Westminstor UK - KM Report

INFORMATICS INSTITUTE OF TECHNOLOGY
In collaboration with
UNIVERSITY OF WESTMINSTER (UOW)
BSc. (Hons) Information Systems with Business Management
Knowledge Management Tools

Module: Knowledge Management
Module Code: 3ISY658
Module Coordinator: Mr. Sanjeev Jayaratnam
2nd March 2011
Word Count: 2995 (Excluding footnotes)
Submitted by
Student Name
Student Number
Dilushi Kulasinghe
2008027
Gayani Fernando
2008036
Hellanga Kulatunga
2007122
Taniya Perera
2008076
Student Signature
We confirm that we understand what plagiarism is and have read and understood the section on Assessment
Offences in the Essential Information for Students handbook. The work that we have submitted is entirely our own.
Any work from other authors is duly referenced and acknowledged.
Table of Contents
Page No.
Abbreviations.
III
Table of Figures.
IV
List of Tables.
IV
1) Introduction to Knowledge Management..
1.1) Processes of Knowledge Management
1.1.1)
1.1.2)
1.1.3)
1.1.4)
Knowledge discovery.
Knowledge capture.
Knowledge sharing.
Applying knowledge..
2
2
3
3
2) Knowledge Management Tools...
2.1) IT based..
2.1.1) Intranet..
2.1.2) Content Management Systems....
4
5
2.2) Non IT based...
2.2.1) Storytelling.....
2.2.2) Mentoring...
7
9
3) Evaluation of Knowledge Management Tools.......

References................
11
V
Appendices
Appendix A: Knowledge Management tools in relation to the KM process..
VIII
Appendix B: Journal material..
Appendix C: Evaluation of group work
II
C1: Meeting Minutes....
II
C2: Group log....
XXXI
C3: Individual statements.
XXXIII
Knowledge Management -3ISY658
Page II
Abbreviations
Abbreviation
Explanation
BI
Business Intelligence
CMS
Content Management Systems
DM
Data Mining
IT
Information Technology
KM
Knowledge Management
KMS
Knowledge Management Systems
Page III
Table of Figures
Page No.
Figure 1.1: Knowledge Conversion as proposed by Nonaka and Takeuchi...
Figure 1.2: Definition of Knowledge Management
Figure 2.1: Framework of tools required to support Knowledge Management
and their functionality.

Figure 2.2: CMS functional scope and the content lifecycle
Figure 2.3: The CMS feature onion
Figure 2.4: Basic storytelling concept
Figure 2.5: Storytelling experience.
List of Tables
Page No.
Table 3.1: KM tools in relation to its benefits and drawbacks...
11
Table C.1: Group log..
XXXI
Table C.2: Evaluation of group members..
XXXIII
Page IV
1) Introduction to Knowledge Management

Knowledge is information coupled together with experience, values, context, interpretation
and grounded intuition (Davenport and Prusak, 1998, Gamble and Blackwell, 2001).
According to Rollett (2003), knowledge is perceived today as not only being on par with the
factors of production, but exceeding them in importance. This is indeed true as knowledge is
vital for business success in the present competitive environment.
The two main types of knowledge are Explicit 1 and Tacit 2, and Figure 1.1 highlights its
four possible conversions;
Figure 1.1: Knowledge Conversion as proposed by Nonaka and Takeuchi (1995)
An organisations key assets are its people, skills and expertise, and their knowledge is
equivalent to power. This makes the need for effective Knowledge Management (KM) even
more important today, due to the global trend of corporate downsizing and the fact that tacit
knowledge is mobile 3 (Beccerra-Fernandez et al., 2004, Tiwana, 2000).
Figure 1.2: Definition of Knowledge Management
Knowledge that can be easily expressed, organised and stored. It is also known as formal knowledge.
Knowledge which is difficult to transfer from one individual to another. It is also known as informal
knowledge.
3
Knowledge workers can easily move from one organisation to another.
2
Page 1
1.1 Processes of Knowledge Management
1.1.1 Knowledge Discovery

This is the process of discovering previously unidentified and potentially valuable
knowledge from data and information or through the incorporation of previous
knowledge (Frawley et al., 1992, Beccerra-Fernandez et al., 2004).
New knowledge can be gathered through the combination (collaborative document

creation, Data Mining (DM)) or socialization (Apprenticeships, Brainstorming sessions,
conferences) process outlined in Figure 1.1.
Out of the many mechanisms by which knowledge can be discovered, increasing

importance has been given to DM as it facilitates Business Intelligence (BI). DM aids an
organisation by accelerating decision making, innovation, planning, problem solving etc.
(Liao, 2003).
1.1.2 Knowledge Capture

