KNOWLEDGE MANAGEMENT PPT.pptxKNOWLEDGE MANAGEMENT

KNOWLEDGE MANAGEMENT

1. PRESENTATION OF KNOWLEDGE MANAGEMENT SUBMITTED TO - MS. RAMAN GHUMAN                                                        SUBMITTED  BY -                                                             MUSKAN DAHIYA    M.COM II                                   8433                                  

2. DEFINATION 

3. ORGANIZATIONAL LEARNING  Organizational Learning occurs when the mental models, schemes or cognitive maps that guide behaviour are modified through recognition of a change in information concerning an organization’s environment. Organizational learning occurs through shared insights, knowledge and mental models. Organizational learning occurring when individuals, acting from their own images and maps, detect a mismatch of outcomes to expectation which confirms or disconfirms organization theory-in-use. The transformation process that translates individual learning into organizational domain is termed organizational learning

4. CHARACTERISTICS OF ORGANISATIONAL LEARNING

5. CHARACTERISTICS OF LEARNING ORGANISATION

6. EXAMPLE OF LEARNING ORGANIZATION 

7. FIVE LEARNING DISCIPLINES OF PETER SENGE ACCORDING TO SENGE , LEARNING ORGANISATION DEPENDS UPON THE MASTERY OF FIVE DIMENSIONS- PERSONAL MASTERY  MENTAL MODELS SHARED VISION  TEAM LEARNING  SYSTEM THINKING

8.  Mental Models: One key to change success is in surfacing deep-seated mental models - beliefs, values, mind-sets and assumptions that determine the way people think and act. Getting in touch with the thinking going on about change in your workplace, challenging or clarifying assumptions and encouraging people to reframe is essential. Leaders learn to use tools like the 'Ladder of Inference' and 'Reflective Inquiry ' to practise making their mental models clearer for each other and challenging each others' assumptions in order to build shared understanding.  Personal Mastery is centrally to do with 'self-awareness' - how much we know about ourselves and the impact our behaviour has on others .Personal mastery is the human face of change - to manage change relationships sensitively, to be willing to have our own beliefs and values challenged and to ensure our change interactions and behaviours are authentic, congruent and principled. Leaders learn to use tools like  'Perceptual Positions' and 'Reframing' to enhance the quality of interaction and relationship in and outside their teams. Systems Thinking is a framework for seeing inter-relationships that underlie complex situations and interactions rather than simplistic (and mostly inaccurate) linear cause-effect chains. Leaders learn to use 'Systems Thinking Maps' and 'Archetypes' to map and analyse situations, events, problems and possible causes/courses of action to find better (and often not obvious) change options/solutions

9. Shared Vision: The key vision question is 'What do we want to create together?'. Taking time early in the change process to have the conversations needed to shape a truly shared vision is crucial to build common understandings and commitments, unleash people's aspirations and hopes and unearth reservations and resistances.   Team Learning:   happens when teams start 'thinking together' - sharing their experience, insights, knowledge and skills with each other about how to do things better. Teams develop reflection, inquiry and discussion skills to conduct more  skillful  change conversations with each other which form the basis for creating a shared vision of change and deciding on common commitments to action.  

10. WHAT IS KNOWLEDGE MANAGEMENT  "Knowledge Management is the discipline of enabling individuals, teams and entire organization to collectively and systematically create, share and apply knowledge, to better achieve their objectives"                                                                                                                  - Ron Young

11. The KM Matrix by Gamble and Blackwell (2001) This KM model presents a general theoretical framework, as well as specific guidelines for implementation. The KM process is split into four stages.  First management must locate the sources of knowledge. Then they must organize this knowledge so as to assess the firm's strengths and weaknesses and determine its relevance and reusability. This is followed by socialization, where various techniques are used to help share and disseminate it to whomever needs it in the organization. Finally, the knowledge is internalized through use.

12. The KM Matrix by Gamble and Blackwell (2001) • Steps provide an excellent overview of the role of the KM manager. • However, one limitation of this model is its focus. First of all, the overall strategic role outline by Bukowitz and Williams is not included. • Secondly, KM's role here is limited to knowledge sharing, omitting the processes of knowledge acquisition/creation and divestment. • This is a perfectly legitimate approach to KM where the focus is on the sharing and retrieval of existing knowledge, but it does not fulfill the scope of the knowledge management.

13. KNOWLEDGE ARCHITECTURE Introduction In this age of information, knowledge is the most important factor in the long-term success of both an individual and an organization. In fact, Peter Senge believes that the only source of competitive advantage in the future will be the knowledge that an organization contains and organization's ability to learn faster than the competition.

