Knowledge Management

Brief Introduction to Knowledge Management

Aulia Prima Kurniawan
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Knowledge Management (KM):
a Brief Definition
Competitiveness
KM is defined as a Strategic Mindset to Sustain Productivity Efficiency Profitability
and Raise the Competitiveness of the Business
Organization through these following Key Activities:
Innovation
1. Adding Value to Data and Information
2. Creating Customized Stakeholders’ Knowledge
Profiles (Personalization)
3. Creating Interactive Learning Environment

Leadership

Culture
The Enablers of KM—commonly known as the Internal &
Store,
External
Framework—are Leadership, Culture, ICT Knowledge
Value Add
& Share
Infrastructure, Measurement and the KM Acquisition

Processes. KM Processes

ICT Infrastructure

Measurement
At the bottom-line, successful KM measured in:
l Productivity Deploy and
Reuse
l Efficiency
Knowledge Management
l Profitability
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Why ‘Knowledge’ Should Be Managed?
The Key Drivers Are…

l Companies are becoming knowledge l Global competition: only the

intensive, not capital intensive knowledgeable survive
l Today’s knowledge is worth more l Regulations: public investors need
than in the past, but its value declines more promising listed companies to
much more rapidly be invested, ensuring their
l Unstable markets and uncertain investments long lasting
industry need ‘sensitive alerts’; the l Prestige: the Most Admired
managed knowledge lets us lead the Knowledge Enterprise (MAKE)
changes Award’s nomination
l Tacit knowledge is mobile; companies l and many other business drivers…
need to establish a “sharing culture”
that requires formal approaches and
executive-sponsored policies (incl.
incentives) to retain the knowledge
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Managing Institutionalized Knowledge in Business
Organization Often Seems Like an Iceberg

l Explicit knowledge: well-defined, structured and documented knowledge objects

l Tacit knowledge: combined knowledge in human mind, ‘composited’ from education background, past
professional and other life experiences
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Several Key Challenging Questions…

l How can we ensure that the R&D and
/ or competency development can
increase the business value
significantly?
l To minimize the competency
development budget, how can we
attract the best professionals in the
markets?
l How can we systematically extract
and convert our people knowledge,
unwritten expertise, insights, wisdom
to enrich the company’s intellectual
capitals and become more valuable
for the company?
l How can we cultivate the positive
culture that encourage people to learn
and share?
l How can we ensure that the
knowledgeable and well developed
people will retain within the
companies?
l How can we get insights from our
external business information sources
(news, 3rd party reports, surveys, etc.)
in creating markets / industry
intelligence?

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Zack (1999)* develop a KM Strategy model that
described an inter-related framework between
Business Strategy and KM

What firm must Do What firm must Know

Strategy Gap Gaps to be fulfilled Knowledge Gap

What firm can Do What firm Knows

Strategic Management Framework Knowledge Management Framework

* Associate Professor in Northeastern University, Boston
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 Getting Started:
The Hierarchy of Knowledge

