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H2 < C H Z1 L  u  <A#  @ (  `  +  <C  + t` 0  <C 0  < BCeDE4F> 21K]e;bSV_B3~Z2 @`0  < BChDE<FF0@)F6ON]yhe_T<b$H? $@`@ `  +  <C  + ` ]+  <C ]+  < B+CcDE$F. DZ +Q%c!cD@`]@  < BxCDE F* T$f sxv@`+ +  < BLC)DE F1)+L!@U & ~ `  =  <C  = ~ < NBCDExF$TeYZ:`dk]B>{^nMX\i_qGj1m|x|M[>@@` =  < BxC+DE,F6 <HHBBT x+l`Z<@`:   < ~B*C)DEF) *#) @`  ` u< U  <C u< U  < nBCDEF""%HUanymq[ ylRNE4( !/>M\hu |%FH@`x/ U  < BIC8DE$F. $I8*  @` .  < vBCDEF## ~iK/ $Bi %+{"i!SD3;#;,66-D(U(i]TQ RW r~HL@`u<   < BCHDE,F6 @cH8B7 ;6Qlw@@`" p |2 < T?3e1? H|2 < T?3e1?8|2 = T?3e1?0 x|2 = T?3e1?H|2 = T?3e1?x` |2 = T?3e1?8|2 = T?3e1?@|2 = T?3e1?p(|2 = T?3e1? h|2 = T?3e1?pxd2 = <1?h  d2  = <1?h 0 d2  = <1?  d2  = <1? PX d2  = <1?  d2  = <1? Px d2 = <1?  d2 = <1?  d2 = <1? p d2 = <1? @x d2 = <1? `8 B = # l?Do9?( P ,$D 0 = C xl1xaxa? 19?($  MLarge local group  G'l < Tvd޽h @ ? a( 0 \TT(  TX T C P   dT T S dP @  d  How does knowledge differ from information? Knowledge is information in action Knowledge consists of facts, perspectives and concepts, judgment and know-how. Knowledge is applied to interpret information about a situation and to decided how to handle it. Examples of knowledge How to operate a work station How to interpret data Example of information Type of account Account balance. L4"-YH T 0޽h ? ̙33Y 0 X(  XX X C P    X S dP @   {Knowledge comes into two forms: explicit which is information you can easily put into words or pictures that is easy to articulate and communicate. tacit which includes experience, know-how, skills and intuition and is most often embedded in the individual The companies strength fall on their tacit knowledge How to capture the tacit and explicit knowledge is the role of KM||H X 0޽h ? ̙33 0 UM\(  \X \ C P   M \ S  P @   Knowledge Management is Systematic approaches to find, understand and use knowledge to create value: To enable people to find and use the collective knowledge of the company. H \ 0޽h ? ̙33e 0 %d(  dX d C P    d S P @   APQC co Outcomes realized as a result of knowledge sharing practice: 38% of the responses stated that it leads to increase innovationH d 0޽h ? ̙33 0 l&(  lX l C P    l S $P @   (~The experienced companies have identified certain aspects of an organization s environment that must be addressed in order for the KM to have a chance of working. One reason that internal transfer is so difficult is that these enablers have been poorly understood and were rarely addressed in earlier attempts The success of knowledge sharing program depends on four enablers: technology, culture, infrastructure and measurement. Culture: unique combination of expectations, written and unwritten rules that dictates the actions and behaviors of each employees. Infrastructure: a structured process to reuse knowledge with well defined roles for people in the process. Technology: the electronic tools that help the process to occur. Measurement: the process of gathering data and assigning value to the impact of the project. l@|\ 6 RH l 0޽h ? ̙33 0 QIp(  pX p C P   I p S *P @   Company culture is perhaps the most important factor in the success of KM initiative A study conducted to identify the biggest impediments to successful implementation of KM H p 0޽h ? ̙33/ 0 t(  tX t C P    t S DFP @   'The infrastructure may include: Knowledge champions Common IT platform Space to encourage sharing Corporate repository such as a database. Reporting relationships The structure that works will be determined by what you hope to accomplish and the resources you have to dedicate to the project. >  H t 0޽h ? ̙33  0  x (  xX x C P    x S TP @   "Technology is a key of transfer because it links people across time and space: it helps capture and document formerly knowledge. The following is a brief of some of IT applications being used to support knowledge transfer; Structured document repositories: usually contain regular database, white papers, presentations, reports, and information Discussion databases: consisting of insights and observations of employees. Pointer of expertise: Directories of internal experts Videoconferencing . H x 0޽h ? ̙33  0 tl0|(  |X | C P   l | S  gP @   Measurement: is important to keep track and measure the knowledge management