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Presentation on Knowledge Management - Prepared & Presented by Shobana

Presentation on Knowledge Management - Prepared & Presented by Shobana

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  • Knowledge Management Prepared by Shobana
  • Knowledge Management
    • Knowledge Management - programs attempt to manage the process of creation or identification, accumulation, and application of knowledge or intellectual capital across an organization
      • Tactic Knowledge - Ideas of the Knower (Lies within the head )
      • Explicit Knowledge - Present in Concrete Media
    • Attrition – Change in the numbers skills and competencies in the work force due to promotion, transfer, career change of leadership and personnel
    • Critical Knowledge – Knowledge that is fundamental to the business or operational process that supports mission delivery and mission success of an organization
  • Process for handling employee attrition using Knowledge Management
    • Knowledge Sharing
    • Knowledge Transfer
    • Knowledge Repositories
    • Knowledge Bases
    • Expert Systems
    Trust and relationship are the major factors in Knowledge Transfer and re-use
  • Knowledge Sharing Retaining and leveraging relevant knowledge
    • Basic Principles followed in capturing the
    • tactic knowledge of the Critical Resource
      • Identification of Project Critical/ Non-Critical resources from the
      • attrition lot
      • Let employees complete their "notice period" with specific actions
      • or plans to record or share all they know
      • Knowledge Sharing is more about people and what they know
      • than technology
      • Technology or the Tools cannot provide the “context of use” or
      • provide value
      • The context of Workflow ( The way people do business)
      • The Culture of the Organization
    • Creating a Checklist for items to be covered
    • during knowledge Transfer
    • Checklist consists of
      • Identification of Project Critical/ Non-Critical resources from the
      • attrition lot
      • Identification of Critical Processes/ Knowledge that requires to be covered during the KT
      • Checklist/ KT plan on the Critical issues for which KT requires to be conducted
      • Identification of the important stakeholders ( existing team, new team ) who would be a part of the KT
      • Check for the internal resources with the same level of metrics or competency to KT else initiate the hiring process for new team based on the time frame and with in the notice period of critical resource
      • Communication of the KT plan emphasizing on the KT Topics, date, time, team members involved in the KT
    Knowledge Transfer
  • Knowledge Transfer
      • Creation of a knowledge Transfer repositories
      • Feedback form from the various participants to gauge their understanding on the topics covered during the Knowledge Transfer
      • Communicating the received feedback with the team members/ management
      • Checklist to ensure that the KT documents, recordings are appropriately titled and stored in the repository for future reference
      • KT Comprises of
        • on-the-job peer discussions,
        • formal apprenticeship,
        • corporate libraries,
        • professional training,
        • and mentoring programs.
    Leveraging lessons learned from past decisions and experiences
  • Knowledge Transfer
    • Value of Transferring Knowledge and Effective practice
  • Knowledge Repositories - Knowledge Assets
    • A receptacle where knowledge is captured and stored as
      • Documents
      • Databases
      • Software's
      • Recordings
      • semantic maps that visually depict a model for workflow of the project
    • The recording of knowledge artifacts
      • Knowledge becomes manageable, shareable, and reusable only if it is recorded (turned into a knowledge artifact) and made available. Any piece of knowledge used in one business location, down the hall, or even over the cubicle wall - likely will not be shared unless it is recorded .
  • Knowledge Bases
    • software that allows for easy importing of
      • word processing files,
      • uploading images
      • accommodating searchable file attachments .
    • solutions that easily integrate with our current website to provide online support to our clients.
    • In no time and with little manpower, company documentation can be efficiently organized into the knowledge base tree.
    Knowledge is Power
  • Expert Systems
    • Artificial Intelligence based system that converts the knowledge of an expert in a specific subject into a software code.
