Knowledge management

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KNOWLEDGE MANAGEMENT BY:- PIYUSH KUMAR SHAH

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INTRODUCTION:- Knowledge management is the systematic way of managing this precious resource. Knowledge Management promotes an integrated approach to identifying, capturing, structuring, organizing, retrieving, sharing, and evaluating an enterprise’s knowledge assets. Organizations must analyze knowledge needs before designing any Knowledge Management. This paper presents the rationale for knowledge modeling as a foundation for successful KMS projects and how the task of knowledge modeling can be accomplished. A method is proposed for building an effective knowledge model which can help businesses analyze and specify knowledge requirements.

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CONTENTS:- 1. Scope/Objective.2. Definitions, types of Knowledge, Knowledge Management. 3. Life Cycle.4. Illustrations with diagrams.5. Various types of inputs of knowledge.6. How it is used, updated and organised.7. Some statistical figures with relevant graphs.8. Conclusion.9. References.

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1. SCOPE/OBJECTIVE:- A knowledge model is an overall picture of a company’s knowledge architecture. It provides what is needed, not what is currently available, and it sets the environment for formulating strategy for obtaining knowledge not currently available. The model will communicate what needs to be accomplished to the project stakeholders at the conceptual level. Since it is a high level model, it is stable and doesn’t change frequently since it is built around business processes and the requisite knowledge.

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2. DEFINITIONS OF KM:- Knowledge management (KM) is the systematic way of managing this precious resource. KM promotes an integrated approach to identifying, capturing, structuring, organizing, retrieving, sharing, and evaluating an enterprise’s knowledge assets. Knowledge management systems (KMS) offer an environment for organizations to manage knowledge. Therefore, building an efficient and effective KMS is a critical concern.

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3. LIFE CYCLE:- .Knowledge life cycle frameworks are getting increasing attention as people begin to accept that Knowledge Management is about managing KLCs and their process components. .Alongside the KLC concept though, many others have been concerned with the Organizational Learning Cycle (OLC) and its role in knowledge processing and KM. Some even believe that there are no KLCs and that only OLCs exists.

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4. DIAGRAMS:- LIFE CYCLE MONITORING EVALUATING PLANNING&DECISION MAKING ACTING

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5. INPUTS OF KNOWLEDGE:- World 1 “knowledge” – encoded structures in physical systems (such as genetic encoding in DNA) that allow those objects to adapt to an environment World 2 “knowledge” – beliefs and belief predisposition (in minds) about the world that we believe have survived our tests, evaluations, and experience; World 3 sharable linguistic expressions, that is, knowledge claims about the world, the beautiful and the right, that have survived testing and evaluation by the agent (individual, group, community, team, organization, society, etc.) acquiring, formulating, and testing and evaluating the knowledge claims. The distinction between World 2 and World 3 Knowledge is Karl Popper’s.

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6.USE, UPDATE & ORGANISE:- Knowledge may be accessed at three stages: before, during, or after knowledge-related activities. Some people would argue that there is a life cycle to knowledge use. Starting with capture (although that word is itself contentious) or creation, moving on to use and reuse with the ultimate goal of enriching an organisation's capability. In counter to this many would state that such a life cycle view is too linear in nature and reflects an information centric view. The applicability of this model will strongly depend on how repeatable subsequent activities of the company are, and how static the environment or context is in which they are carried out.

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7. STATISTICS & GRAPHS:- 60 50 40 30 20 10 0

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8. CONCLUSION:- The information system should be a part of the knowledge management system because information is part of knowledge. The final product of information systems should be knowledge which can be used for decision making. For example, if any knowledge component has a strategic impact on the business and it is purchased outside, the organization may want to build an information system to generate such knowledge internally. Control over strategic knowledge should not be lost.

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9. REFRENCES:- Eriksson, H. and Penker, M (2000), Business modeling with UML: Business patterns at Work, John Wiley & Sons, Inc., New York: New York Gemino, A. and Wand, Y. (2003), Evaluating modeling techniques based on models of learning, Communications of ACM, Vol. 46, No. 10, pp. 79-84. Henderson-Seller, B. (2003), Method engineering for OO systems development, Communications of the ACM, Vol. 46, No. 10, pp. 73-78. Piyush Kumar Shah, B.B.A(3nd Year), BCACS, Pune

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