Nwip Knowledge Management Systems Requirements

FORM 4 (ISO) v.
2012 Page 1 of 4

NEW WORK I TEM PROPOSAL

Closing date for voting

Reference number
(to be given by the Secretariat)

Date of circulation

ISO/TC / SC N
Pr oposal f or new PC
Secretariat

A proposal for a new work item within the scope of an existing committee shall be submitted to the secretariat of that committee with a copy to
the Central Secretariat and, in the case of a subcommittee, a copy to the secretariat of the parent technical committee. Proposals not within the
scope of an existing committee shall be submitted to the secretariat of the ISO Technical Management Board.
The proposer of a new work item may be a member body of ISO, the secretariat itself, another technical committee or subcommittee, or
organization in liaison, the Technical Management Board or one of the advisory groups, or the Secretary-General.
The proposal will be circulated to the P-members of the technical committee or subcommittee for voting, and to the O-members for information.
IMPORTANT NOTE: Proposals without adequate justification risk rejection or referral to originator.
Guidelines for proposing and justifying a new work item are contained in Annex C of the ISO/IEC Directives, Part 1.
The proposer has considered the guidance given in the Annex C during the preparation of the NWIP.

Proposal (to be completed by the proposer)
Title of the proposed deliverable.
(in the case of an amendment, revision or a new part of an existing document, show the reference number and current title)
English title KNOWLEDGE MANAGEMENT SYSTEMS - REQUIREMENTS
French title
(if available)

Scope of the proposed deliverable.
This Standard sets the requirements for Knowledge Management systems in organizations and deals with the establishment
and maintenance of Knowledge Management systems, instilling a culture of Knowledge Management and sharing in
Knowledge Management solutions and in the manner of measuring the knowledge in organizations. The Standard is
applicable for all types of business, private and public organizations, independent of the field of business and their size, and
also for non-profit organizations.
New work item proposal
FORM 4 (ISO) v. 2012 Page 2 of 4
Purpose and justification of the proposal.
Knowledge is considered today as one of the most critical resources for the success of organizations, whether they are profit
organizations or non-profit organizations. The management of a critical resource should be managed in an accepted manner
and checked against a suitable Standard.
The need for a Standard is especially important today when the subject is in the development stages since an International
Standard is both a tool for arranging the activity of knowledge management and a tool for an overall enhancement of the
quality of the activity in the field. Other fields, in which Standards were incorporate, were improved and developed due to
the regulations and we believe that this will also happen in this important field.
In this age of globalization, there is an advantage to International Standards and in a field that involves cooperation, how
much more so. There should also be cooperation in the Standard and allow everyone to benefit from the fruits of our
investment carried out in Israel. Furthermore, there is no apparent reason that the Standard's content should change from
one location to another.

This Standard establishes requirements for Knowledge Management in an organization:
A. that aspires to increase its capabilities by means of leverage of personal human, social and organizational capital
(hereinafter, intellectual capital).
B. that wants to prove to its customers and to the market as a whole, its advantage regarding its knowledge and its
management.
Adoption of a Knowledge Management system is a strategic decision of the organization. The content and the
implementation of a Knowledge Management system in an organization are influenced by various factors:
A) Characteristics of the organization including size of the organization, its structure and the stakeholders;
B) The organizational surroundings, changes in this environment and the hazards in it;
C) The organizational culture in general and the Knowledge Management culture in the organization, in particular;
D) Changing needs of the organization;
E) The unique purposes of the organization;
F) The organization's core capabilities;
G) The intellectual capital of the organization.

The process based approach means performance of an orderly process, of defined and successive stages over a period of
time, for realizing the activities of Knowledge Management in an organization. This Standard encourages the adoption of
the process based approach of Knowledge Management in an organization, as the basis for a quality and effective action of a
Knowledge Management system in an organization over a period of time.
The purpose of this Standard is to guide its users, while maintaining freedom of management that allows conformance with
the above factors.
If a draft is attached to this proposal,:
Please select from one of the following options (note that if no option is selected, the default will be the first
option):

Draft document will be registered as new project in the committee's work programme (stage 20.00)
Draft document can be registered as a Working Draft (WD stage 20.20)
Draft document can be registered as a Committee Draft (CD stage 30.00)
Draft document can be registered as a Draft International Standard (DIS stage 40.00)

Is this a Management Systems Standard (MSS)?
Yes No
NOTE: if Yes, the NWIP along with the J ustification study (see Annex SL of the Consolidated ISO Supplement) must be sent
to the MSS Task Force secretariat (tmb@iso.org) for approval before the NWIP ballot can be launched.
Indication(s) of the preferred type or types of deliverable(s) to be produced under the proposal.
International Standard Technical Specification Publicly Available Specification Technical Report
Proposed development track 1 (24 months) 2 (36 months - default) 3 (48 months)
Known patented items (see ISO/IEC Directives, Part 1 for important guidance)
Yes No If " Yes" , provide full information as annex
A statement from the proposer as to how the proposed work may relate to or impact on existing work, especiall y
existing ISO and IEC deliverables. The proposer should explain how the work differs from apparentl y similar work,
or explain how duplication and conflict will be minimized.
As far as we know, there are no similar works (MSS intended to be a contractual specification) being developed .
A l isting of relevant exi sti ng documents at the international, regional and national levels.
We identified two relevant guidance standards:
AS 5037- 2005: Knowledge management a guide
BS PAS 2001 - Knowledge management - Guide to good practice
A simple and concise statement identifying and describing relevant affected stakeholder categories (including small
and medium sized enterprises) and how they will each benefit from or be impacted by the proposed deliverable(s)
The need for this MSS exists at local, national, regional and global levels, and in both developed and developing
countries.The need exists for all sectors, all sizes of organizations, and is generic

This MSS establishes requirements for Knowledge Management in an organization that:
A. Aspires to increase its capabilities by means of leverage of personal human, social and organizational capital
(hereinafter, intellectual capital). Peter Drucker, the management no. 1 guru argued that in the 21st century, organizations
that will succeed, whether profit based organizations or non-profit organizations will be those who will know how to
manage their knowledge and knowledge workers.
B. Wants to prove to its customers and to the market as a whole, its advantage regarding its knowledge and its
management
As such, among the potential needs of this MSS are the following:
Improve the corporate image
Open new markets
Enhance your brand and gain a reputation as a reliable business
Attract the best employees through your enhanced reputation.
Find new business partnerships
Improve the quality of your offers
Optimization of processes and results
Have your product reach markets more quickly.
.
Challenges existing in an organization at the business of organizational level can receive an effective response through
Knowledge Management solutions, and to give a business value to the organization (such as efficiency, increasing output,
increase in customer and employee satisfaction and creating a new value for the product).
In this era of global trade, the existence of a Knowledge Management System can assist in enhancing trust in the
organization and thereby contribute to accessing new markets

The intended document would be applicable to organizations of all kinds and sizes, based on developing and developed
countries.
Liaisons:
A listing of relevant external international organizations
or internal parties (other ISO and/or IEC committees) to
be engaged as liaisons in the development of the
deliverable(s).

Joint/parallel work:
Possible joint/parallel work with:
IEC (please specify committee ID)
CEN (please specify committee ID)
Other (please specify)

A listing of relevant countries which are not already P-members of the committee.

Preparatory work (at a minimum an outline should be included with the proposal)
A draft is attached An outline is attached An existing document to serve as initial basis
The proposer or the proposer's organization is prepared to undertake the preparatory work required Yes No
Proposed Project Leader (name and e-mail address)
Dr.Moria Levi-
moria@kmrom.com

Secretariat-SII
Secretary- Havi Sarel-Gore (MSc.)-sarel@sii.org.il
Name of the Proposer
(include contact information)
Havi Sarel-Gore (MSc.)-sarel@sii.org.il
Supplementary information relating to the proposal
This proposal relates to a new ISO document;
This proposal relates to the amendment of existing ISO document
This proposal is for the revision of an existing ISO document;
This proposal relates to the adoption as an active project of an item currently registered as a Preliminary Work Item;
This proposal relates to the re-establishment of a cancelled project as an active project.
Other:
Annex(es) are included with this proposal (give details)

1

Just i f i cat i on St udy f or NWIP:
KNOWLEDGE MANAGEMENT SYSTEMS - REQUIREMENTS
1. Introduction
KNOWLEDGE MANAGEMENT

The field of Knowledge Management has been evolving in Israel during the last 20
years. It was mainly developed by pr act i t i oner s in businesses, companies and
organizations. It was developed due to the deep understanding that knowledge in
organizations is one of the most important assets. The Academy joined these efforts
by research, teaching and consulting. This situation has led to well established
practices, methodologies and tools.
Also, this leads to experts and implementers of forums and networks who shared their
best practices and gained experience in Knowledge Management.
At the same time, the same developments and trends were observed in other
countries and we have learned a great deal from the experience gathered in
companies in different countries through participation in professional conferences and
through direct communications.
Based on this infrastructure and lessons learned, the Standards Institute of Israel (SII)
with the professional community of Knowledge Management have prepared and
approved an Israeli Standard SI 25006 for Knowledge Management. This standard
was well accepted by different companies in Israel, which have implemented it in the
Management Systems of their companies. Some of the companies even asked for
certification based on the requirements of this standard. As of today, several
companies in Israel are certified to SI 25006 as part of their management system.
Based on our experience we propose that the ISO Central Committee consider a New
Work Item on the issue of Knowledge Management. We are sure that today and in the
future, there is a strategic importance for managing knowledge in companies. In the
era of globalization, it is crucial to build your abilities based on knowledge sharing
with partners. In the era of FACEBOOK, TWITTER, WIKIPEDIA and GOOGLE, there
are many opportunities to learn and communicate for the benefit of your organization
based on these networks through the effective principles of Knowledge Management.

This paper presents a J S for NWIP:

Annex SL to the ISO/IEC Directives, Part 1, Consolidated ISO Supplement Procedures
specific to ISO; 2012 gives the following general principles to provide guidance to assess
the market relevance of proposed MSS and for the preparation of a J S.
Annex SL further states that an MSS should be initiated, developed, and maintained only
when all of the principles are observed.

1) Market
relevance
Any MSS should meet the needs of, and add value for, the
primary users and other affected parties.
2) Compatibility Compatibility between various MSS and within an MSS family
should be maintained.
3) Topic
coverage
An MSS should have sufficient application coverage to eliminate
or minimize the need for sector-specific variances.
4) Flexibility An MSS should be applicable to organizations in all relevant
sectors and cultures and of every size. An MSS should not
2
prevent organizations from competitively adding to or
differentiating from others, or enhancing their management
systems beyond the standard.
5) Free trade An MSS should permit the free trade of goods and services in
line with the principles included in the WTO Agreement on
Technical Barriers to Trade.
6) Applicability
of conformity
assessment
The market need for first-, second- or third-party conformity
assessment, or any combination thereof, should be assessed.
The resulting MSS should clearly address the suitability of use
for conformity assessment in its scope. An MSS should facilitate
joint audits.
7) Exclusions An MSS should not include directly related product (including
services) specifications, test methods, performance levels (i.e.
setting of limits) or other forms of standardization for products
produced by the implementing organization.
8) Ease of use It should be ensured that the user can easily implement one or
more MSS. An MSS should be easily understood, unambiguous,
free from cultural bias, easily translatable, and applicable to
businesses in general.
Appendix 1 to Annex SL gives a number of questions that are based on these principles. The
answers to the questions are required to form part of the J S. The questions and answers are
given in section 2 of this paper below.

2. Annex SL: Quest i ons wi th answers

Basic information on the MSS proposal
Q1 What is the proposed purpose and scope of the MSS? Is the document supposed to be
a guidance document or a document with requirements?
A1 This standard is intended to be a document with requirements.
Scope
This Standard sets the requirements for Knowledge Management systems in
organizations and deals with the establishment and maintenance of Knowledge
Management Systems, instilling a culture of Knowledge Management and sharing of
Knowledge Management solutions. Also, it promotes measuring the knowledge in
organizations. The Standard is applicable for all types of business, private and public
organizations, independent of the field of business and their size, and also for non-profit
organizations.
Q2 Would the proposed MSS work item result in an International Standard (IS), an
ISO(/IEC) Guide, a Technical Specification (TS), a Technical Report (TR), a Publicly
Available Specification (PAS), or an International Workshop Agreement (IWA)?
A2 The result of this work is intended to be an International Standard.
Q3 Does the proposed purpose or scope include product (including service) specifications,
product test methods, product performance levels, or other forms of guidance or
requirements directly related to products produced or provided by the implementing
organization?
A3 No, the standard will only focus on issues related to Knowledge Management and
Knowledge Management Systems and will not include product specifications, product
3
test methods, product performance levels, or other forms of guidance or requirements
directly related to products produced or provided by the implementing organization.
Q4 Is there one or more existing ISO committee or non-ISO organization that could logically
have responsibility for the proposed MSS? If so, identify.
A4 No. We recommend establishing a new PC with the participation (or liaison) of
representatives from the following committees: ISO TC 176, TC 46, TC 171.
Q5 Have relevant reference materials been identified, such as existing guidelines or
established practices?
A5 Yes:
SI 25006 Knowledge Management Systems Requirements - A new Israeli Standard
that is attached.
In addition we identified two relevant guidance standards:
AS 5037- 2005: Knowledge management a guide
BS PAS 2001 - Knowledge management Guide to good practice
Q6 Are there technical experts available to support the standardization work? Are the
technical experts direct representatives of the affected parties from the different
geographical regions?
A6 We can recommend the following technical experts to support the standardization work.
Patrick Lambe (Singapore)
Steve Oest (Australia)
Arthur Shelly (Australia)
Hubert Saint-Onge (Canada)
Boris J aegar (Germany)
Nick Milton (UK)
David Snowden (UK)
J ay Liebowitz (USA)
David Gurteen (UK)
All of the above experts are presently consultants or working in the academic field,
whether or not they began their career in this region. Furthermore, Israeli experts are
available to support the standardization work. We assume that International experts on
Knowledge Management will join this project.
Q7 What efforts are anticipated as being necessary to develop the document in terms of
experts needed and number/duration of meetings?
A7 We estimate that a PC of approximately 10-15 experts, and up to1- 2 meetings per year,
each of 2-3 days duration (with electronic communication by e-mail, conference calls
and webinars in the interim) for 3 years will be needed.
Q8 What is the anticipated completion date?
A8 Subject to meeting the 3 year "default" timeline for a project, the expected completion
date will be in the 1P
st
P quarter of 2017.
Q9 Is the MSS intended to be a guidance document, contractual specification or regulatory
specification for an organization?
A9 It is intended to be a "requirements" specification.
4
Principle 1: market relevance
1) Market
relevance
Any MSS should meet the needs of, and add value for, the
primary users and other affected parti es.
Q10 Have all the affected parties been identified? For example:
a) organizations (of various types and sizes): the decision-makers within an organization who
approve work to implement and achieve conformance to the MSS;
b) customers/end-users, i.e. individuals or parties that pay for or use a product (including
service) from an organization;
c) supplier organizations, e.g. producer, distributor, retailer or vendor of a product, or a
provider of a service or information;
d) MSS service provider, e.g. MSS certification bodies, accreditation bodies or consultants;
e) regulatory bodies;
f) Non-governmental organizations.
A10

