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In fact the earlier knowledge management initiatives were driven by technology, such as, document management systems, the evolution of the internet and email.

In essence technology championed knowledge management, especially the sharing of explicit knowledge which is easier to codify.

To consider only people and process and neglect technology will fail to on IT which enhances the sharing of explicit knowledge and makes it more widely available.

To focus only on process and technology without people could lead to a resistance to make any change.

In the 1960s it was becoming apparent that rather than the semi-skilled production work, the amount of knowledge held by groups of individual workers was becoming more important to (1969) who stated that “Knowledge is the central capital, the cost centre and the crucial resource of the economy.” More important are: the dynamics of information and knowledge; how people assimilate it; exchange and combine it to make new things out of it. Even small projects need ideas, knowledge and experience from many sources – including people, documents and electronic media.

Construction/Engineering firms have been managing knowledge informally for years but the challenges facing industry today mean that most Projects are usually structured into stages with tight deadlines and have different teams assigned to them.

The group had already made a substantial investment in Knowledge Management, such as a group intranet and local intranets.

The total expenditure within the Group was in excess of 1m p.a.

It highlights the importance of aligning KM initiatives to the business goals and managing all three key aspects equally.Other findings related to: lack of people communication; non standard information systems and not knowing where to find knowledge.Data from the environmental analysis supported the argument by Egan (1998), such as the importance of people, customers and developing relationships with the supplier.A gap analysis identified key shortcomings with the current knowledge management approach at the FTSE100 Company.A key finding was the non-alignment of KM to business goals, which was addressed using Critical Success Factor analysis.However, Ashton (1998) and Earl (2001) argue that knowledge needs to be captured and codified as much as possible in order to exploit and leverage it for the and communicate.Explicit knowledge is codified, more formal and easier to transmit Tacit knowledge which is gained through experience is often difficult to articulate.Such an approach was used to assess the status of KM in a FTSE100-listed engineering company.For the purpose of this paper the FTSE100 listed company will be referred to as Company X.The capture and re-use of learning from projects is considered difficult because teams often move on to the next project before completion.These factors can limit the flow of information, create barriers to learning and often lead to wastage and poor performance.

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