Knowledge Management Every Day.pdf

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Education

Applied Knowledge Management Systems
Applied Knowledge Management Systems
Knowledge Management Every Day
Tools and Methodologies
Peter Barcelo Jr.
Applied Knowledge Management Systems
Chief Executive Officer
305-761-0408

Applied Knowledge Management Systems
Applied Knowledge Management Systems
AGENDA
• KM – A Working Definition
• Knowledge Management (KM) Structure
• KM Principles
• Maximize Innovation/Learning
• Reduce Meeting Frequency/Length
• KM Hands-On Tools & Techniques
• Questions
KM enables a Learning and Innovative Organization via a
continuous flow of knowledge!

Applied Knowledge Management Systems
Applied Knowledge Management Systems
KM – A Working Definition
Knowledge Management is about
creating, capturing and sharing
knowledge, getting the right
knowledge to the right people at the
right time to have a learning and
innovative organization to support the
decision making process at the
department, division and executive
levels and the mission and vision of
the organization.

Applied Knowledge Management Systems
Applied Knowledge Management Systems
Corporate KM Structure
• President – Sets organizational mission/vision
• CEO – Approves and supports KM education,
initiatives, innovation, plans, processes and supportive
technology
• Chief Knowledge Officer (CKO) – Initiates, manages
and maintains corporate KM education, initiatives,
innovation, plans, processes and supportive
technology
• Department/Division KM Coordinators (KMC) –
Develop department/division KM education, initiatives,
plans, processes, maintenance and recommends
supportive technology.

Applied Knowledge Management Systems
Applied Knowledge Management Systems
KM Tools
Emphasized Use Of:
• Persistent Chat at Dept/Div and Worker/Executive
• Share Point Collaboration Sites (Knowledge Repository/Forum)
• Online Meetings
• Sharing, Collaborating, Transparency
• Continuous Collaboration Across the Enterprise
• Executive Engagement
De-emphasized Use Of:
• Email (whenever possible)
 Email

Applied Knowledge Management Systems
Applied Knowledge Management Systems
Knowledge Processes
21 May 2018 6

Applied Knowledge Management Systems
Applied Knowledge Management Systems
Knowledge Processes

Applied Knowledge Management Systems
Applied Knowledge Management Systems
Knowledge Processes
The SECI Model
Socialization, Externalization, Combination, Internalization
Don’t wait for next meeting
Team Innovation Sweet Spot

Applied Knowledge Management Systems
Applied Knowledge Management Systems 9
Knowledge Processes
9

Applied Knowledge Management Systems
Applied Knowledge Management Systems
Knowledge Processes
Making the Unknown Known
Common
Knowledge
Descriptive
Critical
Knowledge
Procedural
 Active Discovery/Research
 Knowledge Repositories
 Online Meetings
 Chat Rooms
Email, Phone, etc.
The Unknown
What you may never know
What you really should know
What some might know
What you know
Making the Unknown Known
(Knowledge Nets)

Applied Knowledge Management Systems
Applied Knowledge Management Systems
Putting it all together
Knowledge Repositories
Event
1
Event
2
Event
3
Event
4
Event
n Knowledge
Repository
Knowledge Repository
Posts/Comments
Members List
Document Library
Links
Meetings
50% In meetings
47% Wasted
23.5 % Day wasted
Innovation
&
Learning

Applied Knowledge Management Systems
Applied Knowledge Management Systems
Thank You
Questions?
Peter Barcelo Jr.
Chief Executive Officer
Applied Knowledge Management Systems
barcelop@bellsouth.net
305-761-0408

Knowledge management involves creating, capturing, sharing, and leveraging the knowledge needed for an organization to succeed through systematic processes. It focuses on helping the right people apply the right knowledge at the right time through knowledge capture, sharing, and application. Effective knowledge management can help organizations avoid repeated mistakes, create new products and services faster, and improve cross-functional collaboration. Key aspects of knowledge management include knowledge mapping, capturing both tacit and explicit knowledge, and the three steps of knowledge acquisition, sharing, and utilization.

Tools & Techniques for Knowledge Retention: UOP’s KM Initiative in Action

KM Chicago

UOP conducted various knowledge management initiatives to help capture and share the knowledge of its experienced workforce. This included conducting focus groups and a customer needs survey to identify knowledge management needs, assessing the needs of different business units, leveraging existing tools like an expert locator system and document management system, piloting a knowledge continuity program to help transfer knowledge from retiring employees, and planning to capture knowledge from key experts through interviews. The goal was to improve knowledge sharing, retention and reuse across the organization.