Knowledge Management has the potential of assisting in the achievement of almost every
organizational and business target. Thus, for different types of organizations, whether profit or
non-profit based, and in different countries. Attached are specific examples showing the variety of
business benefits and organizations who reported such benefits:
Business
benefit
Sample of
relevant KM
solution
Sample of
organization/
sector *
Country Source
Improve the
corporate image
Set of personal and
professionals blogs
Microsoft / high-
tech
Global Naked Conversations, R.
Scoble & S. Israel, John
Wiley & Sons, 2006, NJ
Optimization of
processes and
results
Knowledgebase &
knowledge website
Annie E. Casey
Foundation/
public
US Making Cents out of
Knowledge
Management, J.
Liebowitz, Scarecrow
Press, 2008, UK
Improve patient
health
Knowledgebase INET
International/
medical

Canada Making Cents out of
Knowledge
Management, J.
Press, 2008, UK
Optimization of
processes and
results
Portal; Document
Management;
Experts Map
EDC- Export
Development
Canada/ finance
Canada Making Cents out of
Knowledge
Management, J.
Press, 2008, UK
Improve the quality
of offers
Learning Lessons;
Shared workspaces
GSA PBS -
General Services
Administration
Public Building
Service/ public
US Making Cents out of
Knowledge
Management, J.
Press, 2008, UK
Optimization of
processes and
results
Communities of
Practice
Anglo American
Corporation/
mining
Ital y Case Studies in
Knowledge
Management, K. A.
Grant, 2012, Canada
5
Optimization of
processes and
results
Debriefing French Air Force/
military
France Case Studies in
Knowledge
Management, K. A.
Grant, 2012, Canada
Improve business
partnerships
Knowledge Sharing
and Learning
Pol yethylene
Malaysia/
industry
Malaysia Case Studies in
Knowledge
Management, K. A.
Grant, 2012, Canada
* The indicated organizations have implemented the listed Knowledge Management solutions and
reported that they have achieved the listed benefits.
KM MSS can serve the following roles in the organization:
Role Advantages
CEO / Executive management Knowledge Management aligned to support business

KM Sponsor (executive manager) Control KM resources
Monitor KM implemented with excellence

Knowledge Manager J ustify investments
Knowledge worker / facilitator

Advantages: Guide in effective knowledge work, knowledge
management guidelines and requirements to achieve better
results. Help to assure knowledge projects success
Explanation: with the big ambiguity and lack of sound guidelines,
that is the result of knowledge management being a recently
emerging practice and the result of marketing hypes, end users
and knowledge workers will greatly benefit from an authoritative
standard with clear and comprehensive guidelines
Note: ambiguity means unclear or having multiple interpretations.
Fields such as economics have various theories and concepts,
but are also well-established and have a clear description of key
terms. The relatively new field of knowledge management is still
vague to the public and therefore the standard will fulfill a unique
and important role in creating a solid base.

.
Q11 What is the need for this MSS? Does the need exist at a local, national, regional or global level?
Does the need apply to developing countries? Does it apply to developed countries? What is the
added value of having an ISO document (e.g. facilitating communication between organizations in
different countries)?
A11 The need for this MSS exists at local, national, regional and global levels, and in both developed
and developing countries.
The following are examples for substantiation of the need taken from international sources
regarding the importance and value of KM and the reasons for this need (all these references are
links):
UChris Collison - What is Knowledge Management and why is it important?U
UDr. David Griffits - Why should you be interested in Knowledge Management today?U
UKnowledge and Performance in an environment of continuous operational improvementU
UNick Milton - Time, cost, quality - and knowledgeU
UTimothy K. Perkins - Knowledge: The Core Problem of Project FailureU
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Knowledge Management - Making the Most of Intellectual Assets
David Skyrme - Valuing Knowledge: Is It Worth It?
David Skyrme - Making the Business Case for Knowledge Management: As Simple as ABC?
What are the benefits to my business?
Below are examples that show two main reasons for the need for a KM standard:
1 Ambiguity in the understanding of what KM is:
UTom Davenport - Does "Management" (in Knowledge Management) Mean "Command and Control"?U
UDavid Skyrme - Fact or Fad? Ten Shifts in Knowledge ManagementU
UTom Davenport - Knowledge Management: Broadening and NarrowingU
UKM and CRM: Is the line blurring?U
UThe rights and wrongs of Knowledge ManagementU
UKnowledge Management - Architectures beyond technologyU
2 Examples of project failure due to incomplete approach - the KM standard can guide organizations
to minimize failures:
UPatrick Lambe and Edgar Tan - Knowledge Management Implementation Challenges: Case Studies
from Singapore OrganizationsU
UAnatomy of a Failed Knowledge Management Initiative: Lessons from PharmaCorps ExperiencesU
UExploring Failure-Factors Of Implementing Knowledge Management Systems In OrganizationsU
USuccess and Failure Criteria for Knowledge Management SystemsU
UWhat are the biggest barriers to Knowledge Management?U
Below is a quote of a particular example taken from the medical industry:
UKnowledge Management in the Medical Industry Binding and Mandatory
The full scope and life cycle of medical products and services devices and pharma - are subject
to legally mandated requirements in essentially all countries / jurisdictions. These span the entire
range of existence from initial concept through R&D, laboratory and field (clinical trials) testing,
proof of fitness for use (verification and validation), manufacturing (processes and production),
sales and installation when appropriate, through post sales monitoring (vigilance) and beyond.
Manufacturers, regulatory agencies, professional users (health care providers) are all required to
gather and analyze data, convert the data to knowledge, utilize it as an ongoing activity, and
retain the derived information for extended, often unlimited periods.
Detailed legal requirements are prescribed in USFDA regulations (Federal law in the US), EU
Directives, and specific legislation in most countries. They are supported and augmented by a
host of ISO standards and a plethora of guidance and explanatory documents published by
regulatory agencies, Notified Bodies, and professional organizations and societies; just to mention
the most widely recognized.
The point is that Knowledge Management is a controlled, structured methodology germane to and
applied by a significant component of industrial, governmental and non-governmental agencies
and entities worldwide. An extensive list of references supporting this point can be supplied
without detracting from the fact that essentially all practitioners in the field are not only aware but
also fully compliant. As such they can all benefit from a Standard.
In general, having a MSS can assist in leveraging the quality of Knowledge Management in the
organizations in which it takes place, and if implemented in enough organizations, in leveraging
the discipline as a whole. In a discipline that is only 20 years old, this leveraging is very
meaningful.
Q12 Does the need exist for a number of sectors and is thus generic? If so, which ones? Does the
need exist for small, medium or large organizations?
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A12

The need exists for all sectors, all sizes of organizations and is generic, as noted above (see A10
and A11),
Having a MSS can assist in leveraging the quality of Knowledge Management in the organizations
in which it takes place, and if implemented in enough organizations, in leveraging the discipline as
a whole. In a discipline that is only 20 years old, this leveraging is very meaningful.
Q13 Is the need important? Will the need continue? If yes, will the target date of completion for the
proposed MSS satisfy this need? Are viable alternatives identified?
A13 An important question to be answered when deciding to approve a new MSS is whether the said
discipline is to be regarded as a management tool and not only serving as a passing trend. This
issue has been researched regarding the discipline of Knowledge Management.
The researcher, Kenneth A. Grant, has published his research "Knowledge Management, an
Enduring Fashion" on this issue in "Case Studies in Knowledge Management Research", in 2011.
The research, based on Theory of Diffusion of Innovations, investigates both academic scholars
as well as business journals. His main findings are as following:
a. Sound evidence has been found encouraging the assumption that Knowledge
Management has been penetrated in organizations as expected in the theory (of
innovations diffusion). The move was led in organizations, mainly by management and
consultants.
b. For most of the KM terms, upon which the research was based on, consistent growth in
use has been found, according to the required defining graphs.
c. The findings were based both in academic scholars as well as in business journals.
The need is important and will continue to be important as we progress in an era of knowledge.
The issue of timing has been discussed in some research papers, that concluded that knowledge
management is not a trend and is here to stay.
The target date for the completion of this proposed MSS is satisfactory (1P
st
P quarter of 2017.).
Q14 Describe how the need and importance were determined. List the affected parties consulted and
the major geographical or economical regions in which they are located.
A14 a. Our answers in this annex are based on our familiarity with the subject and on our involvement
in this field for approximately 15 years, on academic research papers, business articles and books
published on KM. Where relevant, they have been quoted (see A10, A11).
b. Many additional resources and references can be added from the extensive literature.
Q15 Is there known or expected support for the proposed MSS? List those bodies that have indicated
support. Is there known or expected opposition to the proposed MSS? List those bodies that have
indicated opposition.
A15 Those societies that deal with knowledge are expected to support the standard. Also large
organizations which promote Knowledge Management as a strategic issue may support the
proposed standard .Also International organizations showed interest and requested to receive the
Israeli Standard.
Q16 What are the expected benefits and costs to organizations, differentiated for small, medium and
large organizations if applicable?
Describe how the benefits and the costs were determined. Provide available information on
geographic or economic focus, industry sector and size of the organization. Provide information
on the sources consulted and their basis (e.g. proven practices), premises, assumptions and
conditions (e.g. speculative or theoretical), and other pertinent information.
8
A16 There is a variety of benefits (as mentioned above in A11) to organizations in using this kind of
standard, including:
a combination of processes, actions, methodologies and solutions that allow maintaining, sharing,
accessibility and development of object-oriented knowledge, whose objective is ongoing
improvement of organizational capabilities and performance, and the ability of personnel to
contribute business value by providing effective responses to problems in Knowledge
Management. See the range of solutions suggested in chapter 6 of the attached proposal. The list
grows as implementation and technologies advance.
- Increased performance
Improves corporate image
Opens new markets
Enhances your brand and gains a reputation as a reliable business
Attracts the best employees through your enhanced reputation.
Finds new business partnerships
Improves the quality of your offers
Optimizes processes and results
Gets your product to markets more quickly.
- The use of data as a business management tool.
Costs have been defined in most organizations, where measured, by two main parameters:
a. Cost of enabling software platforms.
b. Cost of labor: Knowledge Management roles; time of employees.
These benefits and costs are applicable to all sizes of organizations. It is considered that the
benefits considerably outweigh the costs to an organization in the long run.
Q17 What are the expected benefits and costs to other affected parties (including developing
countries)?
Describe how the benefits and the costs were determined. Provide any information regarding the
affected parties indicated.
A17 The costs that other affected parties experience are lower using this standard rather than
developing and implementing their own standards, which would add additional development,
implementation, coordination between organizations and training costs. This is in addition to the
costs their industries would pay for not complying with a major international standard. It was
demonstrated that to manage knowledge in a systemic way saves costs as the organization is not
losing knowledge by preserving it, reusing knowledge and developing its needed knowledge in an
effective way.
Q18 What will be the expected value to society?
A18 a. There is a connection between performance and management standards. Having a knowledge
management standard is expected to leverage the overall level of knowledge management
worldwide.
The expected value to society is improvement in the capability to transfer information, to expand
the application of knowledge and information and reduction of costs in the transfer of knowledge
and information.
b. Facilitating collaborative efforts, increasing the use and value of human knowledge and shared
wisdom that will greatly contribute especially to more remote or less wealthy societies by
providing them with better access to collaboration, know-how and best practices
9
Q19 Have any other risks been identified (e.g. timeliness or unintended consequences to a specific
business)?
A19 No risks were identified, yet it is expected that the standard will be completed within three years,
as it is believed that such a standard is essential.
The first step of organizations in implementing this proposed MSS is understanding the gaps in
Knowledge Management. This is not a common practice in all organizations. In these companies,
we have a cultural gap.
10
Principle 2: compatibility
2) Compatibility Compatibility between various MSS and within an MSS
famil y should be maintained.
Q20 Is there potential overlap or conflict with other existing or planned ISO or non-ISO
international standards, or those at the national or regional level? Are there other public
or private actions, guidance, requirements and regulations that seek to address the
identified need, such as technical papers, proven practices, academic or professional
studies, or any other body of knowledge?
A20 Not as far as we know. The standard was written as process based (relying upon the
ISO 9001 model in accordance with PDCA principles) to assure its compatibility with and
incorporation in management systems existing in an organization.
Q21 Is the MSS or the related conformity assessment activities (e.g. audits, certifications)
likely to add to, replace all or parts of, harmonize and simplify, duplicate or repeat,
conflict with, or detract from the existing activities identified above? What steps are
being considered to ensure compatibility, resolve conflict or avoid duplication?
A21 This proposal will not conflict with previous existing conformity assessment initiatives.
Q22 Is the proposed MSS likely to promote or stem proliferation of MSS at the national or
regional level, or by industry sectors?
A22 No, at least not in the coming 5 years after it is published... The intent is to bring
together the existing knowledge and best practices into one document so the standard
when published will help stem the proliferation of MSSs at the national or regional level,
or by industry sectors.

