This document provides an overview of a training on change management concepts for Commercial Bank of Ethiopia. The training covers: basic change management concepts; the purpose and objectives of change management; the change management process lifecycle; types of changes including normal, emergency, and standard changes; the seven 'R's of change management; a change priority matrix; a sample CAB meeting agenda; change management goals and targets; and general considerations. The objective is to increase awareness of change and knowledge management processes among participants.

1. Commercial Bank of Ethiopia
IS Service Quality Management Awareness
Creation Training
Organized by IS Service Quality Management
July , 2023

2. July, 2023
2

3. Outlines
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Basic concepts of Change Management
Change Management Purpose and Objectives
Change Management process life cycle, Types of Change
7 ‘R’s of Change Management and Change priority matrix
Change Management CAB meeting Agenda Sample
Change Management Goals and Target
General Considerations

4. Objective of the Session
The main objective of this session:
Change & Knowledge Management Processes
awareness Creation.
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5. Expected Outcomes
By the end of this awareness session participants will be able to:
Understand basic concepts of Change Management;
Understand the change Management purpose and objectives and
process life cycle;
Be familiar with Change types
Chang Management process flow
Change priority matrix
Change management tools and techniques; and
Be aware of general consideration of Change Management.
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6. 1. Basic Concepts of Change Management
Change is the addition, modification or removal of anything that could have an effect
on IT Services (to the systems, infrastructure, or applications) that do not affect
service functionality.
Change Management is the process responsible for controlling the Lifecycle of all
Changes (Request for change (RFC), Impact analysis, Approve/Reject, Implement
change and PIR).
Request for Change (RFC) is a formal proposal for a Change to be made within the
bank production environment.
Change management is one of service transition processes.
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7. 1.1 ITIL Change Management
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8. 2. Change Management Purpose and Objectives
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The purpose of the Change Management process is
Change management helps to minimize the risks for operational IT
services.
The primary objective of change management process is to effectively
manage and control the lifecycle of a change and enable beneficial changes
to be made with minimum disruption to the IT services.

9. 2. Change Mgt Purpose and Objectives…Con’t
specific objectives:
• To standardize Requests for Change (RFC), and formalize their handling.
• To investigate the impact and risk of the change to the existing
infrastructure or processes, and assess the appropriateness of the change.
• To obtain authorization for the change by the appropriate approver(s).
• To schedule the implementation of the change into production.
• To ensure changes are planned tested, deployed and finally reviewed to
check successful implementation.
• To coordinate multiple changes across the CBE service providers.
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10. 3. High Level Change Management Process Flow
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key stages:
1. Create the request for
change (RFC)
2. Review RFC
3. Plan the change
4. Test the change
5. Authorize Change
6. Coordinate change
implementation
7. Review change
performance
8. Closure

11. 4. Types of change
The three types are:
Normal Change - is the change goes through the regular Change
Management process and categorized as Critical/Significant, major or
minor depending on the level of cost and risk involved, and on the scope
and relationship to other changes.
Emergency Change - is a change that must be implemented as soon as
possible, for example to resolve a major incident or implement a security
patch.
Standard Change- is a Pre-authorized, low-risk Changes that follow a
well-known procedure or work instructions.
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12. 4.1 Normal Change
Major change
Major changes present a moderate
risk to service continuity and will
involve convening the CAB to be
assessed and planned as per a
comprehensive change
management process.
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Critical change
Critical changes are significant in
terms of business benefits, scale, and
risk. The level of importance and risk
is known to be high, so a major
change will involve a large number of
people to assess, plan, and execute
it. Due to the high risk, a critical
change would usually be escalated to
a higher change authority for
approval.
Minor change
• Minor changes are relatively low
risk, but have some limited
potential impact.
• Therefore, they will require a
formal RFC and invoke a simple
change management process that
balances the level of risk against
cost and resources.
• For such changes, planning and
approval may be handled entirely
by the change manager and not
involve the Change Advisory
Board (CAB).

13. 4.1. Normal Change Mgt process flow …Con’t
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Note:
The change requester creates
change record and input all the
necessary mandatory information
for the change record (CI, type,
asset location, category, reason
for change etc).

