This document provides an overview of knowledge management concepts and strategies. It discusses why knowledge management is important given accelerating changes in technology and information. It defines knowledge management from an enterprise perspective and outlines key enablers like leadership, communities of practice, best practices databases, and rewards/recognition systems. The document presents frameworks for knowledge management processes and capabilities. It also outlines stages of implementing knowledge management from developing interest to full integration. Overall, the document aims to introduce concepts and provide guidance around developing an effective knowledge management system within an organization.
2. Why KM?
Change is Accelerating
18
16
14
12
10
8
6
4
2
0
0
6
12
18
24
30
36
Optical
p
Network Speed
doubles every 8
months
Storage
capacity
doubles every
12 months
Computing
power doubles
every 18
months
dot COM storage requirements double every 90
days
3. What is KM? An Enterprise Perspective
The strategies, processes, and technologies employed to enable an
enterprise to acquire, create, share, and make actionable the
knowledge needed to achieve mission objectives
Enabling
Technologies
and Processes
Influences
Leadership
CoPs
Best Practice
DBs
Strategy
Reward &
Recognition
KM Process
6. Knowledge-Enabled Outcome States
State 0
Where
We Were
Ad Hoc Processes
State 1
Fostering
Knowledge
Development
Common KM
Understanding
Local Initiatives
State 2
Harvesting
the Benefits
KM Targets
Low Tool
Standardization
Collaboration
Valued
Ultimate
Vision
Embedded KM
Enterprise Processes
Center Pilots
Disparate Vi
Di
t Views of
f
Resources
State “V”
Knowledge Di
K
l d Discovery
Consolidated
Resource View
Greater Tool
Standardization
KnowledgeSharing
Known
Knowledge Value
Tool/Process
integration
Pervasive Infrastructure
Knowledge Creation
and Re-use Impact
Innovative Outcomes
7. Knowledge Management
Capability Maturity Model (KM CMM)
Level 5: Optimizing
• Business process alignment
• Process change management
g
g
Level 4: Managed
• Integrated knowledge processes
• Quantitative process management
p
g
Where
we are
going
‘01
Level 3: Defined
• Organizational processes • Knowledge mapping
• Intergroup coordination • Training program
Level 2: Repeatable
• Program planning
• Requirements process
Level 1: Initial
• Adhoc processes
• Partial technical infrastructure
Level 0:Not Practiced
• Failure to perform KM
• Culture counter to learning, sharing
• Content QA process
• KFP identification
Where
we are
‘00
Where we
want to
be
8. Stages of KM Implementation
Develop interest and
enthusiasm
No formal business
case; belief in the
value
Define KM in terms
people understand
Capitalize on intranet
Understand
organizational
readiness
Pilot Path
Select pilots or
identify grass
root efforts
Business
objectives are
specific to pilots
Form a crossfunctional KM
u ct o a
task force
Support pilots
Business case is
potential gain
from pilots
Share pilot
lessons learned
Develop
methodologies
that can be
replicated
Strategic
Pilots
Opportunistic
Pilots
Scale up; build
capability
Business case
and measures
become more
formal
KM coordination
team
Identify roles and
resources for the
KM function
Establish awards
and recognition
Improve
Decision
Expand
g g
Disengage
KM embedded in
business model
Organizational
alignment
Project work with
activity and
knowledge base
support
Standards
Way of
doing
business
11. BACKGROUND
• For any company knowledge is core of all its activities.
A knowledge management system is to identify,
create, represent, di t ib t and enable adoption
t
t distribute d
bl d ti
‘what it knows’ and ‘how it knows it’.
• Proper system for knowledge management is essential
to avoid re-inventing the wheel and to go forward to
higher levels from the existing levels in a quick and
efficient way
way.
• Presently, the knowledge management is in formative
stages. It will be better if a proper system of
g
p p
y
knowledge management is thought about and
implemented as early as possible in order to meet the
immediate target of changing the pattern of work –
to go to more of R&D from certification.
12. OBJECTIVES
• To establish and implement a system of
knowledge management in the shortest
possible time – by the year 2010 a basic
system and by year 2012 an advanced
working system
system.
12
13. SCOPE
1.
To identify fields where the knowledge management system
should be established and their priorities.
2. In each field, identify implicit (tacit) and explicit (codified)
knowledge areas and generate appropriate methodology for
capturing them.
(Implicit or tacit knowledge is often subconscious, internalized, and
the individual may or may not be aware of what he or she knows and
y
y
how he or she accomplishes particular results.
At the opposite end of the spectrum is explicit or codified knowledge
which is often a k
h h
f
knowledge that the individual h ld explicitly and
l d
h
h
d d l holds
l
l
d
consciously in mental focus and may communicate to others through
email, proposals, PPT, PDF, technical papers, reports, softwares, etc.
