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Knowledge Management Knowledge Management Presentation Transcript

  • Knowledge Management
    • Presented by:
    • Payam Ansari
    • Instructor:
    • Dr. Murali Raman
    Multimedia University, Malaysia
  • Knowledge , KM & KMS - Definition
    • According to Alter (1996), Tobin (1996), and Beckman (1999):
    • Data: Facts, images, or sounds
    • (+ interpretation + meaning = )
    • Information: Formatted, filtered, and summarized data
    • (+ action + application = )
    • Knowledge: Instincts, ideas, rules, and procedures that guide actions and decisions
    • Further attribute of Knowledge :
    • Know-how
    • Know-why
    • Know-what
    • Know-who
    • Know-where
    • Know-when
  • Knowledge: 1) Tacit : - Subjective, cognitive, technical - Experiential learning - Hard to document - Hard to transfer / teach / learn 2) Explicit: - Objective, rational, - Easily documented - Easily transferred / taught / learned Knowledge , KM & KMS - Definition View slide
  • Knowledge Management : KM is the process of capturing a company's collective expertise wherever it resides – in databases, Papers or people's heads! – and distributing it to wherever it can help produce the biggest payoff . (Knowledge Management Handbook By Jay Liebowitz , 1999 ) Knowledge , KM & KMS - Definition
    • Intellectual Assets:
    • Social capital : relationships with customers, employees, business partners and external experts
    • Structural capital : patents, brand names, systems and processes, management philosophy
    • Human capital : education, experience, skills, attitudes
    View slide
    • KMS s are computer-based information systems that:
    • • Can help an enterprise acquire, manage, retain, analyze, and retrieve mission-critical information; and help turn enterprise information into well-organized, abstract, and actionable knowledge.
    • Can help an enterprise identify and inter-connect experts, managers, and knowledge workers; and help extract, retain, and disseminate their knowledge in an organization.
    • A distributed hypermedia system for managing knowledge in organizations.
    • e.g.
    • - Search Engine and Web Portal - Data Mining
    • - Text Mining - Web Mining
    Knowledge , KM & KMS - Definition
      • 1 ) Codification
      • Identify who has knowledge
      • Classify and extract the knowledge
      • Manage the knowledge
      • 2 ) Personalization
      • Identify who has knowledge
      • Classify the knowledge and store information about who to contact to get it
      • Manage the “pointers to the knowledge”
    KMS - Approaches
    • People – Communities & Networks (Knowledge workers)
    • Processes – Policies & Procedures
    • Technology – Knowledge leverage tools
    • Content – Best practices, Internal & External intelligence
    KMS - Components
    • - Expert Systems
    • - Management Information Systems
    • - Document Management Systems (DMS)
    • (e.g. Alfresco, ColumbiaSoft, Documentum, DocPoint, Filehold, FileNet, …)
    • - Software Help Desk Tools
    • - Organizational knowledge flow Supporting System
    • - e-Learning Systems (softwares)
    • - Web conferencing
    • - Collaborative software
    • - Content management systems
    • - Corporate 'Yellow pages' directories
    • - email Lists
    • - Wikis
    • - Blogs
    • Video
    KM Tools
  • Reasons for adapting KM
  • Business uses of KM initiatives
  • Types of softwares purchased
  • Implementation challenges
  • 1 ) Behavioral Challenges - Resistance to share Knowledge! Knowledge Management Challenges
  • 1 ) Behavioral Challenges - Eagerness to access to MORE Information, MORE sources & MORE tools progressively! - Corporate Blogging! Knowledge Management Challenges
  • 2 ) Political Challenges - Management support Knowledge Management Challenges
  • 2 ) Political Challenges - Senior managers need to see the knowledge sharing improvement! Knowledge Management Challenges
  • How to confront these challenges??? Knowledge Management Challenges 1 ) Depreciative Enquiry - Formal brown bag session! - Discourage people from asking more questions, indirectly!
  • How to confront these challenges??? Knowledge Management Challenges
    • 2 ) Corporate Flogging!
    • Blogging For Short or Forced Blogging!
    • There are three components here :
    • 1- Policy
    • (Policy says what employees “may talk about” & what you “may not”!)
    • 2- Process
    • (To back policy up!)
    • 3- Software selection
    • (Cost , Features)
  • How to confront these challenges??? Knowledge Management Challenges
    • 3 ) Social Network Paralysis
    • CEOs & Managers love Maps, Charts & Diagrams!
    • So :
    • Give bonus to more connected people!
    • Provide a Questionnaire with only these 2 questions :
    • 1.Who do you share knowledge with? Why?
    • 2.Who do you not share knowledge with? Why?
    • Use the Statistical & Mapping software
    • Show the result to CEO!
  • Knowledge Outsourcing
    • Knowledge Outsourcing becomes attractive when:
    • - Managers think traditional KM is difficult
    • Managers think they will be bothered with KM
    • Managers fear of KM challenges
    • Managers do not have KM resources
    • The size of organization is small.
    • Knowledge Outsourcing Phases:
    • 1 – Identify the Knowledge opportunities
    • 2 – Decouple Human Knowledge Assets (HKA)
    • 3 – Identify HKA provider
  • Identification of Knowledge Opportunities
    • 1 ) SQUAT Analysis Method
    • More people-oriented
    • More suitable for SMEs
    • A ) Specialist – They usually cost organizations significantly!
    • B ) Questioner – People who ask nonsense in meeting!
    • C ) Unusual – People with unusual ideas who make others think about innovation & doing things differently.
    • D ) Attractive people – Who attract media, distract colleagues from their duties.
    • E ) Technology Enthusiast – They are much keen on using latest technology, softwares which are so expensive & costly.
  • Identification of Knowledge Opportunities
    • 2 ) Six Stigma
    • More quality-oriented
    • More focus on Process
    • Identify defective HKA
    • The phases here are similar to the 6 Sigma : DMATO
    • Define – (Failures & Problems)
    • Measure – (Failure rate)
    • Analyze – (Where the problems are & where the solution could be)
    • Target – (People you’ve identified who are responsible for 80 % of failures)
    • Outsource
    • (In 6Sigma we have DMAIC where the differences are in Improve & Control)
  • For those who are interested in KM
    • - Advanced KM in corporation – KM & RFID
    • http :// www . soumu . go . jp / menu_02 / ict / u - japan_en / new_r_i02m . html
    • - Is KM dead? (An interesting interview)
    • http :// plambe . blip . tv / #1055191
    • Xerox Co. Case Study
    • http://www.xerox.com/go/xrx/template/inv_rel_newsroom.jsp?ed_name =NR_2006March8_KMWorld&app= Newsroom&view = newsrelease&format = article&Xcntry = USA&Xlang = en_US
    • Books :
    • - Knowledge Management tools & Techniques, by MADANMOHAN RAO (2001)
    • Knowledge Management : Current Issues & Challenges, by Elayne Coakes (2003)
    • Strategic Knowledge Management in Multinational Organization , by Kevin O’Sullivan , (2008)
    • Articles: The future of KM , by Ross Dawson (2004)
  • Imagination is more important than Knowledge Thank You for Your Patience