Knowledge Management is for many projects a future target whereby the potential of using KM during the project is unfortunately neglected. This starts with the project teams who know nothing about each other and continues with the way in which knowledge management concepts are designed: “in private”. The article describes connections between process optimisation, enterprise culture and knowledge management as well as the “KM²” procedure in the joint project WISMA, where the acceptance for changes and authentic handling during the project is the focal point right from the beginning.
