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SEMINAR PERSONEL ICT SARAWAK 2011 19 Julai 2011 (Selasa) Auditorium Tingkat 17, Bangunan Sultan Iskandar, Kuching Dr Mohamad Zainuddi bin Mat Taib Perunding ICT (Pengurusan Maklumat)
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Skop Perbincangan
1. Knowledge Concepts 2. Knowledge Management (KM) 3. KM in Business Environment 4. Public Sector KM Blueprint 5. Conclusion
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1. Knowledge Concepts
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What is Knowledge?
Knowledge is a set of organized statements of facts or ideas, presenting a reasoned judgement or an experimental result, which is transmitted to others through some communication medium in some systematic form.
Daniel Bell. The Coming of Post industrial Society: A Venture in Social Forecasting. New York: Basic Books, 1973.
Knowledge is information that changes something or somebody either by becoming grounds for actions, or by making an individual (or an institution) capable of different or more effective action."
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Data
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Types of Knowledge
Tacit knowledge: ...highly personal. It is hard to formalize and therefore difficult to communicate to others ...tacit knowledge is deeply rooted in action and in an individual's commitment to a specific context ...tacit knowledge consists partly of technical skills [and partly] of mental models, beliefs and perspectives so ingrained that we take them for granted and cannot easily articulate them. Explicit knowledge: knowledge that is easily expressed, captured, stored and reused. It can be transmitted as data and is found in databases, books, manuals and messages. (Nonaka, 1998) knowledge that can be codified and therefore more easily communicated and shared. explicit knowledge as structured and conscious and therefore it can be stored in information technology (Martensson), For Nonaka tacit and explicit knowledge are not separate but mutually complementary entities. They interact with each other in the creative activities of human being
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2. Knowledge Management
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Knowledge Management
Managing the leadership, organisation, technology and learning aspects of internal and external knowledge assets through retention and sharing of knowledge for the purpose of improving performance and inspiring innovation and creativity throughout an organisation
(Charlie Bixler, 2001)
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Technology-centric
KNOWLEDGE MANAGEMENT
People-centric
BUSINESS PROCESSES
Process-centric
Agency s Business Goal? Increase productivity, profit margin, effectiveness and efficiency of operations, stakeholders satisfaction, Role of KM? Enable knowledge flow in organisation involve people to support organisational knowing and learning; Turn individual knowledge and experience into organisation asset; Create/ Capture Organise Share Role of KMS? Supporting technological infrastructure for effective mobilisation of knowledge; Organise Store/ Access Use Together We Transform
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KM Environment
People
Communities of Practice Training and communications Prioritisation and Resource allocation Knowledge sharing climate and culture
Business Process
Workflows and Collaboration process Shared standards Measurement metrics and reporting Cross-organisational integration Feedback loop Other operational aspects of K assets
Governance
Leadership
Governance Structure Rules & Procedures Motivation and reward systems Performance Management
Technology
Collaboration Expertise database Content management Learning Portals with searcher & locators Problem resolution systems Operations enablers
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KM BLUEPRINT OBJECTIVES
People
Managing knowledge systematically in the public sector; Creating a learning organisation; Establishing an organised knowledge repository shared by everyone and usable by all; Establishing a lifecycle of knowledge production, integration and validation (creation, share and innovate); Creating an ongoing and adaptive interaction with the knowledge base; Allowing for organised and proactive transfer of skills, knowhow and expertise; Instituting support through integrative technological means (e.g. knowledge management systems); and Instituting better governance for promoting knowledge sharing and creation for the benefit of the whole public sector.
