KM-Ver 1.2 Student

Institut Tadbiran Awam Negara (INTAN)
National Institute of Public Administration
KNOWLEDGE
MANAGEMENT
Zakaria Deraman
dzakaria@intanbk.intan.my
1
Contents
 Definition of Knowledge
 Definition of Knowledge Management (KM)
 Road Map to KM Implementation
 Key Benefits of KMS
2
How Knowledge is Derived?

 Data
• facts, numbers or individual entities without context
 Information
• comprises the basic facts with context and perspective
• Information= data + interpretation
 Knowledge
• the information which provides guidance for action.
• Knowledge= information + use
3
•Information that enable action

Knowledge
•Possess context
Information •Pattern of data
•Fact, observation
Data •Devoid of context
4
Definition of Knowledge
WHERE HOW WHOM

to find to do to ask for
examples things help
5
Definition of Knowledge
 Ideas/best practices from organisation which can be
utilized to achieve the organization’s goals
 This knowledge is specific according to organization

role/function
 Knowledge may be recorded in an individual brain or

stored in organizational processes, products, facilities,
systems and documents.
6
When Information become knowledge
consequences connections
comparison conversation
7
Types of Knowledge
 Tacit Knowledge
 “highly personal and hard to formalize. Subjective insights, intuitions
and hunches fall into this category of knowledge.”
 E.g. Experience, Creativity, Skills, Innovation, etc.
 Explicit Knowledge:
 “can be expressed in words and numbers and can be easily
communicated and shared in the form of hard data, scientific formulae,
codified procedures or universal principles”
 E.g. Pattern, R&D Materials, Best Practices, etc.
8
Knowledge conversion – Tacit to Explicit

tacit tacit
Socialization [i&i] Externalization [ i&g]
tacit •brainstorming explicit

• videotaping
•meeting • knowledge map
Internalization [i&g&o] Combination [g&o]

tacit explicit
•training • repositories
•mentoring • CoP
explicit explicit
Source: Ikujiro Nonaka
9
The Importance of Knowledge

 Resources of an organization must be protected,
cultivated and shared among organization members to
sustain continuity.
 To compete more effectively in the future an
organization need to have the following elements such
as
• Individual skills/competencies
• Thoughts
• Innovations and ideas
10
Problems Relating to Knowledge

 Usually exists in the minds of individuals
 Leaves the organization with the employee
 Hidden in some forgotten report
 People are not comfortable sharing their
knowledge.
• a human problem, not a technology problem.
WHY?
11
Problems Relating to Knowledge (cont’d)
 People are not sharing what they know due to

• personal reason
• organizational inhibitors.
 This is becoming an extremely expensive

reality.
12
Problems Relating to Knowledge (cont’d)
 Inefficiencies that result from intellectual

work.
 Substandard performance
 The inability to find knowledge resources
 A better idea goes unused is a lost
opportunity
13
Definition of KM
 KM is a systematic management process
by which knowledge is identified, created,
gathered, shared, applied in pursuit of
organizational objectives.
14
Definition of KM (cont’d)
 A systematic process of information in a
way that improves an employee’s
understanding in a specific area of interest.
 It helps an organization gain lesson learnt

and understanding from its own experience
15
Definition of KM (cont’d)
 Specific KM activities help focus the organization
knowledge for problem solving, e-learning,
strategic planning & decision making.
 KM protects intellectual assets from decay, add
to organization intelligence and provides
increased flexibility.
16
KNOWLEDGE MANAGEMENT GOALS
KNOWLEDGE
MANAGEMENT DOCUMENTED -
INFORMATION BASE Explicit Knowledge
UNDOCUMENTED - captured in document
tacit knowledge idea
SHARING &
REUSE
17
Elements of KM
 People
 The culture of the organization support ongoing

learning & knowledge sharing
 The people should be motivated and rewarded
for creating, sharing & using knowledge
 Inspire the people to innovate & learn from
mistakes. Do not allow “blame and shame”
culture
 Also relate to mindset, trust, insight, hunches
18
Elements of KM (cont’d)
Reasons People Don’t Share Knowledge:
 People believe that knowledge is power
 People are insecure about the value of their
knowledge
 People don't trust each other
 Employees are afraid of negative consequences
 People work for other people who don't tell what they
know
19
 Process
 In order to implement and sustain knowledge management,
organizations need to make changes to the way their internal
processes are structured.
 Identify which processes constitute either barriers to, or enablers