11
Principle 3: topic coverage
3) Topic
coverage
An MSS should have sufficient application coverage to
eliminate or minimize the need for sector-specific variances.
Q23 Is the MSS for a single specific sector?
A23 No, the standard will be generic, addressing all sectors.
Q24 Will the MSS reference or incorporate an existing, non-industry-specific ISO MSS (e.g.
from the ISO 9000 series of quality management standards)? If yes, will the
development of the MSS conform to the ISO/IEC Sector Policy (see 6.8.2 of ISO/IEC
Directives, Part 2), and any other relevant policy and guidance procedures (e.g. those
that may be made available by a relevant ISO committee)?
A24 The management system in this proposal is based on the ISO 9001 structure but not
according to the draft format of the first version of ISO Guide 83 published while this
standard was in preparation.
Q25 What steps have been taken to remove or minimize the need for particular sector-
specific deviations from a generic MSS?
A25 The theme itself is generic enabling an approach that does not need to have specific
content, and the sector conformances are only at the application level.

12
Principle 4: flexibility
4) Flexibil ity An MSS should be appli cable to organizations in all rel evant
sectors and cultures and of every size. An MSS should not
prevent organizations from competitivel y addi ng to or
differentiating from others, or enhancing thei r management
systems beyond the standard.
Q26 Will the MSS allow an organization competitively to add to, differentiate or encourage
innovation of its management system beyond the standard?
A26 It is intended that this standard will remain generic and encourage organizations to
competitively add to, or differentiate, or innovate their management systems beyond its
requirements. Of course, any organization in which the knowledge is a very important
asset may do much more beyond this standard, but this standard will function as the
base document for Knowledge Management.

13
Principle 5: free trade
5) Free trade An MSS should permit the free trade of goods and services
in line with the principles included in the WTO Agreement
on Technical Barriers to Trade.
Q27 How would the MSS facilitate or impact global trade? Could the MSS create or prevent a
technical barrier to trade?
A27 The MSS could facilitate or impact global trade by encouraging organizations to improve
their Knowledge Management and consequently, enable a competitive edge and
cooperative efforts that would facilitate global trade.
This MSS cannot create a technical barrier to trade.
Q28 Could the MSS create or prevent a technical barrier to trade for small, medium or large
organizations?
A28 No. This MSS cannot create a technical barrier to trade for organizations, regardless of
their size.
Q29 Could the MSS create or prevent a technical barrier to trade for developing or developed
countries?
A29 No. This MSS cannot create a technical barrier to trade for both developing and
developed countries.
Q30 If the proposed MSS is intended to be used in government regulations, is it likely to add
to, duplicate, replace, enhance or support existing governmental regulations?
A30 The MSS is not intended to be used in government regulations, and its development
may even support, but not duplicate, replace or even conflict with governmental
regulations.

14
Principle 6: applicability of conformity
6) Appl icabil ity
of
conformity
assessment
The market need for first-, second- or third-party conformity
assessment, or any combination thereof, should be
assessed. The resulting MSS should clearl y address the
suitability of use for conformity assessment in its scope. An
MSS should facilitate joint audits.
Q31 If the intended use is for contractual or regulatory purposes, what are the potential
methods to demonstrate conformance (e.g. first party, second party or third party)? Does
the MSS enable organizations to be flexible in choosing the method of demonstrating
conformance, and to accommodate for changes in its operations, management, physical
locations and equipment?
A31 Conformity to this standard may be demonstrated either through first, second or third
party assessment systems, such as audits or self-assessment programmes.
As far as it is a MSS, and allows conformity assessment, it is flexible enough to allow
organizations to choose their method of demonstration, as well as accommodate any
necessary changes.
Q32 If third-party registration/certification is a potential option, what are the anticipated
benefits and costs to the organization? Will the MSS facilitate joint audits with other
management system standards or promote parallel assessments?
A32 Certification is one of the potential options of this proposal.
For this standard the primary benefits of third party certification include:
- Creating a knowledge management culture in organizations that will facilitate
establishing a common language (i.e., improving inter-organization
communications at the global level), expanding as more organizations in various
countries adopt the standard
- Increased customer confidence by the evidence of third party recognition of its
management and advantages
- Improved efficiency as the global ISO Knowledge Management infrastructure
expands, e.g. through the provision of standardized auditor training courses, the
availability of knowledgeable and experienced consultants, a diversity of
certification bodies, etc.
The costs of third-party registration/certification include:
employee training
audit preparation costs
audit costs
registration fees.
Our position is that if a company adopts and implements this MSS in an effective way it
will add no additional costs for third party certification except the registration fees.
Regarding joint audits, it will definitely assist in having joint audits on the various
subjects of management such as quality, safety, environment and to integrate in them
the subject of KM as part of the management concept of the organization / company
provided that the auditing team includes an auditor with expertise in KM in accordance
with the proposed standard, 25006.

15
Principle 7: exclusions
7) Exclusions An MSS should not include directly related product (including
services) specifications, test methods, performance levels
(i.e. setting of limits) or other forms of standardi zation for
products produced by the implementing organization.
Q33 Does the proposed purpose or scope include product (including service) specifications,
product test methods, product performance levels, or other forms of guidance or
requirements directly related to products produced or provided by the implementing
organization?
A33 The MSS is not based, nor related, to any specific methodology, platform, product or
service.
The MSS was not designed to serve any specific sector or group of organizations and
applies both to profit and non-profit organizations.
The MSS provides a general approach, including the establishment of goals for
continuous improvement in managing the organizational knowledge that could be
attained through a variety of means, methodologies and technology platforms. The
requirements of the management system would apply within the scope as defined by the
implementing organization. Every organization may define specific exclusions to the
system taking into consideration the direct and indirect Knowledge Management
systems. This justification of exclusions would support the flexible nature of the MSS.

16
Pri nci pl e 8: ease of use

8) Ease of use It should be ensured that the user can easil y impl ement one
or more MSS. An MSS should be easi l y understood,
unambiguous, free from cultural bias, easil y translatable,
and applicable to businesses in general.

One of the primary objectives of this standard was that the standard would be applicable to
businesses in general, and that it should be easy to understand and apply.

The Standards Institution of Israel
42 Chaim Levanon Street, Tel-Aviv 69977, Tel. 03-6465154, Fax 03-6412762, www.sii.org.il
ISRAELI STANDARD SI 25006
November 2011
I CS CODE: 03.100.01

Thi s i s a true transl ati on of the
Hebrew ori gi nal . I n any case of
di screpancy between the ori gi nal
Hebrew text and the Engl i sh
transl ati on, the Hebrew versi on
shal l prevai l .


SI 25006 (2011) (transl ati on of I srael nati onal modi fi cati ons and addi ti ons onl y)

Descri pt ors:
Knowl edge Management, organi zati ons, management operati ons, management techni ques,
management, i nformati on.

Updat i ng t he St andard
I srael i Standards are revi ewed peri odi cal l y at l east every fi ve years, i n order to adapt
them to sci enti fi c and technol ogi cal devel opments. Users of Standards shoul d ascertai n
that they are i n possessi on of the l atest edi ti on of the Standard i ncl udi ng i ts Amendments.
A document appeari ng i n the "Reshumot" (The I srael i Offi ci al J ournal ) as an Amendment
may be a separate Amendment, or an Amendment i ncorporated i nto the Standard.

St andard val i di t y
An I srael i Standard, i ncl udi ng revi si ons, takes effect from i ts publ i cati on date i n
"Reshumot". Whether the document or parts of i t are Offi ci al shoul d be checked. An
Offi ci al Standard or Amendment (i n whol e or i n part) takes effect 60 days fol l owi ng
publ i cati on of the noti ce i n the "Reshumot", unl ess the noti ce states otherwi se for the
effecti ve date.

St andards Mark
A manufacturer of a product compl yi ng wi th the requi rements of
the appl i cabl e I srael i Standards i s enti tl ed, after bei ng l i censed
by the Standards I nsti tuti on of I srael , to mark i t wi th the
Standards Mark:

Copyri ght
Thi s Standard or any part of i t may not be photocopi ed, copi ed or publ i shed by any means
whatsoever, wi thout pri or permi ssi on i n wri ti ng of the Standards I nsti tuti on of I srael .


TABLE OF CONTENTS

2TI ntroducti on2T ........................................................................................................... 1
2T0.12T 2TGeneral 2T .................................................................................................... 1
2T0.22T 2TProcess based approach to Knowl edge Management2T ..................................... 1
2T1.2T 2TScope2T ...................................................................................................... 3
2T2.2T 2TDef i ni t i ons2T .............................................................................................. 3
2.1 Expl i ci t knowl edge .......................................................................................... 3
2.2 Taci t knowl edge .............................................................................................. 3
2.3 Knowl edge Management ................................................................................... 3
2.4 Knowl edge Management system ........................................................................ 3
2.5 Learni ng organi zati on ...................................................................................... 3
2.6 Knowl edge worker ........................................................................................... 3
2.7 Process based approach to Knowl edge Management ............................................. 3
2.8 Chal l enge ........................................................................................................ 4
2.9 Knowl edge Management pol i cy ......................................................................... 4
2.10 I nnovati on ....................................................................................................... 4
2.11 Knowl edge Management sol uti ons ..................................................................... 4
2.12 Knowl edge asset .............................................................................................. 4
2.13 Knowl edge Management cul ture ........................................................................ 4
2.14 Lesson l earned ................................................................................................. 4
2.15 Debri efi ng ....................................................................................................... 4
2.16 Best practi ce ................................................................................................... 4
2.17 Facet .............................................................................................................. 5
2T3. 2T 2TManagement responsi bi l i t y2T ...................................................................... 5
3.1 General ........................................................................................................... 5
3.2 Management obl i gati ons ................................................................................... 5
3.3 Knowl edge Management pol i cy ......................................................................... 5
3.4 Pl anni ng ......................................................................................................... 6
3.5 Responsi bi l i ty and authori ty ............................................................................. 6
3.6 Management revi ew.......................................................................................... 6
2T4. 2T 2TResources management 2T ............................................................................ 6
4.1 Resources management ..................................................................................... 6
4.2 Manpower ....................................................................................................... 6
4.3 Technol ogi cal i nfrastructure ............................................................................. 7
2T5. 2T 2TKnowl edge Management cul t ure and l earni ng organi zat i on2T ....................... 7
5.1 General ........................................................................................................... 7
5.2 Defi ni ti on of a desi rabl e Knowl edge Management cul ture .................................... 7
5.3 Di agnosi s of Knowl edge Management cul ture ..................................................... 9

5.4 Pl an for promoti ng Knowl edge Management cul ture ............................................ 9
2T6. 2T 2TKnowl edge Management sol ut i ons . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2T10
6.1 General ......................................................................................................... 10
6.2 Facets of sol uti ons for Knowl edge Management ................................................ 12
2T7. Knowl edge Management i mpl ement at i on i n t he organi zat i on ................... 14
7.1 General ......................................................................................................... 14
7.2 Hi gh l evel pl anni ng and formul ati on of work pl ans ........................................... 14
7.3 I mpl ementati on of Knowl edge Management systems .......................................... 16
7.4 Documentati on .............................................................................................. 18
7.5 Measurement and eval uati on ........................................................................... 18
7.6 Debri efi ng and i mprovement ........................................................................... 18
7.7 Conti nued acti on on handl i ng the chal l enges and new needs ............................... 18
2T8. Document at i on ....................................................................................... 18
8.1 Purposes of documentati on ............................................................................. 19
8.2 Documentati on contents .................................................................................. 19
8.3 Documentati on format .................................................................................... 20
8.4 Documentati on control ................................................................................... 20
2T9. Measurement and eval uat i on .................................................................. 20
9.1 Measurement and eval uati on purposes .............................................................. 20
9.2 Measurement and eval uati on ranges ................................................................. 20
9.3 Measurement and eval uati on i mpl ementati on .................................................... 20
9.4 Measurement and eval uati on method ................................................................ 21
2T10. Debri ef i ng .............................................................................................. 21
10.1 General ......................................................................................................... 21
10.2 Debri efi ng ..................................................................................................... 21
10.3 Methodol ogy ................................................................................................. 22
10.4 Resul ts ......................................................................................................... 22
2TAnnex A Li st of possi bl e measures (exampl es) for cl ause 9 Measurement and
eval uati on2T ............................................................................................. 23
2TAnnex B Maturi ty l evel s of Knowl edge Management2T .............................................. 29
0

