Assessing the Usefulness of the Decision Framework for Identifying and Selecting Knowledge Management Projects

Knowledge management (KM) is becoming recognized as a valuable tool for the Department of Defense (DoD) in its effort to maintain a competitive, strategic advantage against its enemies in a new threat environment. Decision superiority is the ultimate end result and is only possible through the effective and efficient use of its chief key resource--knowledge. As the Air Force seeks to transform the way it does business the concept of knowledge management has made its way to the forefront of both the Air Force's Information Strategy and Information Resource Flight Plan. This research assesses the usefulness of a knowledge management decision framework previously designed for the Air Force by Captain William Bower (2001) and refined by 1st Lt Jeffrey Phillips (2003) referred to as the Bower-Phillips decision framework. Guided by the framework, a case study was undertaken at an Air Force organization to identify and address potential knowledge management opportunities. The framework was found to be useful in identifying possible KM opportunities.