a melhora noprazo de entrega, orcamento e atingimento de objetivos de negocio em empresasque possuem um processo formal de transferencia de conhecimento.Recomendam-se estudos posteriores para averiguacao de um estudode caso sobre o tema. Nele seria possivel obter informacoes mais aprofundadasde como ocorre a transferencia de conhecimento em equipes de projetos e como osprofissionais tem acesso as informacoes de outras areas. 6. Referencias bibliograficas AJMAL M. M., KOSKINEN, K. U. Knowledge Transfer in Project-Based Organizations: An OrganizationalCulture Perspective. Project Management Journal, Vol.39, Num. 1. p 7-13,2008BARTOL, K., SRIVASTAVA, A. (2002, Summer). Encouraging knowledgesharing: the role of organizational reward systems. Journal of Leadership & Organizational Studies,9(1), 64-76DAVENPORT, T. H; PRUSAK, L. ConhecimentoEmpresarial: Como as Organizacoes Gerenciam seu Capital Intelectual. 18aEd. Rio de Janeiro: Elsevier, 2012. GOFFIN K., KONERS U. Tacit Knowledge, Lessons Learnt, and New Product Development. JournalProduct Innovation Management, Vol.28, p 300-318,2011 JOSHI K.D., SARKER Saonee, SARKER Suprateek. Knowledge transfer within informationsystems development teams: Examining the role of knowledge source attributes, DecisionSupport System, Elsevier, Vol. 43, p.22-335,2007 KNUDSEN, M. P. TheRelative Importance of Interfirm Relationships and KnowledgeTransfer for NewProduct Development Success. The Journal of Product Innovation Management,Vol. 24 p.117-138, 2007LINDNER F., WALD A.. Success factors of knowledge management in temporary organizations.International Journal of Project Management, Vol.29,p 877-888,2011LIYANAGE C., ELHAG T., BALLAL T. and LI Q.. Knowledge communication and translation aknowledge transfer model, Journal of Knowledge Management, Vol.13p.118-131,2009NEWELL S., BRESNEN M. , EDELMAN L., SCARBROUGH H., andSWAN J.. Sharing Knowledge AcrossProjects Limits to ICT-led Project Review Practices. Management Learning,Vol.37, p 167-185,2006PROJECT MANAGEMENT INSTITUTE. PMI s 2015Pulse of Profession: Capturing the Value of Project Management. EstadosUnidos: PMI, 2015 Fevereiro.PROJECT MANAGEMENTINSTITUTE. PM Network 2015 JunhoPROBST, G.; RAUB, S.;ROMHARDT, KAI. Gestao do conhecimento: os elementos constitutivos de sucesso.Porto Alegre: Bookman, 2002.ROTTMAN J. W., LACITY M. C.. Proven Practices for IT Offshore Outsourcing. Sourcingand Vendor Relationships, Vol. 5, No. 12, Executive Report, 2004TONET,Helena Correa; PAZ, Maria das Gracas Torres da. Um modelo para ocompartilhamento de conhecimento no trabalho. Revistade Administracao Contemporanea, v. 10, n. 2, p. 75-94, 2006.VALENTIM,Marta Ligia Pomim. Gestao da informacao e gestao do conhecimento em ambientesorganizacionais: conceitos e compreensoes. Tendencias da Pesquisa Brasileiraem Ciencia da Informacao, v. 1, n. 1, 2014.[1] Traduzido pelo autor: Project Management Body of Knowledge[2] Traduzido pelo autor: Knowledge transfer within informationsystems development teams: Examining the role of knowledge source attributes[3] Traduzido pelo autor: Knowledge communication and translation aknowledge transfer model[4] Traduzido peloautor: The Relative Importance ofInterfirm Relationships and Knowledge Transfer for New Product DevelopmentSuccess[5] Traduzido peloautor: Tacit Knowledge, Lessons Learnt, and New Product Development[6] Traduzido peloautor: Knowledge Transfer inProject-Based Organizations: An Organizational Culture Perspective[7] Traduzido peloautor: Success factors of knowledgemanagement in temporary organizations[8] Traduzido peloautor: Proven Practices for IT OffshoreOutsourcing