KNOWLEDGE MANAGEMENT

1. PRESENTATION OF
KNOWLEDGE
MANAGEMENT
SUBMITTED TO -
MS. RAMAN GHUMAN
SUBMITTED BY -
MUSKAN DAHIYA
M.COM II
8433

2. SECTION –I
ORGANISATIONAL LEARNING
AND KNOWLEDGE MATRIX

4. DEFINATION

5. ORGANIZATIONAL LEARNING
Organizational Learning occurs when the mental models, schemes or cognitive maps
that guide behaviour are modified through recognition of a change in information
concerning an organization’s environment.
Organizational learning occurs through shared insights, knowledge and mental models.
Organizational learning occurring when individuals, acting from their own images and
maps, detect a mismatch of outcomes to expectation which confirms or disconfirms
organization theory-in-use.
The transformation process that translates individual learning into organizational domain
is termed organizational learning

6. Leaders support
learning
Managers take
responsibility for
employee
learning
Organization
hires and
promotes
learners
Learning is
aligned with
results
Organizational
structure
facilitates
learning
Knowledge
management
contributes to
learning
Employees take
risks and
experiment
Learning is
rewarded
CHARACTERISTICS OF ORGANISATIONAL
LEARNING

8. CHARACTERISTICS OF LEARNING
ORGANISATION
• Are adaptive/ flexible to
the external environment
• Continually enhance
their capability to change
and adaptation
• Develop collective as
well as individual
learning Embrace
creative tension as a
source of energy and
renewal
• Link individual
performance with
organizational
performance
• Provide continuous
learning opportunities

10. EXAMPLE OF LEARNING ORGANIZATION
Microsoft's strength as a learning
organization is in its talented employees
from all walks of life and in a culture that
fosters a growth mindset, encouraging
everyone to continue learning and
become a better version of themselves.
Tesla is a fast-growing company primarily
known for its electric vehicles but is
revolutionizing the world's transition to
sustainable energy. Led by Elon Musk,
this is no ordinary company. Tesla does
not like to operate within the confines of
what is "normal." The company
encourages employees to contribute new
ideas, solutions, and innovations. Much of
what they do and how they do it
contradicts the "norm."
Google, one of the best learning
organizations in the world, is a tech giant
that has succeeded in building an
innovative, forward-thinking company with
a strong culture that prioritizes its
employees.

12. FIVE LEARNING
DISCIPLINES OF PETER
SENGE
ACCORDING TO SENGE , LEARNING
ORGANISATION DEPENDS UPON THE
MASTERY OF FIVE DIMENSIONS-
• PERSONAL MASTERY
• MENTAL MODELS
• SHARED VISION
• TEAM LEARNING
• SYSTEM THINKING

13. • Mental Models: One key to change success is in surfacing deep-seated mental models - beliefs, values, mind-sets and
assumptions that determine the way people think and act. Getting in touch with the thinking going on about change in your
workplace, challenging or clarifying assumptions and encouraging people to reframe is essential. Leaders learn to use
tools like the 'Ladder of Inference' and 'Reflective Inquiry ' to practise making their mental models clearer for each other
and challenging each others' assumptions in order to build shared understanding.
• Personal Mastery is centrally to do with 'self-awareness' - how much we know about ourselves and the impact our
behaviour has on others .Personal mastery is the human face of change - to manage change relationships sensitively, to
be willing to have our own beliefs and values challenged and to ensure our change interactions and behaviours are
authentic, congruent and principled. Leaders learn to use tools like 'Perceptual Positions' and 'Reframing' to enhance the
quality of interaction and relationship in and outside their teams.
• Systems Thinking is a framework for seeing inter-relationships that underlie complex situations and interactions rather
than simplistic (and mostly inaccurate) linear cause-effect chains. Leaders learn to use 'Systems Thinking Maps' and
'Archetypes' to map and analyse situations, events, problems and possible causes/courses of action to find better (and
often not obvious) change options/solutions

14. • Shared Vision: The key vision question is 'What do we want to create together?'. Taking
time early in the change process to have the conversations needed to shape a truly
shared vision is crucial to build common understandings and commitments,
unleash people's aspirations and hopes and unearth reservations and resistances.
• Team Learning: happens when teams start 'thinking together' - sharing their experience,
insights, knowledge and skills with each other about how to do things better. Teams
develop reflection, inquiry and discussion skills to conduct
more skillful change conversations with each other which form the basis for creating a
shared vision of change and deciding on common commitments to action.

