Chapter 6 Supporting Knowledge Management through Technology

Introduction Knowledge management systems (KMS) are important contributors to the processes and integration of knowledge into work activities KMS facilitate knowledge interactions, distribution, retrieval and retention They can strongly influence user acceptance of the knowledge management philosophy Page 140 Knowledge management systems (KMS) provide an important platform for knowledge activities. They assist in integrating and streamlining many of the knowledge management tasks which can be undertaken. In particular, they are valuable in streamlining knowledge interactions across members, distribution, retrieval and effective retention of knowledge. User acceptance of knowledge management can be strongly influenced by the suitability of the knowledge system, and its compatibility with user requirements. Ongoing acceptance of new innovations will also be determined by experiences with past systems. Thus, it is important to ensure effective systems are developed and introduced.

Knowledge Management Systems (1/3) Enable knowledge capture and exchange Facilitate the acquisition, documentation, transfer, creation and application of knowledge Ensure greater knowledge functionality LO1 – Pages 140 – 141 KMS have three major purposes. First, they enable efficient and open knowledge capture and exchange. Second, they facilitate the acquisition, documentation, transfer, creation and application of knowledge across the various knowledge communities and individuals. Importantly, they ensure similar systems and processes are introduced to encourage that transfer. Third, they ensure greater knowledge functionality. For example, they offer a range of useful systems such as ensuring all critical knowledge assets are captured, indexing assets for effective retrieval and identification, and creating a common methodology and protocol for use by all members.

Knowledge Management Systems (2/3) KMS principles Defined purpose and boundaries Inter-related components Stakeholders include end-users, system managers and content managers Page 141 – 142. KMS, like any systems, operate from some basic principles. They have a defined purpose and boundaries. The purpose of a KMS is to facilitate knowledge capture and distribution across the organisation. They comprise a number of different, but related, components. These assist with communication, knowledge capture, knowledge storage and transfer of knowledge objects between members and systems. KMS are complex systems, as they need to support many different stakeholders. Some of these stakeholders include end-users, that is, those who employ the systems to manage their knowledge; system managers, who are responsible for creating and maintaining the system components, and the content managers, who are responsible for maintaining the quality and scope of the content which is to be found in the system.

Knowledge Management Systems (3/3) The dynamic nature of the knowledge management system KMS comprise subsystems which can operate independently, but also contribute to the larger, more comprehensive system KMS draws integration from these subsystems KMS = living systems LO2, Pages 142 – 143. KMS are complex systems. They comprise a number of subsystems which can operate independently, but which also work as a more complex and inter-related system. The KMS operates as a unified process which integrates these subsystems so that they can operate seamlessly as a more integrated process. The recency of KMS development is evident in the rapid changes which still occur in KMS components. Many of these systems are still evolving quite rapidly. Each year sees new and enhanced innovations which improve the capabilities of the overall system. Thus, the KMS is a living system – one which changes and adapts as new and better techniques are developed. Users also grow into systems and expect more functionality from their KMS as they become more expert. Their expectations also force ongoing development of new and better systems to support their needs.

Knowledge Management System Technologies A range of supporting technologies in 4 areas of activity: Business process management Content management Web content management Knowledge applications management LO3, page 143. There are four main subsystems which contribute to the overall KMS. In brief, these are: Business process management This describes the processes that are required to support the business practices of the organisation. Some typical systems would be those relating to finances, human resource management and decision-making. They provide knowledge users with accurate and current information on which to build their knowledge. Content management relates to the intellectual content of the KMS. This ensures users can efficiently retrieve knowledge on a particular topic or theme. Content management provides a range of strategies to index, organize and store the resources which are linked to the KMS. Web content management provides a logical and accessible arrangement of the content and links. It builds an effective website framework so users may access the KMS. In particular, it provides a client interface, that is, the communication channel through which the user interacts with the knowledge system. Knowledge applications management ensures the users are provided with the application packages and specialist tools to create and use their knowledge. For example, word processing and email are applications. These products also assist with workflow management, that is, the management of various activities which contribute to work product. Project management relies strongly on workflow management.

