This document provides an overview of knowledge management. It defines key terms like data, information, and knowledge. It also describes the types of knowledge as explicit, tacit, and implicit. The document outlines the knowledge management process of generation, capture, transfer, and utilization. It discusses knowledge management strategies related to culture, content, process, and technology. Different types of knowledge management systems are defined, including expert systems, knowledge directories, data warehouses, workflow systems, and groupware. Finally, the document covers the reasons for practicing knowledge management and benefits of knowledge management systems.
Creating A Business Focussed Information Technology StrategyAlan McSweeney
This presentation describes a structured approach to creating a business-focussed information technology strategy.
An effective business-oriented IT strategy is an opportunity to resolve the disconnection and to ensure the IT function is able to and does respond to business needs and is trusted by the business to provide IT solutions.
The IT strategy will consist of static structural elements relating to the organisation of the IT function:
• Capabilities – skills and abilities the IT function should possess and be able to use effectively and efficiently
• IT Function Structure – the organisation and arrangement of the sub-functions and their responsibilities and relationships
• Operating Model – how the IT function work and delivers value and the processes it implements and operates
• Staffing And Roles – the numbers of people, their roles, responsibilities, expected skills, experience and abilities, workload, reporting structures and expected ways of operating
It will also include dynamic elements relating to initiatives, both enabling initiatives within the IT function and specific business initiatives required to achieve the business strategy.
Creating A Business Focussed Information Technology StrategyAlan McSweeney
This presentation describes a structured approach to creating a business-focussed information technology strategy.
An effective business-oriented IT strategy is an opportunity to resolve the disconnection and to ensure the IT function is able to and does respond to business needs and is trusted by the business to provide IT solutions.
The IT strategy will consist of static structural elements relating to the organisation of the IT function:
• Capabilities – skills and abilities the IT function should possess and be able to use effectively and efficiently
• IT Function Structure – the organisation and arrangement of the sub-functions and their responsibilities and relationships
• Operating Model – how the IT function work and delivers value and the processes it implements and operates
• Staffing And Roles – the numbers of people, their roles, responsibilities, expected skills, experience and abilities, workload, reporting structures and expected ways of operating
It will also include dynamic elements relating to initiatives, both enabling initiatives within the IT function and specific business initiatives required to achieve the business strategy.
A flagship CTO event, this has grown into a platform for knowledge-sharing among peer groups steering ICT projects in e-delivery of health care, education and governance. This Forum echoes the Commonwealth's 2013 theme: The Road Ahead for Africa.
Definition of Knowledge Management
Forces Driving Knowledge Management Data, Information and Knowledge
Importance of Knowledge
Managing Knowledge
Organizational Learning
Through Knowledge Management
Information Systems in Global Business Todaytvto1381
Explain why information systems are so essential in business today.
Define an information system from both a technical and a business perspective.
Identify and describe the three dimensions of information systems
Origins and domain of Knowledge Management
Technological development
Characteristics of knowledge
Knowledge Management as a Management Tool
Critical elements of Knowledge Management strategy
Tactic Knowledge Management
Knowledge Management and Process Performance
Outsourcing Concept
seminar within a research school for young researchers “Innovations in Knowledge Management Practices” supported by Russian Science Foundation, 10-11 October 2016, Graduate School of Management St. Petersburg State University
http://gsom.spbu.ru/en/all_news/event2016_10_18/
Data Quality Management: Cleaner Data, Better Reportingaccenture
In this new Accenture Finance & Risk presentation we explore a process to investigate, prioritize and resolve data quality issues, key to creating a more efficient and accurate reporting environment. View our presentation to learn more.
For more on regulatory reporting, see presentation on Financial Reporting Robotics: http://bit.ly/2qaLK9y
Visit our blog for latest Regulatory Insights: https://accntu.re/2qnXs1B
Introduction to Data Governance
Seminar hosted by Embarcadero technologies, where Christopher Bradley presented a session on Data Governance.