In the popular form of the distinction, implicit knowledge is what is in
our heads, and explicit knowledge is what we have codified).
14. SCOPE
(Contd..)
3. To train the personnel in knowledge sharing and knowledge
management and generate an atmosphere of openness to take
up the activity of knowledge management.
4. Generate suitable formats for documentation – this may be
different for different areas and fields and finalize them
fields,
after periodic review and discussions.
5.
5 Establish a system for multi disciplinary activities
multi-disciplinary activities.
6. Generate a suitable system of consolidation, storage and
retrieval – using b h h d
i
l
i
both hardware/software expertise,
/ f
i
consultancy, etc. for different areas and fields.
7. Create an appropriate search engine for storage and
retrieval.
15. SCOPE
(Contd..)
8. G
Generate a suitable and appropriate control strategy f
bl
d
l
for
access of this information to various levels of personnel.
9. Benchmarking of knowledge management in R&D Companies.
10. Establish a mechanism for operating the ‘Knowledge
Knowledge
Management System’ : defining stakeholders, roles,
responsibilities.
11. Making of resource, financial and quality plans.
12.
12 Finalizing work break down structure and schedules
break-down
schedules.
13. Establish a system of periodic review against time targets
and corrective measures and updating of th system.
d
ti
d d ti
f the
t
16. CURRENTLY IDENTIFIED AREAS
Library Knowledge
Centre
corporate
p
Memory
Search
engine
Bench
Marking
Academy A d
Education
Quality
Management
IT
Management
ARAI
KM
HR &
Performance
Management
Project
P j t
Management &
Lessions
Learnt
Seminar &
Conferences
Asset
Management
R&D and
Technology
Legal &
Intellectual
Property
Certification &
Services
18. Knowledge Identifiction
KNOW-HOW
SKILLS
Explicit knowledge
Formalized and Specialized
Tacit knowledge
Acquired with practice
Adaptable
Explicitable or non-explicitable
Data, procedures, models, algorithms,
documents of analysis & synthesis, drawings..
People s
People’s abilities, professional knack,
private knowledge..
Heterogeneous, incomplete or redundant,
Often marked by circumstances of it’s creation
Does not express “unspoken words”
D
t
“
k
d ”
Disseminated
Often transmitted orally and tacitly
according to a Master- to- Apprentice
behaviour
b h i
Located
All stored in archives, cabinets, software systems and individual’s mind.
ll
d
h
f
d d d l
d
Characterizes a company capability to design, produce, sell & support its product and/or services.
Representative of the company experience and culture.
22. Prepare Technology Road Map
(Example Eng n D
(E amp Engine Development Lab)
opm nt La )
• Engine
upgradation by
system design
• Engine design
from concept
Port fl
• P t flow
simulation
LPG/CNG E3
Fuel
Cells
CNG E4
• Manifold
Injection
• TBI
HCNG
• Lean burn
• Sequential Injection
Hydrogen E5
• Lean burn
HCCI Co bust o
CC Combustion
E 4 - 50 kW / l
• Rotary FIE 700
bar
• TCIC
E 2 Dev
Performance
Simulation
2000
• EDC 1100 bar
E 3 Dev
Hydraulic
Simulation
2002
CFD
E 4 Dev
Vehicle cycle
simulation
2004
2006
E 5 - 75 kW / l
C S 600 bar
• 4V CRS 1600 ba
• VNT, Cooled
EGR, DOC, DPF
• BMEP 16 bar
Combustion
simulation
2008
• CRS 1800 /2000
bar
• Cooled
EGR, DPF
• DeNOx
• Variable swirl
Chemical
kinetics
2010
2012
2014
23. KM Architecture
User Interface
Knowledge Applications
Knowledge
Application
Application
Architecture
Knowledge Map
Search Engines
Storage
g
Enterprise
Infrastructure
Platform/Network Services
Pl tf
/N t
kS
i
25. Detect, Translate, Extract, Summarize
Today is a significant day in the history of our national
liberation struggle, it marks the end of a year during
which we have resisted and fought against the biggest
ever offensive operation launched by the Sri Lankan
armed forces code named "Jayasikuru”...
•Liberation Tigers of Tamil Eelam (LTTE)
•Sri Lanka
•Velupillai Pirapaharan
•Rebellion
Org
Sinhala
LTTE
Tamil document
Leader
HQ
Kumaratunga
Pirapaharan Wanni
Losses
3000
1300
The objective of the Sinhala chauvinists was to
utilize maximum man power and fire power to
destroy the military capability of the LTTE and to
bring an end to the Tamil freedom movement.
g
Before the launching of the operation "Jayasikuru"
the Sri Lankan political and military high
command miscalculated the military strength and
determination of the LTTE.