1
Introducti on
0. 1 General
Thi s Standard establ i shes requi rements for Knowl edge Management i n an organi zati on:
A. that aspi res to i ncrease i ts capabi l i ti es by means of l everage of personal human, soci al
and organi zati onal capi tal (herei nafter, i ntel l ectual capi tal ).
B. that wants to prove to i ts customers and to the market as a whol e, i ts advantage
regardi ng i ts knowl edge and i ts management.
Adopti on of a Knowl edge Management system i s a strategi c deci si on of the organi zati on.
The content and the i mpl ementati on of a Knowl edge Management system i n an
organi zati on are i nfl uenced by vari ous factors:
A) Characteri sti cs of the organi zati on i ncl udi ng si ze of the organi zati on, i ts structure and
the stakehol ders;
B) The organi zati onal surroundi ngs, changes i n thi s envi ronment and the hazards i n i t;
C) The organi zati onal cul ture i n general and the Knowl edge Management cul ture i n the
organi zati on, i n parti cul ar;
D) Changi ng needs of the organi zati on;
E) The uni que purposes of the organi zati on;
F) The organi zati on's core capabi l i ti es;
G) The i ntel l ectual capi tal of the organi zati on.
The purpose of thi s Standard i s to gui de i ts users, whi l e mai ntai ni ng freedom of
management that al l ows conformance wi th the above factors.
0. 2 Process based approach to Knowl edge Management
The process based approach means performance of an orderl y process, of defi ned and
successi ve stages over a peri od of ti me, for real i zi ng the acti vi ti es of Knowl edge
Management i n an organi zati on. Thi s Standard encourages the adopti on of the process
based approach of Knowl edge Management i n an organi zati on, as the basi s for a qual i ty
and effecti ve acti on of a Knowl edge Management system i n an organi zati on over a peri od
of ti me.
Fi gure 1 presents a schemati c descri pti on of the process based approach model for
Knowl edge Management i n an organi zati on, gi ven i n thi s Standard. I mpl ementati on of al l
stages of such a model , i ncl udi ng reci proci ty between the stages, can be consi dered as
adopti on of a "process based approach".

2

Figure 1 - Process based approach model for Knowledge Management in
an organi zati on
Not e:
Annex B al l ows determi ni ng the maturi ty l evel s of Knowl edge Management i n an organi zati on.
The Annex can be used for constructi ng a mul ti l evel work pl an for compl i ance wi th the
requi rements of thi s Standard and assi st i n i ts i mpl ementati on.
Where the process based approach i s used as a basi s for Knowl edge Management acti vi ty,
i t emphasi zes the i mportance of the fol l owi ng:
A. An acti on on a strategy basi s;
B. The i denti fi cati on and understandi ng of the chal l enges and needs of the organi zati on;
C. The need to pl an Knowl edge Management acti on, to determi ne pri ori ti es for them and
to wei gh them accordi ng to cost vs. benefi t;
D. Moni tori ng and measurement of the resul ts of the acti ons on several l evel s, thei r
eval uati on and anal yses;
E. Constant i mprovement of the process on the basi s of the anal ysi s resul ts and l earni ng
from experi ence gai ned i n the organi zati on;
F. I mprovement of the response of Knowl edge Management to the needs of the
organi zati on, and provi di ng sol uti ons to new chal l enges i n the organi zati on.

3
1. Scope
Thi s Standard sets the requi rements for Knowl edge Management systems i n organi zati ons
and deal s wi th the establ i shment and mai ntenance of Knowl edge Management systems,
i nsti l l i ng a cul ture of Knowl edge Management and shari ng i n Knowl edge Management
sol uti ons and i n the manner of measuri ng the knowl edge i n organi zati ons. The Standard i s
appl i cabl e for al l types of busi ness, pri vate and publ i c organi zati ons, i ndependent of the
fi el d of busi ness and thei r si ze, and al so for non-profi t organi zati ons.
2. Defini tions
For the purpose of thi s Standard, the fol l owi ng defi ni ti ons are appl i cabl e:
2. 1 Expl i ci t knowl edge
Knowl edge recorded i n documents, i n databases and i n procedures, formul ated i n words or
i n a vi sual manner, and can be found and i ncl uded i n the organi zati on.
Not e:
The fol l owi ng terms can be ranked: data, i nformati on and knowl edge i n thi s order where the term,
knowl edge, represents the hi ghest l evel .
2. 2 Taci t knowl edge
Knowl edge, i n the mi nds of organi zati on members, not formul ated i n words or i n a vi sual
manner, not defi ned and not passed on to others.
2. 3 Knowl edge Management
A combi nati on of processes, acti ons, methodol ogi es and sol uti ons that al l ow mai ntai ni ng,
shari ng, accessi bi l i ty and devel opment of obj ect-ori ented knowl edge.
2. 4 Knowl edge Management syst em
A management system i n the organi zati on that outl i nes, manages and promotes the
Knowl edge Management acti on i n the organi zati on, and i ncl udes the management structure
of the acti ons, the vari ous col l aborators taki ng part, the work patterns, the addi ti onal
resources requi red, the methodol ogi es and sol uti ons adopted by the organi zati on and the
measurement and eval uati on processes of the acti ons
2. 5 Learni ng organi zat i on
An organi zati on that steadi l y i mproves i ts capabi l i ty and performance and that of the
peopl e.
2. 6 Knowl edge worker
A worker for whom knowl edge i s the si gni fi cant factor for hi s performance at work and
hi s contri buti on to the organi zati on.
2. 7 Process based approach t o Knowl edge Management
An approach that mai ntai ns performance of an orderl y process, of defi ni te and consecuti ve
4
stages over a peri od of ti me, i n order to real i ze Knowl edge Management acti ons i n the
organi zati on, i n combi nati on wi th constant i mprovement acti ons as part of the process.
2. 8 Chal l enge
Di spari ty or need present i n an organi zati on, at the busi ness uni t or organi zati onal l evel
that can recei ve an effecti ve response through Knowl edge Management sol uti ons, and to
gi ve a busi ness val ue to the organi zati on (such as effi ci ency, i ncreasi ng output, i ncrease
i n customer and empl oyee sati sfacti on and creati ng a new val ue for the product).
2. 9 Knowl edge Management pol i cy
Pri nci pl es and rul es for Knowl edge Management i n an organi zati on resul ti ng from the
organi zati onal concept, from i ts goal s and purposes, and i ncl udes, among others, premi ses,
val ues, appl i cabl e processes and procedures i n the organi zati on concerni ng personal and
organi zati onal l earni ng, to mai ntai n, share and provi de access of exi sti ng knowl edge and
to devel op new knowl edge.
2. 10 Innovat i on
Successful expl oi tati on of new i deas regardi ng the process (operati on), the product, the
servi ce, the strategy or the management.
Not e:
The i nnovati on process shoul d create a val ue that promotes the organi zati on busi ness.
2. 11 Knowl edge Management sol ut i ons
Sol uti ons that address the actual current needs and chal l enges of Knowl edge Management
i n the organi zati on that i ncl ude the fol l owi ng el ements: cul ture, processes, contents and
technol ogy (automati on) (see cl ause 6), where there i s a di fferent measure for each
sol uti on accordi ng to the organi zati on status at that ti me and accordi ng to the type of
sol uti on.
2. 12 Knowl edge asset
I ntel l ectual capi tal , such as copyri ghts or a patent, i ntel l ectual property or any other
knowl edge that bri ngs an added val ue or benefi t to the organi zati on.
2. 13 Knowl edge Management cul t ure
The premi ses, the gui di ng val ues, the desi rabl e behavi or and acti ons, whi ch the
organi zati on empl oyees mai ntai n, share, make accessi bl e and devel op knowl edge.
2. 14 Lesson l earned
Recommended manner of operati on for the future on the basi s of past experi ence.
2. 15 Debri ef i ng
The orderl y process of devel opi ng new l essons based on the event, process or acti on.
2. 16 Best pract i ce
Obj ect l esson or experi ence gai ned taken and refi ned.

5
2. 17 Facet
Means to characteri ze an obj ect by cl assi fyi ng i t i nto subcl asses accordi ng to a certai n
rul e. Any obj ect can be cl assi fi ed by several facets referri ng to the vari ous characteri sti cs
of the obj ect, e.g. a Knowl edge Management sol uti on can be characteri zed by means of the
"knowl edge source" facet, that permi ts cl assi fyi ng the knowl edge source as: a) taci t
knowl edge; b) expl i ci t knowl edge; c) new knowl edge.
3. Management responsibility
3. 1 General
A compl ete Knowl edge Management process i s part of the cul ture of an organi zati on, that
supports the organi zati on and i mpl ementati on of i ts strategy. A change i n the exi sti ng
cul ture of the organi zati on i ntended to promote knowl edge retenti on, knowl edge shari ng,
knowl edge accessi bi l i ty and knowl edge devel opment, requi res an i ntri nsi c change i n the
organi zati on starti ng wi th management. The management obl i gati on to devel op and
i mpl ement a Knowl edge Management system and al so control i ts progress i s essenti al to
ensure the success of the process.
3. 2 Management obl i gat i ons
Seni or management shal l provi de evi dence for i ts obl i gati on to devel op and i mpl ement a
Knowl edge Management system i n the organi zati on and constant i mprovement of i ts
effecti veness by means of the fol l owi ng acti ons:
A. I ncl usi on of val ues rel ated to Knowl edge Management i nto the organi zati on val ues;
B. Setti ng a pol i cy of the manner of Knowl edge Management i n the organi zati on;
C. Establ i shi ng a supporti ng organi zati onal system to Knowl edge Management that
i ncl udes defi ni ti on of responsi bi l i ty and authori zati on of managers, of empl oyees and
of professi onal personnel i n the Knowl edge Management fi el d;
D. Al l ocati on of requi red resources for real i zi ng the Knowl edge Management process i n
the organi zati on;
E. Transmi ssi on of messages to the organi zati on of the i mportance of organi zati onal
Knowl edge Management and the requi rement to carry i t out, whi l e di recti ng the
organi zati on to Knowl edge Management cul ture.
3. 3 Knowl edge Management pol i cy
Seni or management shal l be responsi bl e for a Knowl edge Management pol i cy (strategy)
that:
A. i s sui tabl e for the goal of the organi zati on and i ts pol i cy;
B. provi des a framework for establ i shment of Knowl edge Management goal s and thei r
revi ew;
C. provi des a framework for the manner of Knowl edge Management;
D. i ncl udes a commi tment to meet the l egal requi rements and other rel evant requi rements;
6
E. i ncl udes a commi tment for conti nuous i mprovement of the effecti veness of the
Knowl edge Management system;
F. i ncl udes a measurement and eval uati on system of the Knowl edge Management and
tracki ng of the Knowl edge Management targets achi eved.
3. 4 Pl anni ng
Seni or management shal l ensure the exi stence of a Knowl edge Management pl an for
carryi ng out the pol i cy, as detai l ed i n cl ause 3.3 above.
3. 5 Responsi bi l i t y and aut hori t y
Seni or management shal l appoi nt a management member who wi l l have the responsi bi l i ty
and authori ty that i ncl udes the fol l owi ng:
A. Ensure that the necessary processes and resources for the Knowl edge Management
system are determi ned, achi eved and mai ntai ned;
B. Report to seni or management of the actual Knowl edge Management performance and of
any need for i mprovement.
3. 6 Management revi ew
Seni or management shal l revi ew the Knowl edge Management system at pl anned ti me
peri ods i n order to ensure conti nuous conformance of a useful and effi ci ent Knowl edge
Management system for the organi zati on. Thi s revi ew shal l i ncl ude opportuni ti es for
i mprovi ng the organi zati onal Knowl edge Management process and the degree of i ts
i mpl ementati on.
4. Resources management
4. 1 Provi si on of resources
The organi zati on shal l al l ocate suffi ci ent resources to ensure i mpl ementati on of the
Knowl edge Management process, for meeti ng the requi rements of the Standard and for
conti nuous i mprovement and constant progress of the Knowl edge Management system i n
the organi zati on, i ncl udi ng manpower, budget and proper work pl ans.
4. 2 Manpower
The organi zati on shal l arrange for manpower to fi l l these rol es that wi l l meet the
fol l owi ng requi rements:
4. 2. 1 Chi ef knowl edge of f i cer ( CKO)
The CKO shal l be responsi bl e and have the authori ty to acti vate the Knowl edge
Management system i n the organi zati on and to advance the organi zati onal Knowl edge
Management by means of a Knowl edge Management pl an. The CKO shal l be gi ven
trai ni ng appropri ate for the posi ti on and conti nued trai ni ng or professi onal enri chment at
l east annual l y.

