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Knowledge systems & management

GROUP MEMBERS Anusuya.S Aruna.V.C Bavithran.S Jayesh. G Karthick.G

CONTENTS
Introduction Drivers and approaches to knowledge management Knowledge management system life cycle Managing Knowledge workers Knowledge Audit Knowledge management practices in organizations

Data, Information & Knowledge

DATA Definition Raw facts, figures and records contained in a system. Processing INFORMATION Data placed into a form that is accessible, timely and accurate. Storing / Accessing. KNOWLEDGE Information in context to make it insightful and relevant for human action. Insight, innovation, improvement.

Reason

What is Knowledge?
Knowledge is a mix of framed experience, values, contextual information and expert insight that provides a framework for evaluating and incorporating new experience and information. Originates and is applied in the minds of knower's. Knowledge is information in action.

Two types of knowledge

Documented information that can facilitate action. Know-how & learning embedded within the minds of people.

Explicit knowledge
Formal or codified Documents: reports, policy manuals, white papers, standard procedures Databases Books, magazines, journals (library)

Implicit (Tacit) knowledge

Informal and uncodified Values, perspectives & culture Knowledge in heads Memories of staff, suppliers and vendors

Knowledge informs decisions and actions.

What is Knowledge Management?

Knowledge management (KM) is a process that helps organizations identify, select, organize, disseminate, and transfer important information and expertise that are part of the organizations memory. Structuring of knowledge enables effective and efficient problem solving dynamic learning strategic planning decision making.

What is Knowledge Management?

Knowledge management initiatives focus on identifying knowledge how it can be shared in a formal manner leveraging its value through reuse. Knowledge management can promote organizational learning help solve problems

KM is different from a KMS

KM is whole ball of wax (people, technology, processes, learning, business) KMS is a knowledge management system that makes it happen KMS is comprised of four components Content management applications Expertise locator applications Collaboration Portal All tightly integrated

Why KM?

Why KM?

Why is KM important?
Companies can... Sustain knowledge regarding their products and services Encouraging innovation and ideas Creating better business decisions Expedite projects due to less wait time of information

In the Business World

KM is becoming a big deal in industry. KM involves collaboration, organizational learning, best practices, workflow, document management, customer focus and using data meaningfully [data mining]. KM requires understanding the soft skills necessary to work with people.

What are organizations doing?

1. Knowledge capture and acquisition E.g., environmental scanning. 2. Developing strategies for implicit K sharing: E.g., CoPs, virtual teams, list of experts & mentoring. 3. Using technologies to store, analyze & distribute explicit K. Corporate portals, business K base, process control inventories, CRM.

Technology Components of a KM Solution

Portals Websites Search Engines Shared Drives Specialty Knowledge Applications Share Point FAQ and Lessons Learned Online survey tool

KM is here to stay
KNOWLEDGE IS LIKE LIGHT. Weightless and intangible, it can easily travel the world, enlightening the lives of people everywhere. Yet billions of people still live in poverty unnecessarily. Knowledge about how to treat such a simple ailment as diarrhea has existed for centuries but millions of children continue to die from it because their parents do not know how to save them.
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Knowledge management Drivers

The Primary Driver:

Improve profits & increase revenue streams.

The Secondary Drivers include: Employee retention Increased customer satisfaction

Classifications Of Drivers To Knowledge Management

1. Knowledge based Drivers

2. Technology drivers
3. Intra-organizational Drivers 4. Human resource drivers 5. Process Drivers 6. Economic Drivers

1.Knowledge based Drivers

Organizations are faced with issues arising from lack of a proper & organized distribution system
Even though lot of facts about an organization may be documented much of its experience resides with their employees. The largest part of organizations ability is not in its intellect, but its human intelligence

Contd .
Knowledge management initiatives support active & complete transfer of knowledge from successful projects to new ones .
It reduces the extent of wasteful expenditure in solving problems that might have already been solved. Knowledge will be of little value if it cannot be found when it is needed.

2.Technology drivers
Individuals & organizations communicate ,store & exchange data at a lower cost & higher speed. Computers has contributed to the high volumes of information to individuals. Movement from information age to knowledge age have made the organizations to realize the importance of its employees & art increasing the reliance on people. Information can be moved across locations electronically.

3.Intra-organisational Drivers
Organizational Structure & Culture has to undertake dramatic changes to meet the effective requirements of KM. Uncertainties exist in new product & service development areas leads to complex situations.

Companies depend on the project centered teams for the purpose of bringing together the best of their talent & expertise
Strategic Innovation begins with the org recognition of positioning gaps & subsequent methods to plug them.

4.Human resource drivers

HR drivers of KM include the need for improved knowledge transfer, sharing & creation in cross functional teams of knowledge workers. To deal with complex & changing expectations. Need to prevent loss of knowledge as teams are put together & reestablished. To respond to competitive challenges ,an org has to expand its horizon & look beyond traditional boundaries & functional areas.

