Knowledge Management Terms

Knowledge Generation
Knowledge generation includes all activities which bring to light knowledge which is "new," whether to the individual, to the group, or to the world. It includes activities such as creation, acquisition, synthesis, fusion, and adaptation.

Knowledge Condification
Knowledge codification is the capture and representation of knowledge so that it can be re-used either by an individual or by an organization.

Knowledge Transfer
Knowledge transfer involves the movement of knowledge from one location to another and its subsequent absorption.

Knowledge Management Tools
Knowledge management tools are technologies, broadly defined, which enhance and enable knowledge generation, codification, and transfer.

"Generation, codification, and transfer all occur constantly, so management itself does not create these actions. The power of knowledge management is in allowing organizations to explicitly enable and enhance the productivity of these activities and to leverage their value for the group as well as for the individual."

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Tools for Knowledge Management: ‘Web Enabled Tools’

There are a vast number of information technology tools available that can potentially support knowledge management. I have compile a list of some Web-based information technology tools that can be used in knowledge management. In my opinion many ICT solution company will present us with a rich set of a new tools for managing knowledge. I only emphasis on the Web-based knowledge management tools by assuming Web offers a very powerful platform for supporting all stages of knowledge management.

The tools are presented in alphabetical order and refers to a wide range of Web or Web enabled tools. Some of these tools are basic e-mail or e-mail filtering tools some are tools for document management while others are sophisticated tools for building Intranets and analyzing their structure and performance.

In the listing below we have used the Ernst and Young categories of the activities involved in knowledge management to give an initial ‘cut’ at the capabilities of each of the following tools. As a further refinement the following categories of tools have been identified:

Acquire
Store
Deploy
Add value
Deploy

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Tools for Knowledge Management-Web Based

Regards

MZA

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Knowledge Sharing and Knowledge Management

Strategies for knowledge sharing and knowledge management must be implemented in tandem to be effective. Knowledge sharing is the fundamental component of Knowledge Management strategies, programmes and processes. A sound of knowledge sharing will enables better achievements of goals effective and efficient sharing of information and knowledge. Planned knowledge sharing will help to ensure that the lessons and other information gathered through knowledge management activities are packaged and disseminated or used in ways that are appropriate to the target audiences, and which deliver the highest impact for resources invested.

Why Knowledge Sharing?
Knowledge sharing is more than disseminating information and knowledge, it also about fostering social awareness and facilitating communication and brainstorming in the organization. It is about contributing to building a shared understanding that can lead to change. Knowledge sharing can also strengthen organization programmes and activities by supporting participation of all individuals in the organization and by promoting greater awareness and understanding organizational vision and mission. By ensuring that all individuals in the organization are fully informed and engaged, knowledge sharing strategies can also reinforce organizational ownership supported activities.
More specifically, knowledge sharing will improve the effectiveness of Knowledge Management programmes by:

1. Supporting participation and empowerment of those people most affected by organization programmes and activities
2. Providing channels for people to have their perspectives heard, assessed and incorporated into the programmes
3. Informing all stakeholders of organization strategy
4. Building and strengthening relationship
5. Helping Knowledge Management teams advocate and influence decision-makers at all levels
6. Communicating results and impact
7. Ensuring that lessons and best practices emerging during activities and programmes are packaged and shared in formats and through channels appropriate to the various target audiences

All of these objectives can be met by well-targeted knowledge sharing strategies.

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Knowledge Management Overview

Knowledge management is about facilitating the processes by which knowledge is created, shared and used. It is about changing the way everyone works, which requires changing people’s behaviours and work patterns. Knowledge management is essentially about people - how they create, share and use knowledge, thus knowledge management programmes should have both a “collecting” and a “connecting” dimension.

The collecting dimension involves linking people with information. It relates to the capturing and disseminating of explicit knowledge. The connecting dimension involves linking people with people - specifically people who need to know with those who do know, and so enhancing tacit knowledge flow through better human interaction and communication processes, so that knowledge is widely disseminated and not just held in the heads of a few.

A successful implementation of a knowledge management requires the adoption of an integrated and holistic approach. Such an approach should take into consideration the following:

1. External factors (partners, networks, local, national, regional and global factors)
2. Organizational context (management behaviours, institutional pressures, funding cycles)
3. Relationships and collaborations within and across organization (networks, ICTs, communication plans, core and support functions)
4. Organizational knowledge (creation, sharing, storing, using knowledge, key activities and tools, packaging and communication of messages)

Knowledge is a human creation or social construct, when information is applied to doing something and is globally applicable, it becomes knowledge. Knowledge workers evaluate, analyse, and adapt knowledge to their own material, political and social conditions. Thus development of knowledge becomes a process. This process in turn entails a process of questioning and reflection which is different from knowledge contained in a finished product. The questioning and reflection will lead to the creation of a finished knowledge products.

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OpenProj

OpenProj is a free, open source desktop alternative to Microsoft Project. OpenProj has been downloaded over 1,250,000 times in over 142 countries and has quickly become one of the most popular open source applications. If you are managing a group project we recommend Projects On Demand. If you want a free replacement to commercial desktop software, then OpenProj is perfect. OpenProj is also now included with Star Office in Europe. It's available on Linux, Unix, Mac or Windows, and it's free.

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The Coward's Guide to Conflict

When you are managing a project there is a lot of conflict arise, some readings will help you to get the idea a way to dissolve it.

Listen & Live Audio | ISBN: 159316002X | 2003-05-16 | MP3 | 79 Mb
Comments: If you like this book, please buy.