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15. 7/21/2023
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Emergency changes are those that must be performed
quickly in response to an immediate need, such as an
issue that is disrupting business operations.
Consequently, emergency changes bring not only the
greatest risk to business, but also the greatest benefit
(e.g., restoring business continuity).
The Emergency CAB (ECAB) will be convened to deal
with such emergencies quickly and decisively.
The process for handling emergency changes will be
streamlined and focused on making a change as quickly
as is practically possible while accounting for the risk of
compounding the problem.
As such, some testing will be performed before
implementation, but more comprehensive testing and
tweaking may continue for some time afterwards.
Emergency
change
4.2 Emergency Change

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Simple, low-risk changes and service requests with a
well-defined procedure for execution do not require
assessment by change management and might only
require the approval of the requester's line manager.
The simplest types of change (e.g. a password reset)
might not require any authorization at all.
Standard changes do not generate Request for Changes,
because change management does not assess them. It is
already pre-Approved.
Instead, for maximum efficiency, an automated service
request system or service catalogue should handle
standard changes with requests automatically triggering a
workflow that routes implementation actions to the
relevant technical groups.
Standard
change
4.3 Standard Change

17. 5. Seven (7) ‘R’s of Change Management (Check list)
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7 ‘R’s of Change Management
RAISED Who RAISED the change?
REASON Why? What is the REASON for the change?
REQUIRED What is the RETURN required from the change? (What will be
the outcome?)
RISKS What are the RISKS involved in the change?
RESOURCES What RESOURCES are required to deliver the change?
RESPONSIBLE Who is RESPONSIBLE for the build, test and implementation of
the change?
RELATIONSHIP What is the RELATIONSHIP between this and other changes the
organization may be facing?

18. 6. Change Priority Matrix
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19. 6.1 Change Authority Level
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20. 6.2. RACI For Normal and Emergency Change
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Roles
CBE
Change
Manager
CBE
Change
Coordinator
CBE
Change Requester/ Implementer
(2nd/ 3rd level support)
Line
Manager
ECAB/
CAB
3rd Party
Vendor
Activities
RFC Logging A - R - I
Review and submit RFC A R
Emergency Change A/R R R I R/I
Change Assessment A/R - R I I
Change Assessment by
CAB
A/R
R
R
R I
Change Deployment A/R R R I C/I
Major Change
scheduling
A/R
R R
Change Deployment
Authorization
A/R I
I R
PIR and Change
Closure
A
-
R
I C/I
RFC created by technical team and respective manager review and submit the change request using change management tool
https://cbeitsm.cbe.com.et

21. 7. CAB Meeting Agenda Template
Dear All;
Calls for CAB Meeting which will be held on
Thursday December 22, 2022 @ 2:00 (Morning)
Local time.
https://us02web.zoom.us/j/84181347240?pwd=R3
ZBVjJQUnVPUXNNdm1IUnQrczBTZz09
• Zoom Meeting ID: 841 8134 7240
• Passcode: 206568
7/21/2023
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Change Advisory Board (CAB) Meeting
Meeting No: ----
Date:
Time: 14:30 P.M to 15:30 P.M (Afternoon)
Venue: Online
Agendas for the this week

22. 7.1 Meeting Agenda Template
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23. 7.2 Status update, New RFCs, Rescheduled RFCs format
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24. 7.3 RACI Matrix for RFCs implementation
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25. 7.4 Sample Risk Assessment form
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26. 8.Goals and target that can and can’t exceed expectation
Job Position Goal Measure Target Weight
Source of
Tracking
No of
Tracking
IS Change
and
Knowledge
Management.
Manager
Successfully implemented
changes on mission and business
critical services-Manager
%age
Minimum of 90% success rate
of implemented changes
25
ICD Change
Mgt tool
1
Submit Weekly Report-Manager Number
12 weekly report should be
submitted on Thursday
throughout the quarter
10
Oracle self
service & CBE
mail
12
Submit Monthly Report-Manager Number
1 monthly report should be
submitted on end of month
throughout the quarter
10
Oracle self
service & CBE
mail
3
Reduction in backlog of change
requests-Manager
No
backlog
No backlog of requested
changes through the quarter
10
Manual 1
IS Change
and
Knowledge
Management.
Senior IS
Change
Control
Officer
Successfully implemented
changes on mission and business
critical services-Manager
%age
Minimum of 90% success rate
of implemented changes
25
ICD Change
Mgt tool
1
Submit Weekly Report-Senior Number
12 weekly report should be
submitted on Thursday
throughout the quarter
10
Oracle self
service & CBE
mail
12
Submit Monthly Report-Senior Number
1 monthly report should be
submitted on end of month
throughout the quarter
10
Oracle self
service & CBE
mail
3
Reduction in backlog of change
requests-Senior
No
backlog
No backlog of requested
changes through the quarter
15
Manual 1

