Project Management Body of Knowledge (PMBOK) (An Overview of the
Overview of Knowledge Management
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KNOWLEDGE MANAGEMENT
TRIMESTER 6: PGDM 2011-13 By
FIRDAUS KHAN Assoc. Professor (Finance & Corp. Training)
ICBM-SBE, AP, India
[email protected] 4/30/2013
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Data Overload?
Or Knowledge Revolution?
• Every day, we create 2.5 quintillion bytes of data — so much that 90% of the data in the world today has been created in the last two years alone!
• 1.8 zettabytes is being created & replicated this year alone. It would require 57.5 billion 32 GB iPads to store & will be worth about $34.4 trillion - equivalent to the GDP of USA, Japan, China, Germany, France, UK & Italy combined!!
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Traditional Work
• Data oriented
• Internal
• Centralized
• Hierarchy
• Structured, deterministic
• 1 position, 1 person
• Fixed work station
• Things
• Coordination of access, integrity & control of redundancy
Knowledge Work
• Communication oriented
• Cooperation, Coopetition, Networks
• Decentralized
• Network
• Unstructured, ad-hoc workflows
• Multiple roles per person
• Mobile, virtual, multiple workstations, telecommuting
• Flows
• Synchronization, info sharing, search & retrieval
Criteria
• Orientation
• Focus
• Command
• Structure
• Process
• Role
• Workspace
• Location of value
• Data Handling
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Data, Information & Knowledge
• Data refers to facts, which have not been structured & have not been interpreted, therefore have no meaning.
• Information is relevant, structured and meaningful data. There is a sender & a receiver. It can be stored on media such as paper, computer, audio tape, etc.
• Knowledge is factual information acquired through personal experience. It has a purpose & intent but is emergent & socially constructed. It exists only in people’s heads.
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TYPES OF KNOWLEDGE TACIT KNOWLEDGE
EXPLICIT KNOWLEDGE
EMBRAINED KNOWLEDGE
EMBODIED KNOWLEDGE
ENCULTURED KNOWLEDGE
EMBEDDED KNOWLEDGE
ENCODED KNOWLEDGE [email protected]
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KM DRIVERS
KM
Fragmentation of Knowledge
Need for Speed –
Cycle Time Reduction
Knowledge Attrition
Globalization & Knowledge
Merging
Content Management
E-Learning
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KM IS INTER-DISCIPLINARY • Cognitive science
• Relational and object databases,
• Expert systems, Artificial Intelligence,
• Computer-supported collaborative work (groupware), object-oriented information modeling
• Library and information science
• Technical writing, Document management
• Decision support systems, Simulation
• Semantic networks
• Organizational science, performance support systems
• Electronic publishing technology, hypertext, internet
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KNOWLEDGE MANAGEMENT • Knowledge Management can be defined as a
systematic process that creates, captures, shares, and analyzes knowledge in ways that directly improve organizational performance.
• It comprises a range of strategies and practices used in an organization to identify, create, represent, distribute, and enable the adoption of insights and experiences.
• It is the ability to get the right information to the right people at the right time, and in the right place, so that an organization can be operated smoothly and efficiently.
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KM LIFE CYCLE • Knowledge is acquired or captured using intranets,
extranets, groupware, web conferencing, and document management systems.
• An organizational memory is formed by refining, organizing, and storing knowledge using structured repositories such as data warehouses.
• Knowledge is distributed through education, training programs, automated knowledge based systems, expert networks.
• Knowledge is applied or leveraged for further learning and innovation via mining of the organizational memory and the application of expert systems such as decision support systems.
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OUTCOMES OF KM
• Foster innovation and organizational learning by encouraging the free flow of ideas
• Improve decision making • Improve customer service by streamlining
response time • Boost revenues by getting products and services to
market faster • Enhance employee retention rates by recognizing
the value of employees' knowledge and rewarding them for it
• Streamline operations and reduce costs by eliminating redundant or unnecessary processes
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OUTCOMES OF KM (contd.)
• Achieving shorter new product development cycles
• Leveraging the expertise of people across the organization
• Increasing network connectivity between internal and external individuals
• Managing business environments and allowing employees to obtain relevant insights and ideas appropriate to their work
• Managing intellectual capital and intellectual assets in the workforce (such as the expertise and know-how possessed by key individuals)
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KM IN PRACTICE • Large revenue gains & efficiency improvements
have been recorded by many major companies.
