Knowledge Management Concepts, Models and Applications

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Knowledge Management Concepts, Models and
Applications

• Jing Luan, Ph. D. Andreea Serban, Ph.D.
• Chief Planning and Research Director, Inst.
  Assessment,
• Officer Research and Planning
• Cabrillo College Santa Barbara City College
• jing_at_cabrillo.cc.ca.us serban_at_sbcc.edu
• AIR 2002 Forum, Toronto, Canada
• June 4, 2002

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In 45 minutes

• Why Knowledge Management (KM)
• KM Concepts and Processes
• Taxonomy and Examples of Technologies Supporting
  KM
• KM and Institutional Research
• Learner Relationship Management (LRM)
• Chief Knowledge Officers
• QA

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What Others Have Said

• Knowledge is information in Action ODell and
  Grayson
• Sharing knowledge is 90 culture, 5 technology
  and the rest is magic - Bob Buckman of Buckman
  Laboratories
• Everything is data, but data isnt everything
  (Some wise guy)
• We live in an increasingly data rich, knowledge
  poor society (The same wise guy)
• KM is to bring people to people and people to
  knowledge (Serban and Luan)

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Some can read 5 books all at oncemulti-tasking
and beyond
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Why Knowledge Management

• Information overload
• Technology advancement
• Increased professional specialization
• Competition
• Workforce mobility and turnover
• Capitalize on organizational knowledge

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Key KM Concepts

• Explicit Knowledge Tacit Knowledge
• (Documented) (Know-how embedded in people)
• Easily codified Personal
• Storable Context-specific
• Transferable Difficult to formalize
• Easily expressed and shared Difficult to
  capture/communicate/share
• Sources
• Manuals Informal business processes and
  communications
• Policies and procedures Personal experiences
• Databases and reports Historical understanding

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Key KM Concepts - continued

• KMsystematic and organized approach of
  organizations to manipulate and take advantage of
  both explicit and tacit knowledge
• Data Information Knowledge

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KM Content and Processes
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KM Taxonomy of Products

• Business Intelligence
• Knowledge Base
• Collaboration
• Content and Document Management
• Portals
• Customer Relationship Management
• Data Mining
• Workflow
• E-Learning
• Search.

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Illustrated KM Models Tiered Knowledge
Management Model (TKMM)
Tiers
Tiers
three
Data Mining
Knowledge Base Knowledge Workers
one
Portals CRM
Middleware OLAP
Collaborative Working Environment (CWE)
two
two
Data Warehouses Enterprise Resource Planning
(ERP)
one
Knowledge Mapping
three
Tacit Knowledge
Explicit Knowledge
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Illustrated KM Models TKMM Explicit Knowledge
Management
Many information research projects fail due to
lack of understanding of these three tiers,
particularly in data extraction in Tier One.
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From Theoretical Model to Application Model
Decisions Insights Knowledge Competencies Accounta
bility
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Benefits of TKMM - Explicit

• Balancing resource allocation
• Defining relationship with IT
• Enhancing role of analyst
• Improving decision making process
• Informed use of technology
• Purposeful outsourcing
• Planned skill upgrade

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KM Applications - SBCC

• Santa Barbara City College KM Purposes
• Improve Decision Making
• Improve Access to Information
• Increase Collaboration
• Improve Understanding of Information
• In Context
• Timely
• Organized and Structured

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SBCC Portal Overview

• Oracle iPortal
• Decision Support
• Document Management
• Web Content Management
• Database Administration

• Campus Pipeline Portal
• Single Sign-on and Authentication
• Course Materials and Information
• Web Instructional Delivery
• Student E-mail

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SBCC Institutional Research Role within the KM
Framework
BENEFITS Better information leads to better
decisions! Improved sharing of internal and
external information to minimize redundant
efforts and lessen the work involved in external
reporting Enhanced ability to develop up-to-date
and market-focused strategic plans Shared
knowledge from a variety of constituents to begin
to create a learning organization responsive to
change and innovation
ROLE Create and maintain a portal for internal
information that organizes the strategic plans,
reports developed for various audiences, and
ensures clear data definitions Create and
maintain portal for external information,
including benchmark studies, environmental scans,
links to relevant research and publications Market
watch developed with the Enrollment Management
and Marketing committees to document trends and
identify potential implications Repository of
data related to accreditation, accountability,
outcomes, institutional and student assessment
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Learner Relationship Management (LRM)