Business process management Links system to corporate policy and processes on knowledge access and priorities Integrates technical processes, organizational records, procedures, policies and related systems Assists with decision-making, corporate communication and effective relationship management Figure 6.2, Page 144 and Text, Page 144 – 145. Business process management components are designed to provide access to business management within the organisation – as both a technical system integration strategy, and as a conceptual framework, identifying who should have access to which components. They link the systems to corporate policy on knowledge access and priorities, so that the right focus and directions are taken in relation to knowledge management. In particular, they aim to provide a streamlined approach to integrating the many different systems which contribute to the KMS. Some components include the organisational processes, organisational records, the knowledge of many different contributors and the integration of many different corporate systems. Particularly critical subsystems relate to financial human resource, client relationship and records management. These are complex systems which draw on databases and a range of knowledge elements. They are also extremely dynamic, changing almost every day as new information is added. An important element of business process management is to develop policies and procedures to ensure those who should be able to access KMS subsystems, can do so. In many organisations, people who need knowledge cannot gain access to that knowledge. The KMS is designed to improve and expedite access. Overall, the business process management is designed to improve corporate activates. In particular, it assists with decision-making, corporate communication and effective relationship management. This aspect of the KMS ensures that all relevant users are provided with appropriate and prompt access to the knowledge they require to undertake their knowledge work.

Content management system (CMS) Ensures valued knowledge sources are indexed, retrievable, logically arranged and protected Technical components may include metadata, indexes and methods for maintaining quality control Typical elements might include knowledge repositories and document management strategies Figure 6.2, page 144 and text, pages 145 – 146. Content management systems (CMS) ensure valued knowledge sources are indexed, retrievable, logically arranged and securely protected. Many organisations rely on their intranet to locate and share information. However, this poses a number of challenges. The intranet is the company’s own website, with many different pages of information and access. In many organisations, this is a very challenging source of information, as there can be poor control over content, format and indexing of those pages. In many workplaces, you need to know what you want to find – and where – before you can find it. In other words, only those who already know, can find that knowledge. The CMS operates as a retrieval and content management device to ensure the right sources are locatable, and the most useful information can be found at need. The CMS draws on many content sources, including the subsystems to be found across the organisation. It also ignores the various sources of information which are less relevant or useful. This means that the user can have a much greater success rate in looking for, and finding, valuable knowledge sources. It reduces the load on the user, and increases the quality of the knowledge which is therefore generated. The CMS builds in a number of technical components to enable effective control of the content. Some key technical elements include the use of metadata, indexes and methods for maintaining quality control. Metadata are tags that are attached to a record, so that they can be accurately retrieved when needed. Some typical metatags may relate to content, originator, date of lodgement. These methods may include peer review and regular evaluation of the currency of content. The CMS is designed to encourage effective searching and retrieval of sources from across the organisation. The text illustrates this by outlining how a CMS can provide effective access to sources relating to risk management (page 145). Note the wide range of sources which can be accessed. The CMS will operate in different ways in different organisations. However, increasingly typical elements might include knowledge repositories, libraries and document management strategies. Knowledge repositories are managed storage systems which draw various sources together into a unified system. Document management strategies relate to the ways in which knowledge is identified and labelled to enable better retrieval and use at later stages. The CMS is a critical system for knowledge management. The ease of access by knowledge users to content determines their acceptance and integration of the system into their regular work practices. While this is the most costly element to maintain and develop, it is also the most critical in encouraging widespread adoption.