14. With knowledge taking on increased importance, it makes sense that there is an opportunity to create competitive advantage by effectively managing its storage and use. An effective knowledge management (KM) architecture creates competitive advantage by bringing appropriate knowledge to the point of action during the moment of need. DEFINATION: Bahsoon   (2007)  we anticipate the architectural knowledge to constitute architectural artifacts such as deployable components and associated specification of what the components provide and require, quality requirements, scenarios corresponding to specific dependability requirements, and possibly dependable styles and pattern

15. Characteristics of KM Architecture

16. KNOWLEDGE MANAGEMNET ARCHITECTURE The knowledge management architecture consists of four elements namely: 1) Knowledge Components,  2) Knowledge Management process 3) Information Technology (IT)   4) Organizational Aspects

17. Knowledge component includes:     • Knowledge Definition                       • Knowledge Categories Knowledge categories has often been viewed differently by various researchers. Knowledge management process:  on the other hand, contains  Steps & Activities to deal with knowledge Information Technology consists of:  ITs related support infrastructure such as communication lines, networks, database and many others.  Organizational Aspects comprise the:  Organizational Structure,    Corporate Culture, and     Human Resource Management.                                      Among these four elements, knowledge and knowledge management process are the key components of the knowledge management concept

18. TYPE OF ARCHITECTURAL KNOWLEDGE  1. Application-generic tacit architectural knowledge:  It includes the design knowledge an architect gained from experience, such as architectural concepts, methodologies, and internalized solutions.  2. Application-specific tacit architectural knowledge:  It comprises contextual domain knowledge regarding forces on the eventual architectural solution; it includes business goals, stakeholder concerns, and the application context in general. 3.  Application-generic explicit knowledge:  It is design knowledge that has been made explicit in discussions, books, standards, and other types of communication. It includes reusable solutions such as patterns, styles and tactics, but also architecture description languages, reference architectures, and process models. 4. Application-specific explicit architectural knowledge:  It is probably the most tangible type of architectural knowledge. It includes all externalized knowledge of a particular system, such as architectural views and models, architecturally significant requirements, and codified design decisions and their rationale.

19. TOOLS FOR ARCHITECTURE KNOWLEDGE SEI- ADWiki This tool is a wiki-based collaborative environment for creating architecture documentation ADDS  (architecture design decision support system) is a Web-based tool for storing, managing and documenting architectural design decisions taken during the architecting process and providing traceability between requirements and architectures ARCHIUM It aims at providing traceability among a wide range of AK concepts  such As requirements, decisions, architecture descriptions, and implementation. ARELA  (Architecture Rationale and Elements Linkage) is a tool that aims in creating and documenting architectural design with a focus on architectural decisions and design rationale Three types of AK are captured in AREL: design concerns, design decisions and design outcomes SEURAT  It mainly focuses the application of rationale knowledge supporting software maintenance

20. TOOL SUPPORT FOR HYBRID STRATEGY EAGLE IT include integrated support for both codified and personalized AR, support for stakeholder-specific content, and AK subscription and notification. PAKME  IT supports both codification And personalization as it not only provides access to AR but also identifies the knowledge source A Web portal  IT is a Web site that provides integrated modules, like hosted databases, yellow pages, discussion boards, news push document management, email and more.

21. KNOWLEDGE ARCHITECTURE ROLE AND FUNCTIONS Knowledge Architect: Define and design the overall knowledge architecture strategy and framework. Establish guidelines, standards, and best practices for knowledge management processes. Collaborate with stakeholders to identify knowledge needs, gaps, and priorities. Oversee the implementation and maintenance of knowledge management systems and tools. Knowledge Manager: Manage knowledge repositories and databases, ensuring they are up-to-date, well-organized, and accessible. Facilitate knowledge capture, validation, and quality assurance processes. Develop and implement knowledge sharing initiatives, such as communities of practice and knowledge transfer programs. Train and support employees in knowledge management practices and tools.

22. Information Architect: Design information structures and navigation systems for knowledge repositories and platforms. Ensure information architecture aligns with user needs, usability principles, and organizational goals. Conduct user research, usability testing, and feedback analysis to optimize information architecture. Knowledge Analyst: Analyze knowledge assets, usage patterns, and user behaviors to extract insights and trends. Generate reports, dashboards, and visualizations to communicate knowledge-related metrics and KPIs. Identify opportunities for knowledge optimization, consolidation, and improvement based on data-driven analysis. Provide recommendations and strategic insights to enhance knowledge sharing, collaboration, and decision-making processes

23. knowledge management problems in architecting processes

24. KNOWLEDGE SHARING THROUGH KNOWLEDGE ARCHITECTURE  People core: Evaluate current documents people use Contents   The technical core: The total technology required to operate the knowledge environment.  People  Content  Technology 

25. REFERENCES https://www.thechangeforum.com/Learning_Disciplines.htm https://www.researchgate.net/publication/280490126_KNOWLEDGE_MANAGEMENT_A_REVIEW\ https://www.cs.rug.nl/~paris/papers/AKM09b.pdf https://elearningindustry.com/getting-started-knowledge-management