Eos systems

Stephen Abram

The document provides tips for effectively communicating a library technology plan to different audiences. It emphasizes that 80% of effort should go towards planning, preparation, implementation and adoption rather than just 20% on choosing and installing systems. Communication is key to success and different audiences like staff, users, management have different needs and perspectives. The communicator needs to understand why each audience should care and tailor the messaging accordingly. Features tell but benefits sell so the technology plan should focus on how it benefits productivity, workflow and results rather than just features. It also cautions about potential problems and stresses the importance of integration, simplicity, saving time, increasing productivity and quality when justifying new technology.

An introduction to km & its evolution in the last 2 decades

2016

Knowledge Management and Information Governance

Hunter Knowledge and Insights, LLC

The document defines key terms related to knowledge management and discusses its implementation. It begins by defining data, information, knowledge, and wisdom. It then discusses tacit and explicit knowledge and the knowledge conversion process. The rest of the document outlines the definition and goals of knowledge management, its key elements and benefits, and a five stage roadmap for implementation.

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Liz Sundet, MVP, MBA, PMP, CBAP, CSM

This document provides an overview of setting up governance for a SharePoint environment. It discusses establishing a governance team, defining roles and responsibilities, and addressing key questions around environment structure, information architecture, content management, compliance, security, and training. The workshop/demo time sections indicate the document was likely used to guide a training session on SharePoint governance best practices. Key elements that were likely covered include defining the goals and processes for the governance team, designing the site structure, managing content types and metadata, ensuring regulatory compliance, enforcing security policies, and providing training to users.

Digitalization of Learning and Knowledge Management on Corporate

Djadja Sardjana

Growing importance of knowledge and learning: - Changing learning models from formal training to coaching, on-the-job learning, to communities… using variety of e-learning and KM tools - Knowledge Management focus on access to learning resources and collaboration - Human Resources development learning as a tool for performance improvement decentralising responsibility for learning focus on formal learning models

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The project was taken as a part of consulting exercise in alliance with Elidea. My role was to address the current challenge at Xeeva with an integrated solution and propose a mutually beneficent business model to ensure long term engagement of Elidea with Xeeva. I was able to weave a solution which featured - One Snap Deployment - Global standard compliance - Process & Workflow agnostic - Continuous Updates - Robust Security - Scalability on the Cloud ***Challenge: Xeeva would do product releases in sprints of every 2 months. The "Product" and "Training & Development" teams were disconnected with no common platform in place except JIRA. JIRA with its enormous capabilities was still being underutilized with just being a Bug Tracking and Product backlog prioritization tool. The whole process of documenting features, creation of user guides and process of updating features & changes to the product suite was manual and exhaustive. This was not limited and also included scheduling Customer trainings, on the Product suite and training for new releases were scheduled, manual and resource intensive. ***Challenge Accepted: Elidea decided to transform this process of disseminating training and sharing knowledge. I already had worked in Xeeva and I knew about the gaps inside various teams. Elidea and I decided work on the core problem. We were able to come up with a blended solution utilizing open source components which were cost effective, scalable and much more secure with respect to other alternatives. The solution aimed to deal with the problem from the core by sharing Knowledge among teams via "Knowledge Base" which formed the crux of the "Collaborative Learning Environment - CLE". "Knowledge Base" was integrated with "Learning Management System" (LMS). The CLE allows the "Product Team" & "Training and Development" Team (and other teams as well) to be connected via common platform and share validated knowledge. This knowledge is then used as assets and feeded into LMS where customers can automate their learnings and the process becomes less resource exhaustive. ***About Xeeva: Xeeva is driving the development and delivery of the next generation of intelligent procurement and financial solutions. Xeeva’s technology is used in over 40 countries and is available in 18 languages. The company’s end to end technology suite includes Sourcing, Procure to Pay, Supplier Collaboration, Financial Collaboration and Extended Enterprise solutions. You can learn more about Xeeva’s singular focus on driving immediate and sustainable results for its customers by visiting www.xeeva.com ***About Elidea: Elidea is a training and development company. Elidea provides innovative learning & development solutions/products. Elidea also offers services around T&D which expedites the process of on boarding employees/vendors alike on the LMS Platforms. Thank you Gagan Bhalla

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This document summarizes an instructional design approach used to expand the reach of the FEAST (Feed Assessment Tool) research product. Instructional designers worked with subject matter experts to develop blended learning materials including an online self-guided course with 12 lessons and 60 videos. These materials were designed to improve and standardize classroom instruction while allowing broader access through online learning. By applying principles of adult learning and designing for offline use, the revised FEAST training program aims to scale up the impact of the research by effectively equipping more people with the skills and knowledge to apply the FEAST methodology.

