The main goal of this presentation is to draw the roadmap of the methodology of implementing the Knowledge Management at the HCL’s prospective customersTaking advantage of longexperience and HCL developed KM tools .

1. Knowledge Management
Implementation Roadmap
By: Monzer AL Shaikh Warak
Under supervision of: Dr.Mamta Bhandar
8/23/2014

2. KM Implementation Roadmap
Planning Phase
Aspects related to Planning Phase
Design Phase
Types of Social Media: Advantages /Disadvantages
Aspects related to Design Phase
Implementation Phase
Evaluation Phase
Reasons of KM failure implementation
Conclusion
References

3. • The main goal of this presentation is to draw the
roadmap of the methodology of implementing the
Knowledge Management at the HCL’s
prospective customers
Taking advantage of long
experience and HCL developed
KM tools .

4. • To ensure the successful implementation of the HCL knowledge
management solution, all four phases of the KM framework should be
addressed:

5. • The planning phase should start beside raising the awareness of the need
to develop a KM strategy.
• Effective planning involves developing a plan to address KM issues and
aligning these issues with a company's business strategy.
• In this phase the implementation document plan is created, it’s a include:
▫ What knowledge is needed by the project
▫ What knowledge will be created by the project
▫ What system of processes, technologies and roles
will be used to manage knowledge within the project,
▫ What actions need to be taken to implement the system, and
▫ Which people are accountable for individual actions.
• The KM plan adds structure, rigor and governance to Knowledge
Management within a project, allowing project leadership to be confident
that KM will be applied properly.

6. Its important to select a Knowledge Management Team at customer side to be
involved along of implementation cycle, this is include:
▫ Executive sponsor and/or a “knowledge champion”
key players needed on the KM team to advocate the program to management.
▫ Project leader (KM manager)
responsible for developing a knowledge strategy and business case.
▫ Chief Knowledge Officer
to builds a base of support at all levels of management and guides strategies and polices
for the activity.
HCL team members should have a good mix of business knowledge, technical
competence and social competence.
Specific skills should include communication, leadership, negotiation skills,
strategic planning, knowledge of KM methodologies and information
technologies, and expertise in internal business processes.
Other KM roles that may be needed as the program develops include content
editors, web developers, mentors, coaches, HR roles, knowledge navigator, and
publishers.

7. • Its important to identifying appropriate communities of practice within
an organization after recognizing the knowledge domains within the
organization and people involved in those domains.
Some Best Practices here:
▫ Select communities on the basis of business opportunity and link to strategy
▫ The community leader and adequate resources are the most critical drivers of
value creation for members and the organization.
• The knowledge requirements of each
community need to be identified in terms of
knowledge content, knowledge processes, roles
and tasks for people in the knowledge processes,
and technology.
• Valuable knowledge can be core knowledge that is essential for running
of the business.

8. • Raising awareness is necessary to develop a common understanding of
the KM phenomena, including basic concepts, models and theoretical
foundations throughout the organization.
• Systematic planning and implementation of KM, in alignment with
organizational objectives and core competencies will help managers
better allocate their organizational knowledge resources.
This should increase the organization's chances of
achieving business success in the new economy.
• By applying a methodology or framework for building a
KM strategy, you can successfully deliver a KM solution
in a practical and systematic way.
• Without a clearly articulated linking between valuable knowledge and
business strategy; even the best KM solution will deliver no benefit for
the company.

