Knowledge Management - Liberty University
Transcript of 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].
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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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Knowledge Management © 2006 by Brian Satterlee
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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Knowledge Management © 2006 by Brian Satterlee
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 Management © 2006 by Brian Satterlee
Knowledge WorkerDefined
Peter Drucker’s contribution
What is knowledge work?Knowledge Network
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Knowledge Management © 2006 by Brian Satterlee
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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Knowledge Management © 2006 by Brian Satterlee
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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Knowledge Management © 2006 by Brian Satterlee
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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Knowledge Management © 2006 by Brian Satterlee
Information ArchitectureCore Principles
MetadataInformation ModelData Semantic
Integrity and QualityData ManagementData IntegrityData Quality
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Knowledge Management © 2006 by Brian Satterlee
Information Architecture MethodologyGather requirementsCollect MetadataConstruct InformationRationalizeDeploy or Utilize
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Knowledge Management © 2006 by Brian Satterlee
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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Knowledge Management © 2006 by Brian Satterlee
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 © 2006 by Brian Satterlee
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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Knowledge Management © 2006 by Brian Satterlee
IntroductionWhat is Organizational Learning?
What defines a learning organization?What are the promises?What are the pitfalls?
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Knowledge Management © 2006 by Brian Satterlee
According to Peter Senge, The Fifth DisciplineSystems ThinkingPersonal MasteryMental ModelsBuilding Shared VisionTeam Learning
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Knowledge Management © 2006 by Brian Satterlee
How does Organization Learning relate to Individual Learning
How do people learn?Stages of Learning
Adaptive LearningProactive Learning
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Knowledge Management © 2006 by Brian Satterlee
KnowledgeExplicit KnowledgeTacit Knowledge
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Knowledge Management © 2006 by Brian Satterlee
Trends for the FutureRoles of IT in Organizational LearningComputer-based Training
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Knowledge Management © 2006 by Brian Satterlee
What is Knowledge Management?What is Knowledge Transfer
Knowledge Transfer ChallengesKnowledge Transfer Process
Knowledge transfer from an organizational perspective
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Knowledge Management © 2006 by Brian Satterlee
Business Strategies regarding Knowledge Management
Change ManagementBest PracticesRisk ManagementBenchmarking
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Chapter 3Knowledge Workers
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Knowledge Management © 2006 by Brian Satterlee
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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Knowledge Management © 2006 by Brian Satterlee
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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Knowledge Management © 2006 by Brian Satterlee
Leveraging Organizational Know-How
Knowledge DefinedExplicit versus Tactic KnowledgeTwo Dimensions of Tactic Knowledge
Cognitive DimensionTechnical Dimension
SocializationInternalizationExternalizationCombination
-- Sharing Knowledge
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Knowledge Management © 2006 by Brian Satterlee
Performance Support
What Is Performance SupportGoals of Organizational LearningCase Study-Lennox InternationalSuccess Stories
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Knowledge Management © 2006 by Brian Satterlee
Interacting with Operational DatabasesBridging Structured and Unstructured
DataUnstructured DataStructured DataData Integration
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Knowledge Management © 2006 by Brian Satterlee
Building Expert Networks
Building SystemsCommitmentMotivationBuilding A Better Knowledge Trap
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Chapter 5BASIC PROCESS IMPROVEMENT
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Knowledge Management © 2006 by Brian Satterlee
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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Knowledge Management © 2006 by Brian Satterlee
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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Knowledge Management © 2006 by Brian Satterlee
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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Knowledge Management © 2006 by Brian Satterlee
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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Knowledge Management © 2006 by Brian Satterlee
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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Knowledge Management © 2006 by Brian Satterlee
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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Knowledge Management © 2006 by Brian Satterlee
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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Knowledge Management © 2006 by Brian Satterlee
Introduction to Business Intelligence Applications
DefinitionEvolution
Knowledge Management © 2006 by Brian Satterlee
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Knowledge Management © 2006 by Brian Satterlee
Decision Support Systems
TrendsCustomized ApplicationsPersonalized ApplicationsWeb-Enabled Applications
Knowledge Management © 2006 by Brian Satterlee
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Knowledge Management © 2006 by Brian Satterlee
Decision Support Systems in Business
Levels of Managerial Decision MakingStrategicTacticalOperational
Knowledge Management © 2006 by Brian Satterlee
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Knowledge Management © 2006 by Brian Satterlee
Customer Relationship Management
1. Application Components2. Phases and Types3. Business Value
Knowledge Management © 2006 by Brian Satterlee
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Knowledge Management © 2006 by Brian Satterlee
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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Knowledge Management © 2006 by Brian Satterlee
Information Systems
1. Executive (Management)2. Enterprise3. Geographic
Knowledge Management © 2006 by Brian Satterlee
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Knowledge Management © 2006 by Brian Satterlee
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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Knowledge Management © 2006 by Brian Satterlee
History of Business Process Reengineering (BPR)
Origins of business process reengineering.
What is BPR?Business process reengineering defined.
Knowledge Management © 2006 by Brian Satterlee
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Knowledge Management © 2006 by Brian Satterlee
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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Knowledge Management © 2006 by Brian Satterlee
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