Selection of KM Approaches and Business Case for KM strategy
Madeline Martinez
George Washington University

Author Note
Madeline Martinez, Department of Engineering Management & Systems Engineering, George Washington University.
Correspondence concerning this article should be addressed to Madeline Martinez, Department of Engineering Management and Systems Engineering, George Washington University. Contact: madeline1@gwu.edu

Abstract
This paper presents the selection and design of KM approaches to address. To select the appropriate approaches company objectives and current gaps were analyzed and link with their respective or tentative approaches. For each approach three KM objectives were presented using the SMART approach to ensure that our KM strategy meets the needs and requirements of the organization.
A business case was also made using the information gained from knowledge maps, the letter from the CEO, and the agency maturity assessments.

Keywords: SMART objectives, KM approaches, Case Study, Communities of Practice, Lessons Learned.

Supporting the Flow of Critical Knowledge by
Designing KM Approaches Now we are ready to select and design KM approaches after having a call to action and a gap analysis in place. Previously, we have analyzed Vivint’s strategic knowledge needs, and its gaps and opportunities. This study will help us focus our KM approaches in the right direction, stablishing the most appropriate KM core group and addressing the correct issues. Therefore, the goal of this paper is to address the immediate problems through KM approaches that will build long-term capabilities for the company.
Most KM approaches fall into one or more of four categories as seen in figure 1: self-service, lessons learned communities of practice and transfer of best practices. The categories of approaches vary by how much they focus on