9. • For a KM project to be successful, joint support from the HR, IT and top
management is critical.
• In order to avoid any danger of misconception and misunderstanding, the
first important task for organizations starting the
KM journey is to build KM awareness.
• KM planning should be included with corporate
planning.
• It is important to link valuable knowledge with business strategy.
• Valuable knowledge should be linked with business
strategy at the KM planning stage.
• Social network analysis is one of techniques that could be used to assist in
identifying valuable knowledge for a community of practice

10. • The design phase essentially involves developing knowledge blueprints
to address processes and techniques that will support knowledge
creation and sharing.
• In this phase the following element should be addressed:
1. The knowledge should be captured?
Such as: Technical know-how of an important work process, Industry best practices, competitor’s moves etc.
2. The place of where the required knowledge will be found?
Public or internally (ArkMedes databases)?
3. The way of how the knowledge will be organized?
Knowledge categories, Languages
4. The methods of how knowledge will be shared within the organization?
Webinars , face-to-face interaction
1. In knowledge management design, efforts must be considered in
promoting a conducive environment and providing an appropriate
infrastructure.

11. • Match the customer's KM objectives with ArkMedes system and fit the
gap between the customer’s requirements and those available in
ArkMedes, you may identify if there is customization or development
required on ArkMedes.
• In parallel of this step, it would be
a great chance to enhance the Social media
tools within ArkMedes system, like
integrating with other business social
communities like LinkedIn and Yammer,
benchmark the new enhancements from the similar solutions like
developing a mobile apps and SMS integration for privacy purpose.
• Review ArkMedes social media tools taking in account the advantage/
disadvantage of each tools (described next slide)

13. • Tacit knowledge, is best transferred via face-to-face interaction if
organization members are co-located.
• Assessing cultural is an integral part of creating an environment conducive
to KM.
• The most likely cause for KM failure is Not involving the whole
organization.
• To ensure the success of a KM initiative, a number of measures need to be
created at customer to encourage and gain employee support
▫ new reward structures
▫ leadership that sets an example to follow
▫ championing and training
▫ planning for cultural and process changes
▫ new roles created

14. • Coinciding with the implementation of the program, HCL will require to
initiating a new procedures and processes to deploying the use of
technology to facilitate the KM process at their customers.
• Change management is crucial in Implementation stage.
• Thus, the training on the new processes/ system is essential.
• To ensure acceptance of a KM initiative, a results-driven
incremental (RDI) approach is recommended to use.
• HCL have to kick off the pilot project to evaluate KM and to see how it
creates value to the business. It is important to get a quick win with
measurable benefits to get continued support. It is best to start small in
one area where it is likely to have an impact and make a difference..

15. • The guidelines to plan a pilot project include:
1. Focusing on critical business issues that have high pay-off and are aligned with
organizational values and strategy
2. Allocating sufficient resources for post-pilot implementation
3. Altering the reward system to be changed to encourage sharing and transfer.
4. Seeking support from the leaders of the organization
• The knowledge management solution needs to be accepted
by the users and meets their expectations in order
to be of benefit to the customer.
• While the culture is one of the most critical elements in implementing KM,
HCL must work to promote a culture that is open to change, and encourage
employees to communicate across functional boundaries.
An ideal KM culture is characterized by trust, openness, teamwork,
collaboration, risk taking, tolerance for mistakes, autonomy, common
language, courage, and time for learning.

16. • KM activities must be reviewed and monitored at the customers on an on-
going basis to capture lessons learnt and/or better outcomes.
• Perform KM measurement to help organizations analyze how effectively
they are managing knowledge processes.
• Launch a Lessons Learned Workshop to register the learned lessons from
the KM project.
Lessons Learned Workshop ia an effective and efficient way of transferring
experience in a relatively short period of time. The results are then passed to
HCL PMO department to enhance the future projects. Insight should be
gained into the following issues:
▫ What was done well in the project?
▫ What could have been improved?
▫ What would be the ideal situation for points that could
have been improved?
▫ What would ArkMedes do differently in the next project?
▫ What should the HCL do differently in the next project?

