1. Principle 9: Effectively Integrate Data Management & Knowledge Management
Learning Objectives:
Understand the interdependence of DM and KM
Understand the concepts of cooperation DM with KM
Learning Outcomes:
Facilitate KM through providing value-added DM
Avoid duplication of efforts in DM and KM
Maximize the interrelation of DM and KM in your organization

2. Introduction
DM and KM, though independent processes, are naturally interdependent.
Effectively integrated DM and KM increases return on investment in intellectual assets, as well as enterprise capability.
Understanding the Interdependence of DM and KM
Presentation:
Explanatory Material:
KM, an emerging field that was introduced in the mid-1990’s, consists of the processes surrounding the creating, capturing, organizing, managing, and sharing of explicit and tacit information & knowledge that is typically facilitated by technology.
Effectively integrated DM & KM will avoid duplication of efforts and maximize the use and visibility of enterprise data and information.
References: Principle 9

3. Enabler 9.1: Establish the Relationship Between DM & KM
Presentation:
Explanatory Material:
Knowledge contains both explicit information, which is information that is recorded on some type of media whether it is paper or electronic, and tacit information, which is the information contained in the minds of individuals. Table 9-1 illustrates that explicit information can be a technical report, a purchase order, a manual, etc. Tacit information is information that people gain from experience; the downside of having a senior employee retire without capturing the tacit information in their heads is that the new employee does not learn that information unless it is passed on by the senior employee or captured on media to then become explicit information.
To clarify, structured data is that data that supports transactions, as depicted in Table Structured data is typically contained in relational databases and spreadsheets; for example: tables, columns, and rows imply structure. Unstructured data is typically contained in files such as presentations, word documents, and even audio and video files. To make the unstructured data available, one must go through the process of assigning metadata. Unstructured data is that the data that supports collaboration; it is important to note that unstructured information can also contain data that is structured. For instance, a presentation given at a meeting can be considered unstructured data, but a table of contents at the start of the presentation is structured data.
References: Principle 9.1
A direct relationship exists between DM and KM

4. DM must coordinate with KM in areas of overlap
Enabler 9.2: Cooperate with KM where DM & KM intersect as KM Methods Develop
KM implementations stresses three elements:
1. Organizing Content
2. Connecting People
3. Managing Change
Tacit information and human aspects of KM are not within the realm of DM.
Best strategy = DM cooperates with KM in areas of overlap.
Presentation:
Explanatory Material:
Organizing content is synonymous with organizing data in Data Management. However, community boards, teams, mentoring, and other collaborative techniques are not defined within DM, but are functions within KM. Where DM does not address connecting people or change management, coordinate the two efforts. Be mindful that change management can fall under DM, so this strategy helps avoid redundancy where the DM & KM may overlap, and helps identify gaps where the two do not intersect.
A popular product of KM is what is known as a “Community of Practice” (CoP). A CoP brings people who have a common interest together to share information, solve business problems, and to collaboratively work on projects. An example of a CoP is the Acquisition Community Connection (ACC), which is actually a collection of CoPs of different disciplines.
References: Principle 5, 9.2
DM must coordinate with KM in areas of overlap

5. Change Management Illustration
People
Process
Technology
Data
Presentation:
This illustration is a pop-up for slide 4, Enabler 9.2 that discusses the three elements of KM implementations.
The explanatory material below should be read with a voice over to explain the illustration.
Explanatory Material:
A classic change management approach is to ensure that attention is paid to a change in process, to the human resource (HR) changes necessary such as training, culture, and reward, as well as the changes in technology that support the new business processes. The 859 standard and Handbook enable process change. These DM courses enable some of the HR change. New technology, such as Product Data Management (PDM) Systems or other portals enable enterprise participation.

6. Identify areas of overlap, and perform gap analysis
Enabler 9.2: Cooperate with KM where DM & KM intersect as KM Methods Develop
Understand the state of KM in the enterprise:
Determine if there is a formal/informal KM individual or group
Determine if the enterprise has done an internal KM capability assessment
Perform self assessment if not previously accomplished
Then coordinate DM and KM to maximize the efforts of everyone involved.
Define the gaps, overlaps, and define a resolution approach
Presentation:
Explanatory Material:
Methods of determining the state of KM in the enterprise include the use of interviews, surveys, formal or informal knowledge groups, or through a self assessment. When planning or performing a self-assessment, consider cost, corporate culture, and corporate vision.
For example, organizing content (element 1 of KM) falls under the realm of DM. However, connecting people (element 2) does not fall under DM; at that point, coordinate the efforts of both DM and KM as best suited for the enterprise.
References: Principle 9.2
Identify areas of overlap, and perform gap analysis

7. Prototyping/Initial Development Implementation
Planning
Prototyping/Initial Development
Implementation
Full Operational Capability
Characteristics
Knowledge is fragmented
Shared by tribal lore
Data storage strategy is developed
Knowledge recognized as business asset
Open resistance diminishes
Enterprise use increases
External content incorporated
CoPs are self-organizing
KM system is the working environment
Predictive capability emerges
Objectives
Identify current knowledge
ID KM Success factors
Retain key intellectual capital
Know what you know
Increase efficiency & competitive advantage
Know what you don’t know
Enterprise-wide intellectual assets readily available
Know more than you know
Technologies
“All hands” s
Limited corporate access control
Mass data storage & search engines
LAN access to individual content sources
Extract knowledge from HR, CRM, etc.
Virtual meeting spaces
Portals
KM Desktop
Intelligent agents
“Push” to desktop
Culture
Knowledge hoarding is rewarded
KM evangelism stage
Management shows interest
Knowledge sharing rewarded
Senior management buys in
Middle management buys in
CoPs have corporate support
KM key to corporate decision-making
Breakthrough learning is expected
Non-productive behaviors wane
Presentation:
This will be the pop-up window for Slide 5, Enabler 9.2 to illustrate self-assessment
Explanatory Material:
Self-assessment planning tool template that would be modified to fit a specific business.
Acronyms:
CoP: Community of Practice
HR: Human Resources
CRM: Customer Relational Model

8. Quiz Questions – P9 What is tacit information?
a. Tacit information is information recorded on some type of media.
b. Tacit information is the information that is captured in the minds of individuals.
c. Both a and b.
d. None of the above.
DM & KM have no relationship to each other and are independent.
True or False
What action or actions are involved in DM cooperating with KM?
a. Conducting an interview to determine the state of KM in the enterprise
b. Conducting an interview to determine the state of explicit information in the enterprise
c. Coordinate efforts between DM & KM to avoid duplication and unnecessary work.
d. Both A and C
e. Both B and C