Knowledge capturing is the process of retrieving either explicit or tacit knowledge that
resides within people, artefacts or organisational entities. (Beccerra-Fernandez et al.,
2004, p.53). This takes place through the internalisation and externalisation process
represented in figure 1.1.
Knowledge capturing aims to access retrospective information of organisations and share

with all employees by assisting in decision making and strategic planning. According to
Sagsan (2006), knowledge capturing is based on mapping (both textual and visual),
storing (databases, data warehouses and electronic information centres) and retrieving
information through systems such as surrogates, user interfaces, Boolean logic 4 etc.
Yang (2003) affirms that stronger the capturing behaviour within an organisation is,
greater will be the degree of sustainable competitive advantage. Therefore, any
organisation should adopt a feasible knowledge capture process in order to maintain its
competitiveness.
A form of algebra in which all values are reduced to either true or false.
Page 2
1.1.3) Knowledge Sharing

Knowledge sharing is a process through which knowledge is exchanged among people, a
community or an organisation (Cummings, 2003).This can be described as either push 5or
pull 6.
IT has been identified as a key component for explicit knowledge sharing. According to
Davenport and Prusak (1998), the sharing of tacit knowledge depends on socialisation
and practice. Additionally, embedded knowledge can be shared through scenario
planning, after action reviews and management training (Gamble and Blackwell, 2001).
Brown and Duguid (1999) have stated that knowledge sharing depends on the habit and
willingness of the knowledge worker to seek out and/or be receptive to these knowledge
sources. Therefore, the management must implement the right processes, frameworks,
and systems that bring about a knowledge sharing culture.
1.1.4 Applying Knowledge

The application process is the stage where the handler of knowledge uses the collection,
nurturing and distribution processes (Watson, 2003). This takes place through routine 7
and direction 8.
The organisational knowledge assets need to be methodically applied in order to truly

generate value and the handler of knowledge assets must understand the exact instance to
share and document knowledge. The understanding of knowledge can be improved via
documenting and sharing knowledge resources. Direct impacts to the missions and goals
of an organisation can be achieved by utilising knowledge from different domains and
competencies (Alex, 2007).
Knowledge push is when knowledge is "pushed onto" the user through newsletters, unsolicited
publications, etc.
6
Knowledge pull is when the knowledge worker actively seeks out knowledge sources through library
search, seeking out an expert, collaborating with a co-worker etc.
7
Involves the utilisation of knowledge embedded in procedures, rules and norms that guide future
behaviour.
8
This is the process through which individuals processing knowledge, direct the action of another
individual without transferring the knowledge regarding the direction given.
Page 3
2) Knowledge Management Tools
Increasing numbers of organisations are investing more on Knowledge Management Systems

(KMS) as they are deemed vital for the successful incorporation of KM, along with an
organisations culture (Gallupe, 2000, Tiwana, 2000). There are many IT based KM tools
which support these KMS. Figure2.1 outlines both IT and non IT based KM tools used by
organisations and the tools highlighted have been explained below;
Knowledge
Transfer
Figure 2.1: Framework of tools required to support Knowledge Management and

their functionality (derived from Tiwana, 2000, p. 123)
2.1 IT based
2.1.1 Intranet
Intranet is an internal computer network which possesses restricted access to users, thereby
creating a secure business environment. This allows information to be shared and manipulated
within a specified region.
Page 4
Composition of intranet in terms of KM supportive features

An intranet should be composed of valid, comprehensive, codified and indexed information in
serving its KM aspect. Edenius and Borgerson (2003) have stated that intellectual capital of
an intranet should be constantly updated and focused on sharing best practices in order to
enable it to make positive contributions towards the KM activity.
An intranet is generally composed of many components 9; however its bulletin and discussion
boards are the essentials contents due to the fact that intranets are mainly meant to serve the
need for knowledge sharing (Sarnoff and Wimmer, 2003).
Intranet as a KM tool
An intranet acts as the nervous and circulatory system of an organisation thus supporting the
overall internal procedures and the flow of information (Mphidi, and Snyman, 2004). In an
organisational context, an intranet is a repository of knowledge which helps overcome the
challenges companies are confronted with relevance to KM.
An intranet has a number of characteristics which assist organisations in their KM activities the consistency of information, interactivity, user friendly interfaces, centralism and the
ability to keep up with the work force are to name a few.
Intranet based KM and problem solving

