Designing Knowledge Management Systems

David Williams
Faculty of Information Science and Technology
June 2011, updated July 2014

Introduction
There is minimal guidance available on what a Knowledge Management system is or what it
is comprised of and less on how to develop one. Tiwana (1999) describes an effective
approach to developing a technology-based KMS, but does not discuss in detail what the
architecture or structure of a KMS should be or might look like. This paper takes the
Tiwanas process, confines it to the design phase and adds some of the architectural
features required to better describe and differentiate a KMS from an IMS.

Definition
A KM system is a new species of communication and management system that is enabled by
technology, is cognizant of information, and takes into account the complex nature of
intangible assets, to support the flow of knowledge in organisations.
We define a KM system as a technology-based or non-technical interconnected group of
functions that enables or facilitates either (or a combination of) the discovery, capture,
integration, sharing or delivery of the knowledge required by an organisation to meet its
objectives. It can comprise a part of a knowledge management initiative or strategy to
improve the utility of an organisations intellectual capital (McDonald and Williams, 2011). A
KMS system is more concerned about the know why, know who, know how and know
what.

Discussion
Many organisations are now looking to implement knowledge management systems as an
organisational development activity to improve the capability of an organisation to better
manage its intellectual capital.
Taking a logical approach to designing and developing a KM System ensures that solutions
and initiatives are firmly grounded in the real needs and challenges confronting the
organisation.
The following statement outlines the proposed approach to designing and developing a
knowledge system.
Knowledge Systems design is the process of defining the architecture, components,
modules, interfaces and data to build a system to satisfy specified knowledge management
requirements. It can be seen it as the application of systems theory to product
development. There is some overlap with the disciplines of systems analysis, systems
architecture and systems engineering. Systems design is therefore the process of defining
and developing systems to satisfy specified requirements of the user. In this case, it is the
design of a system through which organizations generate increased value from their
intellectual and knowledge-based assets.

Knowledge Management System Design Process

The following steps are proposed as a process to design and develop a Knowledge
Management System:
STEP 1: Identify the knowledge problem or opportunity
(This should have been identified in assignment 1) At this point it is important to
obtain a clear understanding of the organisational situation, the desired future state,
the benefits that could be achieved and the objective for the knowledge system.
STEP 2: Identify the knowledge that needs to be managed
What is the source of the knowledge and where/how is it stored. How is the
knowledge structured / categorised?
STEP 3: Determine the mode of delivery
Will the knowledge source and target be co-located and available at the same time?
What processes are required to manage the knowledge content and processes?
Nonakas SECI Model is a suitable starting point to identify what is the knowledge
activity is here although not everything always fits into the SECI Model.
STEP 4: Identify the functionality required to enable the system
What functions are required by the system to deliver the knowledge service. How
should the system be controlled and managed?
STEP 5: Identify any existing knowledge assets or solutions that may be part of the system
Are there any tools, techniques or systems that exist within the organisation that can
be leveraged to achieve the outcome? There may not be sufficient information on
this to respond in detail.
STEP 6: Design the knowledge management solution
Select a tool / technology / technique / methodology and describe how it should be
assembled / configured to meet the requirements. What options are there to meet
the problem/opportunity and why is your proposed solution the best in this case.
This can include the utilisation of a variety of design approaches to capture and
document the design of your system. These may range from story boards to UML
diagrams, BPM diagrams, UI mock ups, Use Cases, Data Models, operating proof of
concept, Block Diagram, Business Rules, Architectural views or a Specification. A file
of code is not a design. Select a design approach that best describes your design to
the audience to show how the system can be built to meet the requirements.
Identify or brand the KMS appropriately. It may not be labelled as a KMS but needs
to have some sort of identity so that it can be identified within your KM strategy.

STEP 7: Specify the knowledge management team

Who are the Actors in the system (from assignment 1). What are the people
requirements (if any) for managing the system and delivering the knowledge service.
STEP 8: Specify any infrastructure requirements to support the system
This may be as simple as a room with chairs and a white board or as complex as a
web services backbone with mainframe capacity and a series of supporting
applications such as an EDRMS, Business Intelligence tool or video conference
equipment.
STEP 9: Determine how the system will be evaluated, reviewed and improved
What are the feedback and reporting systems required to ensure the system
continues to be effective.
STEP 10: Identify/list what changes will need to be made to the way the organisation operates.

Are there any changes to policy, procedures, attitudes, organisational structure or

physical location?
Why Knowledge Systems Fail
Fahey and Prusak identify a number of features that will cause a knowledge system or
initiative to fail:
1. Not developing a working definition of knowledge;
2. Emphasizing knowledge stock to the detriment of knowledge flow;
3. Viewing knowledge as existing predominantly outside the heads of individuals;
4. Not understanding that a fundamental intermediate purpose of managing knowledge is
to create shared context;
5. Paying little heed to the role and importance of tacit knowledge;
6. Disentangling knowledge from it's users;
7. Downplaying thinking and reasoning;
8. Focusing on the past and present and not the future;
9. Failing to recognise the importance of experimentation;
10. Substituting technological contact for human interface; and
11. Seeking to develop direct measures of knowledge.

References:

Durant-Law, G., The Essential Components of a Knowledge Management System | Knowledge

Matters. Available at: http://www.durantlaw.info/essential-components-of--knowledgemanagement-system
Knox Haggie, John Kingston, School of Informatics, University of Edinburgh, Choosing Your
Knowledge Management Strategy. Available at: http://www.tlainc.com/articl51.htm

Fahey, L & Prusak, L 1998, The eleven deadliest sins of knowledge management. California
management review, vol. 40, no. 3, p. 265.
Galandere-Zile, I., & Vinogradova, V. (2005). Where is the border between an information
system and a knowledge management system?. Managing Global Transitions, 3(2),
179-196.
Tiwana, A., 1999. Knowledge Management Toolkit, The: Practical Techniques for Building a
Knowledge Management System, Pearson Education.