of, knowledge management.
 How these processes can be adapted, or what new processes can

be introduced, to support people in creating, sharing and applying
knowledge?
 activity such as research, observation, meeting, coaching, social

network, portal and etc.
20
KM Process
21
 Technology
 a crucial enabler of knowledge management
 it can help connect people with information, and
people with each other, but it is not the solution.
 KM portal, discovery tools, applications, etc.
22
Technology (Enabler)
 Social Media
 Knowledge Repositories
 Expert Systems
 Data Mining tools
 Collaborative tools
 Intranets/Extranets
23
Knowledge Repositories
 Tool used to store information
 Also known as Data Warehouse
 Examples:
• Business Intelligence
• EIS, DSS
24
Expert Systems
 Attempts to provide an answer to a problem with
the consultation aid of human expert.
 Example: Case based reasoning
• Characteristics of a problem are entered into a system, classified
based on different cases, and provides a potential solution. This
case and it’s solution is then added to the database.
 Help Desk
• From experience of maintenance activity, the system can
produce result to the user and what action should be taken.
25
Data Mining
 Attempt by the system to translate huge
amounts of data into knowledge
 Analyzes patterns
 Some examples…..
• Based on information gathered from current and historical data ,
it can help forecast market trends, business patterns, profiling
practices using algorithms.
• Examples of DM product: Scenario (Cognos), Intelligent Miner
(IBM)
26
Collaborative Tools
Facilitates interaction among individuals to
encourage sharing.
 Email
 Blogs
 Virtual conferencing
 Online community
27
Intranets
 Usually the first stage of KM
implementation for most organizations
 HR forms, online resources, work product
status…
 Plan with the user in mind: access,
flexibility and navigation
 E.g. SharePoint
28
Extranets
 Centralized electronic repository of
information
 Accessed by clients
 E.g. advertising, newsletters, client
specific information, status of orders….
 Interactive tools for collaboration
29
KMS Architecture Model

Components of The Technical Consideration
KMS
Source: Ovum Ltda. Woods (1998)
30
ROAD MAP TO
KM IMPLEMENTATION
31
Community of Practice
 Objective and Scope
 CSF of CoP
• to ensure a group remains sustainable.
• e.g. Training: SME, lecture notes, cases, infrastructure, question bank,
etc.
 Roles and Responsibility
• K-User – internal and external personnel
• K-Owner – who leads CoP or champion
• K-Holder – personnel who has similar interest, SME, active members,
asset contributors.
 Virtual Tools.
• e.g. Blogs, Wordpress, CMS, SharePoint
32
KM Readiness
KM Strategy Leadership Networking Sharing & Capturing
Behaviours (Collaboration) Learning
Level 5 Clearly Identified Recognise and act Clearly defined Common Easy to get &
as a role model roles and language, constantly
responsibility templates & refreshed and
guidelines distilled.
Level 4 Not linked to A few jobs are Organised Customers and Individual acts
Business Strategy dedicated to around business partners as the owner
managing needs participate in
knowledge review session
Level 3 No Framework Views as the People are Sharing & using Little or no
responsibility of a networking to are recognised distillation
specialist team get result
Level 2 Just saying Little visible Ad hoc & limited Learn & review Team capture
support from top among before doing lesson learn
individuals who after a project
share a common
interest
Level 1 Only a few people View as Knowledge Sharing is for Rarely refreshed
realize management fad hoarders get benefit of the & few contribute
rewarded team
33
5 STAGES
Stage 1: Get Started
Stage 2: Develop a Strategy
Stage 3: Design and Launch a KM Initiative
Stage 4: Expand and Support
Stage 5: Institutionalize KM
34
STAGE 1: Get Started