Web content management system Accessible and secure operational platform Protects and assists knowledge users Includes management processes relating to servers, file sharing, portal and browser management, user identification, security and system upgrades Aims for easy human-computer interface and effective system integration Figure 6.2, page 144 and text, pages 146 – 147. Users not only need access to the content – they also require support in navigating through that content. The web content management system describes the various processes which provide the technological platform for the KMS. Users anticipate easy and intuitive access to their knowledge systems. They want clear direction as to how they might access the information and sources they need. The human –computer interface describes the need to design a system which is compatible with the way people think and interact with computers. The design of front screens that guide and support the user is an important part of this component. The creation of a knowledge portal, that is, the first entry point that guides the user toward the available sources and options is a major feature of the web content management system. This system also acts as the security mechanism for the knowledge community, as it protects access to many different sources. A common method, for example, is to verify the user’s right to access a source. Many of these processes are hidden from the user, operating behind the scenes. Web content management systems focus on many different processes, including server management, file sharing, portal and browser management, user identification, security and system upgrades. This is the highly technical element which is normally handled by information technology experts. It requires ongoing management, as it must maintain strong invigilation of the security of the system. The presence of viruses and hackers in our community are major threats to many knowledge communities. People responsible for web content management spend considerable time monitoring possible breaches to security, and developing systems which are smooth and easily interpreted by users. Overall, this subsystem aims for easy human-computer interface and effective system integration across the many different components which comprise the KMS.

Knowledge applications management Provides access to specialized tools and services Assists knowledge creation and workflow management Commonly provided as desktop packages on the individual’s computer Assists with project management, communication, document and workflow management Figure 6.2, page 144 and text, pages 147 – 148. While the KMS provides a range of standardised services to build common support across the knowledge community, it also supports the individual needs of the knowledge user. Knowledge users fulfil many different roles. Various users may have a different suite of tools which are relevant to those roles. The KMS links to a range of technological tools so that work created using those packages can be integrated into the knowledge system. Thus, it assists with knowledge creation and workflow management. Commonly, this is managed by loading particular packages onto the individual’s own computer as they require them. Some relatively universal packages include word processing and email – most employees will see these as essential tools. On the other hand, many users will not need to have webpage creation packages or graphics packages readily accessible – this is beyond the scope of their role. Applications can also include many more specialised packages which support the work of the employee. These packages are often supplied by the local operational manager or funding source. However, the challenge for a KMS is to identify those packages and the likely work output so that the knowledge generated can be captured and shared, if appropriate. This can be very challenging in some complex organisations Some widespread applications which may feed into the KMS include software which supports project management, communication, document and workflow management.

Knowledge Management Subsystems Smart enterprise suites integrate: Browser Portal Data management Collaborative processes Single platform Common approach and ‘feel’ LO4, page 148 – 149 As KMS methods have been refined, there has been increasing capacity to build integrated and well-managed packages which fulfil these four basic functions. Smart enterprise suites integrate browser, portal, content management, applications, data management and supportive collaborative processes into a single platform. This enhances organisational access to information and encourages collaboration on content development and access. The suite format also reduces the cost of ownership, licensing and maintenance whilst allowing better user support to be generated, due to the economies of scale. Many firms are moving toward the use of these pre-determined systems as they offer major cost and usage benefits. However, they may be seen as too restrictive by some organisations, particularly if they access many different applications which are less common.

Knowledge Management System Development (1/2) KMS are still evolving: they are not yet fully ‘perfected’ Organizational context will influence the development System introductions need careful management Engagement of users and managers, and addressing of any concerns is critical LO5, page 151. KMS are still evolving: they are not yet fully “perfected”. Most organisations will progress through a number of systems and system upgrades while the processes graduate to more stable and predictable procedures. Any systemic change and development requires careful management, as it can destabilise the knowledge management processes considerably. Given the linkage to many other organisational systems, any KMS change process needs to be treated very seriously. The organisational context influences the direction of system development. User needs and activities, the corporate strategic priorities and future directions, and many other similar factors need to be taken into account. Thus, this is a complex planning process which needs to draw on many members of the community. System introductions need careful management. Any changes to a system can destabilise organisational members who are accustomed to certain ways of doing things. The change process needs to be well planned to ensure there is a smooth and effective transition between the old and the new. This can be particularly challenging if the entire system is being replaced by a different system. A major factor in achieving successful system change is to fully engage users and managers in eh change process. Any concerns need to be fully addressed – preferably as soon as possible after they have been identified. As Figure 6.3 (page 153) illustrates, stakeholders need to be fully engaged throughout the many stages of development.

