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Knowledge Management The nature of KM A process model for KM KM and KE.

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Presentation on theme: "Knowledge Management The nature of KM A process model for KM KM and KE."— Presentation transcript:

1 Knowledge Management The nature of KM A process model for KM KM and KE

2 Knowledge Management2 What is knowledge management? n Knowledge is seen as a resource n This means for knowledge management taking care that the resource is ä delivered at the right time ä available at the right place ä present in the right shape ä satisfying the quality requirements ä obtained at the lowest possible costs n to be used in business processes

3 Knowledge Management3 Why is knowledge management different? n Due to specific properties of knowledge: ä intangible and difficult to measure ä volatility ä embodied in agents with wills ä not “consumed” in a process, can increase through use ä wide ranging organizational impacts ä long lead times ä non-rival, can be used by different processes at the same time

4 Knowledge Management4 Knowledge assets Apply your best knowledge Construct new knowledge Value chain Continuous improvement of knowledge assets

5 Knowledge Management5 Distribute Create/change Consolidate Combine Application of Knowledge Assets Organization and improvement of care for knowledge

6 Knowledge Management6 Modes of Knowledge Management n Strategic: ä What are the general changes to the knowledge infrastructure? n Operational: ä Organization the actual implementation and usage of the knowledge infrastructure.

7 Knowledge Management7 Levels in knowledge management

8 Knowledge Management8 Knowledge management cycle

9 Knowledge Management9 Knowledge object level

10 Knowledge Management10 Four ambitions (Source: Wiig on basis of Deming’s work) Resources Process Every ambition requires specific actions Products & services Innovate products & services 1234 Task execution Task improvement Improve system Use the best available knowledge Acquire new knowledge Acquire knowledge about - process - working environment Acquire knowledge -customers -markets -technology - competition

11 Knowledge Management11 Conceptualize the knowledge n The Organizational Model is a good starting point for creating a knowledge map. n The Task Model is a good starting point of charting out where the knowledge is used. n The agent model is good for analyzing who owns the knowledge and who uses it. n Knowledge items are central in KM.

12 Knowledge Management12 Conceptualize: main activities n Inventarization of knowledge and organizational context n Analysis of strong and weak points: the value of knowledge n Should deliver insights which can be used in the next step for defining of and deciding between improvements

13 Knowledge Management13 Reflect: bottleneck / opportunity analysis n Can be done by using knowledge item descriptions, generic bottleneck / opportunity types: ä time (only available during a limited period, queuing, delay) ä location (not available at the point where needed, delay and communication, “many windows”) ä form (difficult to understand, translation processes, reformulation of knowledge) ä nature (quality of knowledge, heuristic, standardization) ä stability (high rates of change, need to be up dated) ä current agents (vulnerability, carrier can/will leave, few agents listed) ä use in processes (limited re-use, reinventing the wheel) ä proficiency levels (current agents not well skilled, opportunity to “sell” knowledge)

14 Knowledge Management14 Act: interventions n Management, human resources and culture ä Education and training ä Reward system ä Recruitment and selection ä Management behavior n Jobs & organizational structure ä Staff department knowledge and strategy ä Department lessons learned ä Introduction of a 'buddy' system ä Teams with overlapping knowledge areas ä Out sourcing ä Acquiring and selling organizations

15 Knowledge Management15 Act: interventions (2) n (Technological) tools ä Intranets & internet for knowledge sharing & Lessons learned architectures ä Groupware-based applications with ‘knowledge’ databases (best practices) ä Decision Support Systems (expert systems, case repositories, simulations) ä 'who knows what' guide (‘knowledge map’) ä Data mining ä Employee information system with knowledge profiling ä Document retrieval systems with advanced indexing & retrieval mechanisms

16 Knowledge Management16 Knowledge management & knowledge engineering n Organization analysis feeds into knowledge management (and vice versa) n Knowledge modeling provides techniques for knowledge identification and development n Knowledge engineering focuses on common / reusable elements in knowledge work

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