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Knowledge Management System & Technology
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Transcript of Knowledge Management System & Technology
Knowledge Management System & Technology
Dr. Elijah EzenduFIMC, FCCM, FIIAN, FBDI, FAAFM, FSSM, MIMIS, MIAP, MITD, ACIArb, ACIPM,
PhD, DocM, MBA, CWM, CBDA, CMA, MPM, PME, CSOL, CCIP, CMC, CMgr
Is there any relationship between Information Technology and Knowledge Management?
Disciplines Contributing to Current Notions of KM
Theoretical Foundation Key Knowledge Management Concepts Drawn from Foundation
Applied Purpose in Knowledge Management
Developed Knowledge Management Concepts
Information Economics Intellectual Capital Rationale Knowledge Economy
Strategic Information Systems
Core Competencies Rationale Dumbsizing, Knowledge Alliances
Organizational Culture Tacit and Articulated Knowledge
Process Definition Knowledge Culture
Organizational Structure Goal-Seeking Organizations
Process Definition Knowledge Organizations
Organizational Behaviour Creativity, Innovation, Organizational Learning, Organizational Memory
Process Definition Knowledge Creation, Knowledge Codification
Artificial Intelligence Knowledge-Base Systems Process Definition Knowledge Infrastructure
Quality Management Risk Value Benchmarking Evaluation Qualitative Frameworks
Source: Land, Amjad & Nolas, The Ethics of Knowledge Management, International Journal of Knowledge Management
Wisdom
Data
Information
Knowledge
Comprehend Correlation
Comprehend Patterns
Comprehend Principles
• Information Technology isn’t Knowledge Management
• Various Technologies provide value-adding deliverables for boosting and entrenching Knowledge Management
Deployable Technologies for Knowledge Management
Information Technology Communication Technology Media Technology Film & Video Technology Cybernetics Robotics
Difference Between Information & Knowledge
Information KnowledgeProcessed data Actionable information
Provides Facts Allows predictions, associations and predictive decisions
Clear, crisp, structured and simplistic Muddy, fuzzy, partly unstructured
Easily expressed in written form Intuitive, hard to communicate, and difficult to express in words and illustration
Obtained by condensing, correcting, contextualizing, and calculating data
Found in connections, conversations between people, experienced-based intuition, and people’s ability to compare situations, problems and solutions
Devoid of owner dependencies Depends on the owner
Source: Abdullah, Selamat, Sahibudin & Alias, A Framework For Knowledge Management System Implementation In Collaborative Environment For Higher Learning Institution, Journal of Knowledge Management Practice
IMS versus KMS
Information Management
System
Conversion of Data to Information
Knowledge Management
System
Conversion of Information to Knowledge
“Knowledge Management Systems (KMS) are technologies that support Knowledge Management (KM) in organizations, specifically - knowledge generation, codification, and transfer.” - Ruggles R, Tools for Knowledge Management
Characteristics of Good Knowledge Management System
1. A good KM system should empower your staff. It won’t exactly turn them into superheroes but it should allow them to extend their contribution and to work faster and smarter.
2. A good KM system should be focused on your core business objectives. 3. A good KM system is needs-driven, not technology-driven. 4. A good KM system should make your business more competitive, more efficient and more
profitable. 5. A good KM system should allow you to better service your customers and to raise their
satisfaction level. 6. A good KM system should raise the job satisfaction level of your staff. 7. Don’t go looking for a KM system until you have formulated and agreed on your KM needs. 8. A good KM system should connect to all sources of knowledge, including tacit knowledge. 9. A good KM system should be easy to navigate and search. 10. A good KM system should be flexible enough and configurable enough to adapt to your
changing needs. 11. A good KM system produces timely, accurate, concise and precise information that you can
utilize (process) to make high quality decisions.
