knowledge management architecture ppt @ bec bagalkot mba
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8/2/2019 Knowledge Management Architecture Ppt @ Bec Bagalkot Mba
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Presented by:-BABASAB
PATIL
KNOWLEDGE MANAGEMENTARCHITECTURE
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KNOWLEDGE MANAGEMENTARCHITECTURE
Knowledge architecture can be regarded as a prerequisite to
knowledge sharing.
The infrastructure can be viewed as a combination of people,
content and technology.
These components are inseparable and interdependent.
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KNOWLEDGE MANAGEMENTARCHITECTUREEffective knowledge management architecture creates
competitive advantage by bringing appropriate knowledge to
point of the action during the moment of need.
Employee turnover is also reduced because a large part of
the knowledge and expertise acquired by the employee is
captured in the knowledge base.
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THE ARCHITECTURECHARACTERISTICS
Successful knowledge management architecture must be:
q Available( if knowledge exists, it is available for retrieval.
q Accurate in retrieval (if available, knowledge is retrieved)
q Effective( knowledge retrieved is useful and correct.
q Accessible(knowledge is available during the time of need)
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A. Knowledge Available ForRetrievalKnowledge requirement can be split into two view points:
Knowledge that exists external to the organization.
Knowledge that exists internal to the organization.
External Knowledge:
Outside knowledge sources must be evaluated and tapped
Area that falls under the preview of traditional library
services.
Successful knowledge management architecture must
leverage these services & their lessons learned
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Cont
Internal Knowledge:
Making the knowledge available internal to the organization
is a difficult task.
IT is difficult because the knowledge available is not already
in the form of finished product.
Advanced technology can make a large ,positive impact inthis area.
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B. Accurate In Retrieval
Accurate retrieval of documents is critical to the success of
any knowledge architecture.
The vision is to leverage traditional information retrieval
techniques (egg: key word, relevancy rating) for searching
while adding effective meta-data at both time of knowledge
deposit & the time of retrieval to improve accuracy.
Adding Metadata to the knowledge.
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Cont
There should be an impetus for the knowledge creator to add
metadata information because it would increase the chance
that his/her knowledge object is seen be someone who can
use the information.
To make metadata an easy process ,the knowledge base will
make an initial guess at the classification by examining the
keywords & other information in the object.
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C. Effective Knowledge
The knowledge available in a knowledge base must be of a
high quality for the knowledge base top be successful.
If the quality of the knowledge in the knowledge base
degrades employees will stop using it as source of
knowledge .
After an object from the knowledge base is reviewed ,the
reviewer will have the opportunity to add metadata to the
overall quality of the object.
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D. Accessible Knowledge
The knowledge in effective knowledge management
architecture should be available during the time of need .
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Building Knowledge Corporations
Building the knowledge corporations is to have a all-
inclusive blueprint for the knowledge management initiative,
which would be complete and have a balanced focus on
process transformation, technology deployment andintegration and change management initiatives.
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The knowledge corporation imperative as one of building three
intelligent portals.
1. Knowledge portal
2. Market portal
3. Collaborative portal
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1. KNOWLEDGE PORTAL.
It is likely that every user in the knowledge community
should be able to personalize knowledge success and
delivery on his tailored computer monitor.
This provides capabilities to every member of the
knowledge community to access learning and research work
in partnership with peers and even with customers on
matters of importance and engage in discovery of new
projects as and when required
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MARKET PORTAL
The MP is today one of the most significant tools in the
business corporation.
At many courier companies, moving from an era where
customers had to wait patiently or make numerous telephone
calls to trace the progress of their parcels or packages.
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MARKET PORTAL
This has changed due the power intohands of the customers,
q giving them the ability to directly carry outthrough the value chain.
q Booking parcels.
qTracing the progress of their consignments.
q Arranging pickups and even dig deep downto the of the internal database company.
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MARKET PORTAL
This innovation has not only proved to be a
tremendous marketing innovation, it has
also greatly increased customer approval,
and ,greatly reduced the support costs,
since most of the calls that had to be
answered by customer service
representatives .
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MARKET PORTAL
The market portal is the subsequent development of the
unique customer Web Interface fashioned by early movers.
The role of knowledge management here is to ensure that
every customer interaction that provides added information
about customer psychology or patterns of behavior is stored
in the knowledge base and got back for the next interface to
make the customer experience more rewarding
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COLLABORATIVE PORTAL
Collaborative portal can ensure that linkages are established
across the value chain and the supply mechanisms and
planning process of suppliers, subcontracts and distribution.
The purpose of the collaborative portal is to permit free
access to the productions plans, inventory schedules and
logistics data.
Provide an opportunity for free information and idea to be
exchanged between different stakeholder of the enterprise.
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COLLABORATIVE PORTAL
Effective use of knowledge management tools in this
collaborative process can ensure that outsourcing processes
channeled towards the stakeholders.
Full circumstances of dealing with difficult customer
demands can also be scrutinized and stored for future.
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Implementing KM In Organization
KM management practitioners primarily have two major
questions.
1. How can knowledge management be knitted into
organizations typical functioning rather than be looked
upon as a independent experiment.
2. In support of an organization to get on successful
knowledge management programs is there a clear
implementation methodologies that can be pursued.
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For KM to get institutionalized it needs not only
organisational confidence but clear processes and
methodologies for achieving the same. However strong the
instinctive conviction about an initiative may be, its
longevity can be ensured only by
a. An apparent link between business objectives and
strategies.
b. Recognition of certain landmarks and results towards
the accomplishment these objectives.
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Cont..
The ability to derive an organization's knowledge strategy
out of its business strategy lends clarity to this intuitive
conviction, enables a sounder approach for prioritizing
various activities of knowledge acquisition and provides forsetting up of processes and metrics to enable an ROI
justification.
Knowledge management and more specifically knowledge
sharing is dependent on the organization culture.
Implementation cannot be an open ended exercise whose
outcome is determined by employees.
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Cont..
For any initiative to get institutionalized it needs to be
supported by clearly defined processes, individual
responsibilities and technological enablers.
KM activities leads one to believe that it is indeed possible
to arrive at well- defined approach to go about such
initiatives.
It is both feasible and beneficial to clearly link the KM with
business strategy and planning.
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Thank you
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