Titelfolie

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Knowledge Management Theory
PracticeINF5190Spring 2004
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Agenda

• Who is who ?
• Course philosophy / aim/ description
• Required reading
• Grading
• Group work assignments 1-2
• Master thesis proposals
• Introduction to the course

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Who is Who ??
Who is Who? Course description Reading/Grading
Group Work Master thesis

• Lecturer ? Dr. Aurélie Aurilla Arntzen
• Contact
• Office ? Every Wednesday? room 154, Building
  Forskningsparken II, 1st floor,
• E-mail aurilla_at_ifi.uio.no Tel [phone]
• http//ipr.ira.uka.de/perso/bechina/bechina.html
• ?go Education Password masis_65

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Who is Who ??
Students ?
Who is Who? Course description Reading/Grading
Group Work Master thesis

• Name
• Background

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Course philosophy/Scope

• Information systems professionals are
  increasingly being called upon to help manage the
  knowledge in an organization, beyond conventional
  information processing.
• how organizations, groups, and individuals handle
  their knowledge (KW) in all forms, in order to
  improve organizational performance?
• This course ?organisation of KW, selection and
  use of suitable KW representation methods or
  tools, access, transfer, share to stored KW

Who is Who? Course description Reading
Grading Group Work Master thesis
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Course philosophy/Scope

• Introduction
• data ? information? Knowledge (KW)
• Defining KW and KM concepts
• KM processes
• KW classification-KW generation- KW codification-
  KW transfer
• KM techniques strategies
• Role of KW Management in KM
• KM team structure
• A roadmap for KM implementation

Who is Who? Course description Reading
Grading Group Work Master thesis
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Course philosophy/Scope

• Technology infrastructure for KM
• IT as an Enabler for KM
• KW and KM evaluation
• Evaluate ROI for KM investment
• Quality function deployment for creating
  strategic knowledge metrics
• KM in practice
• Cases studies from Companies

Who is Who? Course description Reading
Grading Group Work Master thesis
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Course Goal

• Define the nature and topology of KW and KM
  within a business context.
• Identify technologies that are most useful for
  capturing/acquiring, organizing, distributing,
  and sharing KW within an enterprise.
• Explain how to formulate a KM strategy, identify
  major requirements and issues for designing
  enterprise knowledge architecture and
  implementing KM projects

Who is Who? Course description Reading
Grading Group Work Master thesis
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Required reading

• Working Knowledge, by Thomas H. Davenport and
  Laurence Prusak (1998, Havard Business School
  Press)
• Some Links?
•  http//www.knowledgeboard.com
• http//km.brint.com/kmbook/
• http//www.managementfirst.com/
• .

Who is Who? Course description Reading /
Grading Group Work Master thesis
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Grading A-F

• Work assignement 1  
• Work assignment 2
• Students participation 10
• Final Exam ...50

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Who is Who? Course description Reading /
Grading Group Work Master thesis
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Work assignement Project 1
Students Examination of formal informal KM
practice
Who is Who? Course description Reading /
Grading Group Work Master thesis

• ?Go to Real Enterprise
• Report ? Description and evaluation of the ways
  organisations create, acquire, interpret, retain,
  and/or tranfer Knowledge
• What KM practices are effective within the
  organization?
• What could the organization do in order to
  improve the management of organizational
  knowledge?
• What aspects of the organizations culture
  facilitate knowledge management?
• ......

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Work assignement Project 1
Scheduling
Who is Who? Course description Reading /
Grading Group Work Master thesis
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Work Assignment Project 1
Who is Who? Course description Reading /
Grading Group Work Master thesis
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Work assignement Project 2
Investigation Evaluation of 1 or a family of
tools for KM
Who is Who? Course description Reading /
Grading Group Work Master thesis
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Work assignements
Deliverables Intermediate deliverables D0.1,
D0.2 Final Report D0.3 (10-20 pages), D1.1
(2-4) which explores the work done and cite the
relevant literature correctly The report should
show an understanding of the relevance of
knowledge management concepts to the context of
your study. Outline advantages and limitations
of application of KM Reports should be delivered
before the presentation
Who is Who? Course description Reading /
Grading Group Work Master thesis
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Work assignements
Presentation of the work assigment 1, 2 Each
group will present their work to the class PPT0.1
(10-15 minutes) and PPT0.2 (5-10 mn) Use
Powerpoint for your presentation to illustrate
your findings. A copy of the presentation
should be send by email to the instructor before
the presentation aurilla_at_uio.ifi.no
Who is Who? Course description Reading /
Grading Group Work Master thesis
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Optional? Reaction Paper

• Review what you have learned in the past weeks
  in the course
• Identify content areas which are unclear to you,
  and provide feedback to the instructor.
• Each reflection paper should answer for I.e 
• What have I learned in the course
  ?                                 
• Which topics that have been presented in the
  class or in the book are unclear?
• What needs to be changed about the course?
•                                           

Who is Who? Course description Reading /
Grading Group Work Master thesis
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Master Thesis Suggestion
Who is Who? Course description Reading /
Grading Group Work Master thesis

• Within KM
• CKMS ? Course KM system to improve
• MVKM ? Measuring the value of KW and KM
• KMxxx Project
• Within PM in collaboration with Ambitiongroup AS
• APMS method
• APMS tool
• Please visit the web site ?

