Knowledge management is the process of systematically gathering, organizing, sharing, and analyzing an organization's knowledge resources, which can include documents, people's skills and expertise. The goal is to improve performance, create competitive advantage, and drive innovation. Knowledge management programs are tied to organizational objectives and aim to achieve specific outcomes through shared intelligence and improved performance. Knowledge is hierarchical with data becoming information, information becoming knowledge, and knowledge becoming wisdom. Key aspects of knowledge management include people, technology, and organizational design to facilitate knowledge sharing and growth.

1. Knowledge Management Project

2. KNOWLEDGE MANAGEMENT DEFINITIONKnowledge management is the name of a concept in which an enterprise consciously and comprehensively gathers, organizes, shares, and analyzes its knowledge in terms of resources, documents, and people skillsKnowledge Management programs are typically tied to organizational objectives and are intended to achieve specific outcomes, such as shared intelligence, improved performance, competitive advantage, or higher levels of innovation.The hierarchical organization of Knowledge is:butA collection of data is not information.

3. A collection of information is not knowledge.

4. A collection of knowledge is not wisdom

5. A collection of wisdom is not truth. KNOWLEDGE MANAGEMENT DEFINITIONThe idea is that information, knowledge, and wisdom are more than simply collections. Rather, the whole represents more than the sum of its parts and has a synergy of its own.Information relates to description, definition, or perspective (what, who, when, where)

6. Knowledge comprises strategy, practice, method, or approach (how)

7. Wisdom embodies principle, insight, moral, or archetype (why)APPROACHES TO KNOWLEDGE MANAGEMENTTechno-centric: A focus on technology, ideally those that enhance knowledge sharing/growth. Organizational: How does the organization need to be designed to facilitate knowledge processes? Which organizations work best with what processes? Ecological: Seeing the interaction of people, identity, knowledge and environmental factors as a complex adaptive system. KNOWLEDGE MANAGEMENT ENABLERSHistorically, there have been a number of technologies 'enabling' or facilitating knowledge management practices in the organization.The advent of the Internet brought with it further enabling technologies, including e-learning, web conferencing, collaborative software, content management systems, corporate 'Yellow pages' directories, email lists, wikis, blogs, and other technologies.

8. KNOWLEDGE MANAGEMENT IS ALL ABOUT PEOPLEThe knowledge management is processed by IT, it will become “information” and will be stored and accessed for database. And IT should be considered as a tool to store knowledge and transfer information (Vicky Dougherty, 1999).

9. In leading companies, human factor in KM as to be seen as a prior strategic. The managers in those companies are realize that the relevance between people factor and KM system but hardly for them to make it because of many obstacles prevent the process like “the old culture’

10. In order to generate benefits, the way of managing people that stimulate employees have more sharing and collaboration. They can change the culture in management a little bit such as when there is an employee can update the information in its knowledge databases, the company will recognize and reward him or her (Aaron Dalton, 2006).Knowledge is just exist when it is in mind of people, it was created, used, interpreted from dataPeople is more centric in KM because there is people can make the organization become successful by collaborating and creating competency. Knowledge can not be seen as a asset of an organization unless knowledge is awarded by people

11. DRIVERS OF KNOWLEDGE MANAGEMENTConsiderations driving a Knowledge Management program might include:making available increased knowledge content in the development and provision of products and services achieving shorter new product development cycles facilitating and managing organizational innovation and learning leverage the expertise of people across the organization benefiting from 'network effects' as the number of productive connections between employees in the organization increases and the quality of information shared increases, leading to greater employee and team satisfactionmanaging the proliferation of data and information in complex business environments and allowing employees rapidly to access useful and relevant knowledge resources and best practice guidelinesmanaging intellectual capital and intellectual assets in the workforce (such as the expertise and know-how possessed by key individuals) as individuals retire and new workers are hired