Knowledge management

KNOWLEDGE MANAGEMENT

Lecture SeriesKNOWLEDGE MANAGEMENTLecture Series

VRDE, Ahmednagar


Dr K C Vora

Why KM?Change is AcceleratingChange is Accelerating

1618

Optical

121416

pNetwork Speeddoubles every 8months

68

10 Storagecapacitydoubles every

246 12 months

Computingpower doubles

00 6 12 18 24 30 36

every 18months

dot COM storage requirements double every 90 days

What is KM? An Enterprise Perspective

The strategies, processes, and technologies employed to enable anenterprise to acquire, create, share, and make actionable theknowledge needed to achieve mission objectivesknowledge needed to achieve mission objectives

Influences

EnablingTechnologiesand Processes

CoPsLeadership

Best PracticeDBs

Strategy

DBs

KM Process

StrategyReward &Recognition

Framework

KM Enablers

Knowledge-Enabled Outcome States

State 2Harvesting the Benefits

State 1Fostering Knowledge Development

State 0Where We Were

State “V”Ultimate Vision

KM Targets

Enterprise Processes

K l d Di

DevelopmentCommon KM Understanding

Center Pilots

Ad Hoc Processes

Local Initiatives

Di t Vi f

Embedded KM

Known Knowledge Discovery

Tool/Process integration

Knowledge Creation

Consolidated Resource View

Greater Tool Standardization

Disparate Views of Resources

Low Tool Standardization

Knowledge Value

Pervasive Infrastructure

Innovative OutcomesKnowledge Creation and Re-use Impact

Standardization

Knowledge-Sharing

Collaboration Valued

Innovative Outcomes

Knowledge Management Capability Maturity Model (KM CMM)Capability Maturity Model (KM CMM)

Level 5: Optimizing• Business process alignment• Process change management

Where we want to

be

Level 4: Managed• Integrated knowledge processes• Quantitative process management

g g

p g

Where we aregoing

‘01

Level 3: Defined• Organizational processes • Knowledge mapping• Intergroup coordination • Training program

Where

Level 2: Repeatable• Program planning • Content QA process• Requirements process • KFP identification

Intergroup coordination Training program

Wherewe are

‘00Level 1: Initial• Adhoc processes• Partial technical infrastructure

Level 0:Not Practiced• Failure to perform KM• Culture counter to learning, sharing

Stages of KM Implementation

Develop interest andenthusiasmNo formal business

Select pilots oridentify grass

Scale up; buildcapabilityBusiness caseand measuresbecome moreformal

KM embedded inbusiness model

Support pilotsBusiness case ispotential gainNo formal business

case; belief in thevalueDefine KM in termspeople understandCapitalize on intranetUnderstand

identify grassroot effortsBusinessobjectives arespecific to pilotsForm a cross-functional KM

KM coordinationteamIdentify roles andresources for theKM functionEstablish awardsand recognition

OrganizationalalignmentProject work withactivity andknowledge basesupport

from pilotsShare pilotlessons learnedDevelop methodologiesthat can bereplicatedUnderstand

organizationalreadiness

u ct o atask force

and recognitionStandards

Pilot PathStrategic

Pilots

OpportunisticPilots

Improve

Expand

Disengage

Way ofdoingbusiness

Decision

replicated

g g

Process

Expertise & KnowledgeKnowledge Discovery

KNOWLEDGEINFORMATION

KnowledgeRequirement

Customer(s)

Knowledge TeamFormation

INFRASTRUCTURE(KII)

Customer(s)

Knowledge Creation

Knowledge Delivery

ToR KM

TERMS OF REFERENCETERMS OF REFERENCE

FOR FOR

KNOWLEDGE MANAGEMENTKNOWLEDGE MANAGEMENT

BACKGROUND

• For any company knowledge is core of all its activities. A knowledge management system is to identify,

t t di t ib t d bl d ti create, represent, distribute and enable adoption ‘what it knows’ and ‘how it knows it’.

• Proper system for knowledge management is essential Proper system for knowledge management is essential to avoid re-inventing the wheel and to go forward to higher levels from the existing levels in a quick and efficient way efficient way.

• Presently, the knowledge management is in formative stages. It will be better if a proper system of g p p yknowledge management is thought about and implemented as early as possible in order to meet the immediate target of changing the pattern of work –immediate target of changing the pattern of work to go to more of R&D from certification.