 Knowledge management has emerged as a topic of
interest in the organization
 At least a few employees have explored the benefits
of KM for the organization
 Someone has had a personal stake in developing
interest in KM
 Some members of the organization have learned
about KM through participation in consortia or
conferences
 The organization has created a high-level rationale or
vision for pursuing KM
35
STAGE 2: Develop Strategy

 Establish a KM exploratory group or steering committee for KM
 Need support from an executive sponsor for further exploration of
KM
 Look for internal grassroots efforts already under way
 IT organization is interested in actively supporting KM initiatives
 Stories of how knowledge sharing has helped in the past (lesson
learnt)
 identify proof-of-concept (POC) that allows to demonstrate how
KM will benefit our organization
 Secured ownership, funding, and buy-in for pilots
36
STAGE 3: Design & Launch KM Initiatives
 Design a pilot and implementation strategies

 Launch communities of practice (CoP), an interactive
KM Intranet site, or some other pilot initiative
 Enlist and train pilot facilitators and leaders
 Establish pilot measures and indicators and
developed a system for tracking and reporting results
 Create strategies for learning from our KM initiatives
 Map out strategies for expanding our pilot initiatives
across the organization
37
STAGE 4: Expand & Support

 Other departments in the organization are expressing
a demand for KM, based on pilot results
 Begin to market KM throughout the organization
 Make the entire organization aware of KM
 Expand strategy in place for KM initiatives
 Identify the resources necessary for expanding KM
efforts
38
STAGE 5: Institutionalize Knowledge

Management
 KM is directly linked to business model
 KM initiatives are widely deployed throughout the
organization
 All staffs are trained to use KM technologies
 Assess KM strategy, identify gaps, and outline methods to
close the gaps
 Have a formal support structure in place to maintain KM.
 Have rewards programs in alignment with our KM strategy
 Sharing knowledge is now the norm in organization
39
KEY BENEFITS OF KM
SYSTEM
40
The Need for a KM System
 Increases the capture, sharing and

transfer of knowledge across the
organization
 Captures tacit and explicit knowledge
 Enables indexing and categorization to
facilitate searching and mining
41
The Need for a KM System (cont’d)
 Single point of access to knowledge contained in

isolated information systems
 Monitors and alerts user when new knowledge is
captured
 Linking individuals to knowledge to encourage
reuse and sharing
 Encourage collaboration by linking individuals to
individuals
42
The Need for a KM System (cont’d)

 Provide paper-less integration with workflow
applications to automatically capture knowledge
generated
 Provide secured access to organizational
knowledge
43
TERIMA KASIH
44

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Institut Tadbiran Awam Negara (INTAN)

National Institute of Public Administration

 Definition of Knowledge Management (KM)

 Road Map to KM Implementation

 Key Benefits of KMS

How Knowledge is Derived?

•Information that enable action

WHERE HOW WHOM

 This knowledge is specific according to organization

 Knowledge may be recorded in an individual brain or

When Information become knowledge

 E.g. Experience, Creativity, Skills, Innovation, etc.

Knowledge conversion – Tacit to Explicit

Socialization [i&i] Externalization [ i&g]

tacit •brainstorming explicit

Internalization [i&g&o] Combination [g&o]

The Importance of Knowledge

Problems Relating to Knowledge

Problems Relating to Knowledge (cont’d)

 People are not sharing what they know due to

 This is becoming an extremely expensive

Problems Relating to Knowledge (cont’d)

 Inefficiencies that result from intellectual

 It helps an organization gain lesson learnt

KNOWLEDGE MANAGEMENT GOALS

 The culture of the organization support ongoing

 Identify which processes constitute either barriers to, or enablers

 How these processes can be adapted, or what new processes can

 activity such as research, observation, meeting, coaching, social

KMS Architecture Model

Source: Ovum Ltda. Woods (1998)

STAGE 1: Get Started

STAGE 2: Develop Strategy

STAGE 3: Design & Launch KM Initiatives

 Design a pilot and implementation strategies

STAGE 4: Expand & Support

STAGE 5: Institutionalize Knowledge

The Need for a KM System

 Increases the capture, sharing and

The Need for a KM System (cont’d)

 Single point of access to knowledge contained in

The Need for a KM System (cont’d)

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