ILTA White Papers

Knowledge Management

Issue link:

Contents of this Issue


Page 16 of 42

CATHERINE MONTE FOX ROTHSCHILD LLP Top Ten KM Projects KM projects and initiatives this year. Perhaps the most interesting trend is the fact that not much has changed compared to last year’s top 10-15 issues — most of the projects remain on the list. However, a few rankings have shifted, which may indicate a renewed focus; and a few new projects have emerged, which perhaps serve as opportunities for KM practitioners. W 18 1. New portal implementation/upgrade (formerly #7) 2. Enterprise search (formerly #2) 3. Developing a formal KM strategy (#6) 4. Document management system (install/ upgrade/matter centricity) (#9) 5. E-mail management (NEW) 6. Precedents (models, West km, redesign) (NEW) 7. Supporting matter management (#5) 8. Internal collaboration using Web 2.0 tools (NEW) 9. Supporting fixed fees and other AFAs (#4) 10. Internal marketing of existing KM resources to increase usage and value (#1 and #10) Knowledge Management ILTA White Paper hat issues have our KM colleagues been facing, and where are they investing time and energy? Our survey allowed us to look at the most popular Followed closely by: 11. Expertise systems 12. Document automation Not surprisingly, portal implementations and enterprise search top the list as the most popular projects. Both of these broad initiatives seek to organize the plethora of repositories existing within a firm or law department and serve as an integral framework to view expertise, client information and work product. Given the scope of these initiatives it is heartening to see how active a role KM practitioners play in their analysis and implementation. Not far behind is the importance of establishing a formal KM strategy. Although this concept was also included on last year’s top ten list, it moved up in rank. Perhaps this is a positive trend as KM professionals are taking on more responsibilities and are being recognized by top management for their efforts. And/or it could signal the necessity of formalizing KM roles because we feel the necessity to more clearly define what we do. In either case I think a formal strategy is key to success in any organization.

Articles in this issue

Archives of this issue

view archives of ILTA White Papers - Knowledge Management