OBJECTIVES

• To establish and implement a system of To establish and implement a system of knowledge management in the shortest possible time – by the year 2010 a basic possible time by the year 2010 a basic system and by year 2012 an advanced working systemworking system.

12

SCOPE1. To identify fields where the knowledge management system

should be established and their priorities.

2. In each field, identify implicit (tacit) and explicit (codified)knowledge areas and generate appropriate methodology forcapturing them.

(Implicit or tacit knowledge is often subconscious, internalized, andthe individual may or may not be aware of what he or she knows andy yhow he or she accomplishes particular results.

At the opposite end of the spectrum is explicit or codified knowledgeh h f k l d h h d d l h ld l l dwhich is often a knowledge that the individual holds explicitly and

consciously in mental focus and may communicate to others throughemail, proposals, PPT, PDF, technical papers, reports, softwares, etc.

In the popular form of the distinction, implicit knowledge is what is inour heads, and explicit knowledge is what we have codified).

SCOPE (Contd..)3. To train the personnel in knowledge sharing and knowledge

management and generate an atmosphere of openness to takeup the activity of knowledge management.up the activity of knowledge management.

4. Generate suitable formats for documentation – this may bedifferent for different areas and fields and finalize themdifferent for different areas and fields, and finalize themafter periodic review and discussions.

5 Establish a system for multi disciplinary activities5. Establish a system for multi-disciplinary activities.

6. Generate a suitable system of consolidation, storage andi l i b h h d / f iretrieval – using both hardware/software expertise,

consultancy, etc. for different areas and fields.

7. Create an appropriate search engine for storage andretrieval.

SCOPE (Contd..)G bl d l f8. Generate a suitable and appropriate control strategy foraccess of this information to various levels of personnel.

9. Benchmarking of knowledge management in R&D Companies.

10. Establish a mechanism for operating the ‘Knowledge10. Establish a mechanism for operating the KnowledgeManagement System’ : defining stakeholders, roles,responsibilities.

11. Making of resource, financial and quality plans.

12 Finalizing work break down structure and schedules12. Finalizing work break-down structure and schedules.

13. Establish a system of periodic review against time targetsd ti d d ti f th tand corrective measures and updating of the system.

CURRENTLY IDENTIFIED AREAScorporate pMemory

Search engine

Bench A d

Library -Knowledge

Centre

Bench Marking

IT Quality

Academy -Education

ARAI KM

IT Manage-

ment

P j t HR &

Quality Manage-

ment

KM Project Manage-ment &

LessionsLearnt

HR & Perform-

anceManage-

ment

Asset Manage-

ment

Certifica-R&D and

Seminar & Confe-rences

tion & Services

Legal & Intellec-

tualProperty

R&D and Techno-

logy

ACTIONS REQUIRED

HOW TO GO ABOUT HOW TO GO ABOUT AND

WISH LISTWISH LIST

FOR


Knowledge Identifiction

KNOW-HOW SKILLSExplicit knowledge Tacit knowledge

Formalized and Specialized Acquired with practiceAdaptable

Explicitable or non-explicitableData, procedures, models, algorithms, People’s abilities, professional knack, Data, procedures, models, algorithms,

documents of analysis & synthesis, drawings..People s abilities, professional knack,

private knowledge..

Heterogeneous, incomplete or redundant, Often marked by circumstances of it’s creation

D t “ k d ”

Often transmitted orally and tacitly according to a Master- to- Apprentice b h iDoes not express “unspoken words” behaviour

Disseminated Located

ll d h f d d d l dAll stored in archives, cabinets, software systems and individual’s mind.Characterizes a company capability to design, produce, sell & support its product and/or services.

Representative of the company experience and culture.

