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INSTITUTE OF FINANCE AND INTERNATIONAL MANAGEMENT
IT FOR MANAGERS
PROJECT 1
KNOWLEDGE MANAGEMENT
TEAM NUMBER 11
TEAM MEMBERS:
Abhishek Majumdar Amol Madhavrao Chopade Rakesh Prasad Sathish
Vinay Krishna
Submitted toProf. BUTCHI BABU
Date: 13/09/10
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ACKNOWLEDGEMENT
We would like to express our heartfelt gratitude to Prof. Butchi
Babu forintroducing IT FOR MANAGERS to us and for giving us a
chance to do thisproject.
We are grateful for his continuous support without which this
projectwould not have been completed.
I express my sincere gratitude to my parents, friends and all
others whohave directly or indirectly inspired and helped me to
complete my project withunremitting zeal and enthusiasm.
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Contents
S.No Contents Page No.
1. Introduction 4
2. Perception Of Knowledge Management 5
3. Knowledge Management 7
4. Why Knowledge Management 9
5. Concepts Of Knowledge Management 11
6. Role Of IT In Successful Knowledge Management 14
7. Implementation Of Knowledge Management 15
8. Knowledge Management In Wipro 17
9. Conclusion 20
10. References 21
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INTRODUCTION
This project claims that information technology is and will be
quite
helpful for knowledge management, however knowledge science
cannot be
established only by information science. This project also
considers the
difference between information and knowledge simply, but
considers deeply the
power or ability to convert from one to another, which is the
ability to
understand and learn things, or the ability to think and
understand things
instinctively or automatically.
The growing importance of knowledge as a critical business
resource has
compelled executives to examine the knowledge underlying their
businesses,
giving rise to knowledge management (KM) initiatives. Given that
advances in
information technology (IT) have made it easier to acquire,
store, or disseminate
knowledge than ever before, many organizations are employing IT
to facilitate
sharing and integration of knowledge. But considering the
complexity of KM
initiatives and the variety of IT solutions available on the
market, executives
must often confront the challenging task of deciding what type
of IT solutions
to deploy in support of their KM initiatives. This project aims
to shed light on
the IT-KM match by investigating the role of IT in successful KM
initiatives.
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Perceptions of Knowledge Management:
Most of the respondents first read about knowledge management in
theliterature but very few had taken a course on it. This is
understandable asknowledge management is now a hot topic in the
literature of the profession butonly a few schools are offering a
course in knowledge management. Most of theprofessionals disagreed
that knowledge management is just another fad liketotal quality
management, which corroborates the findings by Ponzi &
Koenig(2002) that knowledge management is at least lasting longer
than typical fadsand, perhaps, is in the process of establishing
itself as a new aspect of management.
13%
65%
3% 8%
11%
Source Of Knowledge abt KMSource Of Knowledge about KM At
Professional Conference
Read in Literature Attended Workshop
Took Course in School Other
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However, the respondents were equally divided on whether
knowledgemanagement is a new term for what information
professionals used to do. Also,a majority of them agree that
information management is just an aspect of knowledge management,
which is in line with the thinking that information
management involves management of explicit knowledge (e.g.
documents)while knowledge management involves the management of
both explicitknowledge and tacit knowledge. Not surprisingly, there
was almost aunanimous agreement that information professionals have
important roles toplay in knowledge management programs.
StronglyDisagree
Disagree Not Sure Agree StronglyAgree
KM is just another fadlike Total QualityManagement
10(15.9%)
38(60.3%)
8(12.7%)
6(9.5%)
1(1.6%)
KM is a new term forwhat informationProfessionals werealready
doing
3(4.8%)
26(41.3%)
5(7.9%)
24(38.1%)
4(6.3%)
Information
management is just another aspect of KM
1
(1.6%)
13
(20.6%)
3
(4.8%)
36
(57.1%)
36
(57.1%)
Informationprofessionalshave important rolestoplay in KM
programs
0(0.0%)
0(0.0%)
2(3.2%)
30(47.6%)
31(49.2%)
Perception of Knowledge Management
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KNOWLEDGE MANAGEMENT
The term knowledge management was first introduced in a 1986
keynoteaddress to a European management conference (American
Productivity and
Quality Center 1996). Knowledge management is the name of a
concept in which an enterprise
consciously and comprehensively gathers, organizes, shares, and
analyzes itsknowledge in terms of resources, documents, and people
skills.