      • Knowledge Base which contains the information acquired by interviewing experts, and logic rules that govern how that information is applied
      • An Interface engine that interprets the submitted problem against the rules and logic of information stored in the knowledge base
      • Interface that allows the user to express the problem in common language. Expert systems technology has found application only in areas where information can be reduced to a set of computational rules.Also called rule based systems.
    • The implementation of expert systems involves systematic and well-established procedures for representing the knowledge of experts.
    • Why Knowledge Loss a key challenge ?
    • Loss of knowledge impacts -Ability to deliver value to the people(mission)
      • Productivity,reduced cycle time and errors that could be avoided with effective capture and retention policies
    • Organizational Continuity & Agility
      • Continuity - Operate effectively in the face of employee turnover, other work disruptions and practices
      • Agility -Organizations ability to address the future and to adopt effectively to the change
  • Few basics to set the stage for success in addressing attrition
    • Understanding there is a long term value in capturing and reusing knowledge and how and where it can be applied – its about performance!
    • Recognize that it is a long term commitment to maintain and sustain a knowledge enabled organization
    • Must create an awareness by articulating and communicating the knowledge loss as a “burning Platform”
    • Knowing that we cannot capture everything that everyone knows
    • Technology cannot do this alone because it cannot get what is there in others mind
    • Support and encourage a culture that values knowledge sharing through collaboration
  • Successful actions in reducing Knowledge Loss
    • Identify that the concept of knowledge transfer begins at the beginning of one’s entry into the project, not when they are leaving the organization
    • Evaluate what we currently capture, what we know and how we reuse it and leverage what good things we have already done
    • Thinking about how will we value our effort to demonstrate success and convincing anyone about not doing is a risky alternative
    • Creating a common approach for Knowledge capture and reuse, focused on collaborative behavior it does at its core require cultural change
    • Create intern and mentorship programs for the Team to ensure relevant knowledge gets transferred 
    • Recognize that this a long term effort that is not just an initiative for this Fiscal Year – it is a fundamental change in how we work.
  • Overcoming and handling employee attrition in our organization
    • Create a database of each employee in the organization with the key technical skills they restrain and proficient in.
    • Check in the required knowledge pool existence inside our organization and find out which knowledge intellect can be moved into the project.
    • The recording of knowledge artifacts
    • Leveraging lessons learned from past decisions and experiences
    • Quality management of knowledge
    • The sharing of best practices and the building of consistent processes
    • A knowledge steward is the person accountable for making certain that knowledge is recorded, reviewing the recorded knowledge for accuracy, and either gaining approval or approving the artifacts for share-ability
  • Knowledge Retention Strategies
    • Building a Knowledge sharing culture
    • Orienting new hires quickly
    • Capturing departing Knowledge
    • Capturing project lessons learned for reuse
    • Preventing the loss of Technical Knowledge and
    • Establishing mentor relationships
  • Key attributes of KM
    • Generating new Knowledge
    • Accessing valuable Knowledge from outside sources.
    • Using accessible knowledge in decision making
    • Embedding knowledge in processes, products or services
    • Representing Knowledge in documents, databases & software's
    • Facilitating Knowledge growth through culture & incentives
    • Transferring existing Knowledge into other parts of organization
    • Measuring the value of Knowledge assets or impact of KM  
    Knowledge is usable Information
  • Focus of Knowledge in an Organization
  • Knowledge Enabled High Performing Organization
  • KM tools and techniques
    • Mentoring and internships 
    • Communities of Practice can create an ability for the employees to charge what they know across boundaries enabled by existing technology 
    • Learning before, Learning During , Learning After
    • Knowledge Repositories (Knowledge Assets) to store the “Know how and know why” of processes or methods
    • Leadership transition workshops
  • Summary
    • " Change is the only thing that is constant ", Knowledge Management
    • will help organizations embrace the change effectively.
    • Knowledge Management’s long term success depends on creating a common approach for Knowledge transfer and reuse by focusing on collaborative behavior .
  • THANK YOU Prepared and presented by Shobana