According to Walker (2004), the intranet facilitates the problem solving aspect of the KM
process in 3 basic ways. (Illustration in Appendix A.1)
Allows searching the knowledge base to grasp already existing knowledge by means
of solutions to a particular issue
Allows searching through existing knowledge and facilitate deriving a solution for a
particular issue
Allows generation of new knowledge by stimulating conditions
2.1.2 Content Management Systems (CMS)

Browning and Lowndes (2001) defines CMS as a catch-all term that covers a wide set of
processes that will underpin the next generation large-scale website.
CMS consist of
internal and external information assets which assist in creation, administration and
distribution of digital information. Therefore, this has become one of the most preferred
vehicles for content delivery.
9
Discussion forums, bulletin boards, training material, archives, directories, reports, policies, emagazines, forms and points of interest
Page 5
Functions and features of CMS

The four functions (Authoring, Workflow, Storage and Publishing) of CMS can be
graphically represented as follows;
Figure 2.2: CMS functional scope and the content lifecycle (Browning and Lowndes, 2001)
The features available in CMS are illustrated by the CMS feature onion given in Figure 2.3;
Figure 2.3: The CMS feature onion (Browning and Lowndes, 2001)
Page 6
Relating CMS to the KM process

Robertson (2003) asserts that CMSs provides a long-term value for the knowledge
capturing process of an organisation. Knowledge found within a CMS is not just its the
content, but it is also the processes and practices that surround a CMS.
CMSs are used to capture knowledge and meet KM goals in the following ways; (points are
further elaborated in Appendix A.2)
Restructuring and rewriting of information by Professional writers
Capturing knowledge of Subject-matter experts 10
Sharing best practice approaches with different areas of an organisation.
Simplifies the capture and manipulation of meta data 11
Establish effective workflow rules in order to identify knowledge flow of an

organisation.
Reducing barriers through user friendly content management which does not require
technical knowledge.
Implementing feedback mechanisms
CMSs have the ability to support knowledge discovery with the use of metadata and
deployment of effective navigation (Robertson, 2003). It also becomes a way of sharing
knowledge as CMS includes tool such as document management, intranets and extranets.
In conclusion, CMS can be identified as a tool which mainly assists in capturing knowledge
while playing a small role in the discovery and sharing process.
2.2 Non IT based

2.2.1 Storytelling
The concept of storytelling in simple terms is, a storyteller combining fragments of
information to cultivate a flow of understanding (Figure 2.4)
10
11
Staff with knowledge about the key processes of an organisation

Information about information
Page 7
8
1
Storytelling
3
Fragments of information
Knowledge (Organised
Information)
Figure 2.4: Basic storytelling concept (Sturm, 2007)

The process of storytelling is elaborated further in Figure 2.5, where it is divided in to seven
stages.
Figure 2.5: Storytelling experience (Sturm, 2007)

Page 8
1. Storyteller initiates idea

2. Listeners participate
3. Storyteller starts story
4. Listeners feel the effect
5. Both parties deeply involved
6. Storyteller preparing to end
7. End of story
Generally, the process of storytelling works in a circular form since the Portal of flicker effect
(F) can shift from one numeric section to another as shown in Figure 2.5.
Application of storytelling
Step 1: Identify the significant part of knowledge that needs to be transferred and shared
within the organisation.
Step 2: Locate the person who is better experienced, eloquent and enthusiastic, prepare
the story with him and let him recite the story. (Steps 1 and 2 can be reversed)
Step 3: Locate prospective participants and market the storytelling session.
Step 4: Commence the session. It is more effective to hold the gathering in an informal
atmosphere than a formal one.
Step 5: Improve effectiveness of the session by,

-
Capturing the session on video and sharing it thereafter
Gather people with a strong interest for storytelling and form a community
Regularly holding storytelling sessions
In relation to KM
Storytelling has been used to share knowledge from the beginning of the human civilisation.
In an organisational context, storytelling is used to share experiences and lessons learned
on completed projects in order to educate the colleagues who didnt participate.
In certain scenarios storytelling is used in the application process as well. For an example,
Stephen Denning has used the story telling process to promote storytelling itself (Young,
2010).
2.22 Mentoring
Mentoring occurs when a senior member of staff oversees the carrier and development of a
junior protg through coaching, counselling and providing psychological support through a
formal or informal relationship (Mogensen, 2011).
Page 9
Details about mentoring