“Knowledge is a fluid mix of framed experience, values, contextual information, expert insight and grounded intuition that provides an
environment and framework for evaluating and incorporating new experiences and information. It originates and is applied in the
minds of knowers. In organizations, it often becomes embedded not only in documents or repositories but also in organizational
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routines, processes, practices, and norms.” (Davenport, Thomas H.,Lines
Service 1998)
 SECI Theory of Ikujiro Nonaka (1995):
The Knowledge Creation Cycle
Ikujiro Nonaka (Hitotsubashi University) turned to be one of the most famous Professor in Knowledge Management, from his
book “The Knowledge Creating Company” (1995) and its became a ‘holy book’ in Knowledge Management practices.
His thesis (the Knowledge Creation Cycle) now becomes a modern-world’s operational model for KM that comprises 4 steps:
l Socialization (Tacit to Tacit)
The cycle starts when 2 (or more) knowledgeable personnel
Externalization Consolidation (“I”for individual) of an organization exchange their tacit
knowledge or a new idea in a formal or informal discussion.
I G G
Explicit
I l Externalization (Tacit to Explicit)
G O When they got back to their group (G) or community—with
several ‘cultural’ and formal prerequisites—the group or
I I G G community members constructively challenge, criticize, or even
enrich such idea of, for example, accelerate lead-time to delivery.
l Consolidation (Explicit to Explicit)
To
Socialization Internalization After being validated in the community level, that ‘champion’ idea
proposed to the corporate level (“O” for organization). Meanwhile,
O in the corporate level, the idea also thoroughly examined,
enriched, validated, sanitized (to avoid confidentiality issues, if
Tacit I I G necessary), and standardized by all communities’ champions.
I l Internalization (Explicit to Tacit)
Formalized idea that has been standardized turned to be the
valid knowledge object. It pushed back to the individual level
through various formats, i.e. Standard Procedure, Methodology,
Tacit Explicit Learning Material, Operation Manual, etc. The cycle starts again
From if there is any possibility to improve the quality of the knowledge
object.
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Innovation-oriented Competition Landscape*
Michael E. Porter (Harvard University) has defined an innovative-oriented competitive model in 1990 which usually used in
determining the competitiveness of a nation. However, with certain extent of modifications, the model can be used to assess the
competitiveness of a business organization and also becoming a ‘guideline’ in composing the custom strategy.
The ‘adjusted’ components of the diamond model that interrelate each other, can be described as follows:
l Factor (input / internal) Conditions
l Human Resources: availability of skilled / competent
Context for
Firm Strategy and
personnel, in technical and managerial aspects
Rivalry l R&D: availability of technical research in developing
high quality methodologies, products and/or services
l Knowledge Infrastructure: sharing culture, contents &
processes, and ICT infrastructure
l Adequate Budget
l Context for Firm Strategy and Rivalry
Factor (Input) Demand l Understanding of the competitors’ strategies &
Conditions Conditions activities
l Develop sophisticated & well-focused operation
strategy
l Demand Conditions
l Understanding of market segments & the behaviors,
sophistication of the markets demand
Related and l Anticipation of the alternative preferences
Supporting l Related and Supporting Industries
Industries
l Degree of involvement in industry associations,
establishing industry clusters, strengthening
* Adopted from Porter’s Diamond Model of Competitiveness (1990) relationship with the universities / research centers.
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All of the ideas lead to the establishment of an ideal
KM Operational Framework
Strategy
Infrastructure § Aligned to business strategy
§ Hardware including LANs / WANs and § Performance measures
telecomms § Goals and objectives
§ Application software including groupware, Content
§ Sponsorship and ownership
Internet technologies, document management, § Standard knowledge containers / ‘knowledgebases’
workflow, email, vmail, conferencing tools § External knowledge and information
§ Workspace layout and design
People §
§
Taxonomies and common business language
Navigators

Processes
Products & Services § Knowledge Management Business Process
§ identify, create and contribute
§ Embedding knowledge into
§ capture and organize
existing products and services
§ access and share
§ Creating new knowledge based
§ apply
products and services
§ Embedding learning and feedback
(innovation)
mechanisms into every business process
Relationships People and Organization
Process Technology
§ Leadership style
§ Knowledge “web” between
§ Culture and values
suppliers, partners and
§ Personal growth
competitors
§ Staffing and deployment
§ Cross-functional networks
§ Rewards and recognition
and communities of interest
§ Management development
§ Organization architecture
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§ Communication and learning
The ‘ideal’ KM Operational Framework enables
organization to re-strategize itself to become a
Knowledge-based Business in stages

Knowledge-based Business Strategy

Product

Relationships
Knowledge-based
Organization
People and Organization

Process
Knowledge
Management Content

Technological Infrastructure

KNOWLEDGE INTENSIVE

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KM Process Landscape

Apply

Store Revenue Team Create

Acquire Deploy
Value
Add
Value Engagement Team

Provide Infrastructure
Client

Company Leadership
Learn

Store

Input – Purge – Archive Deploy

Acquire Catalog – Abstract
Index – Coordinate • On demand
• Internal: Content • Repeatable
• Engagement • Event-based
Based
• Non-
Add Value
engagement • Identify needs • Subscription
Based • Filter • Commercialize
• External: • Research • Monitor usage
• News, Journals
• Develop proprietary • Measure
Regulations, 3rd
• Package • Satisfaction
Party Research

Provide Infrastructure
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Common Building Blocks of KM in Knowledge-
based Organization

Knowledge-based
Organization

Learning & Innovation

Collaboration

Knowledge Sharing Culture

(Communities of Practices, Communities of
Management Support /

Interests, Sharing Sessions, etc.)

Executive Sponsors

Workflow
(Alerts, Notifications, Subject Matter
Specialists, Leading / Best Practices, etc.)

Records
(Taxonomy, Intranet, E-mails, Search Engine,
Portal, Databases, ERP, Data Warehouse, etc.)

