Friday, April 23, 2010

Measuring the Performance of Corporate KMS

Common Measurement Approaches

There are a number of approaches that are increasingly being used to measure the value of, and progress in, knowledge and knowledge management in corporate :


a. Measuring the impact of knowledge management on the corporate performance
O'Dell & Grayson recommend a two-pronged approach that seeks to measure both outcomes and activities. Measuring outcomes focuses on the extent to which a project or a process achieves its stated objectives. In measuring activities, you are looking specifically at things like how often users are accessing, contributing to, or using the knowledge resource and practices you have set up. Some of these measures will be quantitative ('hard') measures such as the number and frequency of hits or submissions to an intranet site per employee.


b. The Balanced Scorecard
The balanced scorecard focuses on linking an organization's strategy and objectives to measures from four key perspectives : financial, customer, internal process, and learning and growth.


c. Return On Investment (ROI)


d. The knowledge management life-cycle
The aim of road map to knowledge management result is to provide corporate with a map to guide them from getting started right through to 'institutionalizing' knowledge management - embedding it in the organization and making it an integral part of the way a corporate works. The map has 5 stages :
1. Get Started
2. Develop a strategy
3. Design and launch a knowledge management initiative
4. Expand and support
5. Institutionalize knowledge management


e. Employee Surveys

The steps in developing measures

Dhansujhal & Chaudhry outlines the following steps in developing measures :

a. Revisit the corporate goals
b. Know the audience for the measures
c. Define the measures :
- Valid : they actually measure what they are intended to measure rather than something else reliable - they give consistent results
- Actionable :they give information that can be acted upon if necessary.
d. Decide what information will be collected and how it will be collected
e. Review the combination of measures

Three reasons for measuring the success of a knowledge management system :
1. To provide a basis for corporate valuation
2. To stimulate management to focus on what is important
3. To justify investment in KM activities.

Two of the KMS Effectiveness Models

1. The Knowledge Value Chain

Good KM is defined as using KM to improve corporate competitiveness.
KM value chain Model was developed by viewing and contrasting KM through an analytical (technical) perspective and a actor (user) perspective. These perspectives are conflicting and KM assessment occurs by determining how well the KMS meets each perspective at each step.

2. Jennex Olfman KMS Effectiveness Model



This model evaluates success as an  improvement in organizational effectiveness based on use of and impacts from the KMS. Descriptions of the dimensions of the model follow :
- System Quality
Defines how well the KMS perform the functions of knowledge creation, storage/retrieval, transfer, and application.
- Knowledge / Information Quality
Ensure that the right knowledge with sufficient context is captured and available to the right users at the right time.
- Use / user Satisfaction
Indicates actual levels of KMS use as well as the satisfaction of the KMS users. Actual use is most  applicable as a success measure when the use of a system is required. User satisfaction considered  a good complementary measure of KMS use when use of the KMS is required, and the effectiveness of use depends on users being satisfied with the KMS.
- Perceived Benefit
Measures perceptions of the benefit and impact of the KMS by users and is based on perceived benefit model. It is good of predicting continued KMS use when use of the KMS is voluntary, and amount and/or effectiveness KMS use depends on meeting current and future user needs.
- Net Impact
This model recognize that the use of knowledge may have good or bad benefits and allows for feedback from these benefits to drive organization to either use more knowledge or to forget specific knowledge.

Tuesday, April 20, 2010

Effective Knowledge Repositories

Yang termasuk dalam effective knowledge repositories adalah :
- Link user and core knowledge
- Single point of entry
- Codify explicit knowledge in a logical manner
- Direct the user to enabling sources
- Vehicle for contributing new knowledge
- Provide personalized knowledge services

Konten-konten yang terdapat dalam knowledge repository :
- Factual : terminology, specific details, and elements or organizational practice
- Conceptual : theories, model, principles, generalizations
- Procedural : skills, techniques, methods
- Meta-cognitive : learning, thinking, problem-solving

Fitur-fitur yang ada dalam knowledge repository :
- Link to organizational external sources
- Discussion topics
- FAQs
- Case studies
- Real-life examples, etc.

