This document summarizes a student project on knowledge management tools in mobile networking. It defines key terms like knowledge management, data, information, and knowledge. It discusses how knowledge management can be divided into two parts and the requirements of knowledge management tools. It also analyzes a case study of a Chinese telecommunications company that implemented a knowledge management system to improve customer service. The case study identified tools and strategies used, results achieved like reduced training time, and recommendations for future development.

1. KNOWLEDGE MANAGEMENT TOOLS IN MOBILE
NETWORKING
Swati Khemka (B-22)
Udita Vijayvargia (B-24)
Saumyah Singh (B-27)
Nipun Anand (B-53)

2. Things that look futuristic today
will be part of the everyday life
of the future,
Peter Hansson,

3. WHAT IS KM ?
 Knowledge Management can be described
as the way organizations build, supplement
and organize knowledge and routines
around their activities and within their
cultures, and develop organizational
efficiency by improving the use of employee
skills.

4. WHAT IS DATA, INFORMATION AND
KNOWLEDGE?
 Data - It consists of raw facts
 Information - is a collection of facts organized (or
processed) in such a way that they have additional value
 Knowledge - is the understanding of rules needed
to interpret information

5. KM IS MOSTLY DIVIDED INTO TWO PARTS

6. INFORMATION AND KM TOOLS
 An Information & Knowledge Management Tool is a
software tool that supports the user in managing
information and knowledge.
 Knowledge Management tool supports the user in
managing knowledge, i.e.; expressing, storing,
sharing, refining and retaining knowledge within an
organization.

7. REQUIREMENTS OF KM TOOLS
 Speed
 Flexibility in use
 Flexibility in data sources
 Ease to use
 Multi-platform
 Accuracy
 Great fun

8. KNOWLEDGE MANAGEMENT IN
MOBILE NETWORKING
 KM user-centered approach to the implementation of mobile
information systems and found a promising approach in the
interdisciplinary combination of KM and mobile computing to
overcome the shortcomings of both areas. Also termed as
mKM

9. THE RESEARCH FIELD TRIES TO COMBINE
SPECIFIC STRENGTHS OF BOTH AREAS:
 1. Extending knowledge management systems by
the anytime, anywhere information access
metaphor and making KM functionality available on
ultra portable devices.
 2. Extending mobile computing to a user-centered
discipline that supports the user actively in mobile,
knowledge intensive working environments.

10. MOBILE KNOWLEDGE MANAGEMENT
We strive for IT support facilitating knowledge
registration, distribution, and usage in spatially distributed
business processes. When work is both knowledge-
intensive and mobile, the acquisition and sharing of the
organizational knowledge becomes challenging. These
challenges pertain to limitations with which mobile
workers are confronted.

11. ANALYSIS & FINDINGS
 OBJECTIVES
The main objective of this project was to study the
research papers and determine the correlation
between knowledge management and Mobile
Networking. To support our paper we have a case
study.

12. KNOWLEDGE MANAGEMENT CASES IN ASIA/IMPLEMENTATION OF
KNOWLEDGE MANAGEMENT IN TELECOMMUNICATION INDUSTRY
The study object is a Mobile Telecommunication
Organization in China.
• It is one of the leading operators
• Providing wide range of related services
• In order to cope with the rapid expending and
uplifting its services, the company turns to
knowledge management for solution.

13.  The knowledge management project begins with
the customer service department.
 Specific goals have been set and satisfactory results
are achieved.
 The case study identified the KM tools and strategies
employed and the various implementation stages.
 It also looked at the results after implementation of
knowledge management and the logical ways for future
development.
 The report ends with a conclusion that knowledge
management sure has its benefits and strengths in the
customer service sector of the telecommunication
industry.

14. THE CASE STUDY ABC:
 ABC Company is one of the leading owners and
operators of telecommunications in China
 Since they have a huge number of customers, they
decided to enhance the customer services system
PROBLEMS
 Over 80% of the enterprise knowledge and information
have not been standardized and structurally organized
together.
 The official files and electronic documents are the
important fortune in the business; some of the
documents, messages and records just exist in the
database but have not been reorganized yet.
 Furthermore, the documents in the computer include
different kind of file formats, which is also a main
problem for managing those files at the same time.

15.  The inaccurate and non-structured results
searching by the organization was due to the
mechanical searching engine. It uses a mechanical
calculation in searching which letting the result not
to be convenient.

16. WHAT WAS ASKED BY THE COMPANY
 The telecommunication organization asked for the
KM consultant to help them to build up a knowledge
management system to increase the intelligence of
the organization by building and leveraging
knowledge.

17. FOCUS ON CUSTOMER SERVICE DEPT
 Where the department has 500 staff in 2003,
however, after using the “knowledge repository” to
integrate the information and adopt the customer
service training project to strength their staff‟s
managing skills in 2004. The customer service
department has 2000 staff in 2005.

18. FINDINGS & ANALYSIS OF THE ABC CASE STUDY
Goals
 The company strives to improve its customer
services in order to stay in the business and outlast
the competitors.
 Since 2002, the company has been implementing
different projects to enhance the customer services.
 In 2004, the organization established a business
guide book for customer service staff, unified
information can be provided to customers.
 A customer service training centre was also set up
in the same year.
 In 2006, the company would like to its services a
step ahead and set out some goals

19.  Speed up new staff training process
 Let new staff familiar with the job as soon as
possible
 Provide instant access to information index search
 Better decision making support
 Better and precise information for decision making
 Minimize knowledge lost due to staff leaving
 Embed knowledge management into workflow

20. 3 PERSPECTIVES OF KM IN ORGANIZATIONS
 Business Perspective
 Management Perspective
 Hands-on Perspective

21. RESULT
 Through training, monitoring, assessing, etc., the
company has implemented various policies to help
improve the customer services.
 The results are satisfactory. There is little resistance
from the customer services staff.
The following areas have been improved:
 The front line staff„s ability to solve customer complaint
 The sensitive of needs of customer service centre and
marketing department
 The communication among customer service
centre, marketing department and product development
department

22. In view of the success, the management also
considers to put forward other changes in the
future, such as
 Establish individual customer service staff profile to
track the quality of service
 Improve learning environment and tools, e.g. online
learning, learning through games and
competition, to cultivate the self learning motivation
 Reduce the test frequency of good performance
staff
 Award staff who has good performance in test
 Use training to replace test

23. CONCLUSION
 Benefits in KM implementation like knowledge
sharing allows staff to learn others‟ experience and
E-learning cultivates the self-learning motivation.
 The goal is to improve the quality of customer
services by not increasing the pressure of the staff
 Monthly test have to be taken by all staff in
Customer Service Department in order to ensure all
staff can meet the quality service standard.
 This paper suggests the telecommunication
organization to replace the test by training or
learning through games and competitions which
helps to release the staff‟s pressure.

24. THANK
YOU