Many organizations underestimate the challenges associated with the usage of a knowledge management system (KMS). To better comprehend the nature of these challenges, this case describes the knowledge management attempts of a state governmental agency in the United States: Technology Project Authority (TPA).
The case targets the three main phases between 2004 and 2008, of the TPA's knowledge management strategy. Under pressure to boost its business processes to sustain its expertise in IT project management, two KMS were executed by TPA during the interval covered in the case. Ultimately, the second KMS was not used as intended. Giving our teaching aims, pupils are requested to ascertain the characteristics of an organizational environment conducive to knowledge management actions, to evaluate the strategic alignment of the KMS, and to propose a tailored process of analysis and reengineering for an integrated system like the KMS needed at TPA.
PUBLICATION DATE: September 10, 2012 PRODUCT #: HEC037-PDF-ENG
This is just an excerpt. This case is about TECHNOLOGY & OPERATIONS
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