Investigating Knowledge Management practices in software development organisations - An Australian experience

  • Authors:

  • Aybüke Aurum;Farhad Daneshgar;James Ward

  • Affiliations:

  • School of Information Systems, Technology and Management, University of New South Wales, Sydney, NSW 2052, Australia;School of Information Systems, Technology and Management, University of New South Wales, Sydney, NSW 2052, Australia;School of Information Systems, Technology and Management, University of New South Wales, Sydney, NSW 2052, Australia

  • Venue:
  • Information and Software Technology
  • Year:
  • 2008

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Abstract

This study, using both quantitative and qualitative methods, investigates current practice of Knowledge Management (KM) in Software Engineering (SE) processes in two Australian companies on the basis that they both claimed to apply KM practices in their software development work. It also describes the KM activities and KM process used in SE practice, and examines the enablers of KM process for SE in terms of leadership, technology, culture, process and measurement. One of the main findings showed that software developers believe in the usefulness of knowledge sharing; however, their ability to utilise some of the KM systems was limited. The most commonly used systems included personal networks, informal networks, groupware and third-party knowledge. There is a need to formalise knowledge sharing of practices, while also supporting informal and ad-hoc knowledge sharing. While KM was considered to be important, the tools, techniques and methodologies currently employed for software development were inadequate to address effective management of knowledge in these organisations. In both organisations, a uniform model of the KM process did not exist. Among the four KM enablers, leadership was considered to be the most significant as top-down KM strategies were seemingly being pursued by management. Technology was also considered to be an obvious mechanism for KM, despite some of their current KM systems either being unsuitable or inaccessible. In addition, the crucial role that personal networks played in accessing tacit and implicit knowledge was seen as a key reason to foster a culture that encourages participants to share their knowledge with others.