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Brandon Williams

Has your LMS become irrelevant in your greater learning strategy? Are you employees finding it difficult to use? Do administrators find it old and stodgy or want to get rid of it altogether? Take a look at this presentation (originally prepared for Training Magazine's Online Learning Conference in Chicago on September 23, 2014) for some insight into why you may want to keep your LMS around and how you might be able to transform it into a more useful and usable piece of technology in your portfolio. Please contact me if you have any questions.

The Future of Learning & Development

Gabriel Banerjee

The document discusses trends in corporate learning and development (L&D). It notes that human capital is the prime asset and L&D aims to ensure employees acquire skills for future effectiveness. Current L&D trends include instructor-led, competency-based, e-learning, webinars and on-the-job training. Future trends will focus on L&D as a strategic unit, collaborative learning, microlearning, using L&D for retention, and learning analytics. Corporates are increasing L&D budgets, opening new learning centers, and focusing on pre- and post-workshop interventions and knowledge retention checks. The future of L&D involves aligning goals, strategy, training activities and measuring training effectiveness

Km 4.0 for gh workers 610705

Pattie Pattie

KM 4.0 for GH Workers proposes a knowledge management framework to empower GH workers through three main goals: better work results, improving individual and team capacity, and facilitating organizational learning. It involves a systematic and targeted approach facilitated by information technology. Key elements include developing online and in-person learning communities, implementing a knowledge management cycle of capture, verification, organization and reuse, and establishing roles and processes to manage goals, external knowledge, and critical reflection. The goal is a dual approach to both strengthen the national GH sector and promote local development through organizational learning at each unit.

Surrounded by Geniuses: Knowledge Management Learning From Other Industries

Connie Crosby

This document summarizes a presentation on knowledge management learning from other industries. It discusses knowledge management concepts and frameworks. It then provides case studies of knowledge management programs in various industries, including oil and gas, automotive, environmental services, banking, and fast moving consumer goods. Each case study describes the situation, process, results, and lessons learned. The role of information professionals in knowledge management initiatives is also discussed. The presentation aims to provide examples of how legal organizations can apply knowledge management strategies used in other industries.

KM 101

Patti Anklam

Km Presentation

Shobana Dubey

Knowledge management programs aim to identify, accumulate, and apply knowledge across an organization. This involves capturing both tacit knowledge within people's minds and explicit knowledge in documented form. When employees attrite, knowledge management strategies like knowledge sharing, transfer, repositories, and expert systems can help retain critical knowledge. Effective knowledge transfer requires identifying critical resources and knowledge, creating checklists, conducting training, collecting feedback, and storing knowledge in repositories for future use. Long-term success requires a culture that values knowledge sharing and a common approach to collaborative knowledge capture and reuse.

Km Presentation

Shobana Dubey

Knowledge management programs aim to identify, accumulate, and apply knowledge across an organization. This involves capturing both tacit knowledge within people's minds and explicit knowledge in documented form. When employees attrite, it is important to retain critical knowledge through knowledge sharing and transfer. Effective knowledge transfer requires identifying critical resources, creating checklists of important information, conducting knowledge transfer sessions, and storing documentation in knowledge repositories for future use. Long term success requires establishing a culture that values knowledge sharing and a collaborative approach to knowledge capture and reuse.

Successful Knowledge Management - Lessons Learned From Organizations Who Have...

McGarahan & Associates, Inc.

The success of implementing technology and dealing business changes across the enterprise has never been more critical to a company’s market relevance, financial growth and employee productivity. As companies grow in either size, service and product offerings or complexity, the increased demand to deliver consistent high quality support becomes more and more challenging. Knowledge Management (KM) has the power to transform the way services are delivered and experienced by both the valued customer and the productive employee as business is conducted on a daily basis. Organizations continuing to struggle with measuring sustainable business benefits from implementing technology and business change will benefit greatly from the industry lessons learned from successful KM implementations. Peter McGarahan, a support industry analyst and expert, will share his experiences and thought leadership on successfully implementing KM to support and enable technology and business change across the enterprise. Peter will provide lessons learned and recommended practices from his Service Delivery and Knowledge Management (KM) consulting experience that will change your perspective on how to do Knowledge right! Attendees will gain valuable insights into the following aspects of the topic: • How Service leaders can best position and leverage knowledge for any technology and business change • How to best approach planning for your next enterprise technology and business rollout with the end-result in mind • Assessing your organizational maturity, identifying and addressing the gaps in performance to deliver a consistently better customer experience for customers and employees • Introducing Knowledge-Centered Support (KCS) best practices into your service and support environment to address resolving issues, answering questions and fulfilling requests

What is LMS

Nur Hafizah nasir

The document discusses Learning Management Systems (LMS), which are software applications that allow organizations to manage employee learning and training activities both online and offline. An LMS provides features like course content creation and delivery, assessments, tracking of learning progress, and reporting. The benefits of an LMS include more flexible, engaging, and cost-effective learning as well as improved employee performance through competency development.

