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Managemen
t Lecture 3
STRATEGIC DESIGN AND
IMPLEMENTATION
11/3/16
Review
Course Outline
Evaluation Criteria
Mini-Class Test 5 Marks Completed
Assignment 20 Marks Guidelines already provided
through email
Project 20 Marks Guidelines already provided through
email
Class Performance 15 Marks
Final Exam 40 Marks Pattern provided through email
Expectation of Students
Already discussed, some of them will be incorporated such as
evaluation and improvement (Knowledge Management
Balanced Scorecard), APQC
11/3/16
Review (Cont.)
Coordinate points of the
PlanningPeopl
IT-Enabled Organization
Visio
n,
e
Course
Goal,
(Lead
Business Process
Reengineering and
Automation
(Objectives)
Data Modeling
Business Intelligence
(Data Level - Data
Analytics using R)
,
Wisd
om
(inta
ngibl
e)
ISSDI (Information
Level)
Objec
tives
Missi
on,
Strat
egic
and
Data,
Tactic
Infor
al
matio
Plann
n,
ing
Know
SOP
ledge
er,
Mana
ger,
Admi
nistra
tor)
Busine
ss
Organi
zation
Cash
Mater
ial
(tang
ible)
Techn
ology
(Mac
hines
, IT,
and
so
Gove
on)
rnanc
e,
Risk
Mana
geme
nt
and
Comp
lianc
e
Managerial
Computing
Management
Information System
Knowledge
Management
System
Decision Support
System
IT Governance
IT Risk Management
KM SDI (Knowledge
PLACE OF
KMSDI in MBA (Information System)
Level)
11/3/16
ERP
Review (Cont.)
1. Definition of data, information, and knowledge - What
2. Knowledge classification - What
3. What is knowledge management and why do we
need it
4. The six main components of knowledge management
(Connecting people, Learning from experience,
Improved access to documents, Retention of
knowledge, Creation of best practices, Innovation) What
5. Translating KM into business terms (Coordination,
Learning, and Memory) - What
6. Knowledge management framework (Three principles)
- What
What and
Why
Of
Knowledg
e
Managem
ent
11/3/16
Review (Cont.)
Fundamentals of Knowledge Management (KM) Session 1, 2
Knowledge Management Strategy Formulation Session 3-12
The role, skills and characteristics of the knowledge management leader
The KM team members
How
11/3/16
Review (Cont.)
Meaning of Strategy in Business
Organizational Context
11/3/16
Review (Cont.)
Note: Many
place
We can see
Strategy,
Design, and
Implementat
ion in place
of
Formulation,
Implementat
ion, and
More Specific to Organizatio
Execution.
11/3/16
Review (Cont.)
Knowledge Management Strategy is our central topic
what, why, how (who, when, where)
What (description)
Principle 1 . KM must address roles, processes, technologies and
governance
Principle 2 . KM must cover both the elements of connecting people through
conversation and collecting and organizing content for access
Principle 3 . KM must address push and pull (aka supply and demand)
Why (motivation)
How
Note: who, when, where will be covered under how.
11/3/16
Review (Cont.)
Under how, first thing you need is People
11/3/16
Agenda
Knowledge Management Strategy Formulation (How)
The role, skills and characteristics of the knowledge
management leader
The KM team members
11/3/16
10
Implementation
1. Management of a KM framework
Accountable for designing and introducing a working KM
framework within the business, which delivers business value and is
seen by staff and management as supporting effective business practice
KM leader will act as project manager for the framework
implementation project, and will represent KM at the senior
level of management
11/3/16
11
13
14
3. The KM Team
Members
One of the first decisions a KM leader will
need to make is whos on the KM team:
A. Size of the KM team (will be discussed
through an exercise)
B. Skillsets you will need on the team
C. Attitudes and values the KM team needs to
share
D. Roles you will need on the KM team
11/3/16
15
11/3/16
17
3.D.Team Roles
Project Manager
Look after the administrative aspects of the project; maintaining the project
plan, managing the budget, and creating the reports for the steering group
Knowledge Manager
Maintain and document the knowledge of the team, to build and coordinate a
KM community of practice (including all KM champions), and to start to build
the corporate knowledge base on KM. This person will play the role of subject
matter expert for KM within the organization
Communications Lead
Manage and deliver the communication strategy and plan. In a larger team,
tasked with implementing KM across a large and complex organization, this is
often a full-time role, and may even involve more than one person. Make sure
this person is a skilled communicator, perhaps with a marketing or internal
communications background
11/3/16
19
IT Specialist
Finally you may need people to take accountability for specific
components or projects within the KM program. Your IT specialist
may take accountability for the development of supporting tools,
your knowledge organization specialist may take accountability for
developing the enterprise taxonomy, and so on.
Note: Make sure that all of the roles work as a coordinated team
and not in isolation, otherwise the KM framework that you develop
and deploy may not work as a complete system.
11/3/16
20
Class Exercises
11/3/16
21
Q and A
11/3/16
22
11/3/16
23