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KM in Higher Education by Anne S. & Robert M.
KM in Higher Education by Anne S. & Robert M.
KM in Higher Education by Anne S. & Robert M.
KM in Higher Education by Anne S. & Robert M.
KM in Higher Education by Anne S. & Robert M.
KM in Higher Education by Anne S. & Robert M.
KM in Higher Education by Anne S. & Robert M.
KM in Higher Education by Anne S. & Robert M.
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KM in Higher Education by Anne S. & Robert M.


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A class activity to review a KM article in education field.

A class activity to review a KM article in education field.

Published in: Education
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  • 1. Knowledge Management in Higher Education A case study in a Large Modern UK University As part of class activity for WMGA6316 Knowledge Management: Tools and Techniques University Malaya Prepared by: Jennifer L. 2010 Review from article by Anne Slater and Robert Moreton
  • 2. Objectives of Review
    • Find article related to Knowledge Management (KM) implementation in fields/areas other than IT and Computer Science
    • Review on the following:
      • How it was prior to KM implementation and after implementation
      • Methodology used
      • Problems encountered in implementation
  • 3. Background Study
    • University is considered centers of knowledge, inevitably display a “significant level of knowledge management activities” – however it does not necessarily provide cohesive and integrated model
    • Analysis of current structure and practices in IT Services Department at University of Wolverhampton – by interviewing key staff and by reviewing published strategic priorities
    • Feb 2002: the department introduced a long-term framework of strategic and operational priorities for IT services – acknowledge that priorities of the University changes over time
    • Using a generic approach, practices and beliefs are identified to develop a cohesive and effective KM strategy
    • A set of guidelines for developing KM in IT services is presented – a product of the current strategic priorities and indicate how KM practices improve current performance and inform future initiatives/ideas
  • 4. KM Approach
    • Identify business goal/objective
      • Create awareness that KM principles influence initiatives that had been implemented in the department
      • Experience showed most successful when the aim is to improve specific process
    • Identify existing knowledge
      • Projects initiated to develop the quality of skills and services within department
    • Create new knowledge
      • Nominate an Information Coordinator to manage information within department
      • Encourage staff to provide information/resources to be published in the intranet
  • 5. KM Approach (cont.)
    • Share knowledge
      • Project to identify lines of communication within department by mapping links between teams, identify failed communication and proposed recommendations
      • Positive feedback from staff regarding the information provided on the intranet
      • Encourage staff to collaborate and share knowledge and experience to provide a seamless and effective service
    • Utilize and retain knowledge
      • Technology is essential for KM strategy in term of storage, distribution and access
      • Challenge: coordinate and integrate various systems to reduce time spent on maintenance and support and to create a central knowledge repository
      • Identification and documentation of Best Practice – key for retain and reuse knowledge
      • Produce Guidance Notes: common practices by individual staff with acknowledged expertise
    • Measure knowledge
      • RMS Inventory Project initiated to improve reporting functions for Service Desk – to identify trends and requirements to establish flexible and proactive service
  • 6. Implementation Issues
    • Only a brief period of relevancy of guidelines due to rapid changes within the department and University
    • Audit of KM capabilities – 3 KM analysis modules were evaluated – provide useful focus
    • Lack of formal guidelines, organization is compelled to spend a lot of time and resources for research or employ consultancy services which are expensive – can lead to ultimate failure for implementing successful and practical KM solutions
    • IT Services Director is committed to pursuing recommendations in the guidelines – their entirety as a means of improving KM within department
  • 7. Key Success Factors
    • Creating a trusting and open environment that encourages sharing of knowledge with appropriate rewards and recognition
    • Realize potential knowledge and expertise that already resides with their employees
    • Implement methods to retain knowledge for the benefit of organization
    • Technology plays a critical role in facilitating solutions to knowledge requirements, enabling employees to access required information efficiently
  • 8. The End
    • Disclaimer:
    • These slides represent my personal understanding of the article and may not be entire accurate as this is only a part of a class activity for learning purpose.
    • Acknowledgement is given to the original authors as most of the words presented here are quoted directly from the article.
    • Thank you