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Critical Success Factors For KM

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Curtis Conley
Curtis Conley

This document proposes a framework for critical success factors (CSFs) for knowledge management (KM) initiatives. It discusses the evolution of the CSF approach and reviews existing literature on CSFs for IT projects, project management, quality management, and KM. The proposed framework identifies CSF groups for the KM manager, environment, organization, KM initiative, and KM team, and suggests relationships between the different CSFs.

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Critical Success Factors for KM Northern Illinois University Curtis A. Conley, Doctoral Candidate Presented on March 13, 2007 For more information about this dissertation research project please feel free to contact the author, information below. Curtis A. Conley [email_address] www.curtisconley.com
Evolution of the CSF Approach Lists of CSFs Ranked/Ordered List of CSFs Grouping of Factors (by type, area, etc.) CSF by Implementation Stage Interrelationship of CSFs
The CSF Approach Information Technology (IT) Project Management (PM) Total Quality Management (TQM) Knowledge Management (KM) 1979 Early 1980s Late 1980s Late 1990s
The CSF List Approach Sharing Tech. Infrastructure Knowledge Infrastructure Culture Transferring Creating Knowledge Strategy Training Top Mgmt. Support
The CSF Ranked List Approach 1) 2) 3) 4) 5) 6) 7) 8) 9) Sharing Tech. Infrastructure Knowledge Infrastructure Culture Transferring Creating Knowledge Strategy Training Top Mgmt. Support
Grouped Critical Success Factors Strategic Tactical Organizational Technological Esteves-Souza & Pastor-Collado (2002) CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF
Critical Success Factors by Phase Manger CSFs Project CSFs External Env. CSFs Organizational CSFs Phase 1 Phase 2 Phase 4 Phase 3 Ho & Lin (2005) CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF
Interrelationships Between CSFs Akkermans & van Helden (2002) CSF CSF CSF CSF CSF CSF CSF CSF
Foundation of Study Akkermans & van Helden (2002) Interrelationships of CSFs, virtuous / vicious cycles Belassi & Tukel (1996) CSFs relating to manager, project, org., & external env. Fortune & White (2006) FSM Model, accounts for above
A Proposed Framework of CSFs for KM KM Manager KM Team KM Initiative Organization Environment CSF Groups
A Proposed Framework of CSFs for KM KM Manager Environment Organization KM Initiative KM Team
Ability to Delegate Authority Ability to Coordinate Perception of their role & responsibilities Having Relevant Past Experience Commitment Education A Proposed Framework of CSFs for KM Full-time / Dedicated Staff KM Background Commitment Trust Training and Education Clear Goals and Objectives Knowledge Strategy Link to Corporate/Business Strategy Link to Perceived/Anticipated Value KM Champion Top Management Support Organizational Structure and Culture Systematic Processes Knowledge Infrastructure Technology Infrastructure Competition Fashion Markets Technology Time Climate KM Manager Environment Organization KM Initiative KM Team
Ability to Delegate Authority Ability to Coordinate Perception of their role & responsibilities Having Relevant Past Experience Commitment Education A Proposed Framework of CSFs for KM Full-time / Dedicated Staff KM Background Commitment Trust Training and Education Clear Goals and Objectives Knowledge Strategy Link to Corporate/Business Strategy Link to Perceived/Anticipated Value KM Champion Top Management Support Organizational Structure and Culture Systematic Processes Knowledge Infrastructure Technology Infrastructure Competition Fashion Markets Technology Time Climate KM Manager Environment Organization KM Initiative KM Team System Response to Interrelationships between CSFs
Ability to Delegate Authority Ability to Coordinate Perception of their role & responsibilities Having Relevant Past Experience Commitment Education A Proposed Framework of CSFs for KM Full-time / Dedicated Staff KM Background Commitment Trust Training and Education Clear Goals and Objectives Knowledge Strategy Link to Corporate/Business Strategy Link to Perceived/Anticipated Value KM Champion Top Management Support Organizational Structure and Culture Systematic Processes Knowledge Infrastructure Technology Infrastructure Competition Fashion Markets Technology Time Climate Effective Planning & Scheduling Effective Coordination and communication Effective use of managerial skills Effective control & monitoring Effective use of technology Human Financial Raw materials Facilities KM Manager Environment Organization KM Initiative KM Team KM Manager Performance Availability of Resources
Ability to Delegate Authority Ability to Coordinate Perception of their role & responsibilities Having Relevant Past Experience Commitment Education A Proposed Framework of CSFs for KM Full-time / Dedicated Staff KM Background Commitment Trust Training and Education Clear Goals and Objectives Knowledge Strategy Link to Corporate/Business Strategy Link to Perceived/Anticipated Value KM Champion Top Management Support Organizational Structure and Culture Systematic Processes Knowledge Infrastructure Technology Infrastructure Competition Fashion Markets Technology Time Climate Effective Planning & Scheduling Effective Coordination and communication Effective use of managerial skills Effective control & monitoring Effective use of technology Human Financial Raw materials Facilities KM Manager Environment Organization KM Initiative KM Team KM Manager Performance Availability of Resources KM Success or Failure