Drivers for Data Governance & Benefits
Data Governance Framework
Organization & Structures
Roles & responsibilities
Policies & Processes
Programme & Implementation
Reporting & Assurance
Adaptive Case Management: Taming Unstructured Process Work for Today’s Knowle...OpenText Global 360
Adaptive Case Management: Taming Unstructured Process Work for Today’s Knowledge Worker. Presentation from Gartner ITxpo. Delivered by Derek Weeks at Gartner ITxpo, October 2011.
A flagship CTO event, this has grown into a platform for knowledge-sharing among peer groups steering ICT projects in e-delivery of health care, education and governance. This Forum echoes the Commonwealth's 2013 theme: The Road Ahead for Africa.
Definition of Knowledge Management
Forces Driving Knowledge Management Data, Information and Knowledge
Importance of Knowledge
Managing Knowledge
Organizational Learning
Through Knowledge Management
Information Systems in Global Business Todaytvto1381
Explain why information systems are so essential in business today.
Define an information system from both a technical and a business perspective.
Identify and describe the three dimensions of information systems
Origins and domain of Knowledge Management
Technological development
Characteristics of knowledge
Knowledge Management as a Management Tool
Critical elements of Knowledge Management strategy
Tactic Knowledge Management
Knowledge Management and Process Performance
Outsourcing Concept
seminar within a research school for young researchers “Innovations in Knowledge Management Practices” supported by Russian Science Foundation, 10-11 October 2016, Graduate School of Management St. Petersburg State University
http://gsom.spbu.ru/en/all_news/event2016_10_18/
Data Quality Management: Cleaner Data, Better Reportingaccenture
In this new Accenture Finance & Risk presentation we explore a process to investigate, prioritize and resolve data quality issues, key to creating a more efficient and accurate reporting environment. View our presentation to learn more.
For more on regulatory reporting, see presentation on Financial Reporting Robotics: http://bit.ly/2qaLK9y
Visit our blog for latest Regulatory Insights: https://accntu.re/2qnXs1B
Introduction to Data Governance
Seminar hosted by Embarcadero technologies, where Christopher Bradley presented a session on Data Governance.
Drivers for Data Governance & Benefits
Data Governance Framework
Organization & Structures
Roles & responsibilities
Policies & Processes
Programme & Implementation
Reporting & Assurance
Adaptive Case Management: Taming Unstructured Process Work for Today’s Knowle...OpenText Global 360
Adaptive Case Management: Taming Unstructured Process Work for Today’s Knowledge Worker. Presentation from Gartner ITxpo. Delivered by Derek Weeks at Gartner ITxpo, October 2011.
How to develop a Knowledge Management Strategy for your Library Practical Pr...unulwbpartnership
In simple terms a KM strategy is the process of generating, codifying, and transferring explicit and tacit knowledge within an organization, getting the right information, to the right people, in the right place and at the right time.
Knowledge management has to be seen within the context of business strategy and business need. It is not an end itself, but a tool to deliver better business performance, and this view is crucial to developing and crafting an effective KM strategy.
This session covers: creating a strategy to give direction to a KM program, recognizing business drivers, clarifying strategic knowledge areas for the organization, and finding and defining key stakeholders who need to be involved.
A PowerPoint presentation that covers everything you need to know about this relatively simple to implement organizational knowledge management strategy. Covers the knowledge management definition of a brown bag luncheon, advantages of using this knowledge management technique, the four primary types, understanding each of the types, tips for making each type successful, countering the clique effect, general overall tips and the Chatham House Rule. (19 Slides)
Knowledge Management Strategy: vision, purpose and value generation in an era...Jose Carlos Tenorio Favero
Knowledge Management development and key lessons learned from the field. To watch the video of this presentation please copy the following link to your browser: http://goo.gl/r3BMNN
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Credits: Zhao, Cheng, Hong, Chi
Research paper: http://research.google.com/pubs/pub43807.html
Research paper:
Knowledge management is a concept that has emerged explosively in the business community starting from the 60s and has been discussed extensively in the literature. The essential part of KM is, of course, knowledge. To determine what KM is, it is necessary to distinguish some definitions and concepts.
