||Knowledge Management (KM) has matured in the sense that there is a widespreadconsensus that KM is much more than information systems. This contributiondiscusses how engineering consulting can transcend the first generation ofrelatively technical oriented support for knowledge management into integratinginformation systems and soft management tools such as organisation, training andoffice design. Utilising their respective strength in enabling knowledge production.Results from a study of an engineering consulting company, which has adopted aKM-strategy, are analysed. The first activities had a strong focus on IT. Laterefforts however integrate the IT-component with a set of other tools. Theexperiences are discussed and two main conclusions drawn: First KM is enabled bya bundle of information systems as well as soft management tools. Second there is,in the bundled KM-strategies, still a relative overemphasis on "circumstantial"frames for knowledge production and too little focus on dynamics in knowledgeproducing processes, which in the engineering consulting company predominantlyruns, in customer oriented projects, relatively decoupled from corporatemanagement. The information system architecture might possibly need to continueto be bundled in a kind of forced best of breed strategy, since the constructionindustry operates with a strong element of temporary cooperation. Moreover it ischaracteristic that basic tools, such as spreadsheets, prove to be relatively powerfulin supporting specific knowledge production. It is recom-mended to shape thesecond generation of knowledge management by focusing on communities ofpractices and their intersection in project pro-cesses. IT continues to play abalanced and synchronised role with other tools.