Assignment 1

Knowledge Management


















Q1. What is deployment of KM system? Describe the phases of deployment.
Answer: Deployment in KM system is mainly defined as the point where the differences
between what appear to be an attractive technical solution and whats actually needed become
apparent.
The phases of deployment involve two steps:
Pilot testing and deployment using RDI Methodology: Deployment of system using with
a results-driven incremental technique, more commonly known as the RDI methodology.
This step also involves the selection and implementation of a pilot project to precede the
introduction of a full-fledged KM system. A large scale project such as a typical KM
system must take into account the actual needs of its users. Although a cross functional
KM team can help uncover many of these needs, a pilot deployment is the ultimate reality
check. In this step it is necessary decide how we can select cumulative releases with the
highest payoffs first. Finally evaluate how to use the RDI methodology to deploy the
system, using cumulative results-driven business releases.
Leadership & Reward Structures: The most enormous assumption that many companies
make is that the intrinsic value of an innovation such as a KM system will lead to its
enthusiastic adoption and use. Knowledge cannot be motivated: Employees are not like
troops, they are like volunteers. Encouraging use and gaining employee support requires
new reward structures that motivate employees to use the system and contribute to its
enthusiastic adoption.
Q2. Explain measuring the performance of KM.
Answer: Measuring the performance of KM involves one step that companies have been
struggling with: measuring business value of KM. When pushed for hard data, managers have
often resorted to ill-suited and easily misused approaches, such as cost benefit analysis, net
present value evaluation, and vague ROI measures.
This phase measuring ROI account for both financial and competitive impacts of KM on
business. This step guides through the process of selecting an appropriate set of metrics and
arriving at a lean but powerful compromise.
There are no perfect metrics for knowledge work. Measuring the performance of KM system and
its contribution is absolutely critical.
Analyze the Existing Infrastructure
From the machine to the mind.
Collaborative innovative knowledge.
Conversation is a medium for thought.
Sources and originators, not just information.
Decision support. (accuracy)
Flexibility and scalability.
The user is King.
Ease of use.
Understand the role that your existing networks play in KM.
Integrate, build on, and leverage enterprise resources.
Determine the processes that most need KM support.
A good KM system is built around people.
Use knowledge servers to integrate the islands of information and create new knowledge.
Plan for flexibility and scalability (Web approach)
Q3. Explain about future of KM
Answer: In todays hectic 24x7 world, knowledge must flow rapidly and freely from expert
sources directly to the people who need it. No one has time to wait around for data. Knowledge
is critical, and getting the information needed exactly when you need it is vital to achieving
success. To thrive, organizations must create democratic and transparent ways to access
knowledge resources in-house that will help their workers find and interact more easily with the
knowledge source who is also their colleague. The mantra for knowledge management must be:
accessible, ubiquitous and democratic.
The use of technologies that help people create one-to-one and one-to-many knowledge-sharing
and learning relationships can facilitate this type of knowledge exchange, leading to give-and-
take of information and ideas between all parties involved. By keeping these interactions in-
house, all of the information shared and the ideas created are kept within the company, rather
than lost to an outside source. This not only strengthens the organization from an intellectual
capital standpoint, but it also strengthens the bonds between co-workers and creates an
environment of goodwill and camaraderie.
The in-house structure also spurs organizations to find and leverage untapped resources, those
people who somehow slip through the cracks. In-house knowledge exchange puts an emphasis
on opening up the lines of information and communication, and invigorates knowledge sharing.
Embedding this practice into core processes within the enterprise such as on-boarding,
management training and performance improvement creates multiple learning avenues for
employees at critical junctures in the employment experience.