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9. General Considerations

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Record- All changes to the infrastructure must be recorded by submitting a Request for Change (RFC).
Review- The change manager acts as gatekeeper and will make a quick review of each RFC to decide whether it should
proceed. Is it valid, specific, beneficial, feasible, and necessary? If so, the RFC will be accepted and classified. Otherwise,
it might be rejected and returned to the requesting party.
Assess- The change manager and the CAB (containing appropriate representatives from the business, user community,
development, support, and any appropriate third parties) will assess the costs, resources, benefits, and risks (including
impact on services) and will plan the execution of the change, including a back-out procedure.
Authorize- Based on the recommendations from the CAB, the change manager will authorize the change or escalate it to
a higher management echelon for authorization, depending on the type of change and potential impact. Once authorized,
the change should be added to the Forward Schedule of Changes (FSC).
Coordinate implementation- It is the responsibility of the change manager to coordinate execution of the change plan,
including ensuring build, testing, and implementation actions in the right manner and at the right time as agreed and
published in the FSC.
Evaluate and close- If the change has been successful, the RFC will be closed and the Post Implementation Review
(PIR) will commence to assess the benefits of the change and how well the change process supported the implementation.
The PIR will answer questions such as did the change achieve the objective? Is everybody satisfied with the results? Were
there any side effects? Did the implementation exceed planned costs, resource usage, or downtime? It is here that
continual improvement of the change management process happens. Any lessons learned from the experience can be fed
back into the process to make it more efficient and effective.
9. General Considerations…Con’t

29. Part II- Knowledge Management
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30. Outlines
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Basic concepts of Knowledge Management (KM)
Knowledge Management Process Life Cycle
KM process life cycle, DIKW model, Types of Knowledge
SECI model knowledge Conversion model
KM Tools and Methods, KM Enablers and challenges
KM implementation steps
KM goals and IT goals and KM RACI chart

31. Expected Outcomes
By the end of this awareness session participants will be able
to:
Understand basic concepts of KM;
Understand the KM Process life cycle;
Be familiar with KM Tools and Techniques;
Understand the steps in implementing KM; and
Be aware of enablers and challenges of KM in
Organizations.
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32. 1. Basic Concepts of Knowledge Management
Knowledge management (KM) is a collection of systematic approaches to
help information and knowledge flow, between the right people at the right
time (in the right format at the right cost) so they can act more efficiently
and effectively to create value for the organization.
KM is an integrated approach for identifying, creating, sharing, and applying
knowledge to enhance organizational productivity, profitability, value for
citizens, sustainability and growth.
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33. 2. KM purpose and Objectives
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The purpose of the KM process is
to share perspectives, ideas, experience and information;
to ensure that these are available in the right place at the right
time to enable informed decisions ; and
to improve efficiency by reducing the need to rediscover
knowledge.