Knowledge management involves data mining and some method of
operation to push information to users. Some vendors are offering
products tohelp an enterprise inventory and access knowledge
resources.
KM is the process through which organizations generate value
from theirintellectual and knowledge-based assets. Most often,
generating value fromsuch assets involves codifying what employees,
partners and customers know,and sharing that information among
employees, departments and even withother companies in an effort to
devise best practices. It's important to note thatthe definition
says nothing about technology; while KM is often facilitated byIT,
technology by itself is not KM.
This term had immediate and vast appeal and, at the same time,
spawnedstrongly felt criticism.
The key to the knowledge-based economy is not
knowledge-infusedproducts but tacit knowledge that provides the
capacity for these knowledge-infused products and for non-codified
knowledge services (Sveiby 1997).
The major criticisms of knowledge management are that:
It has traditionally conjured up too close an association with
informationmanagement and information technology (IT).
It implies that knowledge can be managed. It tends to be so
broad and vague as to have little meaning. It tends to focus on the
nuts and bolts of knowledge creation, capture,
sharing, use and reuse, rather than providing a true vision and
strategythat conveys how knowledge-based enterprises will function
and succeedin the new knowledge-based economy.
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In addition, more specific criticisms have been levelled at
particular views of knowledge management.
The most common type of definition describes knowledge
management as a set
of processes directed at creating
-capturing-storing-sharing-applying- reusingknowledge
(Sydanmaanlakka 2000).
This type of definition is criticized for making knowledge
management appearto involve somewhat mechanistic and sequential
process steps and for focusingattention on explicit knowledge
artifacts as opposed to tacit knowledge.
Knowledge engineering reflects this view of knowledge
management. Adefinition with similar proble ms sees knowledge
management as delivering theright knowledge to the right persons at
the right time.
This definition emphasizes explicit knowledge artifacts over
tacit knowledgeand ignores knowledge creation.
Alternative definitions have been proffered that attempt to
better capture thecomplexities of knowledge and knowledge
management.
For example, Snowden (2000) defines knowledge management as:
Theidentification, optimization, and active management of
intellectual assets, eitherin the form of explicit knowledge held
in artifacts or as tacit knowledgepossessed by individuals or
communities.
The optimization of explicit knowledge is achieved by the
consolidating andmaking available of artifacts. The optimization of
tacit knowledge is achievedthrough the creation of communities to
hold, share, and grow the tacitknowledge.
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WHY KNOWLEDGE MANAGEMENT?
Importance of knowledge management
For a company operating in the uncertain global environment,
source of lasting competitive advantage is knowledge. When markets
shifts, technologiesproliferate, competitors multiply and products
become obsolete virtuallyovernight; successful companies are t hose
that are consistently creating newknowledge, disseminate it widely
throughout the organization and quicklyembody it in new
technologies and products.
Knowledge management offers the potential to significantly
leverage thevalue of our IT investment and the intellectual capital
of our people.Information technology and information management are
essential, but aloneare insufficient to achieve information
superiority. To achieve this, knowledgemanagement strategies
facilitate collaborative information sharing to optimizestrategic
and tactical decisions, resulting in more effective and efficient
missionperformance.
Todays business environment is characterized by continuous,
often radicalchange.
Such a volatile climate demands a new attitude and approach
within
organizations actions must be anticipatory, adaptive, and based
on a fastercycle of knowledge creation.