Source: Frank McKenna, A Knowledge Management System
Focusing on Tacit and Explicit Knowledge to Ascertain the Role of Technology
Tacit Knowledge
In the Mind
Explicit Knowledge
Outside the Mind
Interpret
Nourishes
The Tacit-Explicit Model
Source: Nonaka, I. and Takeuchi, H., The Knowledge Creating Company
The Four Knowledge Conversion Modes To Tacit To Explicit
From Tacit Socialization Externalization Knowledge Maps Knowledge Portals
Groupware Workflow Knowledge-Based Systems Knowledge Portals
From Explicit Internalization Combination Innovation Support Tools Intranet
Electronic Document Management
Business Intelligence Competitive Intelligence Knowledge Portals
Adapted from Nonaka & Takeuchi, The Knowledge-Creating Company
Major Components of KMS
Categories of Knowledge Management SystemsCategory Dominating Knowledge
Conversion ProcessOrigin of Concepts Example
Intranet Based Systems Combination Computer Networks(Web Technology)
Microsoft Internet Information Server
Electronic Document Management
Combination Information Science Excalibur Retrieval Ware and File Net
Groupware Externalization CSCW (Computer Supported Cooperative Work)
Lotus Notes and Microsoft Exchange
Workflow Externalization Organisation and Methods ARIS Toolset (IDS Scheer)
Knowledge Base Systems Externalization Artificial Intelligence Neugents (Computer Associates)
Business Intelligence Combination Database Management Business Objects
Knowledge Map Socialization Information Science and Human Resource Management
Gingo (Trivium) and Lotus Discovery Server
Innovation Support Tools Internalization Innovation and Technology Management
Invention Machine
Competitive Intelligence Tools Combination Strategic Management and Information Science
Knowledge Works (Cipher Systems) and Vigipro (CRIQ/CGI)
Knowledge Portals Socialization, Externalization and Combination
Computer Networks and Information Science
Digital Dashboard (Microsoft), Lotus k-station and Sopheon
Identification of required and applicable knowledge management activities in an organization facilitates effective mapping of prospective knowledge management processes, which then determine fitting knowledge management system.
Knowledge Management Processes & the Potential Role of IT
Knowledge Management
Processes Knowledge Creation
Knowledge Storage/ Retrieval
Knowledge Transfer
Knowledge Application
Supporting Information
Technologies
Data-mining,
Learning tools
Electronic bulletin boards, Knowledge repositories, Databases
Electronic bulletin boards, Discussion forums, Knowledge directories
Expert systems,
Workflow systems
IT Enables Combining new sources of knowledge, Just-in-time learning
Support of individual and organizational memory, Inter-group knowledge access
More extensive internal network, More communication channels available, Faster access to knowledge sources
More rapid application of new knowledge through workflow automation
Platform Technologies
Groupware and communication technologies,
Intranets Source: Alavi & Leidner, Knowledge management and knowledge management systems
Triggers of Knowledge Management System Change
Change
Strategy
GrowthOpportunity Threat
Communities of Practice
Past &
Preferred Future Performance
Tangible Organisation
Individuals Identity Process Systems
Autonomy & Consistency
KMS as Focus KMS as Enabler Adaptability
ImplementationDissonance
Effective Organizational
Alignment
TechnologyEvolution Governance
Source: Elijah Ezendu, Knowledge Management Strategy
IT Tools for KM ProcessesKM Processes Activities Sample Vendors
Knowledge Creation Business intelligence, knowledgediscovery, e-learning
Business Objects, Skillsoft, Orbital,
Knowledge Codification Content management system, document management,categorization, abstracting, taxonomy
Interwoven, Autonomy
Knowledge Retrieval Search, visualization Google, AskJeeves, Inktomi, Inxight
Knowledge Application Workflow, collaboration, help desk eRoom, Intraspect, PeopleLink
Knowledge Distribution Knowledge portal, agents Plumtree, AskMe
Knowledge Validation Online expert communities, contribution valuation, assessment/rating/ranking/ scoring
IBM
Knowledge Tracking E-mail mining, corporate yellow pages
Tacit
Knowledge Personalization Expertise locators, communication, conferencing, collaboration
AskMe
Full-spectrum KM Complete KM suites Hummingbird, Open Text, Verity, IBM
Source: Madanmohan Rao, Knowledge Management Tools and Techniques
Roles and Tools for Online CommunitiesKnowledge Roles Activities Tools
Knowledge Consumer Search, browse, access, apply, learn
Portal, search engine, Workflow
Knowledge Creator Publish, improve, classify, discuss Content management, authoring, taxonomy, online CoPs
Knowledge Editor Interviewing experts, storytelling, content management
Content management systems, taxonomy
Knowledge Expert Validate, certify, legitimize Online CoPs, ranking/ rating tools, best practice repository
Knowledge Broker Locate experts/knowledge, identify gaps, organize, filter, coordinate CoPs
Enterprise portal, audit tools, online forums, organizational knowledge maps
Knowledge Leader Shape KM agenda, align with business objectives
Intellectual capital navigators, industry knowledge maps
Source: Madanmohan Rao, Knowledge Management Tools and Techniques
Four Elements of Knowledge Management System
• Use of Problem Finding Techniques• Build Knowledge Infrastructure• Network Systems• Use of Software for Collection of Data,
Information, Knowledge as well as Sharing Processed Outcomes.
Problem Finding TechniquesBasic Phases
Search
Identification
Solution and Implementation
Problem-Centered Approach
Step 1. Generation—Probe for potential problems that might exist in the future using a brainstorming approach. Step 2. Evaluation—Review problems uncovered for managerial concern, backed up by a cost-benefit analysis. If appropriate, use creative computer software to generate new ways to evaluate future problems.
