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322 Chapter 9

• What information do you rely upon during a normal working day? Where do you
obtain this?
• If you have a question, where do you go to fi nd the answer?
• Who asks you what types of questions?
• What sort of orientation and refresher training have you received?
• How do you fi nd out what is happening in the organization?
• What sorts of news do you read regularly?
• What type of knowledge is needed to do your work?
• How do you add value to the organization? Where do your knowledge artifacts
reside?
• How could knowledge fl ow be improved, in your opinion?
• What would make your work easier?

A knowledge audit is typically carried out by interviewing individuals or groups or
by administering a survey questionnaire. It is highly recommended that audit ques-
tions be prepared ahead of time even if the interview method is chosen. A compre-
hensive questionnaire can serve as either a web-administered survey or as an
interviewing guide. In the questionnaire in table 9.1 (adapted from Liebowitz et al.,
2000 , 5 – 6), knowledge categories refer to the types that you need to know to do your
job; for example, a professor needs to know how to teach, conduct research, and
supervise graduate students; a lawyer needs to know about legislation; a doctor needs
to know about diagnostic techniques, and so on.
Knowledge mapping is an ongoing endeavor — not a one-time activity. The knowl-
edge map is a navigation aid to explicit/codifi ed information and tacit/uncodifi ed
knowledge (Grey 1999). The map should provide an inventory and evaluation of intel-
lectual or knowledge assets of an organization.
Once the “ as is ” portrait of the organization has been completed through informa-
tion gathering and the knowledge audit, a gap analysis can be performed.

Gap Analysis

The difference between the existing and desired KM state of the organization is
analyzed in terms of enablers and barriers to successful KM implementation. A good
gap analysis should address the following points ( Zack 1999 ; Skyrme 2001 ):
• What are the major differences between the current and desired KM states of the
organization?