Knowledge Management Architecture Ppt @ Bec Bagalkot Mba

8/2/2019 Knowledge Management Architecture Ppt @ Bec Bagalkot Mba

1/24

Click to edit Master subtitle style

4/23/12

Presented by:-BABASAB

PATIL

KNOWLEDGE MANAGEMENTARCHITECTURE


2/24

4/23/12

KNOWLEDGE MANAGEMENTARCHITECTURE

Knowledge architecture can be regarded as a prerequisite to

knowledge sharing.

The infrastructure can be viewed as a combination of people,

content and technology.

These components are inseparable and interdependent.


3/24

4/23/12

KNOWLEDGE MANAGEMENTARCHITECTUREEffective knowledge management architecture creates

competitive advantage by bringing appropriate knowledge to

point of the action during the moment of need.

Employee turnover is also reduced because a large part of

the knowledge and expertise acquired by the employee is

captured in the knowledge base.


4/24

4/23/12

THE ARCHITECTURECHARACTERISTICS

Successful knowledge management architecture must be:

q Available( if knowledge exists, it is available for retrieval.

q Accurate in retrieval (if available, knowledge is retrieved)

q Effective( knowledge retrieved is useful and correct.

q Accessible(knowledge is available during the time of need)


5/24

4/23/12

A. Knowledge Available ForRetrievalKnowledge requirement can be split into two view points:

Knowledge that exists external to the organization.

Knowledge that exists internal to the organization.

External Knowledge:

Outside knowledge sources must be evaluated and tapped

Area that falls under the preview of traditional library

services.

Successful knowledge management architecture must

leverage these services & their lessons learned


6/24

4/23/12

Cont

Internal Knowledge:

Making the knowledge available internal to the organization

is a difficult task.

IT is difficult because the knowledge available is not already

in the form of finished product.

Advanced technology can make a large ,positive impact inthis area.


7/24

4/23/12

B. Accurate In Retrieval

Accurate retrieval of documents is critical to the success of

any knowledge architecture.

The vision is to leverage traditional information retrieval

techniques (egg: key word, relevancy rating) for searching

while adding effective meta-data at both time of knowledge

deposit & the time of retrieval to improve accuracy.

Adding Metadata to the knowledge.


8/24

4/23/12

Cont

There should be an impetus for the knowledge creator to add

metadata information because it would increase the chance

that his/her knowledge object is seen be someone who can

use the information.

To make metadata an easy process ,the knowledge base will

make an initial guess at the classification by examining the

keywords & other information in the object.


9/24

4/23/12

C. Effective Knowledge

The knowledge available in a knowledge base must be of a

high quality for the knowledge base top be successful.

If the quality of the knowledge in the knowledge base

degrades employees will stop using it as source of

knowledge .

After an object from the knowledge base is reviewed ,the

reviewer will have the opportunity to add metadata to the

overall quality of the object.


10/24

4/23/12

D. Accessible Knowledge

The knowledge in effective knowledge management

architecture should be available during the time of need .


11/24

4/23/12

Building Knowledge Corporations

Building the knowledge corporations is to have a all-

inclusive blueprint for the knowledge management initiative,

which would be complete and have a balanced focus on

process transformation, technology deployment andintegration and change management initiatives.


12/24

4/23/12

The knowledge corporation imperative as one of building three

intelligent portals.

1. Knowledge portal

2. Market portal

3. Collaborative portal


13/24

4/23/12

1. KNOWLEDGE PORTAL.

It is likely that every user in the knowledge community

should be able to personalize knowledge success and

delivery on his tailored computer monitor.

This provides capabilities to every member of the

knowledge community to access learning and research work

in partnership with peers and even with customers on

matters of importance and engage in discovery of new

projects as and when required


14/24

4/23/12

MARKET PORTAL

The MP is today one of the most significant tools in the

business corporation.

At many courier companies, moving from an era where

customers had to wait patiently or make numerous telephone

calls to trace the progress of their parcels or packages.


15/24

4/23/12

MARKET PORTAL

This has changed due the power intohands of the customers,

q giving them the ability to directly carry outthrough the value chain.

q Booking parcels.

qTracing the progress of their consignments.

q Arranging pickups and even dig deep downto the of the internal database company.


16/24

4/23/12

MARKET PORTAL

This innovation has not only proved to be a

tremendous marketing innovation, it has

also greatly increased customer approval,

and ,greatly reduced the support costs,

since most of the calls that had to be

answered by customer service

representatives .


17/24

4/23/12

MARKET PORTAL

The market portal is the subsequent development of the

unique customer Web Interface fashioned by early movers.

The role of knowledge management here is to ensure that

every customer interaction that provides added information

about customer psychology or patterns of behavior is stored

in the knowledge base and got back for the next interface to

make the customer experience more rewarding


18/24

4/23/12

COLLABORATIVE PORTAL

Collaborative portal can ensure that linkages are established

across the value chain and the supply mechanisms and

planning process of suppliers, subcontracts and distribution.

The purpose of the collaborative portal is to permit free

access to the productions plans, inventory schedules and

logistics data.

Provide an opportunity for free information and idea to be

exchanged between different stakeholder of the enterprise.


19/24

4/23/12

COLLABORATIVE PORTAL

Effective use of knowledge management tools in this

collaborative process can ensure that outsourcing processes

channeled towards the stakeholders.

Full circumstances of dealing with difficult customer

demands can also be scrutinized and stored for future.


20/24

4/23/12

Implementing KM In Organization

KM management practitioners primarily have two major

questions.

1. How can knowledge management be knitted into

organizations typical functioning rather than be looked

upon as a independent experiment.

2. In support of an organization to get on successful

knowledge management programs is there a clear

implementation methodologies that can be pursued.


21/24

4/23/12

For KM to get institutionalized it needs not only

organisational confidence but clear processes and

methodologies for achieving the same. However strong the

instinctive conviction about an initiative may be, its

longevity can be ensured only by

a. An apparent link between business objectives and

strategies.

b. Recognition of certain landmarks and results towards

the accomplishment these objectives.


22/24

4/23/12

Cont..

The ability to derive an organization's knowledge strategy

out of its business strategy lends clarity to this intuitive

conviction, enables a sounder approach for prioritizing

various activities of knowledge acquisition and provides forsetting up of processes and metrics to enable an ROI

justification.

Knowledge management and more specifically knowledge

sharing is dependent on the organization culture.

Implementation cannot be an open ended exercise whose

outcome is determined by employees.


23/24

4/23/12

Cont..

For any initiative to get institutionalized it needs to be

supported by clearly defined processes, individual

responsibilities and technological enablers.

KM activities leads one to believe that it is indeed possible

to arrive at well- defined approach to go about such

initiatives.

It is both feasible and beneficial to clearly link the KM with

business strategy and planning.


24/24

4/23/12

Thank you

Knowledge Management Architecture Ppt @ Bec Bagalkot Mba

Documents

Transcript of Knowledge Management Architecture Ppt @ Bec Bagalkot Mba