Some of the current challenges businesses face includes:
a growing emphasis on creating customer value and improving
customerservice;
an increasingly competitive marketplace with a rising rate of
innovation;
reduced cycle times and shortened product development times;
a need for organizational adaptation because of changing
business rules andassumptions;
a requirement to operate with a shrinking number of assets
(people, inventory,and facilities);
a reduction in the amount of time employees are given to acquire
new
knowledge; and
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changes in strategic directions and workforce mobility that lead
to knowledgeloss.
New products and innovations are increasing at a faster rate
than ever before,
along with evolutions in customer preference and need.Managers
must no longer investigate their customers superficially; they
mustdig more deeply than surveys and feedback forms.
As organizations have become more complex and information more
readilyaccessible, forward thinking managers have grown concerned
with how to allowknowledge to flow freely and how to control and
manage this vital flow of information and technology at the same
time.
The Benefits of Knowledge Management
Whether to minimize loss and risk, improve organizational
efficiency, orembrace innovation, knowledge management efforts and
initiatives add greatvalue to an organization.
Some of the benefits of KM include:
facilitates better, more informed decisions;
contributes to the intellectual capital of an organization;
encourages the free flow of ideas which leads to insight and
innovation;
eliminates redundant processes, streamlines oper ations, and
enhancesemployee retention rates;
improves customer service and efficiency; and
leads to greater productivity.
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CONCEPTS OF KNOWLEDGE MANAGEMENT
Knowledge management (K M) involves the identification and
analysis of available and required knowledge assets and knowledge
assets related
processes, and the subsequent planning and control of action to
develop both theassets and the processes so as to fulfil
organizational objectives.
Knowledge management is the management of an environment
wherepeople generate tacit knowledge, render it into explicit
knowledge and feed itback to the organization. This forms the base
for more tacit knowledge, whichkeeps the cycle going in an
intelligent, learning organization. It is the process of creating,
institutionalizing and distributing information and best practices
tosolve business problems rather than continually reinventing the
wheel.
Data, Information and Knowledge :
Data represent observation or facts having no context and are
notimmediately or directly useful. Information results from placing
data withinsome meaningful context, often in the form of a message.
Knowledge is thatwhich a person comes to believe and value on the
basis of the systematicorganized accumulation of information
through experience, communication, orinference
DIKE Flow: Data Information Knowledge Expertise
Data arranged in a meaningful sequence is what is called as
informationand capability and experience of using information to
make judgments and theability to link them to decisions or actions
is said to be knowledge . When
knowledge is applied to specific subject or discipline, for an
extended period of time, then it is defined as expertise
Knowledge is highly contextual and depends largely on the mental
models,experience, values and beliefs of individuals and
organizations.
The term knowledge management is something which is difficult
todefine. In an organization which is giving preference to
knowledge basedworking, the knowledge is managed in a better way in
terms of quantity andquality in compliance with the organization
policies to achieve the ultimate goalof the organization.
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Knowledge is everywhere and it is scattered. In knowledge
management,the people are treated as assets and they are termed as
human assets. Businessorganizations which have given importance to
knowledge have become asuccess by implementing new knowledge based
methods.
Concepts
Leveraging In-tangible Assets: Cultural concepts:
Knowledge sharing, Win-Win attitude Collaboration &
Networking Listening skills/External outlook
Procedural concepts: Knowledge capture Knowledge
dissemination
Technical concepts: Knowledge storage Knowledge access
Group-work, work-flow, collaborative tools
Instruments of knowledge management :
The process of knowledge management is never complete with the
followingheads.
Change management Best practices Risk management
Benchmarking
Change Management: Change is inevitable. An organization
undergoes changedue to so many reasons. It might happen because of
environmental, economical,legal, political and technological
factors. The organization which adopts changequickly will be able
to cope with the new developments.
In change management the business becomes sensitive to change.
The businessmight be able to achieve the good results on the basis
of how sensitive theywere in adapting to changes.
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Best Practices: The best practices in business mainly consist of
a leader wholeads the organization. He or she should be able to
lead the human assets byexample. The best practices include
establishing attainable targets, flatmanagement structure,
transparent and flawless communication from top to
bottom level and vice versa and constructing futuristic plans
for generatingpositive results.
