Project Success

Posted by chiefworker on 20 August 2009

In the domain of Project Management, it is important to reflect on what is meant by project success. An article on Gantthead says technically a project can be successful if the answers to the following questions is a YES:

• Has the project satisfied the business requirements of the primary stakeholders?

• Were the deliverables produced on time and within the budget (as amended by formal change control)?

• Do the business owners believe the project was successful?

• Has the project delivered the business value promised?

Well, we are not convinced.

We have found, that in most situations, projects have secondary stakeholders who are

KM Governance

Posted by chiefworker on 18 August 2009

Governance of the KM function is a much debated subject in the Information and Knowledge Management community today.

Knowledge culture is quite intricately tied to Governance and over the last year or some seminal work has been published in this area. I have of course being (as employees and managers) practiced Governance. I have also consulted on Governance - in public, private and not-for-profit environments

In recent times, we have considered the contemporary thinking and we think that the work by Prof Suzanne Zyngier of La Trobe University (arguably the contemporary expert on KM Governance in the world today) is quite insightful

So what is this Web 2.0 anyway?

Posted by chiefworker on 18 August 2009

So what is this Web 2.0 anyway?

The other day I wanted to get a website built and called up a few web developers around the world, NZ, Australia, India and the Philippines to be precise. Like many businesses (this was an experiment) we had this fantastic website in mind, no written description of course and there was one thing we were clear about - we wanted a Web 2.0 site.

Well, all the developers - after talking to us for 60 minutes (on Skype of course) offered to build us a Web 2.0 website - it would seem that none of

Knowledge Management Culture

Posted by on 14 August 2009

Over the years, working with our clients as well as being employess of global knowledge intensive organisations such as IBM, Ernst & Young, Brookers and of course the Government, we have found that there are three common behaviour patterns that act as strong barriers to knowledge sharing in organisations. We have found that unless the root causes of these behaviours are unearthed and serious attention paid to lower their incidence, it is rather hard to obtain ROI from knowledge management investments - such as technology or process. We call these:

The FIND syndrome, the HOARD syndrome and the OVERLOAD syndrome. Three