KM Blueprint & Strategy

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At least, daily KM deliverables should consist of…

Ease-of-Use ICT- Business Research

based KM Tool & Analysis

Communities of Insensitive Public

Practices Knowledge

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Benefit of KM: Impact & Enhancement from an
Effective & Focused KM
l Quality Process:
l Increase service quality
l Drive learning & improvement in key processes
l Quality of Service Delivery:
l Improve support to accelerate problem-solving
l Reduce yield loss in the delivery of recommendations
Quality l Compress cycle time, lead time to delivery

l Grow & accelerate individual & organizational standardized competencies

l Attract new hires wanting to grow their skills rapidly

People
l Improve support for gaining new business and retaining / growing current
client revenues:
l Better understanding of our clients, markets and industries
Fact-based contents
Growth
l
l Efficient proposal process
l Value propositions
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 Benefit of KM initiatives’ implementation can be
measured in Direct and Indirect ways

§ Direct Measures: § Indirect Measures:

§ rate of contributions to the KM § increase in revenue per person
system § reduction in COS / revenue ratio
§ rate of use of the KM system and average time to complete
§ surveyed quality of the content, deliverables / revenue ratio
access tools and research & § customer satisfaction and
analysis deliverables share-of-customer
§ success stories and kudos § employee satisfaction, retention
reported & productivity

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Adoption of Balanced Scorecard will clearly
expose the strategic benefits of KM

FINANCIAL PERSPECTIVE KM Business

To succeed financially, how should we appear to Impact Revenue Employee Profita
our shareholders? Growth Productivity bility

CUSTOMER PERSPECTIVE Innovation for Innovative

Customer Brand Customer
To achieve our vision, how should we appear to Product &
our customers?
Image Satisfaction
Services

INTERNAL PERSPECTIVE KM Process

To satisfy our shareholders & customers, what Capturing Managing Sharing
business processes must we excel at?
KM
LEARNING & GROWTH PERSPECTIVE
Fundamentals People Content & Leadership &
To achieve our vision, how will we sustain our & Skill Technology Culture/climate
ability to change and improve?

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Insight from KM Best Practice:
What KM is Not About…

l KM is not about building a “smarter” intranet

l KM is not about enterprise-wide “information toll road”
l KM is not a one-time-investment
l KM is not about “capturing” knowledge
l KM is not (just) an IT issue, but it is about building business
competitiveness
l Hence, KM is not for the sake of KM itself, but it is for creating
greater value for the stakeholders.

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KM Lesson Learned: the Critical Success Factors

l Clear Leadership & KM Direction

l Cultivated Knowledge Sharing Culture
l Access to Relevant and Up-To-Date Information
l Governance of Knowledge Management and Update
l Continuous Measurement of KM Initiatives and its Users to ensure Alignment with
Organizational Objectives and Goals
l It’s ALL About Solving a Business Issue
l Efficiency & Productivity
l Growth
l Innovation
l KM integrated into the Business Process
l Process Improvement l Culture Change
l Content Management l Service Delivery
l People Development l New Product Development

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KM Lesson Learned: the Common Pitfalls

l Viewing KM as a technology issue

l KM System is slow and is difficult to use
l Employees have no time and are unwilling to contribute / share knowledge
l Nobody takes ownership of the KM process and system
l Senior management was not behind it
l Lack of employee input / involvement in developing the KM system
l KM roles not integrated into normal work process / practice
l Lack of training
l Previous unsuccessful KM roll-out and bad experiences
l Employees feels “threatened” to share knowledge
l Employees cannot see potential benefits of KM

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How Do We Get There?

l Assess your company’s KM Readiness

l Create KM Strategy according to your business mission and vision /
yearly strategic theme
l Develop KM Blueprint and its Implementation Roadmap
l Implement the shortest term Quick Wins (less than 1 year)
l Select your preferred KM tools
l Implement the tools with the biggest impact business cases / scenarios
l Establish the whole KM operation in stages according to the defined
Blueprint and Implementation Roadmap through the years.

