Knowledge Management - Liberty University

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Scholars Crossing Scholars Crossing Faculty Publications and Presentations School of Education January 2006 Knowledge Management Knowledge Management Brian Satterlee Liberty University, [email protected] Follow this and additional works at: https://digitalcommons.liberty.edu/educ_fac_pubs Recommended Citation Recommended Citation Satterlee, Brian, "Knowledge Management" (2006). Faculty Publications and Presentations. 83. https://digitalcommons.liberty.edu/educ_fac_pubs/83 This Presentation is brought to you for free and open access by the School of Education at Scholars Crossing. It has been accepted for inclusion in Faculty Publications and Presentations by an authorized administrator of Scholars Crossing. For more information, please contact [email protected].

Transcript of Knowledge Management - Liberty University

Page 1: Knowledge Management - Liberty University

Scholars Crossing Scholars Crossing

Faculty Publications and Presentations School of Education

January 2006

Knowledge Management Knowledge Management

Brian Satterlee Liberty University, [email protected]

Follow this and additional works at: https://digitalcommons.liberty.edu/educ_fac_pubs

Recommended Citation Recommended Citation Satterlee, Brian, "Knowledge Management" (2006). Faculty Publications and Presentations. 83. https://digitalcommons.liberty.edu/educ_fac_pubs/83

This Presentation is brought to you for free and open access by the School of Education at Scholars Crossing. It has been accepted for inclusion in Faculty Publications and Presentations by an authorized administrator of Scholars Crossing. For more information, please contact [email protected].

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Knowledge Management © 2006 by Brian Satterlee

Knowledge ManagementLecture slideshows to accompany the textbook “Knowledge Management” by Brian Satterlee.

Chapter HeadingsCh 1. Principles of Knowledge Management (KM)Ch. 2 Organization Learning and Knowledge ManagementCh 3. Knowledge Workers (KW)Ch 4. Enterprise Intelligence (EI)Ch 5. Basic Process Improvement (BPI)Ch 6. BPI ToolsCh 7. Business Intelligence Applications (BIA)Ch 8. Business Process Re-Engineering (BPR)

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Chapter 1PRINCIPLES OF KNOWLEDGE MANAGEMENT

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Major TopicsWhat is Knowledge Management (KM)?Origin of KMKnowledge StrategiesSystematic Processes of KMKnowledge WorkerTacit KnowledgeKnowledge TransferMeasure of Knowledge Management Benefits of KM

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What is Knowledge Management?Knowledge Management Defined

The Knowledge Age

Origin of Knowledge ManagementAncient IndicationsThe modern practiceShapers of KM thought

The purpose of Knowledge Management

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Knowledge WorkerDefined

Peter Drucker’s contribution

What is knowledge work?Knowledge Network

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TechnologyWhat technology is available?How should a technical solution be used to solve a knowledge management issue?

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Knowledge Management © 2006 by Brian Satterlee

Knowledge StrategiesFoundational understanding of knowledge strategies

Understanding what knowledge is important to an organizationKnowing the business outcome

Clear and explicit links to business strategyImplementing an effective knowledge Strategies

Knowledge frameworkKnowledge environmentKnowledge initiative

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Systematic processes of Knowledge Management

Knowledge CaptureOrganization and StorageKnowledge SharingKnowledge Application

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Knowledge Management © 2006 by Brian Satterlee

Knowledge TransferUnderstanding the value of sharing informationEstablishing an environment which promotes sharing of critical knowledge

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Measurement of Knowledge Management

Why measure?Measure performance

Stages in measurementMeasurement system

Putting in place a system to measure progress

InputOutput

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Information ArchitectureCore Principles

MetadataInformation ModelData Semantic

Integrity and QualityData ManagementData IntegrityData Quality

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Information Architecture MethodologyGather requirementsCollect MetadataConstruct InformationRationalizeDeploy or Utilize

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Integrating KM with existing technologyIntroducing Knowledge Management to an OrganizationIntegrating Knowledge Management in an existing environment

Changing a CultureIntroducing workers to knowledge management changeInclude workers from various group to be part of the design change

KM and its effect on the EconomyEfficiently deal with growthUtilized KM to deal with economic fluctuations

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Value CreationHow does KM create value?How can it be measured?