Step 3. Validation—Select actual problems for managerial concern. If appropriate, relate to the company's critical success factors.
Step 4. Establish Boundaries— Define each potential problem within its boundaries to cover the whole area encompassed by the problem.
Use steps from the problem-solving process.
Opportunity-Centered Approach
Step 1. Exploration—Examine the environment for opportunities that come from problems uncovered using a brainstorming approach. If appropriate, use creative computer software to explore new ideas to exploit these opportunities.
Step 2. Selection—Determine that one or more opportunities should be explored by management. If appropriate, relate to the company's critical success factors.
Step 3. Examine Boundaries— Survey the environment for each opportunity and determine the proper boundaries.
Use steps from the problem-solving process.
Source: Robert Thierauf, Knowledge Management Systems for Business
Why KMS Implementation Failed in Some Organizations
• Poor Development of KM Objectives• Strategic Paralysis• Unfit KMS Model• Inappropriate Project Management• Absence of Favourable KM Structure led by CKO• Poor harmonization of IT Tools with Culture, Structure, Workflow, Processes and Strategy• Poor Usability of KMS• Unfitting Change Management• IT-Centered KMS• Excessive IT Control • Low Competence of Workers in Use of Installed KMS• Excessive Technicality • Poor Integration of Key Components• Absence of Common IT Platform Organisation-Wide• Lack of Participation of Users at Planning Stage• Poor Performance of Components of KMS• Lack of Top Management Buy-In
Key Issues in Building KMS
1. Knowledge Management Strategy2. Organizational Structure3. Culture4. Installed Technology Platforms5. Talent Flexibility6. Knowledge Evaluation7. Knowledge Processing8. Knowledge Implementation9. Leadership Drive10. Project Scope
Knowledge Management System Life CycleEvaluate Existing Infrastructure
Manage Change and Rewards
Set-Up KM Team
Knowledge Capture
Design KM Blueprint
Verify and Validate KM System
Implement KM System
Evaluate Performance and Alignment
KMS Project Feasibility
Mapping Corporate Objectives to KM Value Propositions
Instrumental KM Objectives
Total KM Value Propositions
Corporate Objectives
ContributionAscertainment
ReverseEngineering
Corporate Level
Functional Transition Level
Functional Offerings
Source: Elijah Ezendu, Knowledge Management Strategy
Total KM Value Propositions must achieve Strategic Fit on alignment with capabilities of Knowledge Management System
Occurrence of a form of alignment blunder shall indicate failure, and must be remedied.
Dr. Elijah Ezendu is Award-Winning Business Expert & Certified Management Consultant with expertise in HR, OD, Competitive Intelligence, Strategy, Restructuring, Business Development, Sales & Marketing, Interim Management, CSR, Leadership, Project & Programme Management, Cost Management, Outsourcing, Franchising, Intellectual Capital, eBusiness, Social Media, Software Architecture, Cloud Computing, eLearning & International Business. He holds proprietary rights of various systems. He is currently CEO, Rubiini (UAE); Hon. President, Worldwide Independent Inventors Association; Special Advisor, RTEAN; Director, MMNA Investments Limited. He had functioned as Chair, International Board of GCC Business Council (UAE); Senior Partner, Shevach Consulting; Chairman (Certification & Training), Coordinator (Board of Fellows), Lead Assessor & Governing Council Member, Institute of Management Consultants, Nigeria; Lead Resource, Centre for Competitive Intelligence Development; Turnaround Project Director, Consolidated Business Holdings Limited; Lead Consultant/ Partner, JK Michaels; Technical Director, Gestalt; Chief Operating Officer, Rohan Group; Executive Director (Various Roles), Fortuna, Gambia & Malta; Director, The Greens; Chief Advisor/Partner, D & E; Vice Chairman, Refined Shipping; Director of Programmes & Governing Council Member, Institute of Business Development, Nigeria; Member of TDD Committee, International Association of Software Architects, USA; Member of Strategic Planning and Implementation Committee, Chartered Institute of Personnel Management of Nigeria; Adjunct Faculty, Regent Business School, South Africa; Adjunct Faculty, Ladoke Akintola University of Technology, Nigeria; Editor-in-Chief & Chairman of Editorial Board, Cost Management Journal; National Executive Council Member, Institute of Internal Auditors of Nigeria; Member, Board of Directors (Several Organizations). He holds Doctoral Degree in Management, Master of Business Administration and Fellowship of Several Professional Institutes in North America, UK & Nigeria. He is an author & widely featured speaker in workshops, conferences & retreats. He was involved in developing Specialist Master’s Degree Course Content for Ladoke Akintola University of Technology (Nigeria) and Jones International University (USA). He holds Interim Management Assignments on Boards of Companies as Non-Executive Director.
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