T

Knowledge Conversion…..To

Tacit Knowledge Explicit Knowledge

…..From

Socialization Externalization

Tacit Knowledge

Explicit Knowledge Internalization CombinationExplicit Knowledge

Conduct Competency Mapping Conduct Competency Mapping (Example Engine Testing)(Example Engine Testing)

Instrumentation Knowledge

(Example Engine Testing)(Example Engine Testing)

8

10n Knowledge

Engine Knowledge

Knowledge of Emission

Parameters4 8

8

4

Engine Test Report

Parameters

8

54

6 0Engine

InstallationTest Report /Calculation

55

Engine TestingTest Analysis

Knowledge of Test Standards

Conduct Competency Mapping Conduct Competency Mapping (Example Engine Design)(Example Engine Design)( p g g )( p g g )

Prepare Technology Road Map (Example Engine Development Lab)(E amp Eng n D opm nt La )

• Engine • Engine design P t fl

CNG E4• Manifold

Injection

Fuel CellsLPG/CNG E3

• TBI

Engine upgradation by system design

• Engine design from concept

• Port flow simulation

HCCI Combustion

HCNG• Lean burn• Sequential Injection

Hydrogen E5• Lean burn

• EDC 1100 bar

• Rotary FIE 700 bar

• TCIC • 4V CRS 1600 bar

E 4 - 50 kW / l E 5 - 75 kW / l• CRS 1800 /2000

bar• Cooled

EGR, DPF

CC Co bust o

C S 600 ba• VNT, Cooled

EGR, DOC, DPF• BMEP 16 bar

E 3 DevE 2 Dev E 4 Dev • DeNOx• Variable swirl

Performance Simulation

Hydraulic Simulation

CFD Vehicle cycle simulation

Combustion simulation

Chemical kinetics

2000 2004 2006 2008 2010 20122002 2014

KM ArchitectureUser Interface

Knowledge Applications

Knowledge Application

Search Engines

Knowledge MapApplication Architecture

Storageg

Pl tf /N t k S iEnterprise

Platform/Network ServicesInfrastructure

Decide Knowledge Discovery Tools

Sources

Summarize(WebSumm)Disseminate/

Retrieve

Collect

Extract(Alembic) Translate

Retrieve(TIDES, QANDA)

Collect (CyberTrans)Monitor(SIAM)

Finance Energy Trans. Telecomm Z-Ave

Cluster/MineCollaborate Browse/Visualize Cluster/Mine(QueryFlocks)

Collaborate(KEAN, Scout, ExpertFinde

r, XperNET)(GeoNODE)

Detect, Translate, Extract, SummarizeToday is a significant day in the history of our national liberation struggle, it marks the end of a year during which we have resisted and fought against the biggest ever offensive operation launched by the Sri Lankan

•Liberation Tigers of Tamil Eelam (LTTE)

ever offensive operation launched by the Sri Lankan armed forces code named "Jayasikuru”...

•Sri Lanka•Velupillai Pirapaharan•Rebellion

Org Leader HQ LossesSinhala Kumaratunga 3000LTTE Pirapaharan Wanni 1300

The objective of the Sinhala chauvinists was to utilize maximum man power and fire power to destroy the military capability of the LTTE and to bring an end to the Tamil freedom movement.

Tamil documentg

Before the launching of the operation "Jayasikuru" the Sri Lankan political and military high command miscalculated the military strength and determination of the LTTE.

Vision: Ask Questions, Get Answers

Multilingual,M lti diMultilingual,M lti di

Question: What type of coating on the piston skirt should be used? Question: What type of coating on the piston skirt should be used?

Multimedia,Multiparty Resources

Multimedia,Multiparty Resources

Answer: KS uses LofriKS and NanofriKSAnswer: KS uses LofriKS and NanofriKS

Today

Answer: KS uses LofriKS and NanofriKScoatings on the skirt. Both uses PAI (Polyamideimide) with graphite fillers. In NanofriKS, TiO2 & ZnS nanoparticles are used.

Answer: KS uses LofriKS and NanofriKScoatings on the skirt. Both uses PAI (Polyamideimide) with graphite fillers. In NanofriKS, TiO2 & ZnS nanoparticles are used.