Organizational Development (OD)_Knowledge Management & Learning Organization

Kanaidi ken

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Azmawati Lazim

E-knowledge management offers advantages for individuals, organizations, and society. It provides a platform for individuals to leverage their personal knowledge by sharing it with others and their organization. This sharing stimulates further sharing, allowing people to learn from one another. For organizations, e-knowledge management provides tools that support knowledge sharing and reuse, virtual team collaboration, and prevention of redundant work. It offers a central place for collecting and validating organizational knowledge and best practices. Overall, e-knowledge management enhances learning and performance at both the individual and organizational level.

Mujeebur rahmansaher presentation

Mujeebur Rahmansaher

Mujeebur Rahmansaher has 18 years of experience leading technology teams and managing projects. He is skilled in software development methodologies and driving integration across platforms. As VP of Technology Strategy and Project Management at Deluxe AdServices, he oversees technology strategy, project identification and development, and operational support. His goals are to apply his skills to bring structure to complex organizations by developing solutions that deliver business value through tangible results.

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Knowledge Management Every Day.pdf

1. Applied Knowledge Management Systems Applied Knowledge Management Systems Knowledge Management Every Day Tools and Methodologies Peter Barcelo Jr. Applied Knowledge Management Systems Chief Executive Officer 305-761-0408

2. Applied Knowledge Management Systems Applied Knowledge Management Systems AGENDA • KM – A Working Definition • Knowledge Management (KM) Structure • KM Principles • Maximize Innovation/Learning • Reduce Meeting Frequency/Length • KM Hands-On Tools & Techniques • Questions KM enables a Learning and Innovative Organization via a continuous flow of knowledge!

3. Applied Knowledge Management Systems Applied Knowledge Management Systems KM – A Working Definition Knowledge Management is about creating, capturing and sharing knowledge, getting the right knowledge to the right people at the right time to have a learning and innovative organization to support the decision making process at the department, division and executive levels and the mission and vision of the organization.

4. Applied Knowledge Management Systems Applied Knowledge Management Systems Corporate KM Structure • President – Sets organizational mission/vision • CEO – Approves and supports KM education, initiatives, innovation, plans, processes and supportive technology • Chief Knowledge Officer (CKO) – Initiates, manages and maintains corporate KM education, initiatives, innovation, plans, processes and supportive technology • Department/Division KM Coordinators (KMC) – Develop department/division KM education, initiatives, plans, processes, maintenance and recommends supportive technology.

5. Applied Knowledge Management Systems Applied Knowledge Management Systems KM Tools Emphasized Use Of: • Persistent Chat at Dept/Div and Worker/Executive • Share Point Collaboration Sites (Knowledge Repository/Forum) • Online Meetings • Sharing, Collaborating, Transparency • Continuous Collaboration Across the Enterprise • Executive Engagement De-emphasized Use Of: • Email (whenever possible)  Email

6. Applied Knowledge Management Systems Applied Knowledge Management Systems Knowledge Processes 21 May 2018 6

7. Applied Knowledge Management Systems Applied Knowledge Management Systems Knowledge Processes

8. Applied Knowledge Management Systems Applied Knowledge Management Systems Knowledge Processes The SECI Model Socialization, Externalization, Combination, Internalization Don’t wait for next meeting Team Innovation Sweet Spot

9. Applied Knowledge Management Systems Applied Knowledge Management Systems 9 Knowledge Processes 9

10. Applied Knowledge Management Systems Applied Knowledge Management Systems Knowledge Processes Making the Unknown Known Common Knowledge Descriptive Critical Knowledge Procedural  Active Discovery/Research  Knowledge Repositories  Online Meetings  Chat Rooms Email, Phone, etc. The Unknown What you may never know What you really should know What some might know What you know Making the Unknown Known (Knowledge Nets)

11. Applied Knowledge Management Systems Applied Knowledge Management Systems Putting it all together Knowledge Repositories Event 1 Event 2 Event 3 Event 4 Event n Knowledge Repository Knowledge Repository Posts/Comments Members List Document Library Links Meetings 50% In meetings 47% Wasted 23.5 % Day wasted Innovation & Learning

12. Applied Knowledge Management Systems Applied Knowledge Management Systems Thank You Questions? Peter Barcelo Jr. Chief Executive Officer Applied Knowledge Management Systems barcelop@bellsouth.net 305-761-0408

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