17. Below are some of the lessons learned from others competitors projects, it
could be helpful in HCL future projects :
•Its important to always put in mind the main Customer Needs from
knowledge management is to Improving Service Quality, Efficiency and
Effectiveness.
•High level sponsorship is critical
•Culture is key, not technology
•A relaxed atmosphere will foster knowledge sharing
•Don’t expand too quickly without a good growth strategy
•KM system needs to be user friendly and simple to use
•KM includes easy access to experts
•Buy-in from employees is important
•KM must involve all levels, not just management

18. Reasons below are important to be known to avoid them in
implementation journey. They are:
•Hasty planning and command and to desire to extract the
knowledge of experts.
•Sheer care on expository aspect of design and sacrificing
accuracy for speed.
•Lack of primary study and evaluating
knowledge requirements.
•Outsourcing justify irreversible renal extraction process to
consultants outside the organization and Disclaimer.

19. • Lack of proficiency and familiarity of advisors.
• Lack of employer and advisor's care to necessity of make culture
and planning in order to making physical and spiritual incentives
for experts.
• Designating a too little time in order to
extracting skillful and experienced experts.
• Lack of stress on educating particular courses of knowledge
management to experts .
• Lack of business purpose.

20. • Poor planning and inadequate resources.
• Releasing the extractions after interviews and lack of proper evaluating
for completing, editing and filtering the experts.
• Lack of predicting of strategies in order to
accretion of practical knowledge and
creating collective knowledge.
• Lack of planning for participating before,
during and after the interviews with experts.
• Lack of accountability.
• Lack of customization.
• Unlinking the valuable knowledge with business strategy.

21. • Survey from KPMG Consulting highlights the main reasons for the
failure of knowledge management:
▫ A lack of user uptake owing to insufficient communication (20%)
▫ Failure to integrate KM into everyday working practices (19%)
▫ Lack of time to learn how to use the system or a sense that the system
was too complicated (18%)
▫ A lack of training (15%)
▫ A sense that there was too little
personal benefit in it for the user (13%)

22. • A Successful knowledge management implementation does not rest on
the deployment of a technology solution alone.
• It will require addressing all components (knowledge, process and
influence) of the integrated framework in a deliberate and systematic
way.
• HCL owned the valuable knowledge management tools like ArkMedes
system, the most attention must be on the application theory of
implementing Knowledge Management concepts and related aspects,
• Combining between the strong KM tools and concept will give the HCL a
unique competitive advantage.

23. 1. “Measuring the Value of Knowledge Management”, Knowledge Management National Electronic Library of Health. n.d.
English, October 12, 2012
2. “15 KM failure factors, 15 KM success factors”, Knoco stories From the knowledge management front-line, 1 November 2013.
3. "Design & the Implementation of Knowledge Management System", By: Yasaman Farashahian, Amin Abbasi, 21. Februar 2011.
4. "A Practical Approach To Implementing Knowledge Management", By: James A. Albers,Journal of Knowledge Management
Practice, Vol. 10, No. 1, March 2009
5. "Social Learning", Infoline Digital Series, Association for Talent Development (ATD), 2011
6. "Handbook on Knowledge Management 2: Knowledge Directions“, By: Clyde Holsapple, Springer Science & Business Media,
2003
7. "An Illustrated Guide to Knowledge management", By: Manfred Bornemann and others, Wissensmanagement Forum, Graz,
Austria, 2003.
8. "Knowledge Management: Through the Technology Glass", By: Meliha Handzic, World Scientific, 2004
9. “Socializing Knowledge Management: The Influence Of The Opinion Leader”, By: Cheng MingYu. Journal of Knowledge
Management Practice, December 2002.
10. “APQC on KM” white papers
References from Knowledge Management course material(MAN751-1405-1 ) :
1. Segment 6: Knowledge Management Implementation Strategy, Planning, Communities of Practice
2. Segment 6: Knowledge Management Implementation Strategy, Planning, Raising Awareness
3. Segment 5: Influences on Knowledge Management, Organizational Factors, Measurement
4. Segment 5: Influences on Knowledge Management, Technologies
5. Segment 6: Knowledge Management Implementation Strategy, Design, Develop Knowledge Blueprints
6. Segment 6: Knowledge Management Implementation Strategy, Design,

24. Thanks ..