7
4. 2. 2 Persons responsi bl e f or Knowl edge Management sol ut i ons
Those responsi bl e for Knowl edge Management sol uti ons shal l be defi ned for each
sol uti on real i zed i n the organi zati on, as detai l ed i n cl ause 6. They have the
responsi bi l i ty and authori ty to construct the sol uti on i n thei r area of responsi bi l i ty, to
i mprove i t and to ensure i ts compl i ance wi th the requi rements of the Standard.
Furthermore, other persons responsi bl e can be defi ned, such as knowl edge referents,
Knowl edge Management staff members, i ndi vi dual knowl edge referents, communi ty
l eaders, etc.
4. 2. 3 Organi zat i on managers
Organi zati on managers i n the vari ous uni ts i n whi ch knowl edge workers are subordi nate
to them, have the responsi bi l i ty and authori ty to advance the mai ntenance of knowl edge,
i ts shari ng, i ts accessi bi l i ty and i ts devel opment i n busi ness and organi zati onal subj ects
i n thei r area of responsi bi l i ty. Organi zati on managers shal l al l ow knowl edge workers to
al l ocate from thei r ti me for knowl edge mai ntenance, shari ng, accessi bi l i ty and
devel opment.
4. 3 Technol ogi cal i nf rast ruct ure
The organi zati on shal l set up a sati sfactory technol ogi cal i nfrastructure that al l ows
compl i ance wi th the requi rements of the Standard and conti nuous i mprovement of the
effecti veness of the Knowl edge Management system.
5. Knowl edge Management cul ture and l earning organizati on
5. 1 General
Knowl edge Management cul ture i n affected by the overal l organi zati onal cul ture of the
organi zati on and i nfl uences i t, and consti tutes a central factor i n the success or fai l ure of
the establ i shment and assi mi l ati on of Knowl edge Management systems i n the organi zati on.
Knowl edge Management cul ture, as a soci al exchange process among peopl e i n the
organi zati on and organi zati onal uni ts, determi nes what knowl edge i s appropri ate for
l earni ng and shari ng, defi nes the rel ati onshi p between personal knowl edge of the
empl oyees to the organi zati onal knowl edge, creates the background for reci procal acti on
where there i s knowl edge shari ng i n the vari ous stages, and provi des a structure for the
processes wherei n new knowl edge i s created, gai ns l egi ti macy and i s ci rcul ated i n the
organi zati on.
5. 2 Def i ni t i on of a desi rabl e Knowl edge Management cul t ure
The organi zati on management shal l defi ne the premi ses, the gui di ng val ues, the behavi ors
and the desi red acti ons for fosteri ng Knowl edge Management cul ture. Some cri teri a that
may ai d management i n defi ni ng the desi red cul tural characteri sti cs and the appropri ate
dosage for them i n the organi zati on:
8
Shari ng l evel versus the competi ti on between i ndi vi dual s i n the organi zati on and
between other uni ts i n the organi zati on;
The attri bute wherei n there i s conti nuous l earni ng and readi ness to changes rather than
the attri bute where accumul ated knowl edge i s perpetuated and remai ns constant;
Transparency of i nformati on versus secrecy and protecti on of i nformati on and the
concepti on that each one has to know onl y what i s requi red for hi s work;
The concepti on that knowl edge i s a resource, a soci al commodi ty bel ongi ng to everyone
versus the concepti on that knowl edge i s property bel ongi ng to i ts owners;
The type and amount of knowl edge bel ongi ng to an organi zati on versus the type and
amount of knowl edge bel ongi ng to the i ndi vi dual ;
Devel opment, encouragement and i mposi ng responsi bi l i ty versus supervi si on, fi ndi ng the
gui l ty party and puni shment for errors;
Encouragement for i nnovati on versus encouragement for reuse of exi sti ng knowl edge
assets;
Level of readi ness to l earn from external sources versus the l evel of readi ness to l earn
from i nternal sources;
A cul ture that encourages retai ni ng, shari ng, accessi bi l i ty and devel opment of the
knowl edge of al l members of the organi zati on, versus a cul ture that meri ts knowl edge of
experts i n each subj ect;
I nformal cul ture where the knowl edge i s transmi tted i n every possi bl e way versus formal
cul ture where the knowl edge i s transmi tted by wel l defi ned channel s;
An organi zati on that encourages maki ng comments, gi vi ng i nsi ghts and creati veness,
versus an organi zati on that encourages pl anned and systemati c l earni ng;
A cul ture that encourages taki ng ri sks versus a conservati ve cul ture that avoi ds taki ng
ri sks;
A cul ture that tri es to l ocate and mai ntai n both expl i ci t knowl edge and taci t knowl edge
versus a cul ture that emphasi zes l ocati ng and mai ntai ni ng onl y expl i ci t knowl edge;
The attri bute where the organi zati on encourages free di scussi on between i ts members and
al l ows creati on of knowl edge communi ti es and possi bi l i ti es for each i ndi vi dual to
express hi msel f versus the attri bute where Knowl edge Management i s conducted i n a
central i zed and structured from top to bottom;
The attri bute where the organi zati on defi nes that a speci fi c knowl edge i s worthy of bei ng
l earned and retai ned versus the attri bute wherei n al l the acti on ranges of the organi zati on
and i ts i nternal and external processes are an obj ect worthy of Knowl edge Management;
The attri bute where retai ni ng, shari ng, accessi bi l i ty and devel opment of knowl edge are
consi dered an i ntegral part of the functi ons of the empl oyees versus the attri bute where
they are consi dered as an addi ti onal acti vi ty of the posi ti on;

9
The attri bute where manageri al attenti on i s gi ven, and appreci ati on i s expressed for
effort, acti ons and i ni ti ati ves of knowl edge shari ng versus the vi ew that al l of these are
"expected" or are a penal ty for the ti me spent on these subj ects at the expense of regul ar
work;
The attri bute where there i s encouragement and support of experi enci ng and usi ng new
and di verse technol ogy of Knowl edge Management versus adherence to exi sti ng
technol ogi es.
5. 3 Di agnosi s of Knowl edge Management cul t ure
The organi zati on management shal l di agnose the fol l owi ng:
The actual exi sti ng Knowl edge Management cul ture i n the organi zati on and i n i ts vari ous
parts, the measure of conformance wi th the desi red cul ture, the di fferences, i f any, and
the basi c premi ses, the val ues, the behavi ors and the exi sti ng acti ons, that may promote
or restrai n Knowl edge Management i n the organi zati on;
The measure of conformance between the val ues that the organi zati on management
decl ares and the val ues that actual l y gui de the organi zati onal deci si ons;
The defi ni ti ons of the posi ti on, the reward systems, the procedures and the reci proci ty
between i ndi vi dual s i n the organi zati on and the uni ts of the organi zati on, accordi ng to
thei r conformance to the desi red cul ture.
5. 4 Pl an f or promot i ng Knowl edge Management cul t ure
A pl an for promoti ng Knowl edge Management cul ture i n the organi zati on where requi red
and accordi ng to the Knowl edge Management pol i cy of the organi zati on shal l be
constructed. The pl an shal l be updated on a regul ar basi s, and when requi red, the posi ti on
defi ni ti ons, reward systems and procedures shal l be changed i n order to support the
promoti on of the Knowl edge Management process.
The pl an shal l contai n el ements that ensure the advancement of the cul ture towards a
l earni ng organi zati on.
Management shal l ensure the i mpl ementati on of the pl an for assi mi l ati on of the desi red
cul ture.
Cl ari f i cat i ons:
Accepted characteri sti cs of a Knowl edge Management and l earni ng organi zati on:
- Recogni ti on, encouragement and rewardi ng i nnovati on;
- Appreci ati on and rewardi ng knowl edge shari ng;
- Open communi cati on and a non-condemni ng approach i n reporti ng faul ts and debri efi ng;
- Encouragement of l earni ng opportuni ti es (parti ci pati on i n forums and l earni ng
communi ti es).
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6. Knowl edge Management solutions
6. 1 General
Actual i mpl ementati on of Knowl edge Management shal l be through Knowl edge
Management sol uti ons, that provi de a response to busi ness and/or organi zati onal needs.
The l i st of exi sti ng Knowl edge Management sol uti ons are vari ed and abundant.
Furthermore, thi s l i st i s ever expandi ng as Knowl edge Management methodol ogy advances
and as the technol ogy i s devel opi ng.
The sol uti ons for Knowl edge Management i ncl ude, among others, the fol l owi ng:
Organi zat i onal port al s
( 1)
sol uti ons based on portal technol ogy that consti tute the gate
for organi zati onal data, i nformati on and knowl edge, and they represent a central
pl atform for organi zati onal Knowl edge Management;
Prof essi onal port al s and knowl edge si t es sol uti ons based on portal technol ogy,
focusi ng on professi onal desi gn, and that connect and make accessi bl e the data, the
i nformati on, and the professi onal knowl edge for the use of the rel evant posi ti on hol ders
i n the organi zati on;
Communi t i es of pract i ce groups of peopl e havi ng common knowl edge fi el ds, that
share the knowl edge both at face-to-face meeti ngs and through professi onal knowl edge
websi tes;
Ent erpri se cont ent management ( cont ent management sol ut i ons) sol uti ons al l owi ng
organi zi ng and accessi bi l i ty of documents;
Web cont ent management sol ut i ons sol uti ons that al l ow organi zi ng and accessi bi l i ty
of bui l t-i n knowl edge i tems, e.g. Knowl edge Management systems for consumer servi ce;
Wi ki st yl e t ool s sol uti ons based on WI KI or si mi l ar technol ogy, that al l ow organi zi ng
and accessi bi l i ty of parti al l y bui l t-i n knowl edge i tems, wi th emphasi s on val ues (ti tl es of
i tems), si mpl e access (entry page) and l i nks (both between i tems and outsi de the
sol uti on) and j oi nt content wri ti ng;
I t can and i s correct to appl y thi s technol ogy i n the organi zati on wi th control of the
addi ti on of thei r content and thei r edi ti ng, accordi ng to the needs of the organi zati on;
Search engi nes sol uti ons that al l ow di rect access to documents and addi ti onal
knowl edge i tems, even i t not organi zed or parti al l y organi zed;
Templ at es - sol uti ons that al l ow creati ng an outl i ne that shows the manner of
documentati on of a knowl edge i tem;
Smart document s - documents wri tten i n a pre-agreed manner for i mprovi ng
accessi bi l i ty of thei r contents to the reader;

( 1)
Not rel evant to the transl ati on.

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Bl ogs sol uti ons based on bl og technol ogy that i ncl udes knowl edge i tems ("posts")
wri tten i n a personal wri ti ng styl e and organi zed accordi ng to dates;
Expert maps maps descri bi ng organi zati on or non-organi zati on knowl edge experts and
thei r experti se;
Soci al net works networks that al l ow management of profi l es of the organi zati on
members and management of communi cati on among them;
Mi cro bl oggi ng t ool s short network di ari es (bl ogs). Sol uti ons that al l ow the
i ndi vi dual or the organi zati on to ci rcul ate knowl edge from a central l ocati on;
Tag cl ouds sol uti ons that hel p to l ocate documents and other knowl edge i tems, by
emphasi s on tags (key words) rel ated to the subj ect, gi vi ng a di fferent appearance to
these tags that si gni fy thei r si gni fi cance on the subj ect;
Cal l cent ers' KM sol ut i ons sol uti ons for management of a bui l t-i n content used by the
organi zati on representati ves when provi di ng servi ce to thei r customers;
Gl ossary col l ecti on of professi onal and/or organi zati onal terms and defi ni ti ons
concerned wi th the knowl edge fi el d covered by the di cti onary;
Job def i ni t i on f i l es knowl edge bases that contai n the i nformati on and knowl edge i n a
defi ned fi el d requi red by a new empl oyee enteri ng hi s posi ti on;
Procedures documents contai ni ng the i nstructi ons that obl i gate the organi zati on i n a
defi ned knowl edge fi el d and for the purpose of promoti ng professi onal acti vi ty;
Doct ri ne documents contai ni ng the organi zi ng di sci pl i ne of the organi zati on i n a
defi ned knowl edge fi el d i ncl udi ng documented verbal knowl edge, recommendati ons and
di sci pl i ne whose purpose i s to promote professi onal acti on;
Arenas of i nnovat i on sol uti ons for devel opment of new knowl edge i n the organi zati on,
mai nl y through communi ti es. Thi s al l ows non-l i near and not l i near col l aborati on;
Debri ef i ng sol uti ons for anal ysi s of events, acti ons and/or processes performed i n the
organi zati on for the good of defi ni ng the opti mum conduct i n the future;
Lessons l earned knowl edgebase sol uti ons for management of l essons l earned, best
practi ces, past experi ence, proposal s and recommendati ons;
Workf l ow chart s sol uti ons for documentati on of permanent procedures and thei r
accompanyi ng knowl edge for opti mum performance, that may hel p i n automati ng the
processes;
Prof essi onal deskt ops - sol uti ons (based on portal technol ogy) that provi de a
professi onal answer for a defi ned posi ti on: pl aci ng most of the data, i nformati on and
knowl edge before hi m requi red for carryi ng out hi s functi on;
Learni ng generat ors sol uti ons for devel opment of new knowl edge on the basi s of past
experi ence, e.g. brai nstormi ng, root cause anal ysi s and qual i ty audi ts;
Cul t i vat i ng expert s sol uti ons for encouragement and cul ti vati on of knowl edge
col l ected by the knowl edgeabl e i n the organi zati on i n order to turn them i nto experts;
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Knowl edge ret ent i on / Knowl edge cont i nui t y sol uti ons for gi vi ng pri ori ty to retai ned
knowl edge, of a resi gni ng empl oyee and/or hi s change of posi ti on, for the purpose of
documentati on and accessi bi l i ty for those remai ni ng i n the organi zati on;
Dedi cat ed Knowl edge Management sol ut i ons dedi cated sol uti ons that al l ow
Knowl edge Management, not accordi ng to the abovementi oned sol uti ons, i n a manner
that conforms speci fi cal l y to the content worl d on the Knowl edge Management subj ect.
Not e:
The term Knowl edge Management sol uti on refers to the speci fi c i mpl ementati on of the
Knowl edge Management tool for a defi ned purpose and a defi ned content worl d.
6. 2 Facet s of sol ut i ons f or Knowl edge Management
6. 2. 1 General
A Knowl edge Management sol uti on can be characteri zed by several facets:
A. Knowl edge Management essence:
Knowl edge mai ntenance, shari ng or devel opment
B. Sol uti on el ements:
Cul tural , process, content and technol ogi cal automati on i n real i zi ng Knowl edge
Management;
C. Source of managed knowl edge:
Taci t knowl edge i ntended for documentati on i n the mi nds of persons, documented
expl i ci t knowl edge i n thei r possessi on and i ntended for col l ecti on, new i nformati on
and knowl edge;
D. Functi onal i ty of the Knowl edge Management sol uti ons:
Addi ti on and updati ng of knowl edge, knowl edge storage and knowl edge use;
E. Manner of Knowl edge Management:
Management of knowl edge i tems, soci al networki ng among col l eges.
The fol l owi ng cl auses refer to Knowl edge Management sol uti ons and requi rements,
accordi ng to the above facets.
6. 2. 2 Knowl edge Management essence
There are vari ous types of Knowl edge Management sol uti ons:
A. Knowl edge ret ai ni ng sol ut i ons (conti nui ty):
Sol uti ons that are mai nl y for knowl edge retenti on or transfer of knowl edge when
changi ng posi ti ons.
Exampl es: j ob defi ni ti on fi l es, knowl edge retenti on of reti rees;
B. Knowl edge shari ng sol ut i ons:
Sol uti ons that are mai nl y for transferri ng knowl edge and shari ng at gi ven poi nts of
ti me among vari ous persons.
Exampl es: portal s and professi onal knowl edge si tes, communi ti es of practi ce, l essons
l earned knowl edgebases, termi nol ogy di cti onari es and mi cro bl oggi ng tool s.