The concept of mentoring dates throughout human history and is just as important today.
According to Frost (2011), mentoring is a very effective mechanism of passing down tacit
know-how from an expert to an aspiring expert.
Mentoring models range from one on one to group mentoring, resource based to training
based mentoring and executive mentoring (Mogensen, 2011). Mentors can take the form of a
friend, information source, intellectual or carrier guide (United States Office of personnel
management, 2008).
As per the work of Clutterbuck (2001) and Heathfield (2011) there are certain characteristics
an ideal mentor should possess 12. At the same time a mentee should be prepared, respectful
and be clear about what they want (Mogensen, 2011).
In relation to KM
Organisations employ mentoring to enhance skills, aid career development and to foster
leadership/management development. The values and norms of an organisation are indirectly
transferred during the mentoring process. Knowledge is said to accumulate with experience
and know-how is developed through learning by doing (Swap et al., 2001). Therefore,
mentoring is greatly encouraged as it facilitates knowledge transfer/sharing within an
organisation.
Gallupe (2000) has stated that with mentoring, the potential to solve a problem is greater
(provided that it has occurred before) thereby facilitating faster problem solving and decision
making.
Through this sharing of knowledge not only is the organisation able to retain expertise, but it
also helps the mentee to fit into the organisation quicker (Clutterbuck 2001). Many
organisations are therefore using formal mentoring practices as it is an investment in the
future knowledge stock of the organisation (Frost, 2011).
12
Personal expertise, familiarity with the organisations procedures and culture, desire to teach/guide,
ability to motivate, ability to allow for personal development of the mentee and commitment are to
name a few.
Page 10
3) Evaluation of Knowledge Management Tools

The following evaluation has been conducted in terms of all the benefits and drawbacks of the
chosen tools.
KM tools in relation to its benefits and drawbacks

The rating for each benefit/drawback is given from a scale of 1 5, signifying how strong the
particular benefit/drawback is.
1=benefit/drawback not significant at all
5=benefit/drawback is very strong
Intranet
CMS
Storytelling
Mentoring
KM tools
1.
Availability of consistent information
2.
Ability to access information from a central repository
N/A
N/A
3.
Efficiency of information retrieval(Speed)
4.
Chronological information flow(up-to-date)
5.
Supports communication and collaboration through
N/A
N/A
10. Minimal loss of data
11. High levels of security
12. Ability to leverage information to improve sales and services
13. Ability to improve productivity
14. Ability to track and reward authors
N/A
N/A
15. Identify bottlenecks in the workflow
Benefits
interactivity
6.
Ability to store, share and retrieve information
7.
Value of information is high as they originate from

experienced professionals
8.
Ability to make real time changes and update content at any

given point(Flexibility)
9.
Ability to share best practices with reference to all the

business processes
Page 11
16. Encourages collectivistic teamwork and improved
17. Assists development of organisational culture
N/A
18. Bridging the gap between the organisational hierarchy
19. Cost effectiveness in terms of monetary value
20. Increased commitment to the organisation
N/A
relationships
21. Assists development of managers

22. Increased employee satisfaction
Drawbacks
1.
Essentiality of a web based platform
N/A
N/A
2.
Time consuming process
3.
High cost of deployment and maintenance
N/A
4.
Ability to reduce management control due to readily
available information
5.
Probability of sensitive information flow out from the

organisation
6.
Essentiality of computer literacy
N/A
N/A
7.
Low speed due to involvement of vast amounts of data
N/A
N/A
8.
Possibility in data duplication
9.
Tendency to misinterpret available data
10. Need for suitable environmental conditions
N/A
N/A
11. Essentiality of a close rapport with external parties
N/A
N/A
N/A
N/A
N/A
12. Dependent on the provider

13. Negative psychological effect on parties involved, in case of
failure
14. Lack of organisational support
Table 3.1: KM tools in relation to its benefits and drawbacks
The common benefits of an intranet and a CMS is that information is always consistent and
it is accessible from a central repository. The consistency of information when mentoring
solely depends on the mentor and a story is likely to change to suite a situation. Therefore,
there is minimal consistency with storytelling.
Page 12
Information retrieval occurs rather efficiently in a CMS in comparison to an intranet.