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 Knowledge Management

Knowledge Management Service Lines

Our Value Proposition in KM Establishment
Aulia Prima Kurniawan
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Our Leading Consultant
Professional Experience Summary
Aulia Prima Kurniawan
Principal – Practice Leader Aulia Prima is the Practice Leader (Principal) of the Consulting Business Unit of PT.
Trabas Informatika Indonesia (Trabas). He has more than 12 years of extensive
Trabas Consulting
experience in Business Development, Information & Communication Technologies
Plaza DM, 18th Floor, (ICT) and Business Consultancy, from business strategy to operational excellence.
Suite #1806 Especially in Knowledge Management (KM) practice, his ultimate experience was
Jl. Jend. Sudirman Kav. 25 adopting, establishing and operating the Center for Business Knowledge™ (CBK) in
Jakarta 12920 Ernst & Young Indonesia—a business supporting unit specializes in KM of Ernst &
Young that operates globally standardized best practices—for more than 2.5 years.
Tel: (021) 522 9735 As the Principal in Trabas Consulting, Aulia Prima is responsible in leading and
Fax: (021) 522 9736, 863 2853 managing Trabas Consulting’s services portfolio and all competencies as needed to
deliver the best value to our respective clients, especially in creating sustainable
Mobile: 0813 1480 2000 business competitiveness through the Knowledge Management.
E-mail: prima@trabas.com
URL: www.trabas.com
Project Credentials & Other Professional Activities

• Ernst & Young Indonesia (Jul 04 – Dec 06)

Date of Birth: 16 March 1971
Language:
English
Bahasa Indonesia
Education, Training & Certifications:
KM Operation Management – Center for
Business Knowledge™ (CBK) – Ernst &
Young, Sydney, Australia (2004 – 2005)
IBM Websphere Implementation – IBM
Asia Pacific, Singapore (1999)
Internal Quality Auditor – Novo Quality
Services, Jakarta (1999)
Institut Teknologi Bandung (ITB),
Indonesia
© 2007– Physics
- TrabasDept.
Consulting
• Establishing the Center for Business Knowledge™ in EY Indonesia country practice, in these following
respected areas: Knowledge Management Strategy (incl. Policy / SOP Development); Knowledge Services:
Library Management, Business Research, Markets / Industry Analysis, and measurement development;
Knowledge Deployment: Coordinating and executing KM tools implementation (knowledgebases, portals,
taxonomy, etc.), campaign program, training, and measurement development; Community Knowledge
Coordination: Coordinating Communities of Practices (CoPs) activities, establishing people, organization,
Subject Matter Experts (SMEs) assignments, and measurement development
• As an Indonesian official contact and SME for KM-related projects in Indonesia, Far East Area, and Oceania.
• Astra Graphia – IT Solution (Jan 99 – Jun 04)
• Engaged in several prestigious projects: Wealth Management for Bank Mandiri (2004), Implementation of
Remote Trading – Jakarta Stock Exchange (2001), as a core team of Astra Graphia Business Strategy
Redesign with McKinsey (2000), initiating Astra World project (2000), first Indonesian enterprise dot-com
integration (www.aplcare.com, www.layangerak.com) in 1999, and many more.
• ISP Business: infrastructure, operation & business developments (indo.net.id & cabi.net.id) Jan 95 – Dec 98
• Award Won: The Best Team Performer Award 2001 – Astra Graphia IT Solution
• Other Trabas
SocialConsulting
and Academic
- KnowledgeActivities:
Management Secretary-General of ITB Alumni Association – 23 Jakarta
Chapter (May 05 - …); Visiting lecture
Service Linesof Knowledge Management Postgraduate Study – University of Indonesia (since
Feb 06) and Judge of Asia Pacific ICT Award (APICTA) 2004 - 2005
Knowledge Management (KM):
Business Cycle & Portfolio
KM Learning Services

• KM Seminar Series
• In-house KM Training Series
• e-Learning
Operation
Learning
Management
Services KM Consulting Services
Services

• KM Strategic Services
• KM ICT Tools Implementation
• General KM Advisory Services

