Aligning People, Process and Technology in Knowledge Management

Ensure your KM projects work successfully through the effective alignment of people, process and technology

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  • Publication date: June, 2011
  • Pages: 135
  • ISBN: 9781907787539


In a tighter economy, organisations closely scrutinise all costs and initiatives to ensure money is being well spent. Knowledge Management (KM) may well come under the microscope, especially where expensive technology has been bought but no real return on investment is being seen.

Written by Stephanie Barnes, Aligning People, Process and Technology in KM provides a complete toolkit and roadmap to ensure that these critical elements are aligned from beginning to end, ensuring the success of your KM initiatives.

Key topics covered include:

  • Integrating people, process and technology for successful KM;
  • Recent trends in KM and KM technology;
  • The key benefits of specific types of KM technology – business intelligence, CRM systems, incident management software, learning management, expertise location, content management, document and records management, search technology, portal technologies, workflow technologies, social networking and blogging software, and collaboration;
  • The key risks associated with knowledge management;
  • Aligning KM with organisational processes and business objectives;
  • A knowledge management roadmap - the eight phases of the knowledge management program process;
  • Key requirements for KM success and ROI;
  • How to prepare a change management plan for effective implementation of new KM projects; and
  • Establishing KM Governance.
    Case Studies:

This report contains 13 case studies from international organisations including; Ontario Council of Agencies Serving Immigrants, Osler, Hoskin & Harcourt LLP, ICICI Bank, ConocoPhillips, Bovis Lend Lease and many more – featuring KM initiatives that have both worked and those that have failed, including:

  • Migrating to a commercial off the shelf solution in a sustained knowledge management environment;
  • Facilitated knowledge sharing;
  • Creative solutions in knowledge transfer;
  • Locating information in a timely manner to reduce the impact of system outages;
  • Different approaches to implementing an ECM platform;
  • Implementing a ‘community of purpose‘ program;
  • Microsoft SharePoint as an intranet solution;
  • A portal project to increase agility, flexibility and capability in the core competency areas of communications and collaboration; and
  • Collaboration and knowledge sharing across international offices.


Chapter 1: What is knowledge management?

Chapter 2: Recent trends in knowledge management

Chapter 3: Knowledge management benefits

Chapter 4: Knowledge management risks

Chapter 5: Aligning knowledge management with the business

Chapter 6: The knowledge management roadmap

Chapter 7: Requirements for knowledge management success

Chapter 8: Change management plan

Chapter 9: Governance

Chapter 10: Knowledge management lessons learned

Case study 1: Automotive manufacturer – Migrating to a commercial off the shelf solution in a sustained knowledge management environment

Case Study 2: Bovis Lend Lease ikonnect – Facilitated knowledge sharing

Case study 3: ConocoPhillips – Creating creative solutions in knowledge transfer

Case study 4: Environmental company

Case study 5: Financial institution, IT department

Case study 6: High technology company #1

Case study 7: High technology company #2

Case study 8: ICICI Bank – Changing the way we work

Case study 9: Multinational fast moving consumer goods company

Case study 10: Osler, Hoskin & Harcourt LLP – SharePoint 2007 in a legal environment

Case study 11: Ontario Council of Agencies Serving Immigrants

Case study 12: Pharmaceutical company

Case study 13: Professional services firm

Check our Executive Summary and full table of contents here


Stephanie A Barnes
Stephanie A Barnes has over 20 years of successful, progressive experience in knowledge management and accounting in the high technology, healthcare and public accounting sectors, with abilities in strategy execution and change management as well as project development, implementation and team development.