HB 275 Supp 1-2001

1 - HB 275-2001 KNOWLEDGE MANAGEMENT: A FRAMEWORK FOR SUCCEEDING IN THE KNOWLEDGE ERA
4 - Preface
6 - Table of Contents
8 - Foreword
10 - 1 Delivering Performance Improvement
10 - 1.1 Succeeding in the new economy
11 - 1.2 Knowledge management in action
11 - 1.2.1 Ford Motors
11 - 1.2.2 Chase manhattan
12 - 1.2.3 South Australian Government
12 - 1.2.4 Skandia
12 - 1.2.5 Texas Instruments
13 - 1.2.6 Pfizer
13 - 1.3 Making knowledge work for the organisation
14 - 2 Introduction to Knowledge Management
14 - 2.1 Executive summary
16 - 2.2 Terminology guidelines
19 - 3 Knowledge Alignment
19 - 3.1 Context
19 - 3.1.1 Understand knowledge management
21 - 3.1.2 Establish the context
22 - 3.2 Analysis
22 - 3.2.1 Establishing priorities
24 - 3.2.2 Setting goals
24 - 3.2.3 Knowledge Analysis
27 - 3.3 Planning
27 - 3.3.1 Establishing implementation requirements
28 - 3.3.2 Determine the benefit
29 - 3.3.3 Establishing the business case
31 - 4 Knowledge Processees
31 - 4.1 Knowledge sharing
31 - 4.1.1 Tacit knowledge
34 - 4.1.2 Explicit knowledge
38 - 4.1.3 Learning & training
42 - 4.2 Knowledge Acquisition
42 - 4.2.1 External monitoring
43 - 4.2.2 Importing knowledge
44 - 4.3 Knowledge Creation
44 - 4.3.1 Knowledge creating communities
45 - 4.3.2 Learning from experience
46 - 4.3.3 Innovation
47 - 5 Knowledge Foundations
47 - 5.1 Knowledge Culture
47 - 5.1.1 Engaging staff
48 - 5.1.2 Cultrual challenges
50 - 5.1.3 Cultural management
53 - 5.2 Technology
53 - 5.2.1 Technical considerations
54 - 5.2.2 Specify the requirements
55 - 5.2.3 Support the implementation
56 - 5.3 Sustaining systems
56 - 5.3.1 Risk Management
57 - 5.3.2 Records Management
57 - 5.3.3 Quality Management
57 - 5.3.4 Other systems
58 - Appendix A Technology
60 - Appendix B Government policies & guidelines
62 - Appendix C Risk Management
64 - Appendix D Acknowledgements

Knowledge Management (KM) is a multi-disciplined approach to achieving organisational objectives by making the best use of knowledge. KM focuses on processes such as acquiring, creating and sharing knowledge and the cultural and technical foundations that support them. This handbook outlines a framework that is designed to reduce confusion about KM, instil confidence in the value of the field and to assist organisations in its implementation. The framework provides a common-point of reference so organisations can move beyond "what is it?" conversations to applying it. By considering the elements of KM outlined in the framework, an organisation can have a greater degree of confidence that it is managing its knowledge processes in a comprehensive and professional manner.

First published as HB 275-2001.