• Spin-off from CRM
• A complete system
• Learner Life Cycle
• Learner Styles
• What matters, above all, is relationship

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Components of LRM
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Benefits of LRM

• Increased responsiveness
• Using existing personnel and resources
• A step beyond Enrollment Management
• Technology driven
• Emphasis on research (real-time)
• Better coordination between academic affairs and
  student affairs
• Enhancing learning and learning experience

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Chief Knowledge Officers and KM Teams

• Why a CKO?
• Organizational knowledge capital (composed of
  human, customer and structural capital) is
  neither being explicitly or effectively managed
• Organizational resources are seen as key to
  corporate growth and profitability
• There is a recognition that long-term prosperity
  depends upon managements ability to leverage the
  hidden value of corporate knowledge
• There is a realization that people in the
  organization are ignoring past mistakes, making
  the same mistakes over and over again, and
  wasting time that could be saved by making better
  use of the collective knowledge that exists in
  the organization
• Organizations realize they are not making good
  use of employee knowledge.
• Source Herschel, R. T., Nemati, H. Chief
  Knowledge Officers Managing Knowledge for
  Organizational Effectiveness. In Y. Malhotra
  (ed.), Knowledge Management and Business Model
  Innovation. Hershey, London Idea Group
  Publishing, 2001.

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Chief Knowledge Officers and KM Teams

• Roles
• Advocate knowledge and learn from it.
• Design, implement and oversee an organizations
  knowledge infrastructure, including its
  libraries, knowledge bases, human and computer
  knowledge networks, research centers and
  knowledge oriented organizational structure.
• Manage relationships with external providers of
  information and knowledge and negotiate contracts
  with them.
• Provide critical input to the process of
  knowledge creation and use within the
  organization and facilitate efforts to improve
  such processes.
• Design and implement an organizations knowledge
  codification processes.
• Measure and manage the value of knowledge.
• Manage the organizations professional knowledge
  workers, giving them a sense of community and
  establishing professional standards.
• Source Davenport, T., Prusak, L. Working
  Knowledge. Boston Harvard Business School, 1998.

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KM Training and Certification

• Training
• Few KM programs and various courses at
  universities and
• colleges
• Certification
• KM Certification Board - www.kmcertification.org
  - whose mission
• is to set professional standards and provide
  certification for \
• Knowledge Management professionals. The
  Certified Knowledge
• Manager (CKM) is exposed to two areas of study
  General
• Knowledge Management and Knowledge Environment
  Engineering
• (eknowledgecenter.com/certificationcourses/index.h
  tm).

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KM Benefits and Challenges

• Benefits
• Access to and sharing of knowledge
• Customer responsiveness
• Better understanding of the organization and its
  customers
• Operational efficiencies and decentralization of
  functions
• Challenges
• Strategy
• Tacit knowledge and organizational cultures
• Skills and expertise
• Cost

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KM Conclusion

• Knowledge management is more than a buzzword and
  it is here to stay
• because its fundamental premise of harnessing
  organizational knowledge
• is at the core of what most 21st century
  organizations need in order to
• survive and thrive (Serban, 2002).
• The newly empowered knowledge worker will live
  in a world of immense
• choice that may often imply living with immense
  risks and immense
• returns. The feeling will be simultaneously
  exhilarating and unnerving the
• joy of freedom to choose blended with the
  apprehension of making one's
• own choices and having to live with them
  (Malhotra, 2000).
• Sources
• Serban, A. M. (2002). Knowledge Management The
  Fifth Face of Institutional Research in A.
  Serban and J. Luan (eds.) Knowledge Management
  Building a Competitive Advantage fir Higher
  Education. New Directions for Institutional
  Research, No. 113. San Francisco, CA Jossey
  Bass.
• Malhotra, Y. What is the Big Idea? Knowledge and
  Its Future. The Executive Report on Knowledge,
  Technology and Performance. Knowledge Inc., The
  Millennium Issue, 5(1), January 2000.

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Hot from the Press KM Book

• Knowledge Management
• Building a Competitive
• Advantage in Higher
• Education (NDIR 113)

Andreea M. Serban Jing Luan EDITORS
To order http//www.josseybass.com or visit
http//www.amazon.com