13
C. Knowl edge access sol ut i ons:
Sol uti ons that are mai nl y for hel pi ng to get better ori ented i n the exi sti ng knowl edge
i n the organi zati on.
Exampl es: search engi nes, tag cl ouds, smart documents, templ ates.
D. Knowl edge devel opment sol ut i ons:
Sol uti ons for expandi ng the exi sti ng organi zati onal knowl edge base.
Exampl es: l essons l earned, i nnovati on arenas, cul ti vati ng experts and doctri ne.
The organi zati on shal l i mpl ement at l east one sol uti on from each type of the
abovementi oned management sol uti ons: retenti on, shari ng, access and devel opment.
6. 2. 3 Sol ut i on el ement s
On i mpl ementati on of a sol uti on, for any speci fi c need, there shal l be four
compl ementary el ements as fol l ows:
A. The cul t ural el ement
An el ement that refers to acti ons i ntended to bri ng the sol uti on to the consci ousness
of the users and for thei r trai ni ng, for encouragi ng i ts use, for assi mi l ati on of i ts use
and turni ng i t i nto part of the regul ar work procedures i n the organi zati on;
B. Process el ement
An el ement that refers to acti ons i ntended both for regul arl y updati ng and addi ng
content and for regul ar use of the contents, and that are i nterconnected wi th the
regul ar work procedures i n the organi zati on;
C. The cont ent el ement
An el ement that refers to col l ecti on, to organi zati on and someti mes even to processi ng
the content concerned wi th the Knowl edge Management sol uti ons;
D. The t echnol ogi cal el ement
An el ement that refers to storage of contents and thei r accessi bi l i ty i n the computer
shari ng technol ogy, that gi ves access to knowl edge to al l the empl oyees for whom i t
i s rel evant.
Every Knowl edge Management sol uti on i mpl emented i n the organi zati on shal l contai n al l
of the above four el ements.
6. 2. 4 Source of t he knowl edge managed
The organi zati on shal l appl y processes that deal wi th the fol l owi ng three sources of
knowl edge:
A. Taci t knowl edge found i n the mi nds of the peopl e and that can be documented wi thi n
frameworks such as l essons l earned knowl edgebases, professi onal di sci pl i nes and
procedures;
B. Expl i ci t knowl edge found wi th i ndi vi dual s and that can be converted to shared
knowl edge by acti ns such as knowl edge i denti fi cati on, col l ecti on, fi l teri ng and
i mprovement;
14
C. New i nf ormat i on and knowl edge that can be devel oped i n the organi zati on, e.g. by
means of l essons l earned and devel opment of professi onal di sci pl i nes.
7. Knowl edge Management i mpl ementation in the organi zation
7. 1 General
7.1.1 Gui del i nes are gi ven bel ow for i ni ti ati on, i mpl ementati on and assi mi l ati on of the process
based approach to Knowl edge Management i n an organi zati on (as descri bed i n cl ause
0.2). Ful l i mpl ementati on of the process based approach i n an organi zati on provi des a
hi gh l evel of qual i ty acti ons and of effecti veness of the effort to mai ntai n a Knowl edge
Management system i n the organi zati on. At the same ti me, parti al i mpl ementati on of
thi s approach i s possi bl e under certai n ci rcumstances (as descri bed bel ow) whi l e taki ng
i nto consi derati on the di fferences rel ati ve to the ful l process. Prel i mi nary stages for
i mpl ementati on of the process based approach to Knowl edge Management i n an
organi zati on are determi nati on of Knowl edge Management pol i cy of the organi zati on and
preparati on for i ts i mpl ementati on (establ i shi ng an organi zati onal i nfrastructure for
Knowl edge Management acti on). These stages are detai l ed i n cl ause 3.
7.1.2 I mpl ementati on of a Knowl edge Management system i n an organi zati on i s accompl i shed
wi th conformance to the l egal requi rements and the appl i cabl e rel evant requi rements for
the organi zati on.
7. 2 Hi gh l evel pl anni ng and f ormul at i on of work pl ans
7. 2. 1 Knowl edge mappi ng
7. 2. 1. 1 General
Organi c mappi ng i s a necessary prel i mi nary stage for every organi zati on starti ng the
process of orderl y organi zati on of Knowl edge Management. The purpose of the
mappi ng i s to i denti fy the mai n chal l enges and understand the characteri sti cs of the
organi zati on that consti tute del ayi ng or speedi ng up the Knowl edge Management
process.
The resul ts of the mappi ng wi l l be the fol l owi ng:
A descri pti on of how the organi zati on percei ves i ts Knowl edge Management,
regardi ng the four el ements: cul ture, processes, contents and technol ogy
(automati on);
A concrete work pl an that can be achi eved i n a short or i ntermedi ate ti me peri od (up
to two years).
The extent of the mappi ng and the mappi ng framework are determi ned by the
Knowl edge Management pol i cy: broad or l ocal i zed mappi ng proj ect, i ni ti al ful l
mappi ng or gradual mappi ng whi l e promoti ng a speci fi c subj ect, mappi ng of a speci fi c
l i ne of busi ness, of any need, etc.

15
Vari ous techni ques exi st for carryi ng out mappi ng. Several exampl es of techni ques that have
found broad use are gi ven bel ow:
A. Mappi ng of knowl edge fl ow i n busi ness and organi zati onal processes;
B. Mappi ng of knowl edge centers: sources and needs;
C. Mappi ng accordi ng to chal l enges;
D. Mappi ng accordi ng to content areas;
E. Mappi ng accordi ng to occupati ons.
Several techni ques may be combi ned for di fferent l i nes of busi ness i n the organi zati on, and
techni ques can be added to those menti oned above.
7. 2. 1. 2 Mappi ng met hod
Mappi ng shal l i ncl ude stages such as the fol l owi ng:
A. Dat a col l ect i on
Data col l ecti on from vari ous sources such as:
Depth i ntervi ews;
Meeti ngs wi th key groups;
Observati ons on peopl e duri ng thei r work, and especi al l y whi l e worki ng wi th i nformati on
systems;
Readi ng of wri tten materi al (such as procedures and charts);
Revi ew of exi sti ng knowl edge systems;
Learni ng previ ous anal ysi s works carri ed out i n the organi zati on.
B. Anal ysi s of f i ndi ngs
After the data col l ecti on, thei r anal ysi s shal l be performed, and the fi ndi ngs and
concl usi ons shal l be formul ated.
The anal ysi s shal l i ncl ude di sassembl y and assembl y of col l ected data whi l e exami ni ng
cul tural statements and processes. The purpose of the anal ysi s i s to determi ne pri ori ti es for
i mpl ementati on of sol uti ons.
C. Wri t i ng a mappi ng document
The document shal l i ncl ude, at l east, a descri pti on of the organi zati onal background and the
present status, organi zati onal characteri sti cs that have a beari ng on Knowl edge Management
and the l i st of knowl edge subj ects that the organi zati on wi l l promote.
7. 2. 2 Adopt i on of Knowl edge Management met hodol ogi es and s ol ut i ons and maki ng t hem
compat i bl e wi t h t he organi zat i on
I n order to provi de an answer to chal l enges, methodol ogi es and sol uti ons for Knowl edge
Management shal l be sel ected (see the l i st of sol uti ons i n cl ause 6 above). Adopti on of a
sol uti on shal l be exami ned, at l east, accordi ng to the fol l owi ng cri teri a:
A. Qual i ty of the response of the proposed sol uti on for the speci fi c chal l enge;
B. A systemi c vi ew of the mi x of sol uti ons gi ven to the organi zati on for obtai ni ng an answer to
the compl ex of chal l enges;
C. Adj ustment to resources, to cul ture, to the i nformati on and the technol ogi cal i nfrastructure
exi sti ng i n the organi zati on.
7. 2. 3 Preparat i on of work pl an
After val i dati on of the mappi ng fi ndi ngs and on the basi s of the establ i shment of pri ori ti es for
16
handl i ng them, a work pl an shal l be constructed. The work pl an shal l i ncl ude the chal l enges
chosen for acti on and the Knowl edge Management sol uti ons for treatment of each of the
chal l enges. The descri pti on, goal s and stages for i mpl ementati on shal l be wri tten for each
sol uti on, i ncl udi ng an overal l ti metabl e. The work pl an shal l consi der the vari ous sol uti on
i mpl ementati on stages for Knowl edge Management, as defi ned i n cl ause 7.3 bel ow. Peri odi cal l y
(at l east annual l y), the organi zati on shal l check the i mpl ementati on of the work pl an for the past
year, l earn l essons and defi ne the work pl an for the future.
7. 2. 4 Def i ni t i on and sel ect i on of manpower and ot her res ources
The col l aborators to the pl anni ng and i mpl ementati on process of the sol uti ons, i ncl udi ng
defi ni ti on of the posi ti on hol ders and a defi ni ti on of the authori ti es and responsi bi l i ti es
regardi ng assi mi l ati on of sol uti ons and of management and routi ne operati on of Knowl edge
Management i mpl ementati on i n the organi zati on over a peri od of ti me.
Other resources shal l be al l ocated as needed.
7. 3 I mpl ement at i on of Knowl edge Management sol ut i ons
I mpl ementati on of Knowl edge Management sol uti ons shal l be done gradual l y, accordi ng to
the capabi l i ti es of the organi zati on. For each sol uti on, the fol l owi ng steps shal l be taken:
7. 3. 1 Management of t he sol ut i on i mpl ement at i on
Management of the sol uti on i mpl ementati on shal l i ncl ude at l east the fol l owi ng detai l s:
Preparati on of a work pl an and ti metabl e;
Ri sk management;
Recrui ti ng and appoi nti ng of col l aborators i n the organi zati on;
Recrui ti ng necessary resources and thei r al l ocati on;
Characteri zati on of the sol uti on.
7. 3. 2 Charact eri zat i on of t he sol ut i on
Characteri zati on of the sol uti on shal l defi ne the fol l owi ng aspects: background for the
need, purposes, requi red functi onal i ty, target popul ati ons (users), method, archi tectural
i nfrastructure, system el ements (when speaki ng of an automated system) and techni cal
speci fi cati on.
Characteri zati on of the sol uti on shal l be presented to the i ntended customer i n the
organi zati on for approval pri or to starti ng i mpl ementati on.
7. 3. 3 Const ruct i on and i mpl ement at i on of t he sol ut i on
The sol uti on shal l be constructed based on the speci fi cati on. I f i t i s necessary to devi ate
from the speci fi cati on for any reason whatsoever, return to the characteri zati on stage,
adj ustments shal l be made and the change approved. After obtai ni ng a sui tabl e sol uti on,
acceptance tests shal l be performed that represent al l the typi cal scenari os i n the use of
the sol uti on.
7. 3. 4 Col l ect i on and document at i on of t he cont ent s
For each Knowl edge Management sol uti on, an i ni ti al core of content shal l be establ i shed