15. WHAT IS KNOWLEDGE
MANAGEMENT
• "Knowledge Management is the discipline of
enabling individuals, teams and
entire organization to collectively and
systematically create, share and apply
knowledge, to better achieve their
objectives"
- Ron
Young

17. The KM Matrix by Gamble and Blackwell (2001)
• This KM model presents a general theoretical framework, as well as specific
guidelines for implementation. The KM process is split into four stages.
• First management must locate the sources of knowledge.
• Then they must organize this knowledge so as to assess the firm's strengths and
weaknesses and determine its relevance and reusability.
• This is followed by socialization, where various techniques are used to help share
and disseminate it to whomever needs it in the organization.
• Finally, the knowledge is internalized through use.

18. The KM Matrix by Gamble and Blackwell (2001)
• Steps provide an excellent overview of the role of the
KM manager.
• However, one limitation of this model is its focus. First of all, the overall strategic
role outline by Bukowitz and Williams is not included.
• Secondly, KM's role here is limited to knowledge sharing, omitting the processes
of knowledge acquisition/creation and divestment.
• This is a perfectly legitimate approach to KM where the focus is on the sharing
and retrieval of existing knowledge, but it does not fulfill the scope of the
knowledge management.

20. SECTION -II
KNOWLEDGE ARCHITECTURE

21. KNOWLEDGE
ARCHITECTURE
• Introduction
In this age of information, knowledge is
the most important factor in the long-
term success of both an individual and
an organization. In fact, Peter Senge
believes that the only source of
competitive advantage in the future will
be the knowledge that an organization
contains and organization's ability to
learn faster than the competition.

22. With knowledge taking on increased importance, it makes sense
that there is an opportunity to create competitive advantage by
effectively managing its storage and use. An effective knowledge
management (KM) architecture creates competitive advantage
by bringing appropriate knowledge to the point of action during
the moment of need.
DEFINATION:
Bahsoon (2007) we anticipate the architectural knowledge to
constitute architectural artifacts such as deployable components
and associated specification of what the components provide and
require, quality requirements, scenarios corresponding to specific
dependability requirements, and possibly dependable styles and
pattern

23. Characteristics of KM Architecture
A successful
knowledge
management
architecture must
be:
1
• Available (if
knowledge exists,
it is available for
retrieval)
2
• Accurate in
retrieval (if
available,
knowledge is
retrieved)
3
• Effective
(knowledge
retrieved is useful
and correct)
4
• Accessible
(knowledge is
available during
the time of need
5

24. KNOWLEDGE
MANAGEMNET
ARCHITECTURE
The knowledge management
architecture consists of four
elements namely:
1) Knowledge Components,
2) Knowledge Management process
3) Information Technology (IT)
4) Organizational Aspects

25. Knowledge component includes:
• Knowledge Definition
• Knowledge Categories
Knowledge categories has often been viewed differently by various researchers.
Knowledge management process:
on the other hand, contains Steps & Activities to deal with knowledge
Information Technology consists of:
ITs related support infrastructure such as communication lines, networks, database and many others.
Organizational Aspects comprise the:
• Organizational Structure,
• Corporate Culture, and
• Human Resource Management.
Among these four elements, knowledge and knowledge management process are
the key components of the knowledge management concept

26. TYPE OF ARCHITECTURAL KNOWLEDGE
1. Application-generic tacit architectural knowledge:
It includes the design knowledge an architect gained from experience, such as architectural concepts,
methodologies, and internalized solutions.
2. Application-specific tacit architectural knowledge:
It comprises contextual domain knowledge regarding forces on the eventual architectural solution; it
includes business goals, stakeholder concerns, and the application context in general.
3. Application-generic explicit knowledge:
It is design knowledge that has been made explicit in discussions, books, standards, and other types of
communication. It includes reusable solutions such as patterns, styles and tactics, but also architecture
description languages, reference architectures, and process models.
4. Application-specific explicit architectural knowledge:
It is probably the most tangible type of architectural knowledge. It includes all externalized knowledge of a
particular system, such as architectural views and models, architecturally significant requirements, and
codified design decisions and their rationale.

