linked performance evaluation to KM and used a balanced scorecard to monitor the performance of individual employees, divisions, as well as the organization as a whole, in KM. All these initiatives of Tata Steel seems to have paid off; in early 2003, Tata Steel was recognized as one of Asia's Most Admired Knowledge Enterprises [21]. Many other Organizations like Accenture, Cap Gemini Ernst and Young, Deloitte and Touche, Ernst and Young, KPMG Consulting, McKinsey and Company etc. are successfully using KM. 5. Implementation Of Knowledge

Management To implement KM, an excellent Implementation Plan is required to design by reusing the lessons from successful (and less successful) Implementations in other companies, and tailored to your own context. Implementation of KM varies from company to company, country to country. It should give benefits to individual to collect effective knowledge as per their needs. The plan will be based on the results of assessment and benchmarking, the Knowledge Management strategy, the proposed and agreed Knowledge Management framework, the communications plan, a staged, change management approach, and a full analysis of the risks to Knowledge Management delivery [22]. Team which has responsibilities of managing KM must have required support from management. They initiate from small scale with monitoring the growth of KM and resolving the problems arises in it. After getting the base line status that is stable status it can be implemented at organization level. Someone should expect the return from the day of implementation of it but actually it will take time to deliver effective knowledge and must be revised regularly. It may take several iterations of real input and measurable output and subsequent updates before a good KM system is in place. Some of the key features required to successful implement KM are: • Business success history defined in the form of

business cases and budget allocation • Communities of practices which required

elements like sponsorship, membership, role of responsibilities, accountability and measurement, supporting tools

• Identify the hurdles in the environment as well as in culture and resolve the issues responsible for those hurdles to create KM

• Information technology impact • Measurement Implementation of KM into an organization with existing methodologies of KM is connected with

problems like low level of complexity, lack of information, technological orientation, etc. To overcome these obstacles, FIM UHK developed a new methodology of KM implementation called KM-Beat-It. This methodology started by analysis of strength and weaknesses of existing KM methodologies. It works in different phases which are assembly of realization team to get support from higher management or owners of the organization, analysis of initial state to create integrated view on the current state of organization, creation of knowledge strategy to support business strategy and indentify knowledge activities, realization of KM activities to conduct projects or plans leading to KM [23]. 6. Tools Support For Knowledge

Management Commercial as well as academic tools are available for knowledge management. KM facilitates features such as search and database maintenance, intranet features, security, FAQ lists, logged chat features, find-an-expert features, personalization, etc., which aid in knowledge-sharing within an organization. Some of the tools used for KM are Experience Management System, Case-Based Reasoning (CBR) for retaining and retrieving experience. One more tool named BORE was developed by the University of Nebraska-Lincoln. This tool comprises of case studies related to real time problems solving experiences, and descriptions of resources like tools, projects, people and development methods. All these solution information are used to solve new problems faced by software developers during future projects. CODE – a general-purpose knowledge management system – is also supportive system developed to serve as a medium for knowledge capture and transfer, as well as editing or “packaging” knowledge to make it easily available [9]. Mostly IT based tools are categorized into Groupware systems, Data warehousing, Data mining, & OLAP, Decision Support Systems, Content management systems, Document management systems etc. (adapted from Gupta and Sharma 2005, in Bali et. al. 2009). All the tools from any group can support KM if they design and implemented properly. Groupware tools like publishing and communication tools, collaborative management tools, video conferencing and informal communication tools provides facilities to create, share explicit knowledge as well to find the sources of the knowledge. One of the best examples of groupware tool is Lotus Notes. Data mining tools and techniques can be used to search stored data for patterns that might lead to new insights. In Decision

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Support Systems KM is involved to enhance the manager's knowledge through knowledge discovery and supply of relevant information. Kiku (2006) emphasized that a decision support system must be designed in light of KM. Content management systems are very relevant to knowledge management (KM) since they are responsible for the creation, management, and distribution of content on the intranet, extranet, or a website. Document management systems aid in the publishing, storage, indexing, and retrieval of documents. Although such systems deal almost exclusively with explicit knowledge, the sheer volume of documents that an organization has to deal with makes them useful and in some cases even mandatory [24]. 7. Conclusion As us discussed in the initial part of the paper that frequent changes in technologies, methods, geographical location and multicultural arrangements makes software development a complex process in nature. Knowledge management is seen as a process of converting information into value for the corporation to reduce cost, increase employee productivity, and improve quality of product and services. Knowledge management tools have the objective to reduce the problems of complexity in global software development. Software development is a knowledge- and people-intensive activity. It was argued that small and stable organizations can probably survive without knowledge management but for organizations that are large and distributed, whose environment is continuously changing, managing their knowledge assets is critical for survival. With proper management of the knowledge it is also required that people as part of an organization feel that they are getting some meaningful information from it and they have made contribution to KM. Ultimately, the attempt to advance knowledge by focusing on individual knowledge competencies requires the active involvement of everyone in the organization.

8. Acknowledgment I am grateful to Dr. Kamlesh Purohit, Principal of the Vyas Institute of Engineering and Technology, for encouragement and support provided to me. 9. References 1. Schneider, Kurt, “Experience and Knowledge Management in Software Engineering” Springer Verlag, Berlin, 2009

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