knowledge mapping kmsi - 2012-02-16

Knowledge Mapping And Development

Moh. Haitan RachmanEmail : haitan.rachman@multiforma.co.id

haitan.rachman@gmail.com

Web : www.mobileskycode.com

www.multiforma.co.id

Blog : haitanrachman.wordpress.com

Agenda

1. Introduction

2. Knowledge Map and Process

3. K-Map Development and Tools

4. Demo

www.mobileskycode.com www.multiforma.co.id

INTRODUCTION

“We believe that the future belongs to companies that can take the best of the East and the West and start building a universal model to create new knowledge within their organizations.”

(I. Nonaka and H. Takeuchi)

We are now in Knowledge Era

Knowledge era concern about KNOWLEDGE LOST

I bring myknowledge

died or move to

other company

Without Knowledge Strategy

vWe will lose our investments in people, research, development, experiences

vWe will lose our opportunities in markets and businesses

vWe will lose our vision and mission

I bring myknowledge

died or move to

other company

Knowledge Agenda

v Making knowledge and knowledge

processes more explicit.

v The development of strategic frameworks

to guide the exploitation of knowledge –

in products, services and processes.

v The introduction of more systematic

methods to the management of

knowledge.

Top-Down KM Approach

MIDDLEMIDDLE

BOTTOMBOTTOM

§ Technology-centered KM approach

§ Started building IT infrastructure

§Gradually added more applications

§ Built around technology by defining more knowledge manager roles

Thomas H. Davenport and Laurence Prusak, “How Organizations Manage What They Know;” Harvard Business School Press, Boston, Massachusetts; 1998

Bottom-Up KM Approach

MIDDLEMIDDLE

BOTTOMBOTTOM

§ Decentralized KM approach

§ Knowledge-sharing initiatives at grassroots level

§ Led to development of Communities of Practice (CoPs)

§ Success from initiatives got mgmt’s attention and eventual support

Melissie Clemmons Rumizen, Ph.D, “The Complete Idiot’s Guide to Knowledge Management”, John A. Woods, CWL Publishing Enterprises; 2002

Middle-Out KM Approach

MIDDLEMIDDLE

BOTTOMBOTTOM

TOP § A centralized KM group was created to

facilitate the KM program

Murray E. Jennex, “Case Studies in KnowledgeManagement”, Idea Group Publishing; 2005

KM brochure 2006 at ADB website

1. Created by anyone

2. Distributed cheaply

3. Increases when shared

4. Transmitted in networks

5. Guided by vision

6. Unique for individuals

7. Infinite resource

Characteristics of Knowledge

Knowledge Map and Process

Knowledge Mapping Overview

1. What is Knowledge Mapping?

2. Why Knowledge Mapping?

3. How to Map?

What Is Knowledge Mapping?

vIs a process of surveying, assessing and linking the information, knowledge, competencies and proficiencies held by individuals and groups within an organization (Dr Ann Hylton, KeKma-

Training2002)

v An ongoing quest within an organization (including its

supply and customer chain) to:

Ø Help discover the location, ownership, value and

use of knowledge artifacts,

Ø Learn the roles and expertise of people,

Ø Identify constraints to the flow of knowledge,

Ø Highlight opportunities to leverage existing

knowledge.

v It illustrates or "maps" how knowledge flows

throughout an organization.

(D. Grey, 2002 Smith Weaver Smith Inc)

v Knowledge mapping is a process by which organizations can identify and categorize knowledge assets within their organization –people, processes, content, and technology.

v It allows an organization to fully leverage the existing expertise resident in the company, as well as identify barriers and constraints to fulfilling strategic goals and objectives.

v It is constructing a roadmap to locate the information needed to make the best use of resources, independent of source or form.

(W. Vestal, APQC, 2002)

v A Knowledge Map describes what knowledge is used in a process, and how it flows around the process. It is the basis for determining knowledge commonality, or areas where similar knowledge is used across multiple processes.

v Fundamentally, a process knowledge map contains information about the organization’s knowledge. It describes who has what knowledge (tacit), where the knowledge resides (infrastructure), and how the knowledge is transferred or disseminated (social).

(IBM Global Services -Technique Paper, 2000)

Ø Organizations use knowledge maps for a number of different reasons. Some organizations compile company locators to find internal and external resources.

Ø Others use them to identify knowledge sharing opportunities or knowledge barriers within cross-functional work groups.

Ø Many companies use knowledge mapping before developing formal communities of practice or After-Action Reviews.

Why Map?

1. Compile company locators –internal and external resources -KM Yellow Pages

2. Identify opportunities to reuse information

3. Locate naturally-occurring knowledge stewards

4. Identify knowledge dependencies within cross-functional w ork groups

5. Categorize value-added informationresident within your organization

6. Identify knowledge sharing opportunities

7. Precursor to developing formal communities of practice (CoP)

8. Create a knowledge tool that helps users find what they need (e.g. Agricultural Trade Programming Tool).

Uses of Knowledge Maps

1. Identifies the core and contextualknowledge inside of an organization

2. How information and knowledge flows

3. What individual knowledge or expertise is critical to a process or focus area

What A Knowledge Map Reveals ...

Organizations should not design a KM approach without first mapping their knowledge.

Within the context of APQC’s Road Map to Knowledge Management, mapping knowledge is recommended in stage 2 (develop a strategy) or stage 3 (design and launch a knowledge management initiative).

When To Map

1. Enterprise Knowledge Map - level:

Ø Strategic business, technical, market know ledge

Ø Determine the organization’s “bench strength”

Ø Identify areas to focus KM efforts

2. Cross-functional Knowledge Map - between divisions/business groups level

Ø Operational assessment of w orking know ledge

1. Working group/process Knowledge Map:

Ø Tactical and operational know ledge applied to process excellence, innovation, customer relationship

TICKnowledge Mapping: Where to Focus?

Enterprise Know ledge Map(Strategic Level)

Cross-Functional Know ledge Map(Strategic Level)

Process Know ledge Map (Tactic Level)

Types of Knowledge Maps

Ø A method of analysis to define the knowledge needed and the knowledge available to support a business process.

Ø Knowledge Mapping identifies the:

§ Explicit knowledge(knowledge artifacts)

§ Tacit knowledge(undocumented information, expertise in people’s heads)

§ Infrastructure (where does it the reside)

§ Organization( who and where are the people)

Ø In context of a specific business process

Process Knowledge Mapping

PROCESSWhat

Knowledge Is Needed?

Who Has It?

Who Needs

Where Is It?

Is It Tacit Or Explicit?

Is It Routine Or Non-routine?

What Issue(s) Does It

Address?

System Analysis

Database Design

Layout Design

CodeProgram

Process-Knowledge Mapping Analysis Matrix

Knowledge Map Development and Tools

1. Diagram Flow: Microsoft Visio,

Microsoft Powerpoint, SmartDraw

2. E-R Diagram: Sybase Powerdesigner,

ER-Win, DbWrench

3. Mind Mapping: XMind, MindManager

4. Hierarchy Notes: Microsoft Notes

5. Content Management: Dotnetnuke,

Wordpress, Joomla, Drupal

(1) Diagram Flow

1. Competency Directory

2. Cycle Business Process

Competency-1 Competency-2 Competency-3 Competency-4 Competency-5 Competency-6

Competency Directory

Knowledge Directory

Competency Directory

Knowledge Directory

Objectives

Cycle Business Process

(2) E-R Diagram

1. Simple E-R

2. Customer Relationship

Management (CRM)

3. Improvement and Problem

Handling

Simple E-R Diagram

Expert Skills

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