27. TOOLS FOR
ARCHITECTURE
KNOWLEDGE
• SEI-ADWiki
This tool is a wiki-based collaborative environment for creating architecture
documentation
• ADDS
(architecture design decision support system) is a Web-based tool for storing, managing
and documenting architectural design decisions taken during the architecting process
and providing traceability between requirements and architectures
• ARCHIUM
It aims at providing traceability among a wide range of AK
concepts such As requirements, decisions, architecture descriptions, and
implementation.
• ARELA
(Architecture Rationale and Elements Linkage) is a tool that aims in creating and
documenting architectural design with a focus on architectural decisions and design
rationale Three types of AK are captured in AREL: design concerns, design decisions
and design outcomes
• SEURAT
It mainly focuses the application of rationale knowledge supporting software
maintenance

28. TOOL SUPPORT
FOR HYBRID
STRATEGY
• EAGLE
IT include integrated support for both codified and personalized AR,
support for stakeholder-specific content, and AK subscription and
notification.
• PAKME
IT supports both codification And personalization as it not only provides
access to AR but also identifies the knowledge source
• A Web portal
IT is a Web site that provides integrated modules, like hosted databases,
yellow pages, discussion boards, news push document management,
email and more.

29. KNOWLEDGE ARCHITECTURE ROLE
AND FUNCTIONS
• Knowledge Architect:
• Define and design the overall knowledge architecture strategy and framework.
• Establish guidelines, standards, and best practices for knowledge management
processes.
• Collaborate with stakeholders to identify knowledge needs, gaps, and priorities.
• Oversee the implementation and maintenance of knowledge management
systems and tools.
• Knowledge Manager:
• Manage knowledge repositories and databases, ensuring they are up-to-date,
well-organized, and accessible.
• Facilitate knowledge capture, validation, and quality assurance processes.
• Develop and implement knowledge sharing initiatives, such as communities of
practice and knowledge transfer programs.
• Train and support employees in knowledge management practices and tools.

30. Information Architect:
• Design information structures and navigation systems for knowledge repositories and platforms.
• Ensure information architecture aligns with user needs, usability principles, and organizational goals.
• Conduct user research, usability testing, and feedback analysis to optimize information architecture.
Knowledge Analyst:
• Analyze knowledge assets, usage patterns, and user behaviors to extract insights and trends.
• Generate reports, dashboards, and visualizations to communicate knowledge-related metrics and KPIs.
• Identify opportunities for knowledge optimization, consolidation, and improvement based on data-driven analysis.
• Provide recommendations and strategic insights to enhance knowledge sharing, collaboration, and decision-making
processes

31. knowledge management problems in architecting
processes
INADEQUATE
KNOWLEDGE
CAPTURE
POOR
KNOWLEDGE
SHARING
LIMITED
COLLABORATION
TOOLS
KNOWLEDGE
TRANSFER
CHALLENGES
LIMITED
AUTOMATION
INADEQUATE
TRAINING AND
ONBOARDING
RESISTANCE TO
CHANGE

32. KNOWLEDGE SHARING THROUGH
KNOWLEDGE ARCHITECTURE
People core: Evaluate current documents people use
Contents
The technical core: The total technology required to operate the knowledge environment.
People
Content
Technology

33. REFERENCES
• https://www.thechangeforum.com/Learning_Disciplines.htm
• https://www.researchgate.net/publication/280490126_KNOWLE
DGE_MANAGEMENT_A_REVIEW
• https://www.cs.rug.nl/~paris/papers/AKM09b.pdf
• https://elearningindustry.com/getting-started-knowledge-
management