b.cognosco

• Start small and grow steadily over time.
• Set the "rules of the road" up front and keep it simple.
• Enforce the new culture.
• Define standards but be reasonable.
• Pilot a project.
• Assign a KM owner.
• Show everybody everything.
• Management support.
• Team feedback.

Project Level Knowledge Management.

Project-level implementations of KM hold promise for one simple reason: They address real day-to-day problems that can only be solved with collaboration. Notice I didn't say collaboration tools. That's a very important distinction because this is where KM has traditionally gotten into trouble. The tools are enablers; collaboration is an interaction of people. If you use the tools right, you make the interaction easier; people see the value and buy into the concept. Once people buy into the concept, any initiative will grow and nurture itself.

This approach is exactly why we're having success with project-level KM. The ability to focus on core collaboration tasks and really get to the heart of what workers need is key to any KM initiative. [ADVANCE for Health Information Executives ]

Another example of some solid thinking about how to introduce KM into the organization. This article focuses primarily on how to support a transition from typical practices (e.g. e-mail and ad hoc documentation) to practices that will support improved knowledge management in the long run. If you look at the examples offered, it's clear that k-logs would be an ideal technology tool to meet KM needs at a project level.

A nice little mini-case. [McGee's Musings]