Professional Documents
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4/12/12
What Is Knowledge?
Knowledge is defined (Oxford English Dictionary) variously as 1. Facts, information, and skills acquired by a person through experience or education; the theoretical or practical understanding of a subject; What is known in a particular field or in total; facts and information; or Awareness or familiarity gained by experience of a fact or situation.
2. 3.
Is Knowledge Manageable?
Knowledge itself is not manageable. What is manageable are the processes necessary to encourage the sharing of knowledge and the development of intellectual capital assets. The implementation & management of processes requires a route map that may be used by all members of the organisation to understand their roles and responsibilities, their relevance within the organisation, and to access the knowledge available to carry out those roles.
Paper Documents
26 %
Employees Brains
42 %
Electronic Documents
20 %
12 %
KNOWLEDGE AUDIT
The systematic analysis of an organization's information and knowledge entities and their key attributes, such as ownership, usage and flows, mapped against user and organizational knowledge needs David Skyrme
Why Would You Conduct A Knowledge Audit? knowledge needs to support organisational goals: Helps identify
Provides tangible evidence of the extent knowledge is effectively managed (shared, leveraged etc) Helps show what knowledge exists, where it is, and whether there are any duplication or gaps Reveals pockets of knowledge e.g. untapped potential Shows knowledge sources and any sinks or blocks Provides information in order to tailor knowledge management initiatives
What we wanted
what we made
Business Outcome s
How Do I?
Understand How The Branch Outputs Feed Into The Corporate Picture
K-Mapping
Understand How & Where This Application Helps Me To Achieve The Outcomes
Understand How & Where The Correct Resource Helps Me To Achieve The Branch Outputs
In its simplest form K-Mapping is the process of analysing tasks, activities, functions, outputs and outcomes of an organisation or of a particular area of an organisation and understanding the dependencies that exist.
TASK ACTIVITY TASK TASK ACTIVITY
TASK TASK TASK OUTPUT TASK TASK TASK ACTIVITY TASK TASK TASK ACTIVITY ACTIVITY FUNCTION OUTCOME ACTIVITY FUNCTION
Enables a common language across agencies Assists you to decompose outcomes Draws an explicit link between activities you undertake with the outcome being delivered Identifies efficiencies, deficiencies and implications
Tasks are the lowest level of effort they breakdown the activities. A cluster of tasks may often seem unrelated. Tasks can exist in several clusters at the same time.
Activities are the major tasks which support and assist in achieving the work function.
Functions are the largest unit of business activity. They represent major responsibilities that are managed by an organisation/area.
The following example highlights how K-Mapping (analysing tasks, activities, functions and outputs) helps us to understand the dependencies that exist at each level which support the achievement of a particular outcome (eg: maximising the re-sale value of a car).
TASKS
ACTIVITIES
FUNCTIONS
OUTPUTS
OUTCOMES
Change spark plugs Change oil and water Check air in tyres
>
>
Maintenance
Replace worn tyres Replace headlight bulb Speedometer Cable Presentation Polish paintwork Clean windows Vacuum interior Wash wheels
> >
>
>
> >
Clean the car
QUESTIONS ??