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Course Content
Session One: Course Overview
You will spend the first part getting to know participants and discussing what will take place during the workshop. Students will also have an opportunity to identify their personal learning objectives.
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Pre-Assignment
Course Overview
Session Two: Definitions
Then, participants will learn the definition of knowledge, as well as the differences between tacit and explicit knowledge. The meaning and history of knowledge management will also be covered.
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What is Knowledge?
Assignments
What is Knowledge Management?
History of Knowledge Management
Session Three: The Business Case for Knowledge Management
In this session, participants will learn how knowledge management can reduce costs and grow sales. They will also learn how to build a business case for knowledge management. You will also examine the impact that knowledge management can have on business strategy and profit.
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Reducing Costs and Growing Sales with Knowledge Management
Assignments
Business Case Basics
Sample Knowledge Management Business Case
Assignments
Session Four: The Knowledge Management Mix
Next, participants will learn about three components vital to knowledge management: people, technology, and process. In this session, you will examine the relationship between these three essential knowledge management components.
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People
Assignments
Technology
Process
Assignments
Session Five: The Knowledge Management Framework
The knowledge management framework is comprised of four interdependent elements: needs analysis, resource identification, process analysis, and knowledge handling. In this session, participants will learn about the steps to building their knowledge management framework: needs analysis; resource identification; process analysis, identification, and construction; and accumulating, sharing, and storing knowledge. In this session, you will investigate what the four elements of the knowledge management framework are and how they work together.
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Introduction
Needs Analysis
Resource Identification
Process Analysis, Identification, and Construction
Assignments
Accumulating, Sharing, and Storing Knowledge
Session Six: ITandD’s Conundrum
A pre-assignment is designed to get you thinking about the topic, and to give you some indication of what is coming. In this example, the case study and the carefully crafted questions were intended to have you reflect on the vital role of knowledge within an organization. In this session, you will reflect on the answers you provided in the pre-assignment.
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Introduction
Assignments
Session Seven: Knowledge Management Models
Knowing the theory behind the practice can increase your knowledge and inform what you do. Having a foundational awareness helps you to understand the theory’s evolution and history in the business world and better enable you to see how this system will fit into your organization. In this session, you will investigate four different knowledge management models.
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The KM Process Framework (Bukowitz and Williams)
Knowledge Management Matrix (Gamble and Blackwell)
Assignments
Process Model (Botha)
Assignments
Knowledge Spiral Model (Nonaka and Takeuchi)
Session Eight: The Knowledge Management Toolkit
Cross-functional Teams, mentoring, organizational culture, and IT solutions are all techniques that you can use employ when implementing a knowledge management program in your organization. In this session, you will explore each of these techniques in depth. As you review the information, think about ways that you could use each technique in your workplace.
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Cross-Functional Teams
Assignments
Mentoring
Assignments
Organizational Culture
Assignments
IT Solutions
Which Technologies Would Be Best?
Assignments
Session Nine: Implementing Knowledge Management Initiatives
You see an organizational need for knowledge management. You understand what a knowledge management system is. You have the tools and information you need. Now it’s time to take action: it’s time to begin building the program. In this session, you will identify and investigate the necessary components for implementing a knowledge management program.
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Building Knowledge Networks
Creating a Knowledge Management Body of Knowledge (KMBOK)
Assignments
Creating a Chief Knowledge Officer (CKO) Position
Advertise for Your CKO
Assignments
Creating a Post-Mortem Plan
Assignments
Creating Measures
Assignments
Start With a Pilot
Assignments
Where Do I Put This?
Assignments
Support Your Organization Through the Change
Post-Course Assessment
Draft Lesson
Recommended Reading List
If you are looking for further information on this topic, we have included a recommended reading list below. Bergeron, Bryan. Essentials of Knowledge Management. John Wiley & Sons, 2003. Dixon, Nancy M. Common Knowledge: How Companies Thrive by Sharing What They Know. Harvard Business School Press, 2000. O'Dell, Carla, and Cindy Huebert. The New Edge in Knowledge: How Knowledge Management Is Changing the Way We Do Business. New John Wiley & Sons, 2011. Pasher, Edna, and Tuvya Ronen. The Complete Guide to Knowledge Management: A Strategic Plan to Leverage Your Company's Intellectual Capital. John Wiley & Sons, 2011. Rumizen, Dr. Melissie Clemmons. The Complete Idiot's Guide to Knowledge Management. Alpha Books, 2002.
Knowledge Management
About Lesson

When implementing a knowledge management program, is it better to start with a pilot or to make a full organization change? When creating a knowledge management program, it is best to view it as a new development or new product. Would you test a new product before releasing it to your customers? The answer would most certainly be yes. Let’s look at how you can use a pilot program to start small, iron out the kinks, and prepare for company-wide release.

Steps to Creating a Pilot Program

  • Describe the pilot: Describe what you want to deliver with this new program.
  • Explain the benefits: Get buy-in from your organization by explaining the benefits of this initiative.
  • Make a list of objectives: Develop a list of clear objectives to guide you through your pilot process.
  • Determine what you need: Include a list of the people, funding, technology, and training that you will need for your pilot.
  • Develop measurements: Figure out how you will measure the success of your program. Has the program achieved your clearly defined objectives?
  • Manage the change: Put measures in place to help people through the changes that will come as a result of this pilot.
  • Develop a timeline: Give stakeholders an idea of how long your pilot will last.

Benefits of a Pilot Program

Easier to Acquire Funding

Any new initiative within an organization requires resources, which includes funding. It will be easier to acquire the funding you need and make the case for a pilot knowledge management program than it would be for a full organizational program. Providing a large amount of resources and funding without proof that your initiative will bring success is a risk that not many organizations are willing to take. It is better to try this initiative out on a smaller scale that will allow you to build the evidence for why your organization needs a full knowledge management program. This will make a larger future investment much easier to acquire.

Easier to Get Buy-In

Having a pilot project allows you to prove the concept and gain credibility. This can make the process of getting buy-in from members of the organization much easier when you launch a full knowledge management program.

Easier on You

Let’s face it: launching an organization-wide program can be a daunting task to say the least. Start small to put less pressure on yourself. This will allow you to focus on the task at hand and do what’s necessary to help the initiative be a success. A little bit of stress can be a good motivator but too much can impede your progress.

Easier to Expand Across the Organization

Once your pilot program is a proven success, it will be much easier to expand across the organization. During your pilot, you will learn a lot about the processes and hurdles involved with implementing a knowledge management program. These lessons learned will enable you to launch a larger program with more confidence and experience.

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