What successful people know about conflict resolution centers on techniques, motivation and challenges for the person who is afraid of conflict and tends to avoid any situation that would create potential conflict with others. Provided in a friendly guiding tone, each chapter includes real-life examples, in the workplace and at home, and explanations of the conflict-resolution principles, exercises to coach the conflict avoider, and suggested action steps to apply to the reader's own environment.

Download: Link

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Project Budget

There are lots of different kinds of costs – fixed and variable costs, operational and capital costs. In planning project costs for small costs I like to distinguish between ‘cumulative’ and ‘lump-sum’ costs.

The cumulative costs are those that increase as you do more, or as tasks take longer – for example, when you are paying a contractor an hourly rate. The lump sum costs are those that will cost a particular amount – for example, when you have a quote from an electrician for lighting and power points. Lump sums can vary, but generally only under particular recognisable circumstances, such as when we later ask the electrician to add a new safety switch to the fuse box. In this case the electrician will have a legitimate reason to ask for more money.

Wrapped up in the need to budget is the need for a source of funds. Identifying and making firm friends (or at least developing a grudging mutual respect) with the person through whom you obtain the funds is very important.

You need to ensure that you can afford the unexpected – such as the people you are paying an hourly rate taking longer to get things done than planned; or needing to/wanting to do some things you did not initially put in the budget. You can do this by going back to the source of the project funds and asking for more money. Alternatively, you can add a contingency figure to the figures in your budget. This is generally to cover for small additional costs. A project managers’ rule of thumb is to always add 10%. If you have reason to expect to need more, you can consider adding more. But remember that a high contingency may stand out, and need to be justified. A really high contingency may prevent the project from going ahead (which may be the best outcome if the chances of cost overruns are high).

Microsoft Excel (or other spreadsheet program) is a good place to record your budget, although you can equally use a pen and paper (and calculator if needed).

ACTIVITY:
Identify what costs you will have, estimate how much they will be, and distinguish between cumulative and lump-sum costs. Then add 10% to see the impact of a modest contingency.

Regards

MZA

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Collective Communication Using Google Wave

Below is the site linked to the above articles: 'Google Wave'
http://wave.google.com/help/wave/closed.html

I know that some of your still are not aware of this technology but 'still malu nak angkat tangan' you can ask request for invitation.

Regards

MZA

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Project Execution Related Template

You can download and use this template as a guide in project execution

Click the link below:

All Project Execution Share Document
http://www.scribd.com/full/27373591?access_key=key-3nvrx81apxhd1zu5vfn

Sample Embbed document
1. Project Execution and Control - Kick Off Meeting

Regards

MZA

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Fundamental Purposes of Control

The 2 fundamental objective of control are:
1. The regulation of results through the alteration of activities.
2. The stewardship of organizational assets.

Physical Asset Control
Physical asset control requires the control of the use of physical assets. It is concerned with the task of asset maintenance, whether preventive or corrective. Even the timing of maintenance or replacement as well as the quality of maintenance is also maintained. If the project uses considerable amounts of physical equipment, the PM also has the problem of setting up of maintenance schedules in such a way as to keep the equipment operating condition while minimizing the interference with ongoing work. Physical inventory, whether equipment or material, must also be controlled. It must be received, inspected, and possibly stored prior to use. Records of all incoming shipments must be carefully validated so that the payments of the suppliers can be authorized. The same precautions applied to goods from external suppliers must also be applied to the suppliers from inside the organization. Minor details such as project library, project coffee maker, etc. must be counted maintained and conserved.

Financial Resource Control
The work of accountants for conservation of financial resources has resulted in an excellent tool for financial controls. It is difficult to separate the control mechanisms aimed at conservation of financial resources from those regulating resource use. Capital investments control work to conserve the organization’s assets by insisting that certain conditions be met before capital can be expanded and those same conditions usually regulate the use of capital to achieve the goal of high return on investments. The techniques of financial control, both conservation and regulation are well known. They include current asset control, project budgets as well as capital investment controls. These controls are exercised through a series of analyses and audits conducted by the accounting for most of the part.

The importance of proper conformance to both organizational and client control standards in financial practice and record keeping cannot be over-emphasized. The parent organization, through its agent, the project manager, is responsible for the conservation and proper use of resources owned by the client or owned by the parent and charged to the client. It is not possible to define in general, what might be required for any given project. The firm should however make sure that it has legal counsel competent to aid it in meeting this responsibility. The mind-set of the conservationist is often antithetical in the mind-set of the PM, whose natural intention is to use the resources rather than conserving them. The PM however has no choice but to live with it. The warring attitudes must be merged and compromised as best they can.

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Control

Control is the last element is the implementation cycle of planning-monitoring-controlling. It is an act of reducing the difference between plan and reality. Control is focused on 3 elements of a project-performance, cost and time.

Performance:
•Unexpected technical problems.
•Insufficient resources.
•Quality problems, etc.

Cost
•More resources required.
•Scope of work increases.
•Budgeting was inadequate, etc.

Time
•Technical difficulties took longer time to solve.
•Task sequencing was incorrect.
•Governmental regulations were altered, etc.

These are only a few mechanistic problems that can occur. All problems have a human element too. Humans by action or inaction, set in motion, a chain of events that leads to a failure of the budget, quality problems, etc. Frustration, pleasure, determination, anger and many other emotions rise during the project development. It is over this welter of confusion, emotion and general cussedness that the PM tries to exert control. Such combination of human and mechanistic problems, call for PM intervention and control.

In systems as complex as projects, the task of defining the problem is formidable and thus knowing what to control is not a simple task. Another reason control is difficult because, it is often quite impossible to know how the error occurred.

Regards

MZA

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