An Exploratory Study on the Practices of Knowledge Management in Software Dev...ijcnes
This study explores the current trends of knowledge management system and its practices in software development organizations. This Paper identifies the approaches towards KM for knowledge acquisition, representation and sharing. Application of KM practices in the software development work are stated and analyzed. These Case studies shows current KM practices and KM implementations that are followed in software development organizations. And also specifies the KT activities involved in Knowledge sharing. Organizations follow either codification or personalization [1] strategy. Most of the Organizations mix and match the KT techniques from the KM strategies and follow their own strategy according to their convenience. Here, to implement KM strategies, how KM portals and KM systems are utilized for shortening the skill gaps among employees is also mentioned. These findings identified that organizations understand the need of knowledge sharing but knowledge acquisition, representation and sharing is not organized clearly. Few organizations are successful in knowledge management implementation.
Knowledge management and Organizational Learningshiluswami46
This presentation defines about the meaning of knowledge its concepts, Knowledge management along with the meaning of organizational learning and types of learning.
Knowledge Management (KM) is the process of identifying, creating, capturing, organizing, storing, sharing, and effectively utilizing knowledge and information within an organization or community. It involves managing knowledge resources such as people’s expertise, intellectual property, and databases to facilitate learning, collaboration, and innovation. It aims to enable organizations to make better use of their knowledge assets by ensuring that knowledge is properly captured and shared and by facilitating the creation of new knowledge through collaboration and knowledge-creation activities.
An Analytical Study on Knowledge Sharing within the Organizationijcnes
The better management of knowledge within the organization will lead to improved innovation and competitive advantage. The main goal of the firm� better utilization of internal and external knowledge. This core knowledge is found in individuals, communities of interest and their connections. An organization�s data is found in its computer systems but a company�s intelligence is found, in its biological and social systems. Though it is acclaimed as a good method, there are some setbacks in the process of knowledge sharing[KS] among the employees. This paper explores the possible ways to establish organization using social computing tools to facilitate Knowledge Sharing and create a social data mining among all the members of organization. Social Data Mining Network Analysis (SDMNA) techniques have been used to study KS patterns which take place between employees and departments. This SDMNA graph reveals the structure of social data mining network highlighting connectivity, clustering and strength of relationships between employees.
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This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
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To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
2. Content:
What is Knowledge Management?
Definitions: Data, Information, Knowledge
Types of Knowledge
Knowledge Chain
Knowledge Management Process
Knowledge Management Strategy
Knowledge Management System & Their Types
Reasons to Practice Knowledge Management
Benefits of Knowledge Management System
3. What is Knowledge Management?
Knowledge management is the leveraging of collective
wisdom to increase responsiveness and innovation.
KM [Knowledge Management] involves blending a
company’s internal and external information and
turning it into actionable knowledge via a technology
platform.
KM is an effort to increase useful knowledge within
the organization. Ways to do this include encouraging
communication, offering opportunities to learn, and
promoting the sharing of appropriate knowledge
artifacts.
4. Data, Information & Knowledge
Data: it may be defined as the facts or observations or
perceptions; it represents the raw numbers or assertions
available.
Information: Data that has been organized within a context
and translated into a form that has structure and meaning.
Knowledge: Knowledge is the combination of data and
information, to which is added expert opinion, skills and
experience, to result in a valuable asset which can be used
to aid decision-making Knowledge will remain information
unless attitudes, systems, and skills exist to retrieve the
information and share it in a new context
5. For example:
DATA:- 32: 3: 15: 2000
INFORMATION: 32 new
cases of tuberculosis have
been reported in the last
three months which is up
from 15 from the same time
in 2000.
KNOWLEDGE: You know
this trend is alarming and
signals a need to understand
it and take corrective action.
6. Types of Knowledge
Explicit knowledge: it is knowledge that is
articulated in formal language and easily transmitted
among individuals both synchronously and
asynchronously.
Tacit knowledge: it is the personal knowledge
embedded in individual experience and involving such
intangible factors as personal belief, perspective,
instinct, and values.
Implicit Knowledge: it is that knowledge whose
meaning is not explicitly captured, but can be inferred
in effect, the codification process is incomplete.
8. The Knowledge Chain:
Internal Awareness: In its simplest terms, internal
awareness is the ability of an organization to quickly assess
its inventory of skills and core competency. It is the
awareness of past history in terms of talent, know-how,
interaction, process performance, and communities of
practice.