Risk Management: Presence of a good risk management system will
help in thesmooth flow of the business for a longer period. A good
risk managementsystem should be able to understand and measure the
risks. The managementshould sketch new policies and the policies
have to be executed on the righttime to overcome the risks. When
the risks are monitor periodically, then thebusiness is able to
diminish various kinds of risks.
Benchmarking: Benchmarking, in simple terms is the process of
settingstandards. The set standards are practiced in the future for
better productivityboth in qualitative and quantitative terms.
Knowledge for business: Knowledge is power. The time has gone
when peoplecarried their businesses with good old principles. It is
time to adopt qualityinformation and knowledge of the related areas
to run business in a better way.
Advantages
The primary advantages are: The business can get an advantage in
the competitive environment by the
implementation of knowledge management and The tricky situations
and stress of the business are minimized
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Role of Information Technology in Successful KnowledgeManagement
Initiatives
The growing importance of knowledge as a critical business
resource hascompelled executives to examine the knowledge
underlying their businesses,giving rise to knowledge management
(KM) initiatives. Given that advances ininformation technology (IT)
have made it easier to acquire, store, or disseminateknowledge than
ever before, many organizations are employing IT to
facilitatesharing and integration of knowledge. But considering the
complexity of KMinitiatives and the variety of IT solutions
available on the market, executivesmust often confront the
challenging task of deciding what type of IT solutionsto deploy in
support of their KM initiatives. This project aims to shed lighton
the IT-KM match by investigating the role of IT in successful KM
initiatives.
There are two basic approaches to KM for which IT can provide
support:codification and personalization (Hansen et al. 1999). With
the codificationapproach, more explicit and structured knowledge is
codified and stored inknowledge bases. The main role of IT here is
to help people share knowledgethrough common storage so as to
achieve economic reuse of knowledge. Anexample of such IT tools is
electronic knowledge repositories. With thepersonalization
approach, more tacit and unstructured knowledge is sharedlargely
through direct personal communication. The main role of IT here is
tohelp people locate each other and communicate so as to achieve
complex
knowledge transfer. Examples of such IT tools are knowledge
expert directoriesand video-conferencing tools.Both these KM
approaches are fundamental to understanding the role of
IT in KM.
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IMPLEMENTATION OF KNOWLEDGE MANAGEMENT:Following steps are
suggested
K n o w led g e c r ea t io n : to discover, realize, conclude,
articulate anddiscuss for creating new knowledge.
K n o w led g e cap tu r e : includes documenting, digitizing,
extraction,representation and storage of relevant knowledge
Organ iz ing knowledge : structuring, cataloguing,
abstracting,analyzing and categorizing of knowledge for specific
usage.
K n o w led g e A cces s : presentation, display, notification,
profiling andsearching the knowledge for specific application.
Knowledge App l ica t ion o r u se : includes application of
knowledgefor business performance, providing service, making new
products andcontinuous learning at organizational level.
The set of KM processes primarily involves people. Thus, KM
activities arefundamentally linked with collaboration, interaction
with people and thesystems, which support this.
IMPLEMENTATION OF KNOWLEDGE MANAGEMENTIN ORGANISATION:
It is inevitable that knowledge management will have a high
adoption ratein the next few years. Over time to remain competitive
it will be essential to beknowledge-enabled. Just a few years ago
email was not a common method forseeking customer service; now
customers demand the ability to contact youthrough channels other
than the phone. Going forward, as customers deal
with companies that are knowledge-enabled and can quickly and
efficientlyanswer their questions, they are going to expect a
greater level of servicein all of their support interactions. The
bottom line can be summarized with aquote from Gartner, Inc. Those
enterprises that include KM processes as partof their customer
relationship management initiatives have a higher probabilityof
success than those that dont.
