A view from a Federal Government RM Employee down under...

The placement of RK (at least the 'service delivery' part of RK) in IT 
is not in itself an issue .

The issue is the degree of influence that RK has over the IT and other 
program.

This influence is best achieved when there is recognition and support 
of the Senior Management for the principles of  RK and the 
understanding of the responsibilities- that is from the Top down - in 
private industry lets say the CEO and the Vice-presidents. In Australia 
the CEO (in the public sector sense) is legislatively the officer 
responsible for the agency meeting the RK responsibilities, but ALL 
employees are/should be required to achieve good RK through internal 
policy statements indicating that responsibility.

If you can achieve the influence through IT reporting structures well 
and good (personally I think the policy formulation aspect of RK 
belongs in the CEO office - the Executive area only because I think 
this is where the greatest influence can be achieved downward but I am 
not wedded to that idea to it...and it is better to have external 
oversight to IT programs than have IT oversight themselves - in all 
aspects like RK and Finance.  You could achieve that through many 
governance structures/approaches as well)

Partnerships are  required across the agency (IT and elsewhere). 
Putting RK with IT will not guarantee by default extra money or focus 
on RK (neither will putting it with legal by the way).

So to sum up to achieve good RK in any organisation the RK people need 
to develop those influence skills (in private industry talk to the 
marketing guys about how to sell "ice to the eskimos" )


Regards

JohnD

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