Knowledge Manager's Handbook

Dr Nick Milton is a director and co-founder of Knoco Ltd, an international knowledge management consultancy. He previously worked at BP, coordinating the BP Knowledge Management Community of Practice, and was a member of the working group for the development of ISO 30401:2018.Patrick Lambe is a founding partner of Straits Knowledge, a global consulting and research firm specializing in knowledge, learning and innovation. He is a Visiting Professor in knowledge management at Bangkok University, President of the International Society for Knowledge Development Singapore chapter and an editorial board member of the Journal of Knowledge Management.

• Chapter - 00: Introduction;Section - ONE: Orientation to knowledge management implementation;Chapter - 01: What is knowledge management?;Chapter - 02: The stages of KM implementation;Chapter - 03: Barriers and pitfalls;Section - TWO: Preparation and resources;Chapter - 04: Knowledge management strategy;Chapter - 05: The role, skills and characteristics of the knowledge management leader;Chapter - 06: The KM team members;Chapter - 07: The role of senior management;Chapter - 08: Budget and timescale;Chapter - 09: Aims and objectives for the KM implementation programme;Chapter - 10: Finding partners to help you;Section - THREE: Assessment and planning;Chapter - 11: Conducting the knowledge resources audit;Chapter - 12: The knowledge management framework;Chapter - 13: The knowledge discussion elements of the KM framework;Chapter - 14: The knowledge capture and documentation elements of the KM framework;Chapter - 15: The knowledge synthesis elements of the KM framework;Chapter - 16: The knowledge-finding and re-use elements of the KM framework;Chapter - 17: Knowledge organization;Chapter - 18: Influencing the stakeholders;Chapter - 19: Culture, communications and change;Chapter - 20: Preparing the KM implementation plan;Section - FOUR: The implementation activity;Chapter - 21: Building the KM champion network;Chapter - 22: Trials and pilots;Chapter - 23: Roll-out, embedding and governance;Chapter - 24: Setting up the KM metrics and reporting system;Chapter - 25: Dealing with bumps in the road;Chapter - 26: Transition to the operational team;Section - FIVE: Deepening and extending your KM programme;Chapter - 27: Working with external frameworks and standards;Chapter - 28: Working externally;Chapter - 29: Knowledge management and digital transformation;Section - SIX: Case histories;Chapter - 30: Implementing KM at Mars;Chapter - 31: NASA – emergence, evolution and resilience of a KM programme;Chapter - 32: Using the ISO KM standard 30401:2018 to sense-check KM at Petroleum Development Oman;Chapter - 33: KM implementation in a global oil and gas company;Chapter - 34: KM implementation at Huawei;Chapter - 35: KM implementation at the Singapore Youth Olympics;Chapter - 36: Implementing and sustaining KM in the Public Works Department Malaysia;Chapter - 37: Summary;Chapter - 38: Glossary;Chapter - 39: Index