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Outcomes Of Knowledge Management In OrganizationsThere are three
basic outcomes of knowledge management. These outcomes
can help individuals, and the organization, shape its knowledge
managementgoals:
1) Make things visibleFor example, explaining biophysical
information, or agriculturalinformation, or rural development
information (increasingly with theaim of creating new perspectives
rather than transferring pre-packagedsolutions) - this is a
function of a web database like the ENRAPwebsite
(www.enrap.org)
2) Faster policy acceptanceKnowledge sharing is linked to
interactive policy making wherestakeholders enact and promote
policies that yield developmentresults. This is often a function of
workshops and planning activitiesamong key stakeholders, and the
use of practical tools for sharing bestpractices with regard to
adoption and acceptance of policies
3) Facilitate/enhance platform processesGiving voice to
different internal and external stakeholders to engagein platforms
where negotiation among different parties can take placewith regard
to local and regional development initiatives. This is partof the
function of ENRAP workshops held in India, Sri Lanka,Singapore and
the Philippines.
http://www.enrap.org/http://www.enrap.org/
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KNOWLEDGE MANAGEMENT IN WIPRO
W ipros Knowledge Management Vision:To be an organization where
knowledge capture and sharing is the way
we work, offering customers speed-to-deploy as well as
innovative products andservices focused on their needs, and
offering employees an environment of continuous learning and
productivity improvements.
Wipros Knowledge Management Journey:
Key KNET applications:
DocKNet The repository of documents. Place to go to for
anythingranging from technical documents, proposals to training
material onvarious subjects
War Rooms It is a virtual workspace for time -bound and task
oriented jobs.
Konnect The Yellow pages with an associated database of experts,
queries,
responses and ratings. Popular and very useful. The repository
of softwarereusable components and tools developed in-house.
P r e - I
m p
l e m e n t a t i o n P
h a s e Culture Readiness
Assessment
Knowledge Audits Identified AreasFor Collaboration
Analyzed ExistingInfrastructure
Evaluated VariousTechnologies
I m p
l e m e n t a t i o n P
h a s e Awareness
Creation & BrandBuilding
KnowledgeArchitecture
Defining Processof KM
Designing &Setting Up the KMPortal P
o s t - I
m p
l e m e n t a t i o n P
h a s e Sustaining the
Initiative
QualifyingBenefits
CentralizedKnowledgeStorehouse
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Dock Net Comprehensive repository of all document categories to
assist you in
various business, client scenarios and other activities
It contains a host of documents that includes proposals,
whitepapers,presentations etc. with subscriptions and discussion
forums
Repository aiming to provide single access to all the
information,previously available on Sales Support & TeckNet
Contributions to DocKNet could come from Verticals and
Horizontalso Different verticals deal with different industrieso
Different horizontals deal with different technologies
Konnect Platform for collaboration, connecting people (seeking
help) to people
(withexperience and expertise)
Share the tacit knowledge within the organization, above and
beyond theexplicit knowledge captured in the KNet Repositories
Members listed under Konnect are volunteers; membership open to
all.
Confidentiality is provided to users & experts
The deliverables includeo Answering queries posted by the
user(s)o Ensuring that the right profile is provided in Konnect,
making it
easier for the user to connect to the right consultant
War Rooms Virtual space for dispersed team members to
collaborate
Facilitates document sharing, exchange of information, real-time
onlinediscussions, sharing work plans and online updates,
monitoring theprogress of activities.
Access privileges and restrictions exist
Only accessible through VPN and Intranet
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Wipros Knowledge Management Process Model:
Assess
Recommend
Implement
Sustain
Identify Business ChallengesReview Portal Vision
Define KM StrategyTechnology Roadmap
Roll-Out Plan
Implement KM Plan
Monitor Performance
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CONCLUSION:
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References:
1. http://www.wikipedia.org
2. Application On Knowledge Management In Public
Administrationwritten by Karl M Wiig.
3. Knowledge Management @ Wipro presented by Wipro
Technologies.
4. Methodology Of Knowledge Management Implementation written
byV.Bures, University of HRADEC KRALOVE, Faculty of Informatics
andManagement.
http://www.wikipedia.org/http://www.wikipedia.org/http://www.wikipedia.org/
