Project Management

Hammering Out Your KM Architecture

How do you define something that is inextricably tied to an ill-defined buzzword? It's sort of like writing a recipe for great sandwiches it all depends on exactly what you are trying to build.

When talking about KM architecture on a conceptual level, you get all sorts of responses. Some are fairly straightforward which doesn't necessarily make them complete. Others are a little more complex and/or academic which sometimes makes them more difficult to use. Vendors come at it from whatever angle will best sell their tool. Almost invariably you will need to approach the issue from the perspective of the organizational needs that you are addressing now. For example, here is an approach from an organization using KM for competitive intelligence.

When developing your KM architecture, consider the following:

  • Your organization's goals and how they will relate to the measurable results you will achieve. The system itself doesn't necessarily have to be complete, as long as it is open, flexible and addresses well-defined needs within your organization.
  • The nature of knowledge itself and how it will change over time at your organization.
  • The business processes involved and how key information at certain points in the processes could create a more efficient and effective system.
  • The form and update frequency of the data feeding the system. Does it meet the need …

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"My way of joking is to tell the truth. It is the funniest joke in the world."

- George Bernard Shaw