Articles: knowledge management
and knowledge management (page 2)
Building the Plan
Generically, it is imperative that e-governments pursue a scoping exercise to identify the core characteristics of Knowledge Management, therefore:
- determining the Intellectual Capital to be Managed;
- evolving a Knowledge Development Plan;
- allocating Knowledge Worth; and
- establishing a Knowledge Centre of Excellence.
2.1 Determining the Intellectual Capital to be Managed
All the variables that provide the conduit to knowledge, such as, data, information, business intelligence, pricing, customer reports, life experiences etc determine the value of the intangible asset. Good management will provide a higher valued asset as opposed to poorly managed knowledge attributes. The Organisational Capital (business infrastructure) is a healthy starting point to address management issues to value knowledge. The Organisational Capital is also a supporting function to the remaining intangible assets - Human and Customer Capital. With this knowledge currency available to all leaders (whether the Private or Public Sector) the balance scorecard needs to identify the value of all the assets, tangible and intangible, and both need to be managed as well as the other. Crucial to determining the value is the relationship (link) between the tangible and the intangible asset.
2.2 Evolving a Knowledge Development Plan
Managing Knowledge Management projects is a consultative process that needs to drive the project Initiation, Concept, Design/Development, Implementation and Finalisation. The 'Project Initiation' phase constructs the Knowledge Development Plan. This is an extension to the data collection plan and conceptually supports the Knowledge Map. Therefore providing focus to what is required, what is available, and what exists, highlighting the knowledge gaps. This is especially important to support e-government due to the morass of information available and the enterprise-transactional activity proposed.
2.3 Allocating Knowledge Worth
If e-government has no process to allocate worth to their knowledge attributes, then there can be no prioritisation. Knowledge is fundamentally important to make the right decision at the right time. Again, with the enormous knowledge attributes available, even after a focussed development plan, e-government must be able to request the best information to value add the decision making process and produce the 'Knowledge Spike'.
2.4 Establishing a Knowledge Centre of Excellence
Whether e-government refers to their workers as Knowledge Champions, Knowledge Pilots or Knowledge Brokers, is not the primary challenge. While these terms provide some mind-shift for a cultural change to create, transfer and initiate the return on investment/effort in the use and reuse of knowledge; knowledge repositories are an evolving commodity and need a professional approach to gain short-term advantages. Organisational needs and worker requirements can be determined using Diagnostic Tools, Likert Scales (1 to 5) and Delphi (consensus) style survey instruments, Special Interest and Critical Reference Groups, etc.
The centrality of knowledge attributes provides a high-level service offering to the enterprise. Decentralised analysis of information should be transferred to a central repository to further increase the value of existing knowledge attributes. The value of transferring information in accordance with the Knowledge Map will be determined by its allocated worth. What we are really after is the best return - the best of the best.