Today

Documents, Not answersDocuments, Not answers

TomorrowAnswers & Drill downAnswers & Drill down

Search Engine Indexing/Keywords (Example)( p )

Engine System / Part NameCylinder Block

Cylinder Head

G k tGaskets

Piston Assembly

Con Rod Assembly

Crankshaft

Flywheel

Balancer Shaft & TV Damper

Bearings & Bushes

Valve Train

Timing Gear

Engine Mounts

Cooling System

Lubricating Systemg y m

Fuel Injection System

Turbocharger

EGR

AlternatorAlternator

Starter

Exhaust System

After Treatment Devices

Expert Discovery• Find global Experts

– quickq– accurate– comprehensivep

• Challenge: Overcome limitations of manually managed skills/expertise databases managed skills/expertise databases (e.g. Dataware - experts self nominate)– incomplete incomplete – expensive– out of date– out of date

Expertise Management ArchitectureResources

E-dB

Finder

Services

ServiceBroker

MII

Qualification

Selection

WWW

Q&A

Registration

Q

FinderAgencies

Consulting

Q

ConsultingGroups

Expert Finder (Example)

Goal: Place a user within one ph n ll f n xp t

IntegratedE l

User Issues Simple

Results of Expert Finder Query: HR Expert

phone call of an expert

EmployeesRanked by

EmployeeDatabase

Simple Query

Results of Expert Finder Query: HR Expert•N.V.Marathe, Dy Director•Dr. M.V. Uchgaonkar, Asst. Director•Y.K.Upadhyay, Manager

Name: Uchgaonkar M.V. Dr.Phone: 30231210Email: [email protected]: PAHID N

Ranked by Mentions

ID.No.:

Uchgaonkar M.V. Dr.

Mentions of Employee inCorporate

“Dealing with Performance” by Dr. Mohan V. Uchgaonkar, AD – PAH, The Indian Express (Pune Edition), 04 Dec 2008.

Communications

Enterprise EmployeeProject Database

Relevant EmployeePublications

Evaluation

• Compare performance of ExpertFinder with (20) expert human resource managers

• Task: Find top 5 corporate experts in a given domain

• Measures– Agreement among humans– Agreement of machine with human(s)

• PrecisionR ll• Recall

• Chance: # experts/450 employees = often less than 1%less than 1%.

The ExpertFinder QuestionnaireI am performing an experiment. Your participation will remain anonymous if you so desire and should only take a few short minutes. Please answer the following questions (preferably without any assistance, but if you use assistance indicate what kind you used):

1. Who are the top 5 "data mining" experts at ARAI (List them in rank order, most expert first. List as many as you can but no more than 5)?

assistance indicate what kind you used):

List as many as you can but no more than 5)?2. the top 5 “marketing" experts? 3. the top 5 “design" experts? 4. the top 5 “development" experts? 5. the top 5 “testing" experts?6. the top 5 “Report/Paper writing" experts? p p p g p7. the top 5 “review" experts?8. What is your department’s top area of expertise (in a few

words) and who do you consider to be the top 5 people in the words) and who do you consider to be the top 5 people in the company in your area of expertise?

Cooperative Searching

Hypothesis

Group (coordinated) searching can be more effective p ( ) gthan multiple (independent) searchers working

autonomously

Collaborative Virtual Workplace

Lessons Learned• People, and the cultures that influence their behaviors, are the

single most critical resource for successful knowledge creation, dissemination, and application. dissemination, and application. Understand and influence them.

• Cognitive, social, and organizational learning processes are essential to the success of a knowledge management strategyessential to the success of a knowledge management strategy.Lets focus our strategy on enhancing these processes.

• Measurement, benchmarking, and incentives are essential to l h l i d d i l l h accelerate the learning process and to drive cultural change.

Lets create a tailored balanced scorecard to target what you want to improve.y p

• Knowledge management programs can yield impressive benefits to individuals and organizations if they are purposeful, concrete andaction-oriented. Lets make ours so.

Some Grand Challenges• User, Group and Organization Modeling,

including knowledge, beliefs, goals and plans• Universal knowledge access independent of

user physical, perceptual and cultural h t i ticharacteristics

• Organizational strategies for knowledge sh insharing

• Knowledge strategies in global, multicultural enterprisesenterprises

• Security & Access.

Words of “Wisdom”

• In times of profound change • In times of profound change, learners inherit the Earth, while

the learned find themselves beautifully equipped to deal with beautifully equipped to deal with

a world that no longer exists.

• Strategy

REFERENCES

• StrategyPeter Senge“Learning Organizations”

• ProcessTakeuchi and NonakaTakeuchi and Nonaka“Organizational Knowledge

Creation”

• BenchmarkingNorton and Kaplan“Balanced Scorecard”

THANK YOU.