Unless any documentation takes place during a storytelling or mentoring process the
efficiency of information retrieval will be relatively slow as opposed to CMSs and intranet.
The administrators of intranets always ensure that the information is up-to-date, where as in
a CMS it is the content writers duty to make sure this happens. Storytelling and mentoring is
based on the storytellers/mentors past experiences, hence this does not guarantee that
information will be up-to-date.
Both intranets and mentoring greatly support interactivity, thereby bringing about increased
communication and collaboration. Storytelling is more of a one way process; therefore even
though communication takes place, the collaboration can be relatively less. While CMSs
may support collaboration between employees (through the documentation of work
processes), there is minimum communication between them.
With CMSs the ability to store, share and retrieve information is very high. This benefit
can be accrued through the use of intranets as well. Though information can be shared
through the storytelling and mentoring process, the ability to store and retrieve information is
negligible.
The value of information is rather high in mentoring and storytelling as information

originates from experienced professionals. This is true in the case of CMSs as well because
documents are written by those who are experienced. The value of information is
comparatively lower in intranets.
The ability to make real time changes to content and the ability to share best practices
with regards to business processes is very high in CMSs and a bit lower in intranets.
Information regarding business processes can be transferred via storytelling and mentoring as
well. However, all processes cannot be addressed by one storyteller/mentor (as one
storyteller/mentor will specialise in one or more processes).
With storytelling and mentoring there is minimal loss of data as it originates directly from
the source. This advantage is present even with CMSs, however with the intranet there is a
possibility of data loss. Nonetheless in contrast, intranets and CMSs guarantee high levels of
security, whereas in storytelling and mentoring information passed on may not be secure due
to various external factors.
Page 13
While mentoring and storytelling can have a direct impact on improving the sales and
services of an organisation (as opposed to CMSs and intranets), productivity could be
directly impacted due to processes being documented and published on the intranet and
CMSs. It is somewhat easier for an employee to follow a written process (in order to improve
productivity) than put into practice how to sell a product (Experience is needed for this and
the mentoring/storytelling process does help in this aspect).
CMSs can help to track and reward authors of content and this in turn leads to employee
satisfaction. However, employee satisfaction is at its highest when mentoring is used as they
feel that substantial knowledge has been passed down to them. CMSs also help in
identifying bottlenecks in the workflow as opposed to the storytelling and mentoring
process which does not contribute to this cause as much.
Storytelling and mentoring have a significant impact on improving an organisations

relationships and culture. They also assist in bridging the gap between levels of hierarchy
and their cost effectiveness in terms of monetary value is rather high. These two tools also
help in the development of managers while creating an increased sense of commitment
(within employees) towards an organisation. The impact of these advantages is rather low
with regards to intranets and CMSs.
With intranets and CMSs there are a number of disadvantages such as the necessity of a web
based platform, high cost of deployment and maintenance, low speed due to vast amounts of
data being transmitted and the essentiality of computer literacy (these disadvantages are not
prevalent with storytelling and mentoring).
Storytelling and mentoring are time consuming processes as opposed to using intranets and
CMSs. The possibility of data duplication is high due to the fact that the storyteller/mentor
could repeat information. Employees could also misinterpret data as it is verbal and not in
written form. These processes are likely to fail if an organisation does not support it and
create a suitable environment for it.
All four tools have quite a number of advantages which are beneficial to a companys KM
process. It can also be observed that there are certain factors which could hinder the KM
process within an organisation. Most drawbacks could be counterbalance up to a certain
extent if the IT based tools and non-it based tools are used in amalgamation.
Page 14
4) References
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Davenport, T.H., and Prusak, L., (1998). Working Knowledge. Boston MA: Harvard Business
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Overview. AI Magazine. Vol 13, No 3. 57-70.
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Sagsan, M., (2006).A new lifecycle model for processing of knowledge management.[online]
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Sarnoff, A., and Wimmer, T., (2003).Knowledge Management and Intranets: Putting People
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Page VII
Appendix A: Knowledge Management tools in relation to the KM process

