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Abstract

Effective knowledge management is a powerful driver for product and organizational growth. Knowledge management allows for the efficient creation, sharing and use of information. But it is not entirely clear what basic knowledge is involved in agile practice and how teams handle it. The main aim of the article was the theoretical and empirical analysis of the agile knowledge management approach. The principles of knowledge management in connection with agile methodology were examined in the cognitive-theory section. The methodology is based on a case study applying an observational technique within an online organization. The empirical part presents a theoretical model that describes how knowledge management is used in the agile approach. These findings can aid in the understanding of agile knowledge management practices inside an online company, which includes iterative development, knowledge management and engineering practices. The results show that agile knowledge management improved in the organization’s proactive process management. The significant influence is observed on staff efficiency, economic growth, and hence on customer loyalty, which boosts corporate morale while reducing resource consumption.

۱٫ Introduction

Since software development is accelerating today, it is difficult to find a project management process model that meets all of the online company’s requirements. In these fields, effective knowledge management is seen as a success driver that promotes product and organizational growth. Agile approaches were discovered to be more resultsoriented, reliable, and scalable than conventional project management methods. Understanding how to manage knowledge as a competitive advantage can boost team coordination and adapt responsiveness. Knowledge management techniques will greatly aid in gaining and maintaining a competitive advantage [2]. This paper would include a straightforward, analytical response and evaluation to these comments and other contentious topics. The motivation is that deciding to reorganize is very daunting for organizations that employ traditional project management approaches. To take ambitious strides toward agility, organizations must provide proof of the approach’s success to ensure that the initiative is worthwhile. This problem area provided the impetus for this work.