Knowledge Management Project

Knowledge Management Project

 Knowledge Management Project
KNOWLEDGE MANAGEMENT
DEFINITION
Knowl ed ge m anage ment is the name of a concept in which an enterprise
consciously and comprehensively gathers, organizes, shares, and analyzes
its knowledge in terms of resources, documents, and people skills
Knowl ed ge Ma na ge ment programs are typically tied to organizational
objectives and are intended to achieve specific outcomes, such as shared
intelligence, improved performance, competitive advantage, or higher
levels of innovation.
The hierarchical
organization bu
t
of Knowledge is:
wisdom • A collection of data is not information.
• A collection of information is not knowledge.
knowledge • A collection of knowledge is not wisdom
• A collection of wisdom is not truth.
information

data
 Knowledge Management Project
KNOWLEDGE MANAGEMENT
DEFINITION
The idea is that information, knowledge, and wisdom are
more than simply collections. Rather, the whole represents
more than the sum of its parts and has a synergy of its own.

•Information relates to description, definition, or perspective

(what, who, when, where)
•Knowledge comprises strategy, practice, method, or
approach (how)
•Wisdom embodies principle, insight, moral, or archetype
(why)
 Knowledge Management Project
APPROACHES TO KNOWLEDGE
MANAGEMENT
• Tech no-cent ric : A focus on technology, ideally those that enhance
knowledge sharing/growth.
• Organ izat io nal : How does the organization need to be designed to
facilitate knowledge processes? Which organizations work best with
what processes?
• Ec ological : Seeing the interaction of people, identity, knowledge and
environmental factors as a complex adaptive system.
KNOWLEDGE MANAGEMENT
ENABLERS
Historically, there have been a number of technologies 'enabling' or
facilitating knowledge management practices in the organization.
The advent of the Internet brought with it further enabling technologies,
including e-learning, web conferencing, collaborative software, content
management systems, corporate 'Yellow pages' directories, email
lists, wikis, blogs, and other technologies.
 Knowledge Management Project
KNOWLEDGE MANAGEMENT IS
ALL ABOUT PEOPLE
• The knowledge management is processed by IT, it will become “information” and will be stored
and accessed for database. And IT should be considered as a tool to store knowledge and
transfer information (Vicky Dougherty, 1999).
• In leading companies, human factor in KM as to be seen as a prior strategic. The managers in
those companies are realize that the relevance between people factor and KM system but
hardly for them to make it because of many obstacles prevent the process like “the old culture’
• In order to generate benefits, the way of managing people that stimulate employees have more
sharing and collaboration. They can change the culture in management a little bit such as when
there is an employee can update the information in its knowledge databases, the company will
recognize and reward him or her (Aaron Dalton, 2006).

Knowledge is just exist when it is in mind of

people, it was created, used, interpreted
from data
People is more centric in KM because there is
people can make the organization become
successful by collaborating and creating
competency. Knowledge can not be seen as a
asset of an organization unless knowledge is
awarded by people
 Knowledge Management Project
DRIVERS OF KNOWLEDGE
MANAGEMENT
Considerations driving a Knowledge Management program might include:

– making available increased knowledge content in the development and provision of

products and services
– achieving shorter new product development cycles
– facilitating and managing organizational innovation and learning
– leverage the expertise of people across the organization
– benefiting from 'network effects' as the number of productive connections between
employees in the organization increases and the quality of information shared
increases, leading to greater employee and team satisfaction
– managing the proliferation of data and information in complex business
environments and allowing employees rapidly to access useful and relevant
knowledge resources and best practice guidelines
– managing intellectual capital and intellectual assets in the workforce (such as the
expertise and know-how possessed by key individuals) as individuals retire and new
workers are hired