Knowledge management is interesting!

But to advocate for knowledge management and encourage colleagues to do it is a wrong way, and once you get to practical solutions or lack of resources, you’ll have too many complex "why do we need this?" questions to be believed, you need a lot of authority and unique charismatic abilities.

Instead of "knowledge management" and trying to sell big projects, help your colleagues with their local problems, give them clues, do some of the work yourself, and look for places where people can express their needs explicitly.

Wrong:

xxx: We don’t have developers immersed in projects, and the team leader doesn’t have time to tell them!
I'm like, Oh, let's put in practice knowledge capture, let's build a knowledge management framework and fill it with content.

Right:

xxx: We don’t have developers immersed in projects, and the team leader doesn’t have time to tell them!
I said, What's the problem? Do I need any help?
YYY: No, we will meet with the teammate on Wednesday, draw diagrams for all projects short, should help.

Perfect:

xxx: We don’t have developers immersed in projects, and the team leader doesn’t have time to tell them!
I: So I made architectural diagrams. <link>Right here. <link> A couple of articles, and here <link> slightly outdated