34. 3. Knowledge Management Process Overview
The KM cycle describes the way in which knowledge is captured,
processed and distributed in an organization.
The process cycle model is particularly valuable in that it uses the
generally accepted terminology of KM and makes use of alternative
paths in order to make important distinctions.
The KM Process Cycle includes:
I. Knowledge creation
II. Knowledge acquisition
III. Knowledge refinement
IV. Knowledge storage and retrieval
V. Knowledge transfer
VI. Utilization
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35. 3. Knowledge Management…..
Provide the knowledge and management information required to
support all staff in the governance and management of enterprise
I&T and allow for informed decision making;
KM is the process through which organizations generate value from
their intellectual property and knowledge-based assets;
It is conscious process of defining, structuring, retaining and
sharing the Knowledge and experience of employees within an
organization;
It is also viewed as the intersection between People, Processes and
Technology.
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36. 3.1 Driving force of knowledge Management
1. Increasing Complexity: difficulty of internal and external processes,
increased competition, and the rapid advancement of technology all contribute
to increasing complexity.
2. Intensified Speed of Responsiveness: The time required to take action
based upon subtle changes within and across domains is decreasing.
3. Diminishing Individual Experience: High employee turnover rates have
resulted in individuals with decision-making authority having less tenure within
their organizations than ever before.
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37. 3.2 The DIKW Model of KM
The DIKW Model is a hierarchical model for representing the flow of data
through information, knowledge, and wisdom;
In this model, the “D” stands for Data, “I” stands for Information, “K”
stands for Knowledge, and “W” stands for Wisdom. The reference
model has been shown below:
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38. 3.2 DIKW… cont’d
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Knowledge: Knowhow, understanding, experience, insight,
intuition, and contextualized information, doing, Helps
problem solving & make decision, infinite asset.
Information: Contextualized, categorized, calculated and
condensed data
Data: Facts and figure which relay something specific, but
which not organized in anyway
Wisdom: Wisdom gives the ultimate insight of the data. It
describes the application of knowledge and provides contextual
awareness to generate a strong common sense judgment.

39. 3.2 DIKW…cont’d
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40. 3.3 Types of knowledge
There are two type of knowledge:
tacit knowledge and explicit
knowledge;
Both tacit and explicit knowledge
enable organizations to respond to
novel situations and emerging
challenges.
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41. 7/21/2023 13
7/21/2023
3.3 Types of Knowledge… cont’d
Knowledge Iceberg

42. 3.4 Basic Distinction b/n Tacit and Explicit Knowledge
Tacit Knowledge
It is personal.
It is stored in the heads of people.
It is accumulated through study and
experience.
It is developed through the process
of interaction with other people.
It grows through the practice of trial
and error and the experience of
success and failure.
Tacit knowledge is context-specific.
It is difficult to formalize, record, or
articulate.
It is essential prerequisite for making
good decisions.
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Explicit Knowledge
It comprises anything that can be
codified, documented and
archived.
It is stored in documents,
database, websites, emails and
the like.
It is knowledge that can be readily
made available to others and
transmitted or shared in the form
of systematic and formal
languages.
It includes knowledge assets such
as reports, memos, business
plans, drawings, patents,
trademarks, customer lists,
methodologies and the like.

43. 7/21/2023 16
Explicit Knowledge Tacit Knowledge
Explicit knowledge can be articulated
and codified items
Tacit knowledge is hidden and refers
to intuitions experiences and insights
Explicit knowledge dissemination is
easy and can happen through
information technology
Tacit knowledge dissemination is
difficult and only happens through
people
Explicit knowledge is impersonal, so it
can be stacked through the
organizational memories.
Tacit knowledge is personal, and can
be easily lost if the key people of
organizations leave them
Explicit knowledge can be found in the
form of rules, policies, procedures,
research papers and manuals.
Tacit knowledge can be found in the
form of values, ideas, beliefs, insight
and innovation
Explicit knowledge has less
significance as a source for innovation
and competitive advantages.
Tacit knowledge has more significance
as a potential source for innovation
and competitive advantage
3.4 Tacit and Explicit Knowledge…Con’t

44. 3.4.1 Knowledge Creation
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I. Knowledge Creation
Knowledge is created either as explicit or tacit knowledge.
Explicit knowledge is put in paper or electronic
format. It is recorded and made accessible to others;
Tacit knowledge is created in minds of people. This
knowledge resides within individuals. This knowledge
needs to be transformed into explicit knowledge so that
it can recorded and shared with others in the
organization;

45. 3.4.1 Knowledge Creation…Cont’
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The SECI model Knowledge Conversion model
Nonaka and Takeuchi (1995) suggested that knowledge is
created through an epistemological process of knowledge
conversion from one type to another (tacit and
explicit); and
From interaction between individuals, to groups, to the
organization as a whole.

