THEHEGEO







https://thehegeo.com/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=THI%C3%8AN%20HO%C3%80NG



http://www.thienhoang.com.vn/




pháp Thiên Hoàng Xuất

Phần

Mềm

92 Tinh Vân


Công nghệ Tinh Vân

Sản

Xuất

Phần

Mềm

www.tinhvan.com

93 TPS


Phần mềm TPS

Sản

Xuất

Phần

Mềm

www.tpssoft.com

94 TRU-E


Công nghệ và Dịch

vụ truyền thông

TRU-E

Sản

Xuất

Phần

Mềm

http://www.tru-e.vn

95 Unitech


Công nghệ Tâm Hơp

Nhất

Sản

Xuất

Phần

Mềm

http://www.unitech.vn

96 USOL Việt

Nam

Công ty USOL Việt

Nam

Sản

Xuất

Phần

Mềm

http://www.usol-v.com.vn/

97 VCM

Công ty TNHH VCM

Việt Nam

Sản

Xuất

Phần

Mềm

www.thuecongty.com

98 Vietstar Công ty TNHH Giải Sản www.vietsst.com





http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=TINH%20V%C3%82N







http://www.vinasa.org.vn/hoi-vien/www.tinhvan.com

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=TPS







http://www.vinasa.org.vn/hoi-vien/www.tpssoft.com

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=TRU-E









http://www.tru-e.vn/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=UNITECH








http://www.unitech.vn/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=USOL%20VI%E1%BB%86T%20NAM








http://www.usol-v.com.vn/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=VCM







http://www.vinasa.org.vn/hoi-vien/www.thuecongty.com

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=VIETSTAR



http://www.vinasa.org.vn/hoi-vien/www.vietsst.com




pháp & Công nghệ

SAO VIỆT

Xuất

Phần

Mềm

99 VIETTREND


truyền thông

Viettrend

Sản

Xuất

Phần

Mềm

http://www.viettrend.net

100 VKX Công ty TNHH VKX

Sản

Xuất

Phần

Mềm

http://www.vkx.com.vn

101 VMODEV


Công nghệ

VMODEV Hà Nội

Sản

Xuất

Phần

Mềm

http://vmodev.com

102 VNG

Công ty Cổ Phần

VNG

Sản

Xuất

Phần

Mềm

http://vng.org.vn

103 VNPT Hải

Phòng

Trung tâm Tin học-

VNPT Hải Phòng

Sản

Xuất

Phần

Mềm

http://www.hptel.com.vn

104 VP9

Công ty Cổ phần VP9

Việt Nam

Sản

Xuất

Phần

Mềm

www.vp9.tv

105 VSII Công ty cổ phần Phần Sản http://www.vsi-international.com






http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=VIETTREND








http://www.viettrend.net/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=VKX






http://www.vkx.com.vn/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=VMODEV








http://vmodev.com/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=VNG







http://vng.org.vn/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=VNPT%20H%E1%BA%A2I%20PH%C3%92NG








http://www.hptel.com.vn/

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=VP9







http://www.vinasa.org.vn/hoi-vien/www.vp9.tv

http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=VSII



http://www.vsi-international.com/




mềm Việt Quốc tế Xuất

Phần

Mềm

106 Zinza

Công ty TNHH Zinza

Technology

Sản

Xuất

Phần

Mềm

http:// zinza.com.vn

APPENDEX B: QUESTIONNAIRE FOR THE MAIN SURVEY

PART 1: ORGANIZATIONAL FACTORS AND KNOWLEDGE TRANSFER

PROCESS

(Circle the right choice or stick “x” in the box)

Q1. How are the following types of knowledge important to you or/and your company? Please

rate the importance level associated with each of the following knowledge by using this scale:

(1: Not important at all; 5: Very important; N/A= Not Applicable.)

N/A

Knowledge of management 1 2 3 4 5

Knowledge of external environment 1 2 3 4 5

Knowledge of company’s culture 1 2 3 4 5

Knowledge of market 1 2 3 4 5

Knowledge of technology 1 2 3 4 5

Information Technology Tools

Q2. Which information system does your company currently use?

a) Paper-based system

b) Computer-based system

c) Mixed of the two systems





http://www.vinasa.org.vn/hoi-vien/danh-sach-hoi-vien/ho-so-hoi-vien.aspx?Code=ZINZA









Q3. Which IT tools does your company currently use?

Intranet Company's website Decision support system Email

Video-conferencing Expert system

Internal electronic bulletin board Internet E-library

Q4. How often do you use the following IT tools in the company?

[1=never, 2=occasionally (less than once a month), 3=often (between once a month and

once a week), 4=regularly (several times a week), 5=all the time (everyday); N/A = not

applicable]

N/A

E-library 1 2 3 4 5

Intranet 1 2 3 4 5

Email 1 2 3 4 5

Company website 1 2 3 4 5

Video-conferencing 1 2 3 4 5

Internet 1 2 3 4 5

Internal electronic bulletin board 1 2 3 4 5

Decision support system 1 2 3 4 5

Expert system 1 2 3 4 5

Q5. How often do you use the above IT tools for following activities?