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Introduction to the course
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Objectives

• Overview ?
• Knowledge based-economy
• Company knowledge
• Why knowledge is important
• KW and KM definition
• Objectives of KM system
• Knowledge Management benefits

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Corporate Asset Knowledge

• The old foundation of SUCCESS are gone the
  source of wealth has been the control of natural
  resources - land, gold, oil. Suddenly, the answer
  is KNOWLEDGE. The world's wealthiest man, Bill
  Gates, owns nothing tangible. For the first time
  in human history, the world's wealthiest man owns
  only KNOWLEDGE.

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Knowledge-based Economy

• Rapid changes in the business environment cannot
  be handled in traditional ways.
• Firms are much larger, with higher turnover and
  require better tools for collaboration,
  communication, and knowledge sharing.
• Firms must develop strategies to sustain
  competitive advantage by leveraging their
  intellectual assets for optimum performance.
• Managing knowledge is now critical for firms
  spread out over wide geographical areas, and for
  virtual organizations.

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Knowledge-based Economy

• The Knowledge content of everything (products and
  services) keeps increasing
• Levis jeans 80 for information
• Boeing 777 entirely designed by computers 3
  on-board computers
• Petroleum 50 is information (finding and
  extracting)

Manufacturing is dematerialization
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Knowledge-based Economy

• The info/knowledge economy is causing fundamental
  transformations, dislocations, globalization
• Industries that transport information are growing
  faster than others
• CISCO
• Data traffic 30 a year
• Air transportation flying industry vs
  information about flying industry

Money is dematerialized ex. NASDAQ
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The Knowledge Company

• Old corporation, information ? connected to the
  physical flow of things, e.g, Price tags,
  accounting records, etc.
• In the new economy ? information flows and
  physical flows frequently diverge, e.g. selling
  of information, brokering service

knowledge and information take on their own
reality
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Why is Knowledge (Management) important for
Organisations ?

• Enterprises have to exist successfully in a world
  of global business structures and fast changes of
  the (individualised) customer needs
• Rapid learning is necessary to survive by
  understanding the behavior of new customers, new
  competitors or new markets.

In a global economy, knowledge may be a
companys greatest competitive advantage.
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Why is Knowledge (Management) important for
Organisations ?

• Enterprises need an information management which
  supports the selection of relevant data for
  business decisions and the transformation of
  these data to knowledge to get a continuous
  adaption to the changes in the environment
• Knowledge is located in the minds of the
  employees it leaves the enterprise with them (or
  it has to be transfered)

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Knowledge ?

• Knowledge is information that is contextual,
  relevant, and actionable.
• Tacit knowledge is usually in the domain of
  subjective, cognitive, and experiential learning.
  
• Explicit knowledge deals with more objective,
  rational, and technical knowledge.

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KM and KM Systems ?

• Knowledge Management is the organizational
  process for acquiring, organizing, and
  communicating both tacit and explicit knowledge
  so that others may use it to be more effective
  and productive.
• Knowledge Management Systems are information
  systems designed to facilitate codifying,
  collecting, integrating, and disseminating
  organizational knowledge

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Objectives of Knowledge Management System

• Davenport et al. (1998) describe four broad
  objectives of knowledge management systems in
  practice
• Create knowledge repositories.
• Improve knowledge access.
• Enhance the knowledge environment.
• Manage knowledge as an asset.

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Knowledge as Organization Resource

• Last decade Knowledge recognized as essential
  resources within organizations
• Needs to be managed, i.e., surveyed, developed,
  allocated, maintained, like any other resource

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Why is Knowledge crucial?

• Organizations have to fit into a constantly
  changing environment
• Ex. E-Business, global economy, new economy
• Markets are changing (E-marketplace,
  business-to-business, ...)
• Customers' needs evolve (Customer-Driven, CRM)
• Professionals are becoming more mobile (leave the
  organization)
• New technologies are developed ...

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Problems?

• Recording of KW covers only facts, sometimes the
  know how, Not know where and know why
• Sharing is not supported Transfer inefficient
• Survey of 60 Dutch companies (KM Network)
• 52 of the companies had problems in
  transferring knowledge during restructuring
  processes and transferring personal
• 57 of costly mistakes due to lack of knowledge
  at the right place
• 80 reported situations in which only 1 or 2
  persons had certain crucial expertise.

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Knowledge Management Benefits (1)

• Reduction in loss of intellectual capital when
  people leave the company
• Reduction in costs by decreasing the number of
  times the company must repeatedly solve the same
  problem
• Economies of scale in obtaining information from
  external providers

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Knowledge Management Benefits (2)

• Reduction in redundancy of knowledge-based
  activities
• Increase in productivity by making knowledge
  available more quickly easily
• Increase in employee satisfaction by enabling
  greater personal development and empowerment
• Strategic competitive advantage in the
  marketplace

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CONCLUSIONS

• Knowledge is created and shared on the basis of
  pull by individuals and not a centralized,
  technology-enabled push of information to
  desktops
• Benefits will only be realized by organisations
  that are technically adept and who align their
  culture, management, and organizational elements
  for Knowledge Management

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SOURCE

• Davenport-Prusak Working Knowledge
• Presentation by Omar El Sawy at Helsinki-ICIS SIM
  Workshop