Knowledge Management

1
Knowledge Management

• The nature of KM
• A process model for KM
• KM and KE

2
What is knowledge management?

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

3
Why is knowledge management different?

• Due to specific properties of knowledge
• intangible and difficult to measure
• volatility
• embodied in agents with wills
• not consumed in a process, can increase through
  use
• wide ranging organizational impacts
• long lead times
• non-rival, can be used by different processes at
  the same time

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Continuous improvement of knowledge assets
Knowledge assets
Construct new knowledge
Apply your best knowledge
Value chain
5
Organization and improvement of care for knowledge
Create/change
Consolidate
Combine
Distribute
6
Modes of Knowledge Management

• Strategic
• What are the general changes to the knowledge
  infrastructure?
• Operational
• Organization the actual implementation and usage
  of the knowledge infrastructure.

7
Levels in knowledge management
8
Knowledge management cycle
9
Knowledge object level
10
Four ambitions
11
Conceptualize the knowledge

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

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Conceptualize main activities

• Inventarization of knowledge and organizational
  context
• Analysis of strong and weak points the value of
  knowledge
• Should deliver insights which can be used in the
  next step for defining of and deciding between
  improvements

13
Reflect bottleneck / opportunity analysis

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

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Act interventions

• Management, human resources and culture
• Education and training
• Reward system
• Recruitment and selection
• Management behavior
• Jobs organizational structure
• Staff department knowledge and strategy
• Department lessons learned
• Introduction of a 'buddy' system
• Teams with overlapping knowledge areas
• Out sourcing
• Acquiring and selling organizations

15
Act interventions (2)

• (Technological) tools
• Intranets internet for knowledge sharing
  Lessons learned architectures
• Groupware-based applications with knowledge
  databases (best practices)
• Decision Support Systems (expert systems, case
  repositories, simulations)
• 'who knows what' guide (knowledge map)
• Data mining
• Employee information system with knowledge
  profiling
• Document retrieval systems with advanced indexing
  retrieval mechanisms

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Knowledge management knowledge engineering

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