activities and results, so we can tell what is working or what is not and what the payoffs are. What you measure depends on your purpose; if you want to know whether knowledge transfer efforts are achieving their objectives, measure the initiative impact on process outcomes, the improvement in performance. If you want to know which of your knowledge transfer tools and applications are the most effective for sharing practices and know how, measure the level of transfer activity. Measurement is important to help design future systems, improve current sharing processes and ensure effort stays on track.H | 0޽h ? ̙33   0   P* (  ^  S P      S PwP P   & | Now that we understand the reasons for knowledge management, the business case, and the pieces that make the initiative, it is time to think about putting it into action. While the content of knowledge is important so is the approach taken to move this knowledge through the company. Using the right approach is critical to ensuring the success of implementation. The approaches share some basic processes and fall into three general designs: self-service, knowledge networks and facilitated transfer. Self service approach is to presents people with technology and set them free to use it. The key component of this approach is database. Knowledge services & Networks: this approach provides organized networks to assist in the transfer process. Assigning roles such as knowledge manager add value by scanning the flow of information and organizing knowledge into a more usable format. This approach involves networks of people known as communities of practice who share with and learn from one another in person and electronically. These communities of practice are held together by a common goal and purpose that is supported by a desire to share experiences, insights and best practices.  access to information is important, but access to people with knowledge is more important Facilitated transfer:this is full service approach. It designates specific people to stimulate, encourage and help with the transfer of knowledge and assist in implementation. H ~h>M9H  0޽h ? ̙33  0 `6(  X  C P     S d|P @   8$In determining which approach to use it is important to ask what type of knowledge is being transferred, explicit or tacit. Explicit knowledge(formal/ codified) is best transferred through technological solution, while tacit knowledge (informal/ un-codified) is best transferred via people. H  0޽h ? ̙33  0 p (   X   C P      S P @    H   0޽h ? ̙33v% 0 6.@((  (^ (S    ( (c $4 @   4The success of knowledge sharing program depends on four enablers: technology, culture, infrastructure and measurement. These aspects of an organization s environment must be addressed in order for the transfer process to have a chance of working. One reason that internal transfer is so difficult is that these enablers have been poorly understood and were rarely addressed in earlier attempts. Culture: unique combination of expectations, written and unwritten rules that dictates the actions and behaviors of each employees. Infrastructure: a structured process to reuse knowledge with well defined roles for people in the process. Technology: the electronic tools that help the process to occur. Measurement: the process of gathering data and assigning value to the impact of the project.l|\ 6 QH ( 0޽h ? ̙33 ' 0 8p(  8^ 8S     8# lfR3fR3`    H 8 0޽h ? ̙33F( 0 @(  @^ @S    H @ 0޽h ? ̙33$ 0 D(  DX D C P    D S bP @    H D 0޽h ? ̙33# 0 `H(  HX H C P   d H S <dP @  d  H H 0޽h ? ̙33 ) 0 T[(  T^ TS     Tc $0 @   Q!Corporate Excellence will be the sponsor of this initiative. Both corporate Excellence and Computer Applications/ e-Doc will assume responsibility for developing a Knowledge Market website for Saudi Aramco Technology Solution IT plans to incorporate Live link in developing the web based CE and e-Doc selected two areas to provide data collection guidelines and website development criteria and to develop a process for sharing best practices and lessons learned in a web-based environment. These two areas are Gas Operation and Refineries. ""H T 0޽h ? ̙33- 0 aYt(  t^ tS    S tc $W @   Why do we need knowledge management? 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