• Ford Motor Company accelerated its concept-to-production time from 36 months to 24 months.
• Dow Chemical Company saved $40 million a year in the re-use of patents.
• Chase Manhattan Bank used CRM KM initiatives to increase its annual revenue by 15%
• Pfizer credits KM practices for discovering the hidden benefits of the Viagra drug.
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“An organization’s capacity to improve existing skills and learn new ones is the most defensible competitive advantage of all.”
- C.K. Prahlad
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KNOWLEDGE STRATEGY
A Knowledge Strategy refers to the planned balancing of an organization’s knowledge resources & capabilities with the knowledge required for providing products and services superior to those of its competitors. – (Zack 1999b,131)
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Key Aspects of a Knowledge Strategy
• Which business areas should be the focus?
• Which type of knowledge should be captured?
• Who is the target group?
• Which business process will the knowledge strategy be applied to?
• Will the orientation be more human or technological?
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KM Strategy Focusing On Key
Business Areas
Improve organization-
wide handling of knowledge
CRM
R & D
Value Chain Mgt.
Geographical Expansion
Post Merger Integration
Virtual Organization
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KM Strategy Based on Type of
Knowledge Degree of Increase in
Knowledge:
Primary Source of Knowledge
Speed of Learning
Knowledge Base
Type of Knowledge to Focus on
Orientation
• Exploitation • Exploration
• Internal • External
• Fast • Slow
• Broad • Narrow
• Tacit • Explicit
• Human • Technological
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KM Strategy Based On Target
Group Employee
Rank
Employee
Manager
Executive
Employee Life Cycle
New recruits
Retirees
“To-be-Promoted”
Types
Organizational Scope
Core Group
Organization
Organization & Partners
Unlimited
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KM Strategy Based on Business
Process
Which business process
to target?
Simple vs. Highly
Complex Processes
Mgt. vs. Core vs. Service
Processes One process vs. Few vs. All processes
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• Expert Directories • Skill Databases • Yellow Pages based on Knowledge Areas
Map Sources of Internal Expertise
• Separate Unit headed by CKO • Roles for Knowledge related tasks • (K. Broker/Engineer, Subject Matter Expert)
Establish New Knowledge Roles
• Greater number of mobile workers • Disrupted social connections in a work
community
Create a Virtual Work
Environment
• People working on same problem areas • People having complementary knowledge
Create Networks of Knowledge
Workers
• Balancing Push & Pull of Knowledge • Connect seekers & providers of Knowledge
Support knowledge Flows
In an Organization
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• Making Knowledge available at points of action • Spread the good word to as many in the network
Transfer of Knowledge & Best Practices
• Pull approach, not push. No micro-managing • Each responsible for renewing & sharing own
knowledge assets
Personal Responsibility for
Knowledge
• Capture knowledge about customers • Provide customer-centric solutions, increase
customer loyalty
Customer Focused
Knowledge
• Basic & Applied R&D • Employee Motivation & Insights for Innovation
Innovation & Knowledge
Creation
• Enterprise level management of patents, technology, practices, etc
• Valuating, safekeeping, marketing of K. assets
Intellectual Asset Management
Strategy
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OPERATIONAL RISKS IN A KNOWLEDGE STR.
DEPENDENCY LIMITED QUALITY
INSUFFICIENT KNOWLEDGE TRANSFER
LOSS OF KNOWLEDGE ASSETS
KNOWLEDGE RISKS
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Barriers to a Knowledge Strategy
• Lack of motivation, ignorance or skilled incompetence of knowledge provider
• Lack of motivation or insufficient learning/retentive capacity or role – constrained learning by knowledge seeker
• Insufficient context or ambiguity of causality of transferred knowledge
• Infrastructural and cultural inadequacies or hindrances
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Factors Essential for the Success
of a Knowledge Strategy • Holistic, integrated & standardized approach • Knowledge Oriented Culture • Management support • Clear economic benefits • Exact vision & language • Effective aids for motivation • Appropriate process orientation • ICT & organizational infrastructure • Stable knowledge structures • Continuous participation of employees
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“Knowledge has to be improved, challenged, and increased constantly, or it vanishes.”
– Peter Drucker
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Sources
• http://www.unc.edu/~sunnyliu/inls258/Introduction_to_Knowledge_Management.html
• Knowledge Management Systems - Ronald Maier (3rd Edition, Springer)
• Mashable.com