Repository development :













Monday, April 19, 2010

Jenis Knowledge Management



Knowledge dibagi menjadi dua jenis yaitu explicit knowledge dan tacit knowledge, yang dapat dijabarkan sebagai berikut :
a.       Explicit Knowledge
Adalah sesuatu yang dapat diekspresikan dengan kata-kata dan angka, serta dapat disampaikan dalam bentuk ilmiah, spesifikasi, manual dan sebagainya. Knowledge jenis ini dapat segera diteruskan dari satu individu ke individu lainnya secara formal dan sistematis. Explicit knowledge juga adapat dijelaskan sebagai suatu proses, metode, cara, pola bisnis dan pengalaman desain dari suatu produksi.
b.      Tacit Knowledge
Adalah knowledge dari para pakar, baik individu maupun masyarakat, serta pengalaman mereka. Tacit knowledge bersifat sangat personal dan sulit dirumuskan sehingga membuatnya sangat sulit untuk dikomunikasikan atau disampaikan kepada orang lain. Perasaan pribadi, intuisi, bahasa tubuh, pengalaman fisik serta petunjuk praktis (rule-of-thumb) termasuk dalam jenis tacit knowledge.

Monday, April 12, 2010

The Information Technology - Organizational Form

 6 Perspectives which best represent current thinking on new ways of organizing and outline characteristics :
1. Network Organization
    3 types network organization :
     1. Internal Network
     2. Stable Network
     3. Dynamic Network

2. Task Focused Team
     Focused high performance team to committed a common
     purpose and reach goals.

3. The Networked Group
     - Networks differ from teams, cross-functional task forces 
       or other assemblages designed to break hierarchy.
     - Network are not temporary; teams generally disband when 
        the reason they were assembled is accomplished.
     - Networks are dynamic; the do not merely solve problems that 
        have been defined for them.


4. Horizontal Organization
    Five activities needed to create and maintain a horizontal 
    organization spanning a number of countries :
     1. Create share value
     2. Enabling the horizontal Network
     3. Redefine Manager's rules
     4. Assessing result
     5. Evaluating People


5. Learning Organization
     3       3 keys characteristic of a learning organization :
     1.      1. It must make a commitment to knowledge
2222     2. It must have a mechanism for renewal
     3.      3. It must posses an openess to the outside world

6. Matrix Management
    3 principal characteristics common to those that managed the 
    task most effectively are identified:
    1. Build a shared vision
    2.Develop human resource
    3. Co-opting management effort

Friday, April 2, 2010

Managing Core Knowledge

Ada 3 fase dalam managing core knowledge, yaitu :

Fase 1. Clarify Core Knowledge Scope
     - Mengidentifikasi core business dan persyaratan knowledge itu
        sendiri.
     - Mengidentifikasi Domain Knowledge.
     - Mereview kegunaan knowledge.

Fase 2. Define Core Knowledge Parameters
    - Mendefinisikan core knowledge.
    - Mengembangkan core knowledge policy.

Fase 3. Develop the core Knowledge Structure
    - Memetakan core knowledge
    - Membangun Knowledge repository

Knowledge Management Architecture

















Keterangan Gambar :
Gambar di atas adalah Gambar Knowledge management architecture.
Data Source Layer ( yang dapat berupa : External Sources, Web Repository, E-mail Repository, Text Repository, Relational and OO Databases, Domain Repository ) berhubungan dengan Knowledge Management Layer. Knowledge Management layer ( berupa Knowledge Management Process ) Membentuk suatu Knowledge Repository. Lalu, Knowledge Repository berhubungan dengan Knowledge Presentation Layer yang membentuk Knowledge Portal.

Knowledge Management Process Model

Didalam Knowledge Management terdapat 5 process model,yaitu :

1. Acquisition
    Mencari sumber-sumber yang dapat di jadikan knowledge.
    Contoh : Expertise, Model, Business Rules, Domain, Ownership.

2. Refinement
    Memilah-milah knowledge yang sudah didapatkan dari
    sumbernya. Knowledge yang bersifat positif akan di share,
    dan knowledge yang bersifat negatif tidak akan di share.
    Contoh : Data, Cleansing, Metadata, Tagging, Concept,
    Formulation Information, Integration, Ontology, Taxonomy.

3. Storage / Retrieval
    Knowledge yang sudah dipilih, dapat di simpan dan dapat
    digunakan kembali sewaktu-waktu.
    Contoh : Storage and Indexing of Knowledge Concept-based
     retrieval

4. Distribution
    Knowledge dapat didistribusikan  melalui Internet atau Intranet.
    Contoh : Intranet , Internet, Knowledge Portal, XML, Discussion
    Group.

5. Presentation
    Dapat digunakan oleh semua orang yang sudah mendapatkan
    knowledge tersebut.
    Contoh : User Profiles for dynamic tailoring links, Knowledge
    Creation