1. Knowledge Mapping And
Development
Moh. Haitan Rachman
Email : haitan.rachman@multiforma.co.id
haitan.rachman@gmail.com
Web : www.mobileskycode.com
www.multiforma.co.id
Blog : haitanrachman.wordpress.com
2. Agenda
1. Introduction
2. Knowledge Map and Process
3. K-Map Development and Tools
4. Demo
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4. We are now in Knowledge Era
“We believe that the future belongs to
companies that can take the best of the
East and the West and start building a
universal model to create new knowledge
within their organizations.”
(I. Nonaka and H. Takeuchi)
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5. Knowledge era concern about KNOWLEDGE LOST
I bring my
knowledge
died or
move to
other
company
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6. Without Knowledge Strategy
v We will lose our investments in
people, research, development,
experiences I bring my
v We will lose our opportunities in knowledge
markets and businesses died or
move to
v We will lose our vision and
other
mission
company
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7. Knowledge Agenda
v Making knowledge and knowledge
processes more explicit.
v The development of strategic frameworks
to guide the exploitation of knowledge –
in products, services and processes.
v The introduction of more systematic
methods to the management of
knowledge.
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8. Top-Down KM Approach
§ Technology-centered KM
approach
TOP § Started building IT infrastructure
§ Gradually added more
applications
MIDDLE
§ Built around technology by
defining more knowledge
manager roles
BOTTOM Thomas H. Davenport and Laurence Prusak,
“How Organizations Manage What They
Know;” Harvard Business School Press,
Boston, Massachusetts; 1998
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9. Bottom-Up KM Approach
§ Decentralized KM approach
§ Knowledge-sharing initiatives at
TOP grassroots level
§ Led to development of
Communities of Practice (CoPs)
MIDDLE
§ Success from initiatives got
mgmt’s attention and eventual
support
BOTTOM
Melissie Clemmons Rumizen, Ph.D, “The Complete
Idiot’s Guide to Knowledge Management”, John A.
Woods, CWL Publishing Enterprises; 2002
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10. Middle-Out KM Approach
§ A centralized KM group was created to
TOP facilitate the KM program
MIDDLE
BOTTOM
Murray E. Jennex, “Case Studies in Knowledge
Management”, Idea Group Publishing; 2005
KM brochure 2006 at ADB website
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11. Characteristics of Knowledge
1. Created by anyone
2. Distributed cheaply
3. Increases when shared
4. Transmitted in networks
5. Guided by vision
6. Unique for individuals
7. Infinite resource
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12. Knowledge Map and Process
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13. Knowledge Mapping Overview
1. What is Knowledge Mapping?
2. Why Knowledge Mapping?
3. How to Map?
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14. What Is Knowledge Mapping?
vIs a process of surveying, assessing and
linking the information, knowledge,
competencies and proficiencies held by
individuals and groups within an
organization (Dr Ann Hylton, KeKma-
Training2002)
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15. What Is Knowledge Mapping?
v An ongoing quest within an organization (including its
supply and customer chain) to:
Ø Help discover the location, ownership, value and
use of knowledge artifacts,
Ø Learn the roles and expertise of people,
Ø Identify constraints to the flow of knowledge,
and
Ø Highlight opportunities to leverage existing
knowledge.
v It illustrates or "maps" how knowledge flows
throughout an organization.
(D. Grey, 2002 Smith Weaver Smith Inc)
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16. What Is Knowledge Mapping?
v Knowledge mapping is a process by which
organizations can identify and categorize
knowledge assets within their organization –
people, processes, content, and technology.
v It allows an organization to fully leverage the
existing expertise resident in the company, as
well as identify barriers and constraints to
fulfilling strategic goals and objectives.
v It is constructing a roadmap to locate the
information needed to make the best use of
resources, independent of source or form.
(W. Vestal, APQC, 2002)
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17. What Is Knowledge Mapping?
v A Knowledge Map describes what knowledge
is used in a process, and how it flows
around the process. It is the basis for
determining knowledge commonality, or areas
where similar knowledge is used across multiple
processes.
v Fundamentally, a process knowledge map
contains information about the organization’s
knowledge. It describes who has what
knowledge (tacit), where the knowledge resides
(infrastructure), and how the knowledge is
transferred or disseminated (social).