Knowledge Management Approaches

Mechanistic Approach
Cultural Approach

Systematic Approach
Core Competencies approach

1.Mechanistic Approach
It is characterized by the application of technology & resources to do more. Better user friendliness of information. Improved methods of access Reuse of documents. Amazing technology that makes knowledge sharing possible. This kind of approach is easy to implement for corporate political" reasons ,because the technologies & techniques are familiar & easily understood.

2.Cultural Approach
Cultural view knowledge problem as a management issue. Technology though essential for managing explicit knowledge resources is not the solution. Tend to focus more on innovation & creativity.

Assumptions of Cultural Approach often include. Organizational behaviors &culture can be changed but traditional technology & methods of attempting to solve the "knowledge problem" have reached their limits of effectiveness.

3.Systematic Approaches
Km involves using systematic approaches to distribute information & knowledge to the right people at the right time to generate value. A Km initiative combines processess,technologies & people to identify, capture & share best practices & collective knowledge that help organizations in accomplish their goals. A KM system involves depiction ,organisation, getting hold of creation, practice & growth of knowledge in its many forms ,& the reproduction, analysis & design of technical systems for supporting all aspects of knowledge management.

4.Core Competencies approach

People use the terms capability & competency interchangeably. Core Performance Capabilities(CPC)---- are the mechanisms by which core knowledge competencies are turned into products & services. CPC are processes that enable a company to deliver high quality products & services with speed, efficiency & effective customer service. Competency based organizations tend to have long term view point because competencies take time to build. investment & strategies more on strengthening competencies over time than on immediate fiscal gain. A core competency approach has a spot light on developing human capital.

Obstacles to KM
Prevailing Corporate culture. Resistance to information Knowledge sharing. High Cost.

KNOWLEDGE MANAGEMENT SYSTEMS LIFE CYCLE

KMSLC
Evaluate existing Infrastructure Form the KM Team Knowledge Capture Design KM Blueprint Verify & Validate KM System Implement the KM System Manage change & Reward Structure
Corrections

Post System Evaluation

1.Evaluate existing Infrastructure

Identifying and evaluating the current knowledge environment.

This stage also focus on,

a. System Justification

b. The Scope Factor

c. The Feasibility Question

2.Form the KM Team

Team success depends on a number of factors: 1.Ability of the team member 2.Team size. 3.Complexity of the project. 4.Leadership & team motivation. 5.Not Promising more than can be realistically delivered.

3.Knowledge Capture
Types of knowledge: Explicit Tacit Knowledge developers capture knowledge from experts in order to build the knowledge base.

4.Design the Blueprint

The KM blueprint addresses several issues:

Finalize scope of proposed KM system

Decide on required system components. Develop the key layers of the KM The key layers are as follows: a. User interface. b. Authentication/security layer. c. Filtering. d. Application layer. e. internet layer. f. Physical layer. g. Repositories.

5.Test the KM System

This involves 2 steps

Verification procedure:
Ensures that the system has the right functions.

Validation procedure:
Ensures that the system has the right output.

6.Implement the KM System

ConvertConverting a new KM system into actual operation includes conversion of data or files also includes user training Quality assurance is important

7.Manage Change & Reward Structure

Goal is to minimize resistance to change The resistors are, Experts Regular employees (users) Troublemakers Narrow minded Resistance is displayed via 1. 2. 3. Projection Avoidance Aggression

8.Post System Evaluation

Assess system impact in terms of effects on:

People
Procedures Performance of the business Areas of concern: Quality of decision making Attitude of end users Costs of Knowledge processing and update

Managing Knowledge workers

Managing Knowledge workers

Knowledge workers Knowledge workers are employees who have a deep background in education and experience and are considered

people who "think for a living." (Cooper, 2006).

They include doctors, lawyers, teachers, financial analysts and architects. They sometimes are called as Gold Collars"

Cont.
a. A knowledge worker is a person who changes business

and personal know-how into knowledge.

b. Knowledge workers spend 38% of their time searching

for information.
c. A knowledge worker can be accepted as a product of values, experience process and training.

Types of knowledge worker

There are two basic types: a. Core knowledge worker . Core knowledge workers are those in specific knowledge management roles.

Ex: Chief Information Officers, Knowledge Managers,

Knowledge Analysts, etc . b. Everyone else. Constitutes all the other knowledge workers. Ex: Doctors, Nurses, Managers etc

KNOWLEDGE AUDIT

WHAT IS A KNOWLEDGE AUDIT

The knowledge audit is the all important first major phase or step of a knowledge management initiative, and is used to provide a sound investigation into the company or organization's knowledge.

The audit is a fact-finding, analysis,

interpretation, and reporting activity which includes a study of the company's information and knowledge

policies, its knowledge structure and knowledge flow.

Benefits of knowledge audit

a. It helps the organization visibly what knowledge is describe to support overall organizational goals and individual goals. b. It would provide accurate identification, quantification, measurement and assessment of the sum total of tacit and

explicit knowledge in the organization

c. It provides a map of what kind of knowledge exists in the organization and where it exists illuminating both gap and perception.

THANK YOU