Process
Technology
Governance
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Knowledge Management Environment in the Public Sector Agencies Current Environment Overview
Only 12% of government agencies claim to have KM strategy Knowledge Management exist in silos 83% believe that their knowledge belongs to their agency alone Reliance on NotaSerahan-Tugas as a form of knowledge transfer when staff leaves
KM Environment in the Public Sector
* based on survey response from 94 government agencies and interviews conducted on 30 selected government agencies. (survey conducted in 2010)
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Plan
KW? (1H+5Ws) Tacit Explicit Current Environment Assessment Future State Formulation Portfolio/Plan Prioritisation
KNOWLEDGE PROCESSES
Implement
Tools Selection/Creation Cultural & Process Change Effectiveness Measurement, KM Expansion & Evolution
SUPPORTING INFRASTRUCTURE & TECHNOLOGY LEARNING ORGANISATION BUSINESS PERFORMANCE & VALUE MANAGEMENT
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Overview
Objective To improve service delivery and decision making through an informed knowledge environment Areas of Concern The application of Knowledge Management in the public sector not fully optimised due to lack of sharing culture and different understanding of its concept. Strategies
Strategy 1: Inculcate the Culture of Knowledge Management Strategy 2: Strengthen Knowledge Management Initiative in the Public Sector
Program 1 - KM Foundation Program Program 2 - Knowledge Practitioner Development Program Program 3 - Rewards & Recognition Program
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Knowledge Management
Objectives
To assist agencies prior to developing their knowledge management initiative To create & increase awareness, participation and usage of KM within the public sector Implementation Approach
Key Benefits
Agencies are able to identify what are the key components that are needed to build a strong KM foundation
Awareness
Interest
Desire
Action
2 1
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Knowledge Management
Community of Practice
Mentor Mentee
Knowledge Forum
Objectives
To instill the habit of knowledge sharing practices within and across the Public Sector
Key Benefits
Learning from shared experience through best practices First hand knowledge transfer from mentor to mentee As entry point for connecting people to people, people to document and vice versa
Implementation Approach
Plan
Implement
Improve
2 2
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Knowledge Management
Author Tagging
Sense of Mission
Objectives
To encourage the usage and participation of users in knowledge management initiative
Key Benefits
Creating a positive work environment, improve employee morale, and motivate user high performance in KM initiative
Implementation Approach
Link
Communicate
Award
Recognition
Evaluation
2 3
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Knowledge Management
Strategy 2: Strengthen Knowledge Management Initiative in the Public Sector Program 4: Identification of High Impact Knowledge Management Projects - Conceptual Model
Economy Public Transport Management National Trade Management KM Projects Social Security Justice Management KM Projects General Administration Statistic Centre KM Projects
Welfare Aid Management Central Education Resources Infrastructure Management Health Management KM Projects
Program Profile To identify potential high impact knowledge management projects that will be beneficial for the public sector as a whole.
Legend
NKRA : Eradicating poverty NKRA : Improving Rural Infrastructure NKRA : Improving Urban Public Transport
NKRA : Reducing Crime NKRA : Improving the Quality of Education NKRA : Fighting Corruption
Objectives
To increase usage and appreciation of KM within the public sector To maximize potential KM usage Implementation Approach
Key Benefits
All crucial areas of knowledge management needed within the public sector are covered Optimised public sector knowledge management initiative
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Knowledge Management
Strategy 2: Strengthen Knowledge Management Initiative in the Public Sector Program 5: Intelligence Hub - Conceptual Model
Intelligence Hub
Program Profile A project that links knowledge management systems into 1 interconnected knowledge network and also serves as a reference point for agencies who wish to implement KM. Phase I: linking all existing relevant KM systems. Phase II: enhancement of the Intelligence hub via the additional knowledge management systems.
Objectives
To create an integration point that combines all public sector knowledge management efforts into a single access point to maximise knowledge management system usage and value
Key Benefits
Knowledge sharing across government agencies Serves as an introductory platform for agencies who do not have KM initiative in place Availability of a KM template for agencies to start-off their own KM initiative
Implementation Approach
Selection of KM Systems
Design
Implement
Expansion
Improvement
Phase II
Grouping of available public sector KM Systems and encouragement of knowledge sharing within the public sector 0-2 years
Existence of a Centralized Knowledge Management Hub for the public sector Implementation of strategies to initiate and inculcate the knowledge management practice within the public sector
2-5 years
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5. Conclusion
Remedial for KM Implementation: What To Start Follow Steps in the KM Processes When To Start Start with Awareness Programmmes How To Start - Bottom-up or Top-Down Approach Who s Responsible - Formulate Governance Structure
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Terima Kasih
zainuddi@mampu.gov.my
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