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Measurement of KM Projects: a Practical Guide for Librarians

Published online by Cambridge University Press:  29 June 2017

Hélène Russell
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Abstract

This article written by Hélène Russell aims to look at the measurement of Knowledge projects and activities in a simple, practical way, with the aim of helping busy law firm librarians understand whether their various Knowledge Management (KM) projects and activities are having a positive effect and are value for money in a general sense. Be forewarned: the benefits of KM are often intangible and the way that KM affects tangibles can be complex, so measurement is difficult. However, that does not mean that you cannot approximate an answer which is useful for informing business decisions.

Keywords

knowledge management
Type
Current Issues
Information
Legal Information Management , Volume 17 , Issue 2 , June 2017 , pp. 109 - 118
Copyright
Copyright © The Author(s) 2017. Published by British and Irish Association of Law Librarians 

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References

Footnotes

1 Often attributed to Peter Drucker, although probably originating with Lord Kelvin, Scottish physicist in his 1883 lecture.

2 Attribution unclear.

3 Kaplan, R. And Norton, D. (1992) The Balanced Scorecard – Measures That Drive Performance Harvard Business Review January-February p71–79.

4 Kaplan, R. And Norton, D. (2001) Transforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part 1 Accounting Horizons Vol 15 No 1 March 2001, p87–104.

5 Kaplan, R. And Norton, D. (2001) Transforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part 1 Accounting Horizons Vol 15 No 1 March 2001 p71.

6 Although “data” is strictly a plural term, I use the more common singular.

7 Note the difference in meaning of “gaming” and “gamification”. Gamification is the use of elements of game playing (psychology of engagement, competition, point scoring, badges, game levels) to drive behaviours in other fora, such as marketing, KM and other business systems. Gaming is the, often subconscious, changes of behaviour when people aim to fulfil the measurement itself, rather than the objective behind the measurement. See page 113.

8 Neely, A. et al (2002) The Performance Prism.  The Scorecard for Measuring and Managing Business Success Financial Times, Prentice Hall, Harlow, via Chaffey, D. and Wood, S. (2005) Business Information Management Pearson Education Ltd p 529 via Russell, H. (2012) Knowledge Management Handbook, Law Society: London.