46. 3.4.1 Knowledge Creation…Cont’
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Knowledge Conversion
The SECI model depicts the four modes of knowledge
creation/conversion: Socialization–Externalization–Combination–
Internalization (SECI) generated by the switching process from one
type of knowledge to another.

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3.4.1 Knowledge Creation….Cont’
Sample Mechanisms to create knowledge

48. 3.4.1 Illustrative: KM Processes, Mechanisms & Technologies
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49. 3.4.1 Overview of Knowledge Management Solutions
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KM Sub-process

50. 3.4.2 Knowledge Acquisition
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II. Knowledge acquisition
Involves the search for, recognition of, and assimilation of
potentially valuable knowledge, often from outside the
organization.
Some processes for acquiring knowledge from external
sources- searching (as on the Internet), sourcing
(selecting the source to use) and grafting (adding an
individual who possesses desired knowledge to the
organization).

51. 3.4.2 Knowledge Acquisition…Cont’d
Communities of practice/expertise groups
Best practices database
Lessons learned database
Knowledge fairs
Formal story telling
Mentoring/coaching
Retiree programs
Exit interviews
Formal group discussions
Post project reviews/After action review
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Knowledge Acquisition Tools

52. 3.4.3 Knowledge Refinement … Cont’d
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III. Knowledge refinement
Processes and mechanisms that are used to select, filter,
purify and optimize knowledge for inclusion in various
storage media.
Tacit, or implicit, knowledge must be explicated,
codified, organized into an appropriate format and
evaluated according to a set of criteria for inclusion into
the organization’s formal memory.

53. 3.4.4 Knowledge Storage
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IV. Knowledge storage and retrieval
Organizational memory includes knowledge stored in the minds of
organizational participants, that held in electronic repositories, that
which has been acquired and retained by groups or teams.

54. 3.4.5 Knowledge Transfer
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V. Knowledge transfer
In order for knowledge to have wide organizational impact, it
usually must be either transferred or shared.
Transfer and sharing may be conceptualized as two ends of a
continuum.
Transfer involves the focused and purposeful communication of
knowledge from a sender to a known receive.
Sharing is less-focused dissemination, such as through a repository,
to people who are often unknown to the contributor.

55. 3.4.5 Knowledge Sharing… cont’d
Common access to explicit, recorded knowledge
Directory of experts
Mentor /coach /apprentice
Joint projects
Meetings - in person, virtual
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Sharing Mechanisms

56. 3.4.6 Knowledge Utilization
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VI. Utilization
Once knowledge is transferred to, or shared with, others, it
may be utilized through elaboration (the development of
different interpretations), infusion (the identification of
underlying issues), and thoroughness (the development of
multiple understandings by different individuals or groups).
Anticipated improvements are the primary basis that
organizations use to judge the value of KM initiatives.

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4. KM Tools & Techniques

58. 4. KM Tools and Techniques… cont’d
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Non–IT Methods and Tools IT Methods and Tools
1. Brainstorming
2. Learning and Idea Capture
3. Peer Assist
4. Learning Reviews
5. After Action Review
6. Storytelling
7. Collaborative Physical Workspace
8. APO KM Assessment Tool
9. Knowledge Cafe
10. Communities of Practice
11. Taxonomy
12. Document Libraries Leading to a Document
Management System
13. Knowledge Bases (Wikis, etc.)
14. Blogs
15. Social Network Services
16. Voice and Voice-over-Internet Protocol (VOIP)
17. Advanced Search Tools
18. Building Knowledge Clusters
19. Expertise Locator / Who's Who
20. Collaborative Virtual Workspaces
Highly Recommended Non–IT Methods and Tools Highly Recommended IT Methods and Tools
21. Knowledge Worker Competency Plan
22. Knowledge Mapping
23. KM Maturity Model
24. Mentor/Mentee
25. Knowledge Portal
26. Video Sharing

59. 4. KM Tools and Techniques… cont’d
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60. 4. Existing CBE‘s current KM IS/IT Tools
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61. 5. KM Enablers
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Enables of KM: Leadership, Culture, Technology &
Measurement.

