Submitted by Graham Durant-Law on Tue, 22/04/2008 - 02:25.
Dear Albert,
Thank you for your comments - I appreciate them.
Life in government departments in Canada must be good if the economic component is not as important as the others! In Australia the current economic climate in government departments is one of mandated savings of between 5% and 12% of budget every year for the next 10 years - see my blog-post "Do Even More With Less " of a couple of weeks ago. My experience developing and managing the TARDIS Knowledge Management System (which is much more than an information system) inside the Australian Department of Defence for the past four years suggests the economic factor is significant. We were constrained, and remain so, by a very tight budget, which among other things mandated no new software or coding, no more than four people at any one time working full time on the initiative, and so on. I suggest the economic component is a major consideration with at least equal footing, regardless of whether or not the initiative is a government, philanthropic, or private commercial venture.
I agree the environment element is probably less important. Often you have to work with what facilities you have, and hence have some constraints already in place.
I wouldn't die on my sword over the name political. Governance works for me, although I think as a term it is more constraining.
I am interested in your framework, as I am sure my other readers would be. Is it possible to provide some detail? A link to some papers or presentations would be much appreciated. Alternatively if you provide me with something I will post it to this website.
Re: The STEEP Knowledge Management FrameworkBy: Graham Durant-Law(22/04/2008 - 02:25)
There are painters who transform the sun to a yellow spot, but there are others who with the help of their art and their intelligence, transform a yellow spot into the sun.
Re: The STEEP Knowledge Management Framework
Dear Albert,
Thank you for your comments - I appreciate them.
Life in government departments in Canada must be good if the economic component is not as important as the others! In Australia the current economic climate in government departments is one of mandated savings of between 5% and 12% of budget every year for the next 10 years - see my blog-post "Do Even More With Less " of a couple of weeks ago. My experience developing and managing the TARDIS Knowledge Management System (which is much more than an information system) inside the Australian Department of Defence for the past four years suggests the economic factor is significant. We were constrained, and remain so, by a very tight budget, which among other things mandated no new software or coding, no more than four people at any one time working full time on the initiative, and so on. I suggest the economic component is a major consideration with at least equal footing, regardless of whether or not the initiative is a government, philanthropic, or private commercial venture.
I agree the environment element is probably less important. Often you have to work with what facilities you have, and hence have some constraints already in place.
I wouldn't die on my sword over the name political. Governance works for me, although I think as a term it is more constraining.
I am interested in your framework, as I am sure my other readers would be. Is it possible to provide some detail? A link to some papers or presentations would be much appreciated. Alternatively if you provide me with something I will post it to this website.
Again thanks for your comment.
Regards Graham