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Critical Success Factors For KM

  • 1. Critical Success Factors for KM Northern Illinois University Curtis A. Conley, Doctoral Candidate Presented on March 13, 2007 For more information about this dissertation research project please feel free to contact the author, information below. Curtis A. Conley [email_address] www.curtisconley.com
  • 2. Evolution of the CSF Approach Lists of CSFs Ranked/Ordered List of CSFs Grouping of Factors (by type, area, etc.) CSF by Implementation Stage Interrelationship of CSFs
  • 3. The CSF Approach Information Technology (IT) Project Management (PM) Total Quality Management (TQM) Knowledge Management (KM) 1979 Early 1980s Late 1980s Late 1990s
  • 4. The CSF List Approach Sharing Tech. Infrastructure Knowledge Infrastructure Culture Transferring Creating Knowledge Strategy Training Top Mgmt. Support
  • 5. The CSF Ranked List Approach 1) 2) 3) 4) 5) 6) 7) 8) 9) Sharing Tech. Infrastructure Knowledge Infrastructure Culture Transferring Creating Knowledge Strategy Training Top Mgmt. Support
  • 6. Grouped Critical Success Factors Strategic Tactical Organizational Technological Esteves-Souza & Pastor-Collado (2002) CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF
  • 7. Critical Success Factors by Phase Manger CSFs Project CSFs External Env. CSFs Organizational CSFs Phase 1 Phase 2 Phase 4 Phase 3 Ho & Lin (2005) CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF CSF
  • 8. Interrelationships Between CSFs Akkermans & van Helden (2002) CSF CSF CSF CSF CSF CSF CSF CSF
  • 9. Foundation of Study Akkermans & van Helden (2002) Interrelationships of CSFs, virtuous / vicious cycles Belassi & Tukel (1996) CSFs relating to manager, project, org., & external env. Fortune & White (2006) FSM Model, accounts for above
  • 10. A Proposed Framework of CSFs for KM KM Manager KM Team KM Initiative Organization Environment CSF Groups
  • 11. A Proposed Framework of CSFs for KM KM Manager Environment Organization KM Initiative KM Team
  • 12. Ability to Delegate Authority Ability to Coordinate Perception of their role & responsibilities Having Relevant Past Experience Commitment Education A Proposed Framework of CSFs for KM Full-time / Dedicated Staff KM Background Commitment Trust Training and Education Clear Goals and Objectives Knowledge Strategy Link to Corporate/Business Strategy Link to Perceived/Anticipated Value KM Champion Top Management Support Organizational Structure and Culture Systematic Processes Knowledge Infrastructure Technology Infrastructure Competition Fashion Markets Technology Time Climate KM Manager Environment Organization KM Initiative KM Team
  • 13. Ability to Delegate Authority Ability to Coordinate Perception of their role & responsibilities Having Relevant Past Experience Commitment Education A Proposed Framework of CSFs for KM Full-time / Dedicated Staff KM Background Commitment Trust Training and Education Clear Goals and Objectives Knowledge Strategy Link to Corporate/Business Strategy Link to Perceived/Anticipated Value KM Champion Top Management Support Organizational Structure and Culture Systematic Processes Knowledge Infrastructure Technology Infrastructure Competition Fashion Markets Technology Time Climate KM Manager Environment Organization KM Initiative KM Team System Response to Interrelationships between CSFs
  • 14. Ability to Delegate Authority Ability to Coordinate Perception of their role & responsibilities Having Relevant Past Experience Commitment Education A Proposed Framework of CSFs for KM Full-time / Dedicated Staff KM Background Commitment Trust Training and Education Clear Goals and Objectives Knowledge Strategy Link to Corporate/Business Strategy Link to Perceived/Anticipated Value KM Champion Top Management Support Organizational Structure and Culture Systematic Processes Knowledge Infrastructure Technology Infrastructure Competition Fashion Markets Technology Time Climate Effective Planning & Scheduling Effective Coordination and communication Effective use of managerial skills Effective control & monitoring Effective use of technology Human Financial Raw materials Facilities KM Manager Environment Organization KM Initiative KM Team KM Manager Performance Availability of Resources
  • 15. Ability to Delegate Authority Ability to Coordinate Perception of their role & responsibilities Having Relevant Past Experience Commitment Education A Proposed Framework of CSFs for KM Full-time / Dedicated Staff KM Background Commitment Trust Training and Education Clear Goals and Objectives Knowledge Strategy Link to Corporate/Business Strategy Link to Perceived/Anticipated Value KM Champion Top Management Support Organizational Structure and Culture Systematic Processes Knowledge Infrastructure Technology Infrastructure Competition Fashion Markets Technology Time Climate Effective Planning & Scheduling Effective Coordination and communication Effective use of managerial skills Effective control & monitoring Effective use of technology Human Financial Raw materials Facilities KM Manager Environment Organization KM Initiative KM Team KM Manager Performance Availability of Resources KM Success or Failure