Knowledge Management System Development (2/2) KMS development stages Justify the need for a system Identify the system requirements Clarify the system specifications Evaluate potential systems Select the best option / components Implement the system Evaluate the system adoption and acceptance Page 151. The seven stages of KMS development are sequential; they follow logical and considered planning processes which ensure any change process is effectively planned and carefully implemented. This ensures maximum success. Where stages are missed, it is likely that the implementation will have a reduced chance of successfully embedding into the knowledge community. There are seven identifiable stages: Justify the need for a system Identify the system requirements Clarify the system specifications Evaluate potential systems Select the best option / components Implement the system Evaluate the system adoption and acceptance These are depicted in Figure 6.3 (page 152) and will be explored in detail over these coming slides.

Justifying the need for a KMS Does the organization really need a technological-based KMS? Should reflect organizational needs, priorities and outcomes What are the stakeholder expectations? Does it need to link to existing systems? Are there existing processes that should be integrated? Formation of the steering group Figure 6.3, Phase 1, page 152. Text: pages 152 – 153. A KMS is not essential to every business. Many smaller organisations can operate quite effectively by developing different methods which apply the knowledge management principles to paper or electronic systems that work across their small group. They might, for example, simply build a common record system on their intranet and require everyone to input into that system. Because the members of a small community may be readily accessible, there may also be greater recognition of who holds necessary expertise, and greater access to that knowledge. In larger communities, the KMS assumes critical importance, as these informal networks are more difficult to establish and sustain. The decision to move toward a KMS therefore should be based on a clear assessment of the organisation’s needs. What knowledge impediments exist at present? How would a KMS reduce these barriers? What are the priorities in terms of the business to be undertaken? Is there a need to share knowledge? What form does critical knowledge take? Can it be captured through the KMS? Will a KMS contribute to better organisational outcomes. A clear business case regarding the potential value of the KMS should be developed. The discussion at this stage also needs to identify stakeholder expectations. What are do they want in a system? How likely are they to use the various elements in their daily work processes? What value will the system offer individuals, groups, the organisation? Is this value likely to sell the system to users? Is take-up likely to be high? Similarly, this initial analysis should take account of the existing systems and processes which operate. Are there gaps in existing services? Is knowledge being lost through poor infrastructure support? From what underlying platforms do existing systems operate? Will they be compatible with the various options which might be explored? Does the system need to operate across locations? Are there different systems in different locations which need to be considered? Are there additional enhancements that the system can offer? What processes could be integrated to increase the organisational capability? In many respects, this first stage is the development of a clear justification for expenditure. A major cost of this nature must generate potential benefits and gains for the organisation. At this stage, sensible organisations also forma a steering group which will guide the KMS system planning and implementation. This group will often comprise a number of key stakeholders who can provide specialist advice on how the system would operate and support their own community needs. this becomes an important means of promoting the system to the wider community, while ensuring there are good “reality checks” at each stage of the process. Once the case is presented and accepted, the real work then begins!

Identify the system requirements Consider the user needs and the type of applications that will be incorporated KMS research and existing experience from other organizations System constraints, requirements, inter-relationships Request for information Figure 6.3, Phase 1, page 152. Text: pages 154 - 155. The next stage is to identify the elements the system should possess. This is based on an assessment of three main factors: User needs: User analysis identifies user’s knowledge and systemic needs. Techniques which could be used include employee skills audit, interviews, questionnaires, or analyses of work tasks and roles. In addition, user perspectives on new system requirements should be carefully sought. KMS research and existing experience from other organisations. Pre-reading of articles on knowledge systems, and discussions with colleagues in other organisations also offer valuable insights. System constraints, requirements, inter-relationships. Potential system features should be identified and evaluated as to possible worth. Some possible areas for consideration include: the desired functional activities which the system should support, the user requirements of the system and the existing systems and practices need to be carefully reviewed and documented. As a result of these analyses, the steering group should have a good sense of what is needed to meet the existing and future requirements of the organisation. They are then ready to seek Requests for Information, which aim to identify suitable vendors who might be able to meet those requirements.

