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Knowledge Management

What is it? Who needs it? Why you should care!

Joe Reynoso

on 11 September 2017

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Transcript of Knowledge Management

Misunderstanding Knowledge Management Definitions Knowledge becomes a part of EVERY business process What is Knowledge KM is a methodology applied to business practices and operations
KM is NOT a technology or product
IT is a enabler of KM and KMS’
Communication, collaboration, storage and retrieval
Dont Know! Defining the key business processes that contribute to the overall business results is a key first step; knowledge requirements can then be defined to enable the process and improve the business results…
KM Plays a Key Role in Navy Projects - ie. Six Sigma, CMMI processes, etc.
The fact or condition of knowing something with familiarity gained through experience or association *
Understanding gained through experience or study (analysis) *
Experience applied to information
Actionable Information
What is Knowledge Management Principle 1: K -> A -> P -> CA

Knowledge enables Action
Action drives Performance
Performance supports Competitive Advantage
Actionable Information

What do I know? Who needs to know it? And have I told them?

Helping the organization share the knowledge they didn't know they knew, or knew they know but are reluctant to share. Ensuring the right information gets to the right person, in the right format, at the right time, enabling decision superiority
What is Knowledge Management Cont'd Questions to ask yourself What do we know, believe, infer, guess or hypothesize?
How do we know it, what is the source and the evidence, and how was it derived?
Who knows it, should know it, is interested in it or should be interested in it?
When did the evidence come in, when was it assessed and when did we know it?
Where does it fit with what we already know, believe, infer, guess or hypothesize?
Why do we care and how is it relevant? Data Raw Data: 001011100010100

Processed Data: Discrete fact, figure, or measurement. “field value in a database.”
KEY Distinction: “Man Readable”

Data Management: The capture and manipulation of raw and processed data
Information Information:
Processed data with structure and context
Meaning & Relevance:
Unlike data, information has meaning for the receiver
EXAMPLE Actionable Data = Knowledge Data Information When this Actionable Information is combined with other individual or group attributes like prior training, experience, or even, prior information it becomes…Knowledge.

“The wise see knowledge and action as one.” – Bhagavad Vita
Knowledge Attributes Knowledge has 25 attributes:

Some of the key attributes are…
ACTIONABILITY- Knowledge gives the power to know what to do with the data and information.
FLOWS- Knowledge transfer
MODES- Tacit vs. Explicit knowledge (more on this later)
VALIDITY- Confidence in its accuracy and consistency
VELOCITY- Measure of speed of Knowledge (i.e. How fast does a rumor spread?)
Modes of Knowledge Tacit
Explicit Tacit Knowledge Tacit:
Knowledge that is in the mind of an individual
It is unique to the individual
Not expressed or declared openly but rather implied by association

Thumb Rules
Explicit Knowledge Explicit: Knowledge that has been:
It may be tied to a specific individual, but is definite, clearly stated, and openly declared
Organizational Knowledge Now, let’s account for both tacit and explicit knowledge within an organization

Intellectual Capital
Typically divided into three sub groups:

Human intellectual capital
Social intellectual capital
Corporate intellectual capital
Data vs. Information vs. Knowledge Human IC(Individual) e.g. Sailor Know How
Organizational Knowledge Social IC(Team)
e.g. IPTs, WG
Organizational Knowledge Corporate IC (Organization)
e.g. PEO C4I
Intellectual Property
Organizational Knowledge Contributes to... Contributes to... Contributes to... Human IC(Individual) e.g. Sailor Know How
Social IC(Team)
.g. IPTs, WG
Corporate IC(Organization)
.g. PEO C4I
Intellectual Property
Organizational Knowledge Explicit Tacit KM-Enabling Tools Available at Team SPAWAR
Naval Systems Engineering Resource Center (NSERC) / PEO C4I Se2
Collaboration and Execution (CnE)
Navy Knowledge Online (NKO)
Defense Knowledge Online (DKO)
SPAWAR’s use of Navy Enterprise Portal – Coming Soon (Sept 2010)
TRIM 7 Context (PEO C4I Pilot)
Defense Connect Online (DCO)
Blog Planet
Tool “Flavor” Doesn’t Matter

Knowledge transfer DOES, so:
Exploit the functionality of whatever collaborative tools you use
Don’t be afraid to try new solutions – you may find something you really like, which improves your work
Sometimes the best tool is no tool – knowledge transfer is not limited to an IT system solution
In today’s world, change is constant – we may not like it, but we have to use it to our advantage
Talk to the people doing the work – they are the experts, many solutions fail because their input is missing
People are the POWER behind Knowledge Management – without their intellectual capital, there is only data and information
Recognize, respect, and protect Team SPAWAR’s greatest asset!!!
Time is money…
How much can you afford to lose? 2 days a week looking for information

Assuming a total workforce of 14,000 each earning $50,000 each, and a total wage bill of $700M
Cost to find information = $280M.

A reduction by 10% = $28M annual cost saving

Enables staff redeployment or increased productive work time
Why Knowledge Management? Why not?! WIIFM!!! Summary
The Knowledge Management Misunderstanding
Knowledge Management Definitions
Knowledge becomes a part of EVERY Business Process
What is Knowledge
What is Knowledge Management
Ask Yourself
The relationship between data, information and knowledge
KM-Enabling Tools Available at Team SPAWAR
Joe Reynoso
(Booz | Allen | Hamilton)

PEO Space
Justin Goodman (Booz | Allen | Hamilton)

Mike Rogers

Program Executive Office
Command, Control, Communications, Computers and Intelligence (PEO C4I)

Knowledge Management

3 May 2010
Joe Reynoso
SPAWAR Headquarters
Darlene Shaw 8.4.3

SSC Atlantic
Terry Robertson 8.4.3
New Orleans
Janet Knauer 8.4.3
Cynthia Chinea-Long 8.4.3

SSC Pacific
Tom Schlosser 8.4.3
Team SPAWAR Knowledge Management Critical Knowledge

Knowledge is like an iceberg. The top visible part is tangible visible knowledge. The bottom invisible part is tacit knowledge, usually in people's heads. One of the keys to knowledge management is figuring out how to transform invisible knowledge into visible knowledge. Statement A: Approved for public release, distribution is unlimited (29 APRIL 2010)
SR-2010-249 Concepts of Knowledge Management A systematic, deliberate process or discipline

Integrated approach to capture, store and share the knowledge and experiences of individuals and groups within an organization

Encompasses both tacit and explicit knowledge

Seeks to accomplish organizational success by providing the right knowledge to the right people/groups at the right time

Crosses organizational boundaries, impacts all aspects of the organization’s business

A major part of an organization’s strategic management framework
Where does KM happen? Enabled by PROCESS

Empowered by TECHNOLOGY

Enacted by PEOPLE
Improved decision-making

Decreased time to accomplish goals and tasks

More efficient and effective use of resources

Improved response to customer needs

Retention of critical knowledge during personnel turnover
Cultural changes can be very difficult to implement
KM is oftentimes seen as a fad or the latest management gimmick which will soon fade away
People think Information Technology is the solution for KM
Transfer of tacit knowledge
“It is believed that about 80% of all important or critical organizational Knowledge is in fact Tacit Knowledge. Knowledge that can’t be codified.”
Dr. Dan Kirsch, CKM®, CKL®, MKMP™, CKMI®,
COO, KM Professional Society
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