62. 5.1 Organizational Leadership
Top management commitment is essential for successful
KM activities.
Leaders are required than managers.
Transformational leadership that ensure the application
of Intellectual stimulation is required.
Conflict stimulation may be required especially to boost
creativity.
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63. 5.2 Organizational Structure
Hierarchical structure of the organization affects the people with whom
individuals frequently interact, and to or from whom they are
consequently likely to transfer knowledge.
Traditional reporting relationships influence:
ƒ
the flow of data and information
ƒ
the groups who make decisions together ƒ
and
the sharing and creation of knowledge
By decentralizing or flattening the organizational structure, companies
often seek to eliminate organizational layers, so as to: ƒ
place more responsibility with each individual ƒ
increase the size of groups reporting to each individual
ƒ
and thus, increase likelihood of knowledge sharing across a larger
group of individuals
Organizational structures can facilitate KM through communities of
practice
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64. 5.3 Organizational Culture
Organizational culture reflects the norms and beliefs that guide the
behavior of the organization’s members;
Attributes of a KM-enabling organizational culture include: Š
 Understanding of the value and benefits of KM practices Š
 Management support for KM at all levels, including allocation of time
and adequate funding resources Š
 Incentives that reward knowledge sharing, and encouragement of
interaction for the creation and sharing of knowledge Š
 Willingness to tackle the inability to directly measure the financial
benefits from KM.
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65. 5.4 Technological Infrastructure
The information technology infrastructure includes data
processing, storage, and communication technologies and
systems
One way of systematically viewing the IT infrastructure is to
consider the capabilities it provides in four important
aspects; Š
 Reach Š
 Depth Š
 Richness Š
 Aggregation
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66. 7/21/2023 38
6. Steps to implement KM in an Organization
Phase one: Identifying the business problem
Phase two: Preparing for change
Phase three: Advocate and learn (creating the team)
Phase four: Perform the knowledge audit
Phase five: Develop strategy
Phase six: Design and launch KM initiatives
Phase seven: Expand and support
Phase eight: Institutionalize KM

67. 7/21/2023 39
Phase 1. Identifying the Business Problem
Successful implementation of knowledge management
requires a clear identification of the business problem to
be solved and an alignment of the knowledge
management project with overall business objectives.

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Phase 2. Preparing for change
Knowledge management is more than just an application
of technology.
It involves cultural changes in the way employees perceive
the knowledge they develop.
A successful implementation of knowledge management
also requires endorsement from corporate management.

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Phase 3. Creating the Team (Advocate and Learn)
A well staffed team with a strong team leader and “cross
departmental” expertise is essential for successful
implementation of knowledge management.

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Phase 4. Perform the Knowledge Audit
 A knowledge audit is the first step in any shift in a
knowledge sharing initiative.
 The knowledge audit is an assessment of an organization’s
knowledge capabilities.
 It identifies the gap between available knowledge and what
is needed based on the organization’s strategic objectives.
 A knowledge audit should start with strategic planning to
identify current and future priorities, as well as a SWOT
analysis.

71. 7/21/2023 43
It answers the following questions:
1. What are your organization’s knowledge needs?
2. What resources does your organization have, and how are
they managed/stored?
3. What are the gaps in your organization knowledge?
4. How is organization information shared throughout your
organization?
5. What is preventing knowledge from being shared across
your organization?
Phase 4. Perform the Knowledge Audit… Con’t

72. 7/21/2023 44
Phase 4. Knowledge Audit… cont’d
Steps for auditing process:
a)Develop a strategic plan
b)Conduct SWOT analysis
c)Complete a knowledge Audit
1. Knowledge need analysis
2. Knowledge inventory analysis
3. Knowledge flow analysis
4. Knowledge mapping
5. Make recommendations

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Phase 5. Develop Strategy
The overall objective of stage five is to formulate a KM
strategy that fits the organization’s business model.
From this KM strategy, business opportunities can be
identified and initialized as pilot initiatives.
A task force should then be established to take charge of
these activities on behalf of the organization.
At this stage, the organization has reached an important
turning point.