26. Vision: Ask Questions, Get Answers
Question: What type of coating on
the piston skirt should be used?
Multilingual,
Multimedia,
M lti di
Multiparty
Resources
Answer: KS uses LofriKS and NanofriKS
coatings on the skirt. Both uses PAI
(Polyamideimide) with graphite fillers. In
NanofriKS, TiO2 & ZnS nanoparticles are used.
Today
Documents, Not
answers
Tomorrow
Answers &
Drill down
27. Search Engine Indexing/Keywords
(
(Example)
p )
Engine System / Part Name
Cylinder Block
Cylinder Head
Gaskets
G k t
Piston Assembly
Con Rod Assembly
Crankshaft
Flywheel
Balancer Shaft & TV Damper
Bearings & Bushes
Valve Train
Timing Gear
Engine Mounts
Cooling System
Lubricating System
g y
m
Fuel Injection System
Turbocharger
EGR
Alternator
Starter
Exhaust System
After Treatment Devices
28. Expert Discovery
• Find global Experts
– quick
q
– accurate
p
– comprehensive
• Challenge: Overcome limitations of manually
managed skills/expertise databases
(e.g. Dataware - experts self nominate)
– incomplete
– expensive
– out of date
30. Expert Finder (Example)
User
Issues
Simple
Query
Employees
Ranked by
Mentions
Goal: Place a user within one
phone ll f n xp t
ph n call of an expert
Integrated
Employee
E l
Database
Results of Expert Finder Query: HR Expert
•N.V.Marathe, Dy Director
•Dr. M.V. Uchgaonkar, Asst. Director
•Y.K.Upadhyay, Manager
Name: Uchgaonkar M.V. Dr.
Phone: 30231210
Email: uchgaonkar.pah@araiindia.com
Dept: PAH
ID.No.:
ID N
Uchgaonkar M.V. Dr.
Mentions of
Employee in
Corporate
Communications
“Dealing with Performance” by Dr. Mohan V.
Uchgaonkar, AD – PAH, The Indian Express
(Pune Edition), 04 Dec 2008.
Relevant Employee
Publications
Enterprise Employee
Project Database
31. Evaluation
• Compare performance of ExpertFinder with
(20) expert human resource managers
• Task: Find top 5 corporate experts in a given
domain
• Measures
– Agreement among humans
– Agreement of machine with human(s)
• Precision
•R
Recall
ll
• Chance: # experts/450 employees = often
less than 1%
1%.
32. The ExpertFinder Questionnaire
I am performing an experiment. Your participation will remain anonymous
if you so desire and should only take a few short minutes. Please answer
the following questions (preferably without any assistance, but if you use
assistance indicate what kind you used):
1. Who are the top 5 "data mining" experts at ARAI
(List them in rank order, most expert first.
List as many as you can but no more than 5)?
2. the top 5 “marketing" experts?
3. the top 5 “design" experts?
4. the top 5 “development" experts?
5. the top 5 “testing" experts?
6. the top 5 “Report/Paper writing" experts?
p
p
p
g
p
7. the top 5 “review" experts?
8. What is your department’s top area of expertise (in a few
words) and who do you consider to be the top 5 people in the
company in your area of expertise?
35. Lessons Learned
• People, and the cultures that influence their behaviors, are the
single most critical resource for successful knowledge creation,
dissemination, and application.
Understand and influence them.
• Cognitive, social, and organizational learning processes are
essential to the success of a knowledge management strategy
strategy.
Lets focus our strategy on enhancing these processes.
• Measurement, benchmarking, and incentives are essential to
accelerate the learning process and to drive cultural change.
l
h l
i
d
d i
l
l h
Lets create
a tailored balanced scorecard to target
what y want to improve.
you
p
• Knowledge management programs can yield impressive benefits to
individuals and organizations if they are purposeful, concrete and
action-oriented.
Lets make
ours so.
36. Some Grand Challenges
• User, Group and Organization Modeling,
including knowledge, beliefs, goals and plans
• Universal knowledge access independent of
user physical, perceptual and cultural
characteristics
h
t i ti
• Organizational strategies for knowledge
sharing
sh in
• Knowledge strategies in global, multicultural
enterprises
• Security & Access.
37. Words of “Wisdom”
• In times of profound change
change,
learners inherit the Earth, while
the learned find themselves
beautifully equipped to deal with
a world that no longer exists.
38. REFERENCES
• Strategy
Peter Senge
“Learning Organizations”
• Process
Takeuchi and Nonaka
“Organizational Knowledge
Creation”
• Benchmarking
Norton and Kaplan
“Balanced Scorecard”
THANK YOU.