[1=never, 2=occasionally (less than once a month), 3=often (between once a month and once

a week), 4=regularly (several times a week), 5=all the time (everyday)]

N/A

Search for information within department/company 1 2 3 4 5

Gather information for own interest 1 2 3 4 5

Publish information that will be of use to others in the company 1 2 3 4 5

Store information in the database for general access in the company 1 2 3 4 5

Search for information from sites outside a company 1 2 3 4 5

Exchange information with others 1 2 3 4 5



Q6. To what extent each of the following IT tools support the process of knowledge

transfer within the company? (1=Little; 2=, 3= Moderate; 4 =; 5=Very much; N/A= Not

Applicable)

N/A

E-library 1 2 3 4 5

Intranet 1 2 3 4 5

Email 1 2 3 4 5

Company website 1 2 3 4 5

Video-conferencing 1 2 3 4 5

Internet 1 2 3 4 5

Internal electronic bulletin board 1 2 3 4 5

Decision support system 1 2 3 4 5

Expert system 1 2 3 4 5

Please indicate your level of agreement with the statements appear in the question to question

20 by using the scale: (1= Strongly disagree; 2= Somewhat disagree; 3= Neutral; 4=

Somewhat agree; 5= Strongly agree; N/A= Not Applicable)

Q7. How did the IT tools support the process of knowledge transfer in your company?

N/A

The knowledge storage capacity is significantly increased 1 2 3 4 5

The knowledge transmission capacity is significantly increased 1 2 3 4 5

The speed of exchanging information is significantly increased 1 2 3 4 5

The accessibility to the wide range and depth of information is significantly increased 1 2 3 4

5

The process of exchanging knowledge is more convenient 1 2 3 4 5

The location and time constraints in communication is overcomed 1 2 3 4 5

Overall, the IT tools support a lot for the process of exchanging knowledge among people in

the company 1 2 3 4 5

Q8. How do you find the level of ease in using company’s IT tools for exchanging knowledge

with others along following aspects?

N/A

There is a clear guideline of using IT tools 1 2 3 4 5



Interaction with the available IT tools does not require a lot of my mental effort 1 2 3 4 5

It is easy to manage the use of available IT tools 1 2 3 4 5

Overall, I find the use of the available IT tools easy 1 2 3 4 5

Q9. Please indicate your level of agreement with the following statements that describe the

degree people in your company is encouraged to work in team.

N/A

People work like they are part of a team 1 2 3 4 5

Teamwork is used to get work done, rather than hierarchy 1 2 3 4 5

When work together as a team, member's task can not finished until everyone in team has

finished his/her task. 1 2 3 4 5

The work is divided up so that everyone has a part and everyone has to share

1 2 3 4 5

When work in a team, the assignment or project can not be completed unless everyone

contributes 1 2 3 4 5

Interdisciplinary cross-functional teamwork is extremely important for taking decision and

solving problem 1 2 3 4 5

People from different departments frequently interact to discuss work-related issues 1 2 3 4 5

Overall, teamwork is much encouraged 1 2 3 4 5


level of adaptability (i.e., attitude toward learning, taking risk and creating change) of people

in your company.

N/A

People view failure as an opportunity for learning and improvement 1 2 3 4 5

Innovation and risk taking are encouraged and rewarded 1 2 3 4 5

Learning is an important objective in daily work 1 2 3 4 5

The way things are done is very flexible and easy to change 1 2 3 4 5

New and improved ways of doing works are continually adopted 1 2 3 4 5

Overall, people in the company demonstrate a high level of adaptability 1 2 3 4 5

Q11. Please indicate your level of agreement with following statements that describe the level

of collaboration among individuals in your company.

N/A



People in the company coordinate with one another in doing tasks very well 1 2 3 4 5

Cooperation among employees across different parts of the company is actively encouraged 1

2 3 4 5

It is easy to coordinate projects across different parts of the company 1 2 3 4 5

Overall, the level of collaboration among individuals in the company is high 1 2 3 4 5


degree to which members of your company share goals and tasks.

N/A

There is a long-term purpose and strategic direction of an organization 1 2 3 4 5

There is a clear mission that gives meaning and direction to people's works 1 2 3 4 5

People understand and share the same business objectives 1 2 3 4 5

People continuously track their progress against stated goals 1 2 3 4 5

PART 2: BACKGROUND INFORMATION

About your company

Q13. Name of your company:............................................................................................

Q14. Year of company's establishment:………………………………………………….

Q15. Main business area of your company:

Software related product

Hardware product

IT service

Telecommunication service and equipment

Electronic equipment

Others

Q16. Your company's ownership:

Private company £ Liability Ltd. company £ Joint venture company

Joint stock company £ State-owned enterprise £ Others (Please specify)……

Q17. Number of full-time employees in your company:

- - - >= 250

Q 18. Does your company have colaboration portal to share works result?



yes No

Q 19. How many IT project did your company implement in 2015-2016 period?

………………….

Q20. Did your compnay apply any method of sharing knowledge in the projects?

yes No

Q21. What are things orcured in your company IT projects?

Business Needs Changed

Key experienced staffs moved to other company

Did Not Deliver as Promised

Project Was No Longer a Priority

Project Exceeded the Budget

Project Did Not Support the Business Strategy

Others

About You (the person who input data in to the survey form)

Q22. Gender Female

Q23. Your working experience in the company:

- - More than 5 years

Q24. Your current working position:

Senior manager

Q25. Your contact address:………………………………………………………………