Internal Responsiveness: it is the ability to exploit
internal awareness. An organization may be well aware of
its strengths and market demand, but if it is not able to
adequately effect change within itself quickly enough to
meet market requirements, its competencies are virtually
moot.
9. External Responsiveness: it is the ability to best meet the
requirements of the market. When all is said and done, an
organization’s ability to better satisfy this cell in the
knowledge chain than its competitors will determine its
success or failure. External responsiveness is measured by
the ability to effectively respond to opportunities and
threats outside of the organization in a timely manner.
External Awareness: it is the mirror image of internal
awareness. It is the organization’s ability to understand how
the market perceives the value associated with its products
and services, to understand who are its customers, what
those customers want, who are their competitors,
competencies of competitors, market trends, competitive
actions, government regulations, and any other relevant
market forces that exist outside the organization itself.
13. Knowledge Management Strategy
Culture: Organizational culture can be defined as the learned way of perceiving,
thinking and feeling, shared and transmitted among organizational members.
It is a social / behavioral manifestation comprising such features as:
The values and beliefs of staff
How people are and feel rewarded, organized, and controlled
The work orientation of staff, the way work is organized and experienced
The degree of formalization, standardization and control through systems
How authority is exercised and distributed
The value placed on various functions within the organization
How much scope for individuality and creative expression, risk-taking and
initiative is given
Notions and concepts on the importance and use of time and space
The organizational rites, rituals and stories
Organizational “language”.
14. Knowledge Management Strategy
Content: This element represents the knowledge to be managed. “Data,
information, skills, and expertise can be thought of as the content resources of
an organization”. Organizations often create content on an ad-hoc basis,
without the procedures to make the information accessible to employees. But,
making content electronically available does not necessarily make it useful.
Data may need to be reformatted, translated or integrated to optimize use. Any
KM system has three critical activities related to content:
Collecting the content - should come from both internal and external sources.
Using the content – including the technology for finding, accessing and
delivering the content to users (e.g., search engines).
Managing the content – organizing it through taxonomies. Key concerns for
managing content:
1.
Collecting the right content
2.
Finding sources for content
3.
Selecting the best technology to deliver the content
4.
Developing ways to organize the content
5.
Establishing processes to manage the content
15. Knowledge Management Strategy
Process: The processes to support KM are vital to its success. KM
processes are the activities or initiatives you put in place to enable and
facilitate the creation, sharing and use of knowledge for the benefit of
your organization. Processes also refer to your organization’s general
infrastructure and ways of doing things and the extent to which these
act as enablers of, or barriers to, good KM practice. The key steps in the
process of KM most commonly include the following:
Establish standards for the KM system
Conduct knowledge audits to identify existing knowledge needs,
knowledge resources and knowledge flows
Create a structure for classifying knowledge
Create a KM strategy to guide the overall approach, including specific
objectives that contribute to the organization’s overall goals and ideally
can be measured in the evaluation of the strategy.
Market the opportunities for knowledge exchange ensuring they are
relevant to the needs of the users.
16. Connect people with people to share tacit knowledge using approaches
such as communities of practice or learning events.
Connect people with information to share explicit knowledge using
approaches such as best practices databases and content management
processes to ensure that explicit knowledge is current, relevant and
easily accessible.
Create opportunities for people to generate new knowledge, for
example through collaborative working and learning.
Introduce processes, such as peer assists, to help people seek and use
the knowledge of others.
Teach people to use storytelling techniques as an inspiring way to share
knowledge.
Encourage people to prioritize learning as part of their day-to-day work
-- before, during and after the tasks and projects they have performed
Continually monitor the fit between the processes used and their
usefulness and effectiveness for the user.
