This paper seeks to develop an integrated perspective on knowledge management (KM) project measurement. Based on a review of the existing literature, a theoretical framework which identifies four distinct measurement elements, namely, activities, knowledge assets, organizational processes and business benefits is proposed. Using this framework, an empirical study on KM measurement was conducted among six Singapore Civil Service agencies. It was found that most KM projects were driven top-down, technology-focused and had some form of milestones specified along their development stage. Additionally, all four measurement elements identified in the theoretical framework could be found across the measurement schemes used in the public agencies. Two implications can be drawn from the findings. One, the context under which a KM project is conceived should be carefully considered when specifying indicators for measurement. Two, to balance among the needs of all stakeholders, the use of all four measurement elements to measure a KM project is advocated
['Alton Yeow-Kuan Chua', 'Dion Hoe-Lian Goh']
Measuring Knowledge Management Projects: Fitting the Mosaic Pieces Together