Tracks of Knowledge ManagementPeople TrackObject Track

What Benefits can companies expect from Knowledge Management?

Intellectual CapitalWhat is IC?What is Intellectual Property

BrandsPatents

Intangible Assets

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Knowledge Management initiativesCorporate StructureCorporate knowledge based systems

Expert Systems

Knowledge AuditsKM Training

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Chapter 2ORGANIZATION LEARNING AND KNOWLEDGE MANAGEMENT

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Knowledge Management © 2006 by Brian Satterlee

Key ConceptsWhat is Organizational Learning?The Fifth Discipline, by Peter SengeHow does Organizational Learning relate to Individual Learning?Types and Stages of LearningTypes of KnowledgeExamples of Learning OrganizationsCase Studies and Real-World Application of OLOL Trends for the FutureWhat is Knowledge Management?What is Knowledge Transfer?Knowledge transfer from an organizational perspectiveBusiness Strategies regarding Knowledge Management

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IntroductionWhat is Organizational Learning?

What defines a learning organization?What are the promises?What are the pitfalls?

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According to Peter Senge, The Fifth DisciplineSystems ThinkingPersonal MasteryMental ModelsBuilding Shared VisionTeam Learning

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How does Organization Learning relate to Individual Learning

How do people learn?Stages of Learning

Adaptive LearningProactive Learning

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KnowledgeExplicit KnowledgeTacit Knowledge

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Trends for the FutureRoles of IT in Organizational LearningComputer-based Training

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What is Knowledge Management?What is Knowledge Transfer

Knowledge Transfer ChallengesKnowledge Transfer Process

Knowledge transfer from an organizational perspective

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Business Strategies regarding Knowledge Management

Change ManagementBest PracticesRisk ManagementBenchmarking

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Chapter 3Knowledge Workers

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Major TopicsRoles for Knowledge Workers Management of Knowledge Workers Improving Knowledge Worker Productivity Hiring the best Knowledge WorkersDownsizing of Knowledge WorkersKnowledge Network Knowledge Bases Tools to improve productivityEmotional Intelligence Knowledge Communities Knowledge Workers lack of “Knowledge”The Future of Knowledge Workers

Knowledge Management © 2006 by Brian Satterlee

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Chapter 4Enterprise Intelligence

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Major TopicsLeveraging Organizational “Know-How”Explicit versus Tactic KnowledgeCognitive Dimension of Tactic KnowledgeTechnical Dimension of Tactic KnowledgeFour Modes of Knowledge derived from Explicit and Tactic KnowledgeSharing KnowledgePerformance SupportSuccess StoriesInteracting with Operational DatabasesBridging Structured and Unstructured DataData IntegrationBuilding Expert NetworksCommitmentMotivationBuilding a Better Knowledge Trap

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Leveraging Organizational Know-How

Knowledge DefinedExplicit versus Tactic KnowledgeTwo Dimensions of Tactic Knowledge

Cognitive DimensionTechnical Dimension

SocializationInternalizationExternalizationCombination

-- Sharing Knowledge

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Performance Support

What Is Performance SupportGoals of Organizational LearningCase Study-Lennox InternationalSuccess Stories

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Interacting with Operational DatabasesBridging Structured and Unstructured

DataUnstructured DataStructured DataData Integration

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Building Expert Networks

Building SystemsCommitmentMotivationBuilding A Better Knowledge Trap

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Chapter 5BASIC PROCESS IMPROVEMENT

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Introduction

DefinitionWho Owns Processes? What is Process Improvement?How Does Process Improvement Benefit the Organization?How Does an Organization Get Started on Process Improvement?

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Basic Process Improvement Model

Step 1: Select a Process and Establish the Process Improvement Objective

Step 2: Organize the “Right” Team

Step 3: Flowchart the Current Process

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Steps, cont.

