KNOWLEDGE MANAGEMENT

DATA , INFORMATION & KNOWLEDGE

Data

Information

Knowledge

Intelligence

Codifiable, explicitEasily transferable

Human, judgemental

Contextual, tacitTransfer needs learning

Sharing knowledge, a company creates exponential benefits from the knowledge as people learn from it

Building better sensitivity to “brain drain” Reacting instantly to new business opportunities Ensuring successful partnering and core

competencies with suppliers, vendors, customers, and other constituents

Shortens the learning curve

Knowledge Management (KM) refers to a multi-disciplined approach to achieving organizational objectives by making the best use of knowledge.

DEFINATION

People management Process management Information management

COMPONENTS OF KM

Explicit knowledge Tacit knowledge

FORMS OF KNOWLEDGE

Shallow and deep knowledge

Common sense as knowledge

TYPES OF KNOWLEDGE

Business operation(work place)

External Information exchange from external world

JudgingLearning

InnovatingImproving

FormalizingDesignStoring

Day to day workExtracts

Inputs

Extracts

Create knowledge and IC

KNOWLEDGE BUILDING MODEL

KM CYCLE

KM ARCHITECHTURE

KM

Knowledge delivery

Knowledge generation

Identification of knowledge

Surveying and locating

Definition and categorization Access control

Manipulating ad modeling

Processing acquisition

Application method

Storage and security

Creation of KDBBuild knowledge

structure

Corporate Culture Motivation and skills Promotion by Top Management Structure & processes Information Technology

KNOWLEDGE MANAGEMENT TOOLS

Database management tools Web based tools Data mining tools Process modeling and management

tools Search algorithms document management tools Search engine tools

Mechanistic Cultural or behaviorist systematic

KM APPROACHES

Challenges to Implement Km system . Culture : Sharing Knowledge Knowledge Evaluation :Estimation the

worth of knowledge .

Knowledge Processing : Importance of knowledge

Knowledge Implementation: Cost Factor.

The value of KM It is important to manage knowledge assets

because – Organizations compete increasingly on the

base of knowledge (the only sustainable competitive advantage, according to some)

Most of our work is information based (and often immersed in a computing environment)

Our products, services, and environment are more complex than ever before

Workforces are increasingly unstable leading to escalating demands for knowledge replacement/acquisition

The sources of KM Today, KM draws from a wide range of

disciplines/practices –Cognitive scienceGroupware, AI, KBMSLibrary and information scienceDocument managementDecision support systemsTechnical writingOrganizational scienceMany

Benefits anticipated Increase in collaboration, conversation amongst

the employees Making the experts expertise available

throughout the organization. Reduce loss of intellectual capital from people

leaving the company. Reduce cost by decreasing and achieving

economies of scale. Minimize redundancy of knowledge-based

activities Increase productivity by making knowledge

available more quickly and easily Promote innovations Give equal opportunities to all the individuals to

express and share their knowledge.

THE DRIVERS Technology Drivers. Process Drivers Personnel-Specific Drivers Knowledge-Related Drivers Financial Drivers

STRATEGIES rewards (as a means of motivating for

knowledge sharing) storytelling (as a means of transferring tacit

knowledge) cross-project learning after action reviews knowledge mapping (a map of knowledge

repositories within a company accessible by all) communities of practice expert directories (to enable knowledge seeker

to reach to the experts) [edit]

Strategies best practice transfer knowledge fairs competence management (systematic evaluation and

planning of competences of individual organization members) proximity & architecture (the physical situation of employees

can be either conducive or obstructive to knowledge sharing) master-apprentice relationship collaborative technologies (groupware, etc.) knowledge repositories (databases, bookmarking engines,

etc.) measuring and reporting intellectual capital (a way of making

explicit knowledge for companies) knowledge brokers (some organizational members take on

responsibility for a specific "field" and act as first reference on whom to talk about a specific subject)

social software (wikis, social bookmarking, blogs, etc.)

Motivations Making available increased knowledge content in the

development and provision of products and services Achieving shorter new product development cycles Facilitating and managing innovation and organizational

learning Leveraging the expertise of people across the organization Increasing network between internal and external individuals Managing business environments and allowing employees to

obtain relevant insights and ideas appropriate to their work Solving intractable or wicked problems Managing intellectual capital and intellectual assets in the

workforce (such as the expertise and know-how possessed by key individuals)