Knowledge Management Basics

Models

Knowledge is the critical factor at our time.
Fredmund Malik

Following some knowledge management models are described shortly, which are trend-setting the present discussions in the scientific world and/or are proven in the operational practice.

Knowledge Management Process Model (acc. Probst)

Knowledge management may be described as a management process (according to [Prob97]). Knowlede identification, knowledge explication, knowledge distribution/sharing, knowledge storing, and knowledge utilization are the five core processes of knowledge management. By determinating knowledge objectives and performing knowledge evaluation the management cycle may be finished. The process starts with the definition of knowledge objectives, which are derived from the business objectives. The next process step is the knowledge identification where intra-corporate and external knowledge sources are localized and their importance for the execution of tasks is evaluated. During knowledge explication the identified knowledge is made available in transferrable form as far as possible. Through knowledge distribution and sharing the knowledge needs are combined with the knowledge sources and knowledge outside of the organization is integrated, and all necessary sub-processes of the knowledge logistic are activated within the organization. The sub-process knowledge storage assures that once identified relevant knowledge as well as experiences are available for later problem solving tasks. Knowledge utilization deploys knowledge in business processes to solve distinct problems or to process tasks. Knowledge evaluation cares for the regular adjustment between knowledge objectives and evaluated results of the sub-processes of knowledge management.
Knowledge Management Process Model

Architecture-Model of Knowledge Management

Dealing with all insights into the definition of knowledge and knowledge management itself, the barriers and obstacles as well as the prerequisites and basic conditions leads to a definition of a real-life knowledge management architecture that should include the following four elements [Mitt99a]:

Corporate Strategy
The elaboration of term knowledge term appropriate for the company is the preparatory work for fixing it in the corporate's vision. If knowledge is understood as a strategic resource and integrated in the corporate strategy as one important partial aspect, a crucial requirement is complied in order to cope with knowledge management successfully.
Corporate and Knowledge Culture
It is the basis of all knowledge-related concerns of a company. This is why its weeknesses should be first analysed first and afterwards adequate interventions should be planned and carried out. This process may last several years depending on the results of the analysis. In spite of this seemingly extraordinary effort the investment in the development and saveguarding of an appropriate knowledge culture is the only guarantee for the success of all knowledge management related work.
Business and Knowledge Management Processes
The identification of all knowledge-relevant subprocesses and the definition of an appropriate knowledge management process is the first step towards a professional management of the strategical resource "knowledge". This can only be obtained if as many executives as possible actively support this initiative. Ultimately every member of the staff should know where and how which knowledge is needed. Generating new knowledge should not be forgotten in doing so.
Information and Communication Technology
An essential enabling role plays the forth element information and communication technology. It makes the basis for virtual team working (e.g. groupware systems), offers saving and retrieving of information in internal as well as global nets (e.g. intra-/internet), and provides tools for special knowledge management tasks (e.g. data mining). All these functions are necessary prerequisite for effective knowledge management as part of the success of a company and its staff.

Architecture-Model of Knowledge Management

Element of Architecture	building blocks (exemplary)
Corporate Strategy	disambiguation workshops strategy work scenario technique
Corporate and Knowledge Culture	incentive system leading principles and system cross-functional project groups self-organized teams communication workshops
Business and Knowledge Management Processes	process organisation process chart perambulation analysis mapping technique
Information and Communication Technology	Intranet discussion forum e-Mail datawarehouse groupware systems workflow systems
Every building block can be used as a supportive method or tool within one ore more subprocesses of the knowledge management process.

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Last update 30^th Jan 2005