A.1) Illustration on how an intranet facilitates the problem solving aspect of the
knowledge management process
Consider a software development environment in which a developer is required to deal with a

bug in a software application. The presence of an intranet which consists of a knowledge base
which captures developer experiences may assist him to fix the relevant bug by one of the
following means;
He can search through the existing records in order to find whether the same bug has
been created in an application and then discover the manner of fixing it.
He can search through relevant scenarios of the existing records and derive a
solution by combining the solutions that have been created to solve two or more
related issues.
He can use tools provided within the intranet in order to generate a bug fixing
method.
A.2) Methods in which CMSs help to capture knowledge
Restructuring and rewriting of information by Professional writers, assists to identify

knowledge gaps and provide accurate mechanisms to fill them. Further, adding value to
information by clarifying knowledge needs and support goals.
Capturing knowledge of Subject-matter experts- One way of executing this method is

by capturing exit interview information as the knowledgeable staff retires.
Sharing best practice approaches with different areas of an organisation. As content

owner details are listed it enables anyone to communicate with them in order to broaden
the knowledge relevant to a specific area.
Simplifies the capture and manipulation of meta data through ways such as;
o
Tracking content owners.
Capture relationships between pieces of information.
Capture key words.
Track business-specific pages.

Page VIII
Establish effective workflow rules in order to identify knowledge flow of an

organisation.
Reducing barriers through user friendly content management which does not require
technical knowledge. Decentralised authoring provides the authors to manage their own
content.
Implementing feedback mechanisms which allow the end-user to provide feedback is a

powerful component as they are the people who will be directly communicating with
customers.
Page IX
Appendix B: Journal Material
Page X
Page XI
Page XII
Page XIII
Page XIV
Page XV
Page XVI
Page XVII
Page XVIII
Page XIX
Page XX
Page XXI
Page XXII
Page XXIII
Page XXIV
Page XXV
Appendix C: Evaluation of group work
C1: Meeting minutes

Meeting
Names of team
Date of
Number
members present:
meeting:
Time:
Location:
1.30 pm
Library
Gayani
1
8th February
Dilushi
Hellanga
2011
Taniya
Issues raised during meeting:
Action owner:
1) Discussion of the four processes of KM
All
2) Allocation of the KM processes for

further research
-
Discovering
Taniya
Capturing
Gayani
Sharing
Dilushi
Applying knowledge
Hellanga
3) Research into KM tools
All
Discussion of the format of the report
All
Date of next meeting:
Complete work set out for the week and meets on the 15th of February to discuss, finalise
and proceed with other assignment requirements.
Page XXVI
Meeting
Names of team
Date of
Number
members present:
meeting:
Time:
Location:
Gayani
2
17th February
Dilushi
Hellanga
2011
9.30 am
Discussion
Room
Taniya
Action owner:
1) Reviewing of work done throughout the
All
2) Documentation of work done
All According to their respective parts
3) Editing of work completed
Taniya
4) Proof reading after completion
Dilushi/Gayani
5) Discussion about KM tools
All
week
6) Allocation of KM tools for further

research and documentation
-
Intranet
Dilushi
Content Management
Gayani
Storytelling
Hellanga
Mentoring
Taniya
7) Methodology to evaluate the KM tools
All
Complete work set out for the week and meets on the 20th of February to discuss, finalise
and proceed with the other assessment requirements.
Page XXVII
Meeting
Names of team
Date of
Number
members present:
meeting:
Gayani
3
Time:
20th
Dilushi
February
Hellanga
2011
Taniya
Action owner:
1) Reviewing and discussion of work done
All
Dilushi
Gayani
Taniya
Hellanga
All
All
3.30 pm
Location:
Discussion
Room
(KM tools)
2) Editing of individual components
-
Adding references to sections written

on intranet
Shortening of section written on

CMS
Elaborating more on mentoring
3) Section on storytelling still not

completed, therefore complete soon as
possible
4) Search for more information regarding
the four tools selected and see if sections
currently written can be refined more
5) Document the benefits and drawbacks of
the four tools (in relation to KM) and
bring for next meeting
Complete work set out and meet on the 24th of February to discuss, finalise and proceed with
the final requirement of evaluation
Page XXVIII
Meeting
Names of team
Date of
Number
members present:
meeting:
Gayani
4
Time:
Location:
9.00 am
Library
24th
Dilushi
February
Hellanga
2011
Taniya
Action owner:
1) Reviewing of the benefits and drawbacks
All
All
3) Documentation of the evaluation section
All
4) Adding list of references to the report
All (done individually according to the
of the KM tools selected