17
that al l ows carryi ng out the sol uti on, so that there wi l l be a suffi ci ent mass of content
when i ntroduci ng the sol uti on.
After i ntroduci ng the sol uti on, mechani sms shal l be formul ated for conti nui ng the
content col l ecti on, thei r i mprovement, thei r catal ogi ng, thei r processi ng, updati ng and
retenti on i n the archi ves, and del eti ng the contents that are not kept current on a regul ar
basi s. A sui tabl e process shal l be defi ned both for the i ni ti al core of content stage and
for i ts normal operati on (there may be di fferent mechani sms).
7. 3. 5 Assi mi l at i on of t he sol ut i on
The assi mi l ati on stage i s a cri ti cal stage i n the success of the sol uti on and therefore, i t
shal l be accompani ed by an assi mi l ati on pl an and shal l be managed as an i ntegral part of
the sol uti on i mpl ementati on process.
The assi mi l ati on shal l , i n general , i ncl ude several el ements:
Constructi on of a detai l ed assi mi l ati on pl an: constructi on of a pl an that maps the
assi mi l ati on chal l enges, presents pri nci pl es and outl i nes the acti on pl an and method. The
pl an shal l i ncl ude the assi mi l ati on stages, the target popul ati ons, offi ci al s and thei r
responsi bi l i ty, the ti metabl es and the means for assi mi l ati on.
I ntroducti on: acti on of reveal i ng the Knowl edge Management sol uti on. The i mportance of
thi s acti on i s the statement that accompani es i t, that a change has occurred i n the work
arrangements i n the organi zati on. Each organi zati on shal l deci de how to carry i t out (on the
progressi on between broad acti ve marketi ng and di screet and personal marketi ng).
Trai ni ng: thi s acti on i s essenti al when speaki ng of a new type of technol ogi cal system whose
usage i s not cl ear and/or where there i s a si gni fi cant change i n the work process. The
trai ni ng shal l fi t the target popul ati on and i ts characteri sti cs.
Escorti ng: a conti nuous stage performed as part of the assi mi l ati on. I n thi s stage, the
organi zati on empl oyees have al ready begun to make use of the sol uti on, however, escorti ng
i s sti l l requi red i n order to bri ng the assi mi l ati on to frui ti on and to ensure i ts success, and i f
necessary, to i mprove the sol uti on accordi ng to the feedback recei ved from the fi el d.
Not e:
I t i s recommended that the assi mi l ati on stage be consi dered al ready at the begi nni ng of the
mappi ng stage.
7. 3. 6 Operat i on and mai nt enance of t he sol ut i on
The operati on and mai ntenance process of the sol uti on shal l be defi ned.
The operati on and mai ntenance shal l i ncl ude two mai n types of updati ng:
Updati ng the content: a sol uti on, as good as i t can be, shal l conti nue to exi st onl y
provi ded that i ts contents are up-to-date and rel evant to the users. As part of the pl an
mai ntenance, the mi ni mum frequency for updati ng the contents shal l be set together
wi th someone responsi bl e to carry i t out.
Updati ng the Knowl edge Management sol uti ons: i n the work processes, changes are
constantl y occurri ng. Furthermore, peopl e submi t suggesti ons and i deas for
18
i mprovement of the Knowl edge Management sol uti ons. The person responsi bl e for
the sol uti on shal l col l ect the feedbacks and the current needs, and accordi ng to the
pri ori ti es, the desi red changes shal l be carri ed out.
7. 4 Document at i on
The documentati on shal l compl y wi th the requi rements i n cl ause 8.
7. 5 Measurement and eval uat i on
Duri ng and after assi mi l ati on, measurement and eval uati on acti ons shal l be performed as
detai l ed i n cl ause 9.
Accordi ng to the measurement, eval uati on shal l be made of the sol uti on at the end of the
assi mi l ati on stage and peri odi cal l y duri ng the l i feti me of the system. As a consequence
of the measurement and eval uati on, changes shal l be made i n the Knowl edge
Management sol uti ons, as necessary.
7. 6 Debri ef i ng and i mprovement
7. 6. 1 Debri ef i ng
Debri efi ng i s i ntended to bri ng organi zati onal i mprovement by means of sol uti ons that
systemati cal l y check the processes, acti ons, and/or events i n the organi zati on. Learni ng
l essons shal l be carri ed out for the constructed sol uti on, as detai l ed i n cl ause 10.
7. 6. 2 I mprovement of organi zat i onal mechani s ms
Accordi ng to the l essons l earned, the supporti ng mechani sms i n the Knowl edge
Management acti on i n the organi zati on (constructi on, posi ti on hol ders, teams, resources,
work procedures, cul ture, organi zati onal measurement, trai ni ng, manpower, etc) and the
products of the acti on (sol uti ons and vari ous i mpl ementati ons) shal l be moni tored and
i mproved.
7. 7 Cont i nued act i on on handl i ng t he chal l enges and new needs
The organi zati on shal l mai ntai n a mechani sm that al l ows conti nued acti on on treati ng the
chal l enges and new needs rai sed by the vari ous customers i n the organi zati on and/or that
ari se from the organi zati on enteri ng new knowl edge and busi ness fi el ds, to new markets or
due to new opportuni ti es, ri sks and vari ous outsi de constrai nts [competi ti on, requi rements
(regul ati on), technol ogy and others].
8. Documentation
8. 1 Purposes of document at i on
A. The documentati on wi l l support proper and effi ci ent management of Knowl edge
Management acti ons i n the organi zati on;
B. The documentati on wi l l serve as a reference for the management of Knowl edge
Management acti ons.
8. 2 Document at i on cont ent s

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The documentati on of Knowl edge Management acti on shal l contai n that detai l ed bel ow:
8.2.1 Pol i cy document:
A documented statement of the Knowl edge Management pol i cy, of the Knowl edge
Management purposes and of the cul tural -val ued basi s for operati on of Knowl edge
Management i n the organi zati on;
8.2.2 A descri pti on of the posi ti on hol ders and the organi zati onal acti on framework, that
outl i ne, manage and control the Knowl edge Management acti on i n the organi zati on;
8.2.3 The mappi ng fi ndi ngs or detai l s of the preferred chal l enges for treatment and the
concrete work pl an for i mpl ementati on;
8.2.4 Work procedures and the products:
The work documents i n the vari ous stages of Knowl edge Management and the products
created.
Reference shal l be made to al l stages of Knowl edge Management i mpl ementati on,
accordi ng to cl ause 7.
8.2.5 Resul ts of the measurement and eval uati on:
Documentati on of the resul ts and anal ysi s of the resul ts of Knowl edge Management
acti on i n the vari ous fi el ds: pol i cy, resources, processes, sol uti ons and the general l evel
of Knowl edge Management and Knowl edge Management cul ture i n the organi zati on;
8.2.6 Debri efi ng and i mprovement steps:
A. Documentati on of the i mpl i cati ons deri ved from the l essons l earned;
B. Documentati on of the deci si ons made due to l earni ng of the i mpl i cati ons;
C. Documentati on of the changes and i mprovements carri ed out i n the Knowl edge
Management pl an, i n the processes, i n the acti ons, i n the methodol ogi es, etc.
Not e:
The subj ect of documentati on i n thi s cl ause i s i n addi ti on to the knowl edge documentati on i tsel f
di scussed i n the secti ons of thi s Standard.
8. 3 Document at i on f ormat
A. The documentati on shal l be i n a format used i n the organi zati on for documentati on
management;
B. The documentati on shal l be accessi bl e to al l the rel evant users, at the appropri ate user
poi nts;
C. The documentati on shal l al l ow i denti fi cati on of the pl an stages, the vari ous
i mpl ementati ons and shal l be carri ed out at a frequency set by the organi zati on;
D. I n every case where i t i s i mportant to l ocate di fferent edi ti ons of documents (current
and previ ous), there shal l be i denti fi cati on of the di fferent versi ons. Thi s di recti ve
parti cul arl y appl i es to speci fi cati on documents, to computeri zed appl i cati ons, to
20
trai ni ng and operati on documents and to other documents, at the di screti on of the
organi zati on;
E. There shal l be uni form templ ates (formats) for permanent and routi ne documents;
F. A checki ng mechani sm shal l be defi ned for documents that wi l l determi ne to check the
val i di ty and/or edi t them at defi ned peri ods or after a defi ned event.
8. 4 Document at i on cont rol
The organi zati on shal l defi ne i n a documented procedure the method of documentati on
control .
9. Measurement and evaluation
9. 1 Measurement and eval uat i on purposes
The purpose of measurement and eval uati on i s to enabl e orderl y tracki ng of the exi stence
and progress of Knowl edge Management processes i n the organi zati on, and to ensure a
contri buti on to meeti ng the organi zati on's targets and achi evi ng i ts goal s.
9. 2 Measurement and eval uat i on ranges
The measurement and eval uati on shal l be carri ed out i n the fol l owi ng fi el ds:
- Knowl edge Management pol i cy (the strategy);
- the resources for Knowl edge Management;
- Knowl edge Management processes;
- Knowl edge Management sol uti ons;
- Knowl edge Management and Knowl edge Management cul ture at the overal l organi zati on
l evel .
9. 3 Measurement and eval uat i on i mpl ement at i on
The organi zati on shal l ensure the fol l owi ng:
9. 3. 1 Knowl edge Management pol i cy ( st rat egy)
- A Knowl edge Management pol i cy exi sts and i s sui tabl e for the organi zati on's concept
and i ts pol i cy;
- The Knowl edge Management pol i cy promotes the organi zati onal pol i cy and achi evi ng
i ts goal s.
9. 3. 2 Resources f or Knowl edge Management
- Resources have been al l ocated as detai l ed i n cl ause 4 that deal s wi th resource
management.
9. 3. 3 Knowl edge Management procedures
- Knowl edge Management sol uti ons are i mpl emented accordi ng to processes detai l ed i n
cl ause 7 that deal wi th Knowl edge Management i mpl ementati on i n the organi zati on.
9. 3. 4 Knowl edge Management sol ut i ons

21
- Sol uti ons are i mpl emented as detai l ed i n the vari ous facets i n cl ause 6 that deal s wi th
the Knowl edge Management sol uti ons;
- The use of each of the real i zed sol uti ons are measured;
- The measure of goal achi evement for each acti on real i zed i s measured;
- Busi ness/organi zati on outputs (after a defi ned peri od) are measured as a resul t of
acti ons real i zed;
- Hi gher l evel of meeti ng the goal s and the busi ness outputs than obtai ned i n the
previ ous year.
9. 3. 5 Knowl edge Management and Knowl edge Management cul t ure at t he overal l
organi zat i on l evel
- Knowl edge Management extent i s measured and i ncreased rel ati ve to the previ ous
year's vol ume;
- The Knowl edge Management cul ture i s measured as detai l ed i n cl ause 5 that deal s wi th
Knowl edge Management cul ture and a l earni ng organi zati on.
9. 4 Measurement and eval uat i on met hod
- The organi zati on shal l establ i sh measures for management of Knowl edge Management
acti on accordi ng to the abovementi oned defi ned eval uati on fi el ds;
- The organi zati on shal l check the attai nment of these measures at l east annual l y.
See Annex A for an exampl e of a l i st of measures.
10. Debri efing
10. 1 General
Knowl edge Management acti on i s an ongoi ng organi zati on acti on i n whi ch the processes
of drawi ng concl usi ons are carri ed out for constant i mprovement of the manner of the
management of organi zati on knowl edge and i ts products.
10. 2 Debri ef i ng
The organi zati on shal l draw concl usi ons on two l evel s:
A. At the overal l l evel of the Knowl edge Management pl an management responsi bi l i ty,
resources, cul ture and pol i cy at l east once every two years;
B. At the i ndi vi dual l evel of real i zed Knowl edge Management sol uti ons for each
sol uti on where the vol ume of i nvestment of resources i s at l east one year.
The organi zati on shal l defi ne the subj ects of drawi ng concl usi ons and the frequency of
thei r performance.
10. 3 Met hodol ogy
There are a vari ety of methods for drawi ng concl usi ons and managi ng them. The
organi zati on shal l adopt for i tsel f a sui tabl e methodol ogy, provi ded that i t conforms wi th
the fol l owi ng pri nci pl es:
A. I t i s systemati c and professi onal ;
22
B. I t i ncl udes the fol l owi ng stages:
Exami ni ng what happened or took pl ace;
Anal ysi s of the reasons for i t;
Suggesti ons for the future on the basi s of thi s anal ysi s.
C. I t wi l l l ead to obj ecti ve and comprehensi ve resul ts as much as possi bl e. Exampl es of
known methodol ogi es for drawi ng concl usi ons:
Cl assi c i nvesti gati on (facts, fi ndi ngs, concl usi ons, l essons l earned, mi ssi ons)
After acti on revi ew AAR.
10. 4 Resul t s
The organi zati on shal l assi mi l ate the l essons l earned, and i mprove the manner of the
Knowl edge Management process and i ts products accordi ng to the l essons l earned.