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Phase 6. Design and Launch KM Initiatives
Pilot projects have been identified and designed, and
manpower and financial resources have been allocated.
The project is now entering the stage, which involves the
successful launching of pilots and gathering of initial results.
The overall objectives of this stage are to conduct successful
pilots, provide tangible evidence of the business value of the
knowledge management initiative, and capture lessons
learned.

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Phase 7. Expand and support
Pilots would have been launched and results gathered,
some important lessons would have been learned and
captured, and the further continuation of the KM journey
would have been already decided.
The overall objectives of stage 7 are to develop and
market an expansion strategy throughout the
organization and to effectively manage the growth of the KM
system.

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Phase 8. Institutionalize KM
Convinced that KM must be an integral part of the business
model and that it is a necessary organizational competency.
The organization has to redefine its strategies, review its
organizational structure, and revisit its performance
assessments.
Aligning performance evaluation and reward system with the
KM strategy.

77. 7. Benefits of KM to CBE
Increase collaboration among employees.
Hold on to valuable knowledge
Improve employee training programs
Facilitate decision making
Reduce costs
Reduce human errors and increase efficiency
Scale customer support and increase customer
satisfaction
Focus on growth and organizational learning
Generate new knowledge
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78. 8. Major Challenges of KM
Barriers for KM in Organizations:
1. Barriers in organization structure/culture
2. Individual factor
3. Barriers in Technology
4. Barriers in Content
5. Barriers in Routine and Procedures
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One very important part of SKMS is
the Configuration Management System
(CMS).
The SKMS supports delivery of the
service and informed decision making.
The CMS described and relationships of
configuration items, many of which are
themselves knowledge, information or
data assets stored in the SKMS.
9. KM- CMDB, CMS, SKMS

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9.1 Configuration Item
Configuration Items… Examples of
Services Email, printing, collaboration, presentation, data
processing, user registration
Software Applications, databases, virtual machines, containers,
licenses
Hardware Servers, routers, computers, switches, printers
Devices Laptops, tablets, smartphones, monitors, keyboards, mice,
CDMA
Documents Policies, governance, release notes, user guides,
troubleshooting manuals, Learning Reviews, After Action
Review (AAR).
Locations Offices, data centers, server rooms
Staff Service desk agents, support specialists, developers

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10. Detail of Service KM Architecture

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10. SKMS details….Con’t

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IT Goals
02 Portfolio of completive products and
services
09 IT Agility
08 Agile Reponses to chaining business
environment
17 Knowledge, expertise and
initiatives for business
innovation
11 Optimizing of business process
functionality
17 Product and business innovation
culture
KM process goals
01 Source of information are identified and classified
02 Knowledge is used and shared
03 Knowledge sharing is embedded in the culture of the enterprise
04 Knowledge is updated and improved to support requirements.
11. KM process goals and IT goals

84. 11. Knowledge Management RACI Chart
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Area: Management
Domain: Build, Acquire and Implement (BAI)
Key
Governance Practice
Business
executive
s
Business
process
owners
Head
Human
Resources
Complianc
e
Audit
Chief
Informati
on
Officer
Head
Architect
Head
Developm
ent
Head
IT
Operation
s
Head
IT
Administr
ation
Service
Manager
Informati
on
Security
Manager
Business
continuity
manager
Privacy
officer
BAI08.01
Nurture and facilitate a knowledge sharing
culture.
A R R R R R R R R R R R R
BAI08.02
Identify and classify sources of
information.
A R C C C R R R R
BAI08.03
Organize and contextualize information
into knowledge.
C C I I A R R R
BAI08.04 Use and share knowledge A R R R C C C R C C C C
BAI08.05
Evaluate and retire information.
A C C R R R R R R R R R
BAI08 Related Guidance
Related Standard
ITIL V3 2011, ISO 30401, APO, APQC Service Transition, 4.7 Knowledge Management

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11. Information Technologies for KM

86. Managing Complex Change
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A five-step process for change management

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88. Thank You!

89. .