Clarify the system specifications Figure 6.3, Phase 3, page 152. Text: page 155. Suppliers will weigh up whether they can provide the type of KMS specified in the Request for Information. IF they feel it is within their price range and within their capabilities (or almost so…) they will submit an outline of their system and how it reflects the requirements. They will often include names of other customers who can be contacted as referees to confirm the system is well conceived and service is of a good standard. It is at this stage that many organisations experience another harsh shock: KMS are not cheap! And the up-front cost for the system is only a part of the overall costing that needs to be considered. Like any budgetary process, it may then become necessary to consider which features truly are essential, compared with those which are more desirable but not critical. This can reduce the cost somewhat. Systems which are modular, allowing the addition of extra features as users become more proficient are often very attractive, as they enable the ongoing addition of new complementary services. A point which should be made is that the discussions of budgetary implications should include recognition that the system purchase is only one element of the cost. The new system will also require testing and piloting in the organisation, and may require customising to the organisation's other systems. Further, it will need to be supported by staff on help-desks, and by staff who can provide training and coaching in the system features. These issues are explored in Chapters 9 and 10. The Steering Group may identify several systems which are deemed to be potentially suitable. At this point, a full Request for Proposal is normally developed, and forwarded to these vendors. In this request, there will be many detailed specifications as to what the system should do, what technical specifications it should meet, and the types of applications it should also support.

Evaluate potential systems Request for tender System-organization fit Vendor-organization fit After-sales service Canned versus live demonstrations Figure 6.3, Phase 4, page 152. Text: page 155 If the organisation agrees that the system is within a potential budget and can provide the necessary features, the choice of a system then needs to be made. In some organisations, this takes many months – even years. But it needn’t be that way. A good logical selection process needs to be undertaken. The steering group will have to devote considerable time during this phase, as they will be evaluating the tender proposals from firms, and then considering whether the system will be appropriate. Many different criteria will need to be considered. For example, the match between the system capabilities and the organisational expectations is a critical factor. Many of the criteria will be assessed against this. This will be a time of great debate, and different stakeholders may place different weightings on various elements. Workplace politics may come into play quite strongly, and will need to be managed most carefully by the group and its leader. The match between vendor and organisation is another issue of great importance. The level of support and assistance a vendor provides is critical to successful implementation. If the firm has a poor reputation for after sales service, the organisation should think very carefully about whether it will commence an association. For example, is the firm in the same state? How quickly do they respond to other client’s requests for help? How well do they resolve problems? Are they willing to place a staff member within the organisation for the first weeks / months of implementation? During this decision-making phase, the group should ask for demonstrations of the system capabilities. In many cases, a firm will come in with a prepared spiel that demonstrates the marvellous potential of the system. These promotions can be incredibly persuasive! They are designed to be! However, they may also present a less than accurate picture of where the system is at present. A live demonstration, on the other hand, possibly accessing another firm’s existing system, can provide more accurate insight into what the system can currently manage. The organisation's stakeholders should be strongly encouraged to attend and test the possibilities of the system. They should also be encouraged to vote on the preferred system at the completion of the review process. After all, they will be the primary users of the KMS when it is implemented.