KM Operation Management
Consulting Services
Services
• Community Knowledge Coordination
• Business Research & Analysis
• Knowledge Deployment
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 KM Learning Services
KM Seminar Series
l Goals:
l Disseminating sense-of-urgency of KM
adoption as the strategic mindset to
enhance business competitiveness to
the corporations’ executives, across
industries
l Methods & Deliverables:
l Self-organizing Seminar
l Joint event with EOs / universities /
corporations / NGOs
Topic Example:
l
l KM as the Key Enabler to Sustain the
Competitiveness
l KM: a Strategic Mindset to Survive in
the Global Competition
l Orchestrating KM as not only an ICT
Issue
l Etc.
© 2007 - Trabas Consulting
In-house Training Series
l Goals:
l Giving deeper and clearer
understandings of KM
l Sharing business cases on clients’
specific industry
l For starters / operating KM unit:
sharing operation experiences
l Methods & Deliverables:
l Class-room Training
l Focus Group Discussion (FGD)
l Workshop
l Topic Example:
l Creating Taxonomy
l Cultivating the Knowledge-Sharing
Culture
l Creating KM Policies & Procedures
l Case studies from Global Players
l Etc.
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e-Learning Advisory
l Goals:
l Creating an easy to use, interactive
learning environment that contains
state-of-the-art standardized & specific
business knowledge to all clients’
people
l Assisting clients in disseminating
standardized knowledge
l Reducing Learning & Development
cost
l Methods & Tools:
l Providing Subject Matter Specialists to
work together with Client’s Knowledge
Champions in determining the content
l Interviews
l Discussions
l Desk study
l KM ICT Tools – specific for e-Learning
l Deliverables:
l Public Web-based Learning on Specific
Topics
l Web-based Corporate e-Learning
Facilities
l Topic Example:
l Knowledge Management
l Enterprise Risk Management
l Performance Management 25
l Other topics based on request
 KM Consulting Services
KM Strategic Services
l Goals:
l Building common understandings of
KM within the company
l Determining the gap between current
and the desired future state of KM
adoption, also the possible barriers in
KM implementation
l Developing KM strategy and its
implementation stages
l Methods & Tools:
l Proven Assessments Tools (KM,
Culture & Organizational Readiness
Tools) / web-based surveys
Interviews
l applications that consist of:
l Desk study
l Workshop
l Focus Group Discussion (FGD)
l Typical Deliverables:
l KM Audit / Strategy Recommendation
l KM Implementation Roadmap (incl.
Change Management Plan)
l KM ICT Blueprint (incl. ICT
specifications recommendation)
l KM Change Management and
Communication Plan
l Duration: may vary depends on the
complexity
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l Cost: may vary depends on the complexity
KM ICT Tools Selection &
KM Operation Advisory Services
Implementation
l Goals: l Goals:
l Enabling and automate the principles l Enhancing Clients’ KM daily operation
of KM (acquire à share à reuse) based on empirical experience and
according to the KM ICT Blueprint and similar industry benchmarks
specifications l Methods & Tools:
l Methods & Tools: l Interviews
Enhance the existing ICT
l l Desk study
infrastructures l Workshop & FGD
l Custom the proven ICT tools (with 3rd l Typical Deliverables:
party vendors selection mechanism)
l KM Policies & Procedures
l Develop tailor-made applications enhancement
l Typical Deliverables:
l KM Measurement enhancement
l Selection of the best package / set-of-
l KM Taxonomy review
l Records Management
l Et cetera.
Tools (Intranet, Databases, l Duration: may vary depends on the
Portal, Data Warehouse, Search complexity
Engine, etc.) l Cost: may vary depends on the complexity
l Workflow Management
Tools (Alerts, Notifications, etc.)
l Collaboration
Management Tools
(Workspaces, e-Learning, etc.)
l KM ICT Tool implementation (ICT
Systems Integration Services)
l Duration: may vary depends on the
complexity
l Cost: may vary depends on the complexity
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 Hypothetical Result: KM Blueprint &
Implementation Roadmap
Knowledge-based
EXAMPLE Business

Knowledge-based
Organization
• Innovations in Products & Services
have continuously been made using
KM Stages & Value Deliverables

new knowledge / insights, extracted

Knowledge Management
• KM Blueprint Building &
Business Strategy Alignment
• Content Definition
• Technology Implementation (Basic)
• Campaigning KM Process &
People to the entire organization
• Formalized People & Organization
• Formalized and Embedding
Knowledge Management into daily
Business Process
• Content enhancement
• Technology & Infrastructure
enhancement
from the internal & external sources
• Relationship with customers,
business partners, and industry have
been institutionalized and KM-
oriented, facilitated through extranet
• Well-defined and operated:
• People & Organization
• KM Process into daily Business
Process
• Contents have been distributed
at the right time to the right
people

2007 2008 2009 2010

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Communities of Practices
Relationship Model
EXAMPLE Tax Community

Audit Community Corporate Finance Community

Knowledge Network

Knowledge Network Knowledge Network

KM Unit Company-wide

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Industry Groups
Knowledge Network Coordinator
FSI Community TCE Community

ECU Community

Knowledge Network Knowledge Network

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Knowledge Submission Process Map
EXAMPLE

Yes

No

Yes

No

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 Knowledge Submission Process
EXAMPLE