17. Knowledge Management Strategy
Technology: it is an essential component as it involves responding to the
knowledge needs of staff, partners and clients by using appropriate technology
to offer easy access at the point of need. Technology aids in the transition of
data from information, to knowledge and ultimately to wisdom. Types of
enabling technology tools include:
Knowledge bases (content management tools)
Access to expertise (many incorporated into e-mail tools)
eLearning spaces (ranging from interactive collaboration tools such as
Blackboard to learning management systems)
Synchronous interactions (online Web meetings)
Discussion groups
Web site communities (linking people to people as well as to documents)
Project spaces (many of which are linked to Outlook e-mail and incorporate
shared folders and project management tools)
Knowledge workers’ desktop tools (customizable Web portals).
18. Knowledge Management System
KMS systems deal with information, so they are a class of
information system and may build on, or utilize other
information sources.
A KM system could be any of the following:
1. Document based i.e. any technology that permits creation/
management/ sharing of formatted documents such
as web, distributed databases etc.
2. Based on AI technologies which use a customized
representation scheme to represent the problem domain.
3. Provide network maps of the organization showing the flow of
communication between entities and individuals
4. Increasingly social computing tools are being deployed to
provide a more organic approach to creation of a KM system.
19. A KMS offers integrated services to deploy KM instruments
for networks of participants, i.e. active knowledge workers,
in knowledge-intensive business processes along the entire
knowledge life cycle.
A KMS can be used for a wide range of cooperative,
collaborative, adhocracy and hierarchy communities,
virtual organizations, societies and other virtual networks,
to manage media contents; activities, interactions and
work-flows purposes; projects; works, networks,
departments, privileges, roles, participants and other active
users in order to extract and generate new knowledge and
to enhance, leverage and transfer in new outcomes of
knowledge providing new services using new formats and
interfaces and different communication channels.
20. Types of Knowledge Management
Systems:
Expert Systems
Knowledge directories
Data Warehouses
Workflow Systems
Groupware and Collaborative Systems
21. Expert System
The basic components of an expert system are a knowledge base
(KB), an inference engine and user inference.
The information to be stored in the KB is obtained by
interviewing people who are expert in the area in question.
The interviewer, or knowledge engineer, organizes the
information elicited from the experts into a collection of rules,
typically of an 'if-then' structure. Rules of this type are called
production rules. The inference engine enables the expert system
to draw deductions from the rules in the KB.
The user inference requests information from the user and
outputs intermediate and final results.
In some expert systems, input is acquired from additional
sources such as data bases and sensors.
22. Knowledge Directories
Knowledge directories are structures where pieces of
knowledge are placed in a proper folder or in
categories of a hierarchical tree.
The idea originates directly from the directory
structure of organizations in operational systems.
Such directories are typically shared among multiple
users.
The purpose of using knowledge directories is to
persist, share and categorize knowledge.
23. Data Warehouse and Workflow
System
Data warehouse is a kind of a database which maintains a copy of
the transaction data. But in contrast to the original data base this
data is “specifically structured for query and analysis”.
A Workflow process contains the specification of a set of
activities and the specific order according to which they should
be executed in order to achieve a common goal . This
specification can be modeled as a workflow graph. A workflow
system can be based on a formal description of business
processes. Software components can execute this description and
take care of the state of processes executions, including recovery
and reporting. Workflow systems can be used to support
efficient cooperation between persons, software applications and
machines taking a part in processes.
24. Groupware and Collaborative
Systems
Groupware (also referred to as collaborative software or
workgroup support system) is a technology designed to facilitate
the work of groups.
This technology may be used to communicate, cooperate,
coordinate, solve problems, compete, or negotiate.
Groupware systems allow users to overcome common problems
which emerge during teamwork. They are especially well suited
for a non-collocated teams.
Groupware services include the sharing of calendars, collective
writing, email handling, shared database access, electronic
meetings with each person able to see and display information to
others, and other activities. Sometimes called collaborative
software, groupware is an integral component of a field of study
known as Computer-Supported Cooperative Work.
25. Reasons to Practice KM
Increase in core competencies of the organization.
Succession Planning
Translating knowledge into policy and action
Sharing and reapplying experiential knowledge
It helps in identifying functional gaps
Making available increased knowledge content in the development and
provision of products and services
Achieving shorter new product development cycles.
Leveraging the expertise of people across the organization
Increasing network connectivity between internal and external
individuals
Solving intractable or wicked problems
Managing intellectual capital and intellectual assets in the workforce