Construction/Engineering firms have been managing
knowledge informally for years but the challenges facing
industry today mean that most organisations now need a
more structured coherent approach to knowledge
management. The capture and re-use of learning from
projects is considered difficult because teams often
move on to the next project before completion. These
factors can limit the flow of information, create
barriers to learning and often lead to wastage and poor
performance. This paper discusses a practical way in
which to assess and implement Knowledge Management. It
argues the importance of aligning KM initiatives to the
business goals and managing the key aspects of people,
processes and technology equally. 2006