(IBM Global Services -Technique Paper, 2000)
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18. Why Map?
Ø Organizations use knowledge maps for a
number of different reasons. Some
organizations compile company locators to find
internal and external resources.
Ø Others use them to identify knowledge sharing
opportunities or knowledge barriers within
cross-functional work groups.
Ø Many companies use knowledge mapping
before developing formal communities of
practice or After-Action Reviews.
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19. Uses of Knowledge Maps
1. Compile company locators –internal and
external resources -KM Yellow Pages
2. Identify opportunities to reuse information
3. Locate naturally-occurring know ledge stewards
4. Identify know ledge dependencies within cross-
functional w ork groups
5. Categorize value-added information resident
w ithin your organization
6. Identify know ledge sharing opportunities
7. Precursor to developing formal communities of
practice (CoP)
8. Create a know ledge tool that helps users find
w hat they need (e.g. Agricultural Trade
Programming Tool).
20. What A Knowledge Map Reveals ...
1. Identifies the core and contextual
knowledge inside of an organization
2. How information and knowledge
flows
3. What individual knowledge or
expertise is critical to a process or
focus area
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21. When To Map
Organizations should
not design a KM
approach without
first mapping their
knowledge.
Within the context of
APQC’s Road Map to
Knowledge
Management,
mapping knowledge
is recommended in
stage 2 (develop a
strategy) or stage 3
(design and launch a
knowledge
management
initiative).
22. Knowledge Mapping: Where to Focus?
1. Enterprise Knowledge Map - level:
Ø Strategic business, technical, market know ledge
STRATEGIC
Ø Determine the organization’s “bench strength”
Ø Identify areas to focus KM efforts
2. Cross-functional Knowledge Map - between
divisions/business groups level
Ø Operational assessment of w orking know ledge
1. Working group/process Knowledge Map:
TACTIC
Ø Tactical and operational know ledge applied to
process excellence, innovation, customer
relationship
24. Process Knowledge Mapping
Ø A method of analysis to define the know ledge
needed and the know ledge available to support a
business process.
Ø Know ledge Mapping identifies the:
§ Explicit know ledge(knowledge artifacts)
§ Tacit know ledge(undocumented information,
expertise in people’s heads)
§ Infrastructure (w here does it the reside)
§ Organization ( w ho and w here are the people)
Ø In context of a specific business process
25. Process-Knowledge Mapping Analysis Matrix
Is It What
What Who Who Is It
Where Routine Issue(s)
PROCESS Knowledge Has Needs Tacit Or
Is It? Or Non- Does It
Is Needed? It? It? Explicit?
routine? Address?
System
Analysis
Database
Design
Layout
Design
Code
Program
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26. Knowledge Map
Development and Tools
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27. Knowledge Map Development and Tools
1. Diagram Flow: Microsoft Visio,
Microsoft Powerpoint, SmartDraw
2. E-R Diagram: Sybase Powerdesigner,
ER-Win, DbWrench
3. Mind Mapping: XMind, MindManager
4. Hierarchy Notes: Microsoft Notes
5. Content Management: Dotnetnuke,
Wordpress, Joomla, Drupal
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28. (1) Diagram Flow
1. Competency Directory
2. Cycle Business Process
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33. Customer Relationship Management
Product Competitor
Supplier
Problem
Report
Customer/
Intermediary
Contact
Person
Employee
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34. Improvement and Problem Handling
Organizational
Unit
Employee
Problem Practice
Report
Proof
Product &
Process
Service Stakeholder
Source
Customer Supplier Contact
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41. CM – KM in KM Development
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42. THANK YOU VERY MUCH!
Moh. Haitan Rachman
Email : haitan.rachman@multiforma.co.id
haitan.rachman@gmail.com
Web : www.mobileskycode.com
www.multiforma.co.id
Blog : haitanrachman.wordpress.com