Select the best option/component Can we afford it? Will it do what we need? Should we stagger implementation? Should we outsource? Should we wait? Figure 6.3, Interim step between Phases 4 and 5, page 152. Following the evaluative / system selection phase, the steering group should take stock. Is this the right path? Is it affordable? Is the system which can be funded sufficient for the organisational needs? can modules be introduced progressively to spread the cost? Would that be an appropriate approach? Would it be better to seek an external provider who manages the system and provides access to that system for an ongoing fee? Would it be better to wait a little longer until a more versatile and suitable system emerges? These and many other questions should be put on the table and openly considered. It is always best to be very considered when choosing systems that are a major organisational expenditure.

Implementing the system Pilot study User training Helpdesk Online help Manuals Champions Monitor adoption Address any feedback from the pilot study Figure 6.3, Phase 5, page 152. Text: page 157 The implementation of the system needs to be carefully managed. Testing of the system should be undertaken in parallel with the existing systems. At no time should a new system be introduced without full testing to ensure it can cope with the regular demands of users. Testing also relates to how the system is introduced to the organisational members. It is always wise to undertake a pilot study of the system in practice. This will allow careful monitoring of the issues which arise for users – both in terms of practical use of the system and with respect to the skills which will need to be developed by individuals. The pilot study phase will inform the development of a range of associated services to ensure users are fully supported as they work with the system. These services should include: User training Helpdesk Online help Manuals The steering group will need to act as champions during this test phase, and those who participated in the pilot study will also need to be strong advocates. The adoption of the new system by the pilot group will need to be monitored closely – is there good take-up? Are there problems which need to be addressed? Do users like the system? The new system should not be implemented across the organisation until the steering group is confident that it will work effectively and be well accepted by members.

Evaluate the system adoption and acceptance LO6, Page 159 – 160 The maintenance of the system is an ongoing cost for any KMS. Maintenance needs to address many issues: Risk management, which relates to system failure and a potential loss of knowledge. The processes which are used to back up the system on a regular basis. The mechanisms which are regularly updated to manage system security. The demand and increased usage by members needs to be monitored – more system capability may be necessary. For example, additional servers which operate the system may need to be purchased or anticipated in the budget. The maintenance processes also reflect the need to monitor how well the KMS integrates with other major organisational systems – this will be an important issue as users become more proficient – they will increase their expectations as to the seamless nature of the KMS with other subsystems.

Concluding Points KMS can greatly enhance knowledge management Different subsystems contribute to the KMS System development must be carefully planned and managed Knowledge user acceptance is critical to the successful implementation of the KMS Page 161. This session has outlined how the KMS can enhance knowledge management. It offers enormous benefits in synchronizing a range of organisational systems into one integrated process. However, the development of the KMS can be quite challenging, as it comprises a number of subsystems. As noted in eh session, the subsystems integrate business process management, content management, web content management and applications into one package. However, the development of an integrated system of this nature can take time and considerable effort. System development must be carefully planned and managed. The introduction of a new system is a critical factor in building widespread user acceptance of the system and knowledge management as a whole. Knowledge user acceptance is critical to the successful implementation of the KMS.

Today’s focus questions: What are knowledge management systems? How do knowledge management systems contribute to the knowledge process? What are the issues that are critical for successful knowledge management system development and implementation? Lecture reference: Debowski, Chapter 6 Our focus questions for today explored three issues. What are knowledge management systems? It can be seen that these systems are complex but very powerful tools to assist the knowledge processes which users enact. They provide users with the capacity to work across many different subsystems, including business systems, and also integrate processes so that they can be used more powerfully. How do knowledge management systems contribute to the knowledge process? Systems of this nature facilitate collaboration and management of knowledge which is generated. They allow users to document their knowledge, to share that with others, and to retrieve knowledge which is held elsewhere in the organisation. They also encourage widespread interaction across members, and assist with increasing work efficiency and effectiveness. What are the issues that are critical for successful knowledge management system development and implementation? There are four major issues: The system should be appropriate to the organisational needs and expectations Any system should be carefully selected and implemented. User acceptance of the system is critical. KMS require ongoing maintenance and support.