PPRC
PPRC PPK
PPK
PowerPack
PowerPack
Review
ReviewContainer
Container PPK
PPK

PPK
PPK E
E
subject
subject Y
Y
matters
matters
specialist GS SE CHS SDT
specialist knowledge
knowledge H
H
search
search engine
engine
documents
documents O
O
content
content reviewer
reviewer LDR
LDR
Large
Large Document
Document M
M
Repository
Repository GC LC GN E
E
catalog
catalog P
P
A
A
review
review G
G
knowledge
knowledge KSP
KSP container
container KOR
KOR E
E
Knowledge
Knowledge Object
Object
contributors
contributors Repository
Repository

EY
EY Indonesia
Indonesia EY
EY Global
Global

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 Hypothetical Result: KM Operation Landscape
Knowledge Accessibility
EXAMPLE Knowledge Flow

Domain BOD / Formal Relationship

CKO Management
Joint Resources

Community of Practice (CoP)

Community Sales / Marketing /

KM Operation KM ICT Tools Knowledge Agent Business Development
Manager

Community of Practice (CoP)

Collaboration Community Technology /

Community Knowledge Knowledge Agent Operation
Coordinator

Community of Practice (CoP)

Workflow
Business Research & Community People & Culture /
Analysis Knowledge Agent Human Capital / HRD

Community of Practice (CoP)

Records
Knowledge
Community Finance / Accounting /
Deployment Knowledge Agent Billing / IT

Scope of KM Operation Internal ICT Community Knowledge Manager,

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Community Community Knowledge Champions
Infrastructure
Trabas Consulting - Knowledge Management Knowledge Agent (Subject Matter Experts),
31
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 KM Operation Management Services
Community Knowledge
Coordination
l Goals:
l Operating the Community of Practices /
Communities of Interests coordination
l Accelerate the KM strategic mindset
adoption, especially in sharing and
collaboration
l Cost containment in operating new
business supporting unit.
Methods & Tools:
l l
l Operate as an internal unit with Service
Level Agreement (SLA)
l Knowledge Relationship Mapping
l Deploy a small KM team in each
community within the Company
l Working together with the assigned Subject
Matter Experts (SME) in validating the K-
objects
l Typical Deliverables:
l Communities’ Activity Reports
l SLA-based services on:
l Knowledge acquisition, submission and
utilization within the communities
l K-Navigation tools for each community
member
l Communication & coordination between
the communities
l Duration: may vary depends on the
complexity
l Cost: may vary depends on the complexity
l Pre-requisite / Requirements:
l KM Implementation Roadmap
l Knowledge Taxonomy
l KM ICT Infrastructure
©l2007 Knowledge Management Policy & SOPs
- Trabas Consulting
l Assigned SMEs
Business Research & Analysis
l Goals:
l Assisting clients in setting up Business
Research & Analysis (BR&A) unit
l Accelerate KM strategic mindset adoption,
especially in delivering BR&A
l Cost containment in operating new
business supporting unit
l Methods & Tools:
Operate as an internal unit based on the
SLA
l Desk study
Selection & subscription to various external
l
knowledge sources
l Building relationship with local / overseas
strategic external knowledge sources
l Typical Deliverables:
l Various knowledge ‘products’ based on
agreed Service Level Agreement (SLA);
i.e.: daily newsletter, periodically markets /
industry analysis, etc.
l BR&A Utilization Reports
l Duration: may vary depends on the
complexity
Cost: may vary depends on the complexity
l l
l Pre-requisite / Requirements:
l Knowledge Taxonomy
l Adequate document capturing technology
& KM ICT infrastructure
Knowledge Management Policy & SOPs
l
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Knowledge Deployment
l Goals:
l Accelerate KM strategic mindset adoption,
especially in deploying the function specific
& standardized knowledgebases,
community portals & submission
automation
l Assisting clients in optimizing the KM ICT
Tools, especially in socializing the self-
service culture & reusing the shared
objects
l Cost containment in operating new
business supporting unit
l Methods & Tools:
l Interviews / survey
l Classroom training / workshop
l KM ICT Tools:
l Records Management
Tools (Intranet, Databases, Portal,
Data Warehouse, Search Engine, etc.)
l Workflow Management
Tools (Alerts, Notifications, etc.)
l Collaboration Management
Tools (Workspaces, e-Learning, etc.)
l Typical Deliverables:
Function specific knowledgebases,
community portals
l Training / workshop
l Activity reports (numbers of
knowledgebases deployed, trainings &
attendants
l Duration: may vary depends on the
complexity
l Cost: may vary depends on the complexity
l Pre-requisite / Requirements:
l Knowledge Taxonomy 32
l Knowledge Management Policy & SOPs