Leaning Tower of Provisions for Knowledge Management (Part 2 of 2)

Joe Wynne is a versatile Project Manager experienced in delivering medium-scope projects in large organizations that improve workforce performance and business processes. He has a proven track record of delivering effective, technology-savvy solutions in a variety of industries and a unique combination of strengths in both process management and workforce management.

  Knowledge Management   Lessons Learned  

In Part 1, we saw how workforce management problems develop when KM is not managed correctly from the beginning. When there is no proper well-maintained foundation, the KM tower starts to fall down, and becomes very difficult to right. Without a proper foundation, you face:

• Inconsistent performance
• Embarrassing and costly mistakes on deliverables
• Schedule-busting rework

Even worse, if you see problems during your project, it will be unlikely that you will get them resolved in time to avoid falling chunks.

Real Solution: Avoid Lack of Maintenance in the First Place

To avoid this decay in quality, make sure that the KM project sponsor commits appropriate funds and personnel annually for maintenance. This should be included in the business case. Failing that, get this issue out and discussed as soon as possible, long before you suffer. Look for coverage of:

• Information updates
• Software upgrades
• Hardware upgrades
• Clearly, this involves a team

Who Should Be Involved and What They Should Do

The team should be made up of those who can make a clear connection to the workforce. It should include champions, not just "representatives," from all the practice areas of the workforce in addition to support groups. For example, there should be:

• Champions representing senior line managers. They should …

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