Step 4: Simplify the Process and Make Changes

Step 5: Develop a Data Collection Plan and Collect Baseline Data

Step 6: Is the Process Stable?

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Steps, cont.

Step 7: Is the Process Capable?

Step 8: Identify Root Causes for Lack of Capability

Step 9: Plan to Implement the Process Change

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Steps, cont.Step 10: Modify the Data Collection Plan

Step 11: Test the Change and Collect Data

Step 12: Is the Modified Process Stable?

Step 13: Did the Process Improve?

Step 14: Standardize the Process and Reduce the Frequency of Data Collection

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Chapter 6BASIC PROCESS IMPROVEMENT TOOLS

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BPI Tools

Affinity DiagramCause and Effect DiagramFlowchartingOperational DefinitionsBrainstormingTeam Decision-Making ToolsMultivotingNominal Group Technique

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Chapter 7Business Intelligence Applications

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Major TopicsBusiness intelligence applicationsDecision support systemsDecision support in businessLevels of managerial decision makingCustomer relationship managementSupply chain managementInformation systemsBusiness partner applicationsInformation technologiesOnline analytical processesKnowledge and innovation management

Knowledge Management © 2006 by Brian Satterlee

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Introduction to Business Intelligence Applications

DefinitionEvolution

Knowledge Management © 2006 by Brian Satterlee

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Decision Support Systems

TrendsCustomized ApplicationsPersonalized ApplicationsWeb-Enabled Applications

Knowledge Management © 2006 by Brian Satterlee

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Decision Support Systems in Business

Levels of Managerial Decision MakingStrategicTacticalOperational

Knowledge Management © 2006 by Brian Satterlee

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Customer Relationship Management

1. Application Components2. Phases and Types3. Business Value

Knowledge Management © 2006 by Brian Satterlee

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Supply Chain Management

1. Application Components

2. Objectives and Roles3. Life Cycle

4. Business Value

Knowledge Management © 2006 by Brian Satterlee

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Information Systems

1. Executive (Management)2. Enterprise3. Geographic

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Business Partner Applications

Information Technologies

Online Analytical Processes

Knowledge and Innovation Management

Knowledge Management © 2006 by Brian Satterlee

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Chapter 8Business Process Re-Engineering

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Knowledge Management © 2006 by Brian Satterlee

Major TopicsOrigins of business process reengineering.Business process reengineering defined.Components of business process reengineering.How to implement business process reengineering.Three keys to successful business performance (when redesigning processes).The six-step reengineering project model (suggested graph).The role of measurement within redesign and successful implementation.Knowledge management defined.Components of knowledge management.Difference between data, information, and knowledge.Transforming data into knowledge.The six-laws of knowledge management (suggested chart).Selection of an IS systems to support knowledge management.Benefits of embracing knowledge management.How to facilitate the implementation of knowledge management.The role of the workplace environment on knowledge workers and company success.

Knowledge Management © 2006 by Brian Satterlee

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History of Business Process Reengineering (BPR)

Origins of business process reengineering.

What is BPR?Business process reengineering defined.

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Components of BPRComponents of business process reengineering.How to implement business process reengineering.Three keys to successful business performance (when redesigning processes).The six-step reengineering project model (suggested graph).

Knowledge Management © 2006 by Brian Satterlee

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Knowledge Management © 2006 by Brian Satterlee

Principles of Knowledge ManagementDifference between data, information, and knowledge.Transforming data into knowledge.The six-laws of knowledge management (suggested chart).Selection of an IS systems to support knowledge management.Benefits of embracing knowledge management.How to facilitate the implementation of knowledge management.

Knowledge Management © 2006 by Brian Satterlee

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SummaryThe role of the workplace environment on knowledge workers and company success.The relationship of Business Process Reengineering to Knowledge Management.The benefits businesses should expect when Business Process Reengineering supports Knowledge Management.How management supports Business Process Reengineering and Knowledge Management.

Knowledge Management © 2006 by Brian Satterlee