23
Annex A List of possibl e measures (exampl es) for cl ause 9
Measurement and evaluation
(i nformati ve)
Exampl es of eval uati on areas and possi bl e measures for these areas (see cl ause 9.2) are gi ven
bel ow. I nputs are brought for most of the exampl es, and the organi zati on shal l defi ne output
measures for i tsel f accordi ng to i ts Knowl edge Management system purposes.
A- 1 Management and admi ni st rat i ve responsi bi l i t y
o I s the Knowl edge Management i ntegrated wi th the concept of the organi zati on or wi th
the purposes of the organi zati on
o I s organi zati onal l earni ng i ntegrated i nto the organi zati on vi si on or purposes of the
organi zati on
o I s there an acti ve i nformati on manager i n the organi zati on
o Does the i nformati on manager take part i n the management / seni or management
di scussi ons
o What i s the number of empl oyees assi gned a speci fi c task i n the knowl edge fi el d. Are
they di rectl y subordi nate to the organi zati onal CKO
o I s there someone responsi bl e for Knowl edge Management i n the di vi si ons / secti ons /
uni ts (i n part ti me posi ti ons or i n addi ti on to hi s functi on)
o Are suffi ci ent resources al l ocated for Knowl edge Management
Not e:
I t i s not mandatory that the resources are al l ocated di rectl y to the Knowl edge Management body
but they can be gi ven to other bodi es such as di vi si ons deal i ng wi th i nformati on technol ogy (I T),
qual i ty, the manpower fi el d and trai ni ng.
o Are the Knowl edge Management goal s defi ned i n the organi zati onal work pl ans
o I s Knowl edge Management acti on covered by the procedures
o Does Knowl edge Management have an offi ci al pl atform for publ i ci ty
o Does the general manager or other seni or manageri al functi on assi st i n the
organi zati onal recogni ti on i n the i mportance of the Knowl edge Management acti ons
o I s shari ng knowl edge a central organi zati onal val ue
o Are means of rewards or means of recogni ti on and appreci ati on defi ned for knowl edge
contri buti ons i n the Knowl edge Management acti ons
A- 2 Manpower prof essi onal organi zat i onal knowl edge and l earni ng cont i nui t y
o I s a ri sk survey for l oss of knowl edge performed (reti rement / l eavi ng / posi ti on
change)
o I s there a systemati c process for recrui ti ng repl acements (i nsi de or outsi de the
organi zati on)
24
o I s there a systemati c process for acqui ri ng knowl edge of reti rees (documentati on /
personal or group trai ni ng)
o I s there a systemati c process for transferri ng a posi ti on and overl appi ng
o I s there a professi onal trai ni ng arrangement for targeted subj ects
o I s there reference to personal knowl edge contri buti on (creati vi ty, shari ng, use) i n
di scussi ons on promoti on of empl oyees
A- 3 Technol ogi cal i nf rast ruct ures and t hei r f unct i on
Not e:
The l i st of sol uti ons i s accordi ng to the l i st i n cl ause 6 i n the Standard.
A- 3. 1 Hardware i nf rast ruct ure
o Does suffi ci ent hardware i nfrastructure exi st for the Knowl edge Management needs i n
the organi zati on
A- 3. 2 Organi zat i onal port al s, prof essi onal knowl edge and knowl edge communi t y si t es
o Does an accessi bl e shari ng poi nt (organi zati onal portal ) exi st for i nformati on or
operati on of i nformati on systems
o I s the access to i nformati on and i nformati on systems, SSO (Si ngl e Si gn On)
o Do they consti tute a shari ng work envi ronment
o What i s the percentage of acti ve si tes
o Has a si te manager been assi gned as responsi bl e for operati on of the si te
o Are the persons responsi bl e for enteri ng contents defi ned
o What i s the average frequency for updati ng contents / addi ti on of new contents
o Do the users report that the sol uti on i s benefi ci al or that i t shortens processes
A- 3. 3 Document at i on management
o I s there a speci fi c sol uti on for documentati on management
o I s the sol uti on mandatory or can new documents be created i n a di fferent manner
o Are al l the documents enteri ng the organi zati on pl aced i n the document management
system
o Does the sol uti on for documentati on management al so handl e the records accordi ng to
the rel evant requi rements appl i cabl e to the organi zati on
o Are there templ ates, documents or smart documents that permi t the entry of metadata
i n a ful l or parti al automati c manner
o I s every new document retai ned i n a si ngl e physi cal l ocati on i n the organi zati on
o I s there accessi bi l i ty to al l the di gi tal documents i n the organi zati on
o I s there accessi bi l i ty to the organi zati onal documents avai l abl e onl y as hard copy
A- 3. 4 Search engi nes
o I s there a federati ve search engi ne (combi nati on) or separate search engi nes
o Are the resul ts of the search presented to the user i n a conveni ent manner

25
o Does the search engi ne grade the resul ts
o Does the search engi ne al l ow the user to pl ace tags
o Can the users save the search i n order to return to i t
o Does the possi bi l i ty exi st to recei ve an automati c warni ng when a new i tem i s added
to a search that was performed
A- 3. 5 Sol ut i on f or management of a bui l t - i n cont ent
I f a sol uti on exi sts for management of a bui l t-i n content:
o I s the sol uti on uni di recti onal (read onl y) or bi di recti onal (read-wri te)
o Does the sol uti on provi de an answer to al l the systems that create a bui l t-i n content i n
the organi zati on
A- 3. 6 Maps of expert s and knowl edge cent ers
o I s there a "yel l ow pages" fi l e
o Does the mappi ng al so i ncl ude outsi de experts
A- 3. 7 Part i al l y bui l t - i n cont ent management t ool ( such as WIKI)
o What i s the percentage of acti ve si tes
o What i s the percentage of acti ve (that contri bute content) users
o What i s the average frequency of updati ng content / addi ti on of new content
o Do the users report a benefi t from the sol uti on
A- 3. 8 Net work di ari es ( bl ogs)
o Do they exi st
o What i s thei r frequency of use
o Do the users report of a benefi t from the sol uti on
A- 3. 9 Soci al net works
o Do they exi st
o What i s thei r frequency of use
o Do the users report a benefi t from the sol uti on
A- 4 Int egrat i on i n work processes
A- 4. 1 Management of proj ect s
o I s there a procedure for combi ni ng el ements of Knowl edge Management i n the
organi zati onal proj ect performance process, consi deri ng knowl edge from previ ous
proj ects, i ncl udi ng i nvesti gati ons, concl usi ons and i nsi ghts resul ti ng from them
o I s there organi zed documentati on after compl eti on of each stage i n the process
A- 4. 2 Handl i ng engi neeri ng i nf ormat i on
o I s there a procedure for creati ng engi neeri ng i nformati on (content and Standards) and
i ncorporate engi neeri ng i nformati on from the organi zati on's i nformati on system,
i ncl udi ng accessi bi l i ty for empl oyees
26
o I s there a supporti ng organi zati on system for handl i ng engi neeri ng i nformati on

27
A- 5 Debri ef i ng
o I s there a mandatory procedure for carryi ng out debri efi ng
o I s there an organi zati on system for debri efi ng
o I s there tracki ng of the performance of the l essons l earned
o I s there a process for extracti ng or refi ni ng the concl usi ons and best practi ces for
converti ng them i nto l essons l earned knowl edgebase
o I s there a reservoi r for management of l essons l earned knowl edgebase as knowl edge
i tems
o Do processes exi st for ci rcul ati ng the l essons l earned knowl edgebase and promoti ng
thei r use
A- 6 Product s
A- 6. 1 Organi zat i onal st udy
o I s there a decrease i n the number of safety faul ts (especi al l y repeated faul ts)
o I s there a decrease i n the number of errors and other faul ts (other than safety faul ts)
o Was there "dupl i cati on of success factors"
o I s there a decrease i n the amount of knowl edge that "l eft the organi zati on"
o Has the trai ni ng peri od for a worker for a posi ti on been reduced
o Do the workers percei ve the encouragement of knowl edge shari ng by the managers
o Do the workers percei ve that there i s suffi ci ent organi zati onal i nfrastructure for
knowl edge shari ng
A- 6. 2 Funct i oni ng of t he handl i ng of document s
o Do the empl oyees know where to save documents
o Do the empl oyees know where and how to l ocate a document I s thi s expressed i n a
decrease of ti me requi red for retri eval
A- 6. 3 Process i mprovement ( due t o t he exi st ence of knowl edge and knowl edge accessi bi l i t y)
o Has the requi red ti me been decreased for starti ng up new proj ects
o Has the requi red ti me been decreased for submi tti ng cost proposal s
A- 7 Reci proci t y bet ween a Knowl edge Management group wi t h ot her uni t s i n t he
organi zat i on
A- 7. 1 IT uni t
o Does Knowl edge Management have an effect on the sel ecti on of organi zati onal
systems
o Who i s responsi bl e for assi mi l ati on of Knowl edge Management sol uti ons
o Are the Knowl edge Management sol uti ons mai ntai ned at an appropri ate standard
A- 7. 2 The uni t responsi bl e f or debri ef i ng
A- 7. 3 The uni t responsi bl e f or organi zat i onal l earni ng
28
A- 7. 4 The uni t responsi bl e f or t rai ni ng and manpower
A- 7. 5 The uni t responsi bl e f or organi zat i on and met hods
For cl auses A-7.2 to A-7.5 above:
o I s there a conti nuous work i nterface
o I s the uni t i ntegrated wi th the Knowl edge Management pl anni ng and i ts i mpl ementati on
o I s the Knowl edge Management team i ntegrated wi th the processes of the uni t
A- 8 Knowl edge Management cul t ure
Eval uati on accordi ng to cl ause 5.3 i n the Standard

29
Annex B Maturi ty level s of Knowledge Management
(i nformati ve)

Thi s annex presents a tool for checki ng Knowl edge Management maturi ty l evel s i n the
organi zati on whose purpose i s to hel p preparati ons for Knowl edge Management
i mpl ementati on i n the organi zati on.

Subj ect
Mat uri t y l evel
1
( Low)
2 3 4 5
( Hi gh)
Management
responsi bi l i ty
There i s a
management
member,
responsi bl e
- There i s
management
responsi bi l i ty
for
devel opment
and
i mpl ementati on
of a
Knowl edge
Management
pl an
- Management i s
responsi bl e for
the exi stence
of a
Knowl edge
Management
pl an
- Knowl edge
Management i s
part of the
organi zati onal
vi si on, of the
organi zati on
strategy and of
i ts val ues
- Management
i s responsi bl e
for the
exi stence of a
strategy
supporti ng
Knowl edge
Management
pol i cy
-Management
ensures
exi stence of a
Knowl edge
Management
pl an
- A
management
revi ew exi sts
wherei n the
Knowl edge
Management
system i n the
organi zati on
i s revi ewed
Resources The concept
of
Knowl edge
Management
exi sts i n a
formal
manner i n
the
organi zati on
There i s a chi ef
knowl edge
offi cer i n the
organi zati on
- There are
posi ti on
hol ders i n the
organi zati on
that support
the Knowl edge
Management
subj ect
- Management
al l ocates
speci fi c
monetary
resources for
Knowl edge
Management
There i s a
Knowl edge
Management
team i n the
organi zati on.
The
Knowl edge
Management
team i s
subordi nate to
a member of
the
organi zati on
management
Uni t managers
i n the
organi zati on
i ni ti ate
Knowl edge
Management
acti ons whi l e
provi di ng
addi ti onal
resources for
the subj ect
(manpower
and/or funds)

30

Subj ect
Mat uri t y l evel
1
( Low)
2 3 4 5
( Hi gh)
I mpl ementati on Knowl edge
Management
i ncl udes
col l ecti on of
knowl edge
i n the
organi zati on
- Technol ogy
support for
shari ng and
accessi bi l i ty
of knowl edge
i s i n use
-There i s
systemati c
acti on of
knowl edge
shari ng
- There i s mul ti -
year acti vi ty
pl anned for
Knowl edge
Management i n
the
organi zati on
- Mappi ng that
ai ds
Knowl edge
Management i n
the
organi zati on i s
performed
Knowl edge
Management
acti on i ncl udes
reference to
al l the process
based
approaches
Overal l
organi zati on
Knowl edge
Management
acti on
i ncl udes al l
the process
based
approaches i n
each acti on
Sol uti ons Systemati c
acti ons exi st
for
knowl edge
constructi on
Knowl edge
Management
i ntegrates
technol ogi cal
aspects
(automati on)
- Knowl edge
Management
i ntegrates
content aspects
- Knowl edge
Management
i ncl udes
documentati on
of taci t
knowl edge
(found i n the
mi nds of the
empl oyees)
- Systemati c
acti ons exi st
for
knowl edge
devel opment
- Knowl edge
Management
i ntegrates
process
aspects
- Knowl edge
Management
i s i ntegrated
i n the
operati onal
i nformati on
systems or i n
the core work
processes
Knowl edge
Management
i s an i ntegral
part of the
organi zati onal
structure
Cul ture -Learni ng
mechani sms
exi st for
empl oyees
-Peopl e
document
knowl edge i n
thei r dai l y
work
- Learni ng
mechani sms
exi st i n groups
- Peopl e share
professi onal
and
organi zati onal
knowl edge
wi th each other
- Learni ng
exi sts and i s
i ntegrated i n
the work
processes and
i n vari ous
acti ons
- Learni ng
organi zati on:
An
organi zati on
al process
exi sts of
constant
i mprovement
based on
l earni ng
- The
contri buti on
to knowl edge
and shari ng
knowl edge
consti tute
cri teri a for
worker
eval uati on

31

32

Subj ect
Mat uri t y l evel
1
( Low)
2 3 4 5
( Hi gh)
Documentati on Organi zati onal
knowl edge i s
documented
wi thi n the
Knowl edge
Management
framework
Central
mi l estones i n
Knowl edge
Management are
documented
The
Knowl edge
Management
process i s
compl etel y
documented
Measurement
of the
Knowl edge
Management
process and
i ts products
are
documented
Measurement
and eval uati on
Measurement
exi sts of the use
of Knowl edge
Management
sol uti ons and
for effecti veness
of use
Measurement
of outputs
from
Knowl edge
Management
acti on exi sts
Measurement
of the
organi zati onal
effecti veness
from
Knowl edge
Management
acti on exi sts
Debri efi ng Acti ons are
taken for
debri efi ng
Systemati c
acti ons are
taken for
debri efi ng for
most of the
Knowl edge
Management
acti ons
Accordi ng to
the l earni ng
and the
l essons-
l earned
processes, the
mechani sms
that support
Knowl edge
Management
acti on i n the
organi zati on
are moni tored
and i mproved
There i s al so
a overal l
process of
debri efi ng for
the purpose of
Knowl edge
Management
and constant
i mprovement
of the
Knowl edge
Management
system
Not e:
For each maturi ty l evel , exi stence of the condi ti ons of the precedi ng l evel s are al so requi red.

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