research of knowledge management (KM)

research of knowledge management (KM)

Summary:

This report presents consequences obtained in the research of knowledge management (KM) that was performed at VTT electronics. VTT electronics is the technical research centre based in Finland. A process model is proposed as an abstract and generic model to use in knowledge management projects, and this is based on analysis of literature as well as prior experiences with SPI (software process improvement). The primary purpose of this model is enabling one to comprehend Knowledge management, performing analysis and planning the processes in an arranged way, and ensuring the essential aspects that are taken into account within Knowledge management projects. There is a distinction in two parts of the model that divides the process into operational processes and co-ordination processes. Co-ordination processes explain what should be performed to initiate as well as to control KM activities. Operational processes explain what is done while performing the operations of knowledge management. Co-ordination processes are arranged in a cycle of analysis, planning as well as defining and effecting for supporting continuous improvement. Operational processes include Identification of the need for knowledge, knowledge creation, knowledge collection, knowledge sharing, and knowledge storage as well as knowledge update. Initial verifications are also  presented.  This model is presented in detail means that stated high-level processes are refined into thirty-nine processes. These processes are performed by explaining its input and output links, the activities which cover the procedure, products etc. The model and its uses are discussed. An overview of additional operations related to the development of the model is presented. The discussion includes an explanation of expected benefits as well as expected limitations. Additional development requires to address identified limitations and then to extend the model as well as allowing the model to mature.

Introduction:

In everyday work, knowledge is necessary, and everyone knows how to do its work and how to use that knowledge in future related to that similar task. The primary purpose of knowledge management is to make your understanding functional for a group of people, i.e. for an organization. Knowledge management exists for a long time and is being used; it was not named so. This system is developed with time. Now the aim is to spread the knowledge in different geographical regions and to make it active in different areas. New technologies influence knowledge acquisition and sharing knowledge with high speed. Successful organizations require to absorb as well as utilize the increasing concentration of knowledge to upgrade this development. There is always a need for new knowledge and to manage the processes that enable one to deal with excess knowledge in a shorter time span. Nowadays, the most valuable asset of organizations is knowledge. This knowledge does not apply to some parts, e.g. programming code, but it refers to that knowledge that can be practised by anyone in future.

There is a rapid change in technologies as well as in products and product lines. That’s why now the main focus is to speed up knowledge creation and to share the knowledge. KM provides the solution of how to create knowledge and how to share knowledge.

Knowledge management issues:

This section explains the critical factors that are related to managing knowledge. These include the nature of people, nature od knowledge as well as environments of organizations. All of these have an extraordinary impact on knowledge management. These are explained below:

Nature of the knowledge:

Defining knowledge and related terms represent the complexity of the topic and the various perspectives by which the issue can be approached. This type of analysis is not done here. One can say, knowledge evolves in people’s minds by a unique combination of data, experiences as well as pieces of information. There are two categories of knowledge. One is tacit or implicit knowledge, and other is explicit knowledge. Tacit knowledge is internal knowledge and is hard to explain, e.g. how to ride a bike? Everyone can ride a bike, but not everyone can explain easily how to ride a bike. Explicit knowledge is a codified knowledge that can be written like a handbook. Knowledge provides reactions that depend upon the situation. It is challenging to convert tacit knowledge into explicit knowledge , but it’s possible and is very beneficial as well. This type of knowledge can be stored as well as can be transferred.

Nature of people:

  In addition to the nature of knowledge, the nature of people also makes knowledge management difficult because the possibilities are limited to influence people as well as challenging. Knowledge is part of the crucial facts that make the personality of a person. Sharing knowledge enables others to do tasks according to instructions and originator may easily replace. People usually  don’t want to share their knowledge with others due to fear of being replaced.  No one shares his/her knowledge without motivation and supporting environment.  People require a certain amount of trust to share their knowledge with others if sharing is vital.

Organizations:

Number of people are connected to each other in different ways like departments or hierarchies in an organization. Sharing of knowledge depend upon the culture of organization. Organizations provide infrastructure, invest in hiring people, and provide incentives as well. Activities to motivate people for sharing of knowledge must be encouraged at each level and rewarded as well to make it clear that sharing knowledge is essential for the organization.

Structure of the Km processes:

There are two main parts of the process model. One is co-ordination processes, and other is operational processes. The co-ordination process includes management tasks which are analyzing as well as planning the Knowledge management and dealing with issues of organizations. The model proposes four stages to process progress projects.

1. Current state analysis
2. Defining a target state
3. Plan for development measures
4. Pilot operations and commissioning

The cycle repeats once it’s completed.

The operational processes present the processes of existing knowledge management that includes knowledge sharing, knowledge collection, as well as update. Figures show the main processes of the model, along with their necessary dependencies.

The primary purpose of this figure is to express the ways of storing knowledge, including technical as well as non-technical sources.

Km co-ordination processes:

Km co-ordination process is the centre of all other activities. Everything is initiated as well as controlled here. The necessity to manage the knowledge is not realized yet; this indicates that it should be improved from current practices to the new one. First of all, the existing knowledge stacks and channels along with surrounding have to be analyzed.

Technology:

Determination of infrastructure:

After defining the organizational structure, essential issues of utilizing technology must be clarified. This includes what type of technology is going to be used for storage as well as management, how to use that technology.  This includes tools to be used in locating and transferring content and then viewing it.

Knowledge of management system:

The process identifies, evaluate as well as codify the knowledge. When new knowledge is created, it needs to be recognized to store and to collect as well. After receiving new knowledge, it is evaluated that either it is worthful for the organization or not. If it’s worthful, then knowledge package is designed. Then it is coded, and after specific changes in knowledge, map of an organization is supposed to be updated.

Conclusions:

To allow the model to match many situations, the process is presented on a general level. At the current level, the model is applicable in different parts as well as types of organization. For instance, it is supposed that the process could be adopted for SE as well as HRM. This does not allow the procedures to be used without adaptation. There is a distinction between the co-ordination process and operational process. Co-ordination processes basically assist the adaptation of operational processes. The knowledge management processes are generic and can be adapted according to scope. Validation activities, along with initial verification, are not enough to determine the practicability of this model for various cases. However, these two proves that the model is used with multiple scopes. Therefore, additional validation, as well as verification activities, are required to specify either the KM process, can be applied for certain cases or not. The model will be modified according to the situation, and the resulting model will cope with the circumstances.