2) Devising a comprehensive format to
show the evaluation between the tools in
discussion
material used)
5) Taking screen shots of all reading
material referenced to
All (done individually according to the

material used)
6) Formulating a group log
Dilushi
7) Amalgamating work done this far and
Taniya
organising the report
Complete work set out and mails each other by the 27th of February. Another meeting will be
held if deemed necessary
Page XXIX
Meeting
Names of team
Date of
Number
members present:
meeting:
Gayani
5
Time:
29th
Dilushi
February
Hellanga
9.30 am
Location:
Discussion
2011
Taniya
Action owner:
1) Identifying gaps in the report
All
2) Incorporating changes into report
Done as a group
3) Reviewing of report and proof reading
Dilushi/Gayani
Room
Complete and have report ready by Thursday morning (1st March, 2012)
Page XXX
C2: Group log
The following is how we delegated the tasks among us, and how much time we spent in
completing them:
Number of
Activity
days spent
Participants
Taniya, Dilushi,
01. Getting together and discussing the course work
02. Finding issues and background reading
03. Discussing the structure of the report
04. Question 1, Knowledge discovery
Taniya
05. Question 1, Knowledge capture
Gayani
06. Question 1, Knowledge sharing
Dilushi
07. Question 1, Applying knowledge
Hellanga
08. Question 2, Intranet
Dilushi
09. Question 2, Content Management Systems
Gayani
10. Question 2, Storytelling
Hellanga
11. Question 2, Mentoring
Taniya
12.
Question 3, Evaluation of Knowledge Management

Tools
Gayani, Hellanga
Taniya, Dilushi,
Gayani, Hellanga
Taniya, Dilushi,
Gayani, Hellanga
Taniya, Dilushi,
Gayani, Hellanga
Taniya, Dilushi,
13. Appendices
14. Compilation of report
15. Proof reading of report
Dilushi, Gayani
16. Incorporating changes to report (Final editing)
Done as a group
17. Printing of report
Hellanga
18. Binding of report
Hellanga
Gayani, Hellanga
Taniya, Dilushi,
Gayani, Hellanga
Table C.1: Group log
Page XXXI
Taniya, Dilushi, Gayani,

Hellanga
Attendance
scheduled end, active and

interested.

Hellanga
Hellanga
Hellanga
Hellanga
Arriving on time, staying to
Contribution to ideas
Research and analysis
Focused on issues, open to other

ideas.
Alert to unanticipated
discoveries, well researched.
Individual contribution to
Good listener, supportive of
group dynamics
others.
Practical inputs to end product
Willing to work hard to bring

project to successful conclusion.
Table C.1: Evaluation of group members
Page XXXII
C3: Individual statements
Taniya Perera
Student Name:
Explanation of the process followed:
2008076
Student Id:
Initially the group met up in order to discuss what was required from the assignment. Once this was
clearly understood, the tasks were divided amongst the group members according to their preferences.
Timelines were set for each task as well. A meeting was held each week (sometimes twice a week) in
order to discuss the progress and any problems we encountered. Work completed each week was mailed
to each other so as to obtain feedback.
Tasks that I performed within the project:
Research into the knowledge discovery process
Documentation of the knowledge discovery process (what it is, methods in which it is done and how
an organisation can benefit from it)
Research into KM tools which organisations use
More research into the area of mentoring once the four tools were settled upon
Documentation of the mentoring section (What it is, how it is done, how it relates to KM (what
processes it supports) and its benefits and drawbacks)
Joining together with the group and evaluating the four tools
Wrote references and obtained screenshots for the reading material I was responsible for
Assisted in the final documentation and editing of the report
Evaluation on the effectiveness of the process:

It was rather easy to track the progress of work, as tasks were equally divided and timelines were set at
the onset of the assignment. Some parts which were stated to undertake as a group, were divided
amongst the members in order to conduct further research on a topic (E.g. the four processes were
divided among the four members). This was more effective (as opposed to all four members researching
all four topics) as each member was able to bring in more information on a certain topic. The members
constant feedback helped in outlining certain mistakes, editing parts and I feel that it definitely
contributed towards a better quality report. We came across many contradicting articles which made it
difficult to settle upon our own opinion; however this was resolved through discussions with members.
Additional general or project specific comments:
I am rather happy about how we proceeded with this coursework. It indeed was a team effort and I am
very thankful to my hardworking teammates who were supportive at all times.
Student Signature:
Date:
02.03.2012
Page XXXIII
Student Name:
A. Dilushi Kulasinghe
Student Id:
2008027

Initially, as a team we conducted background reading of literature along with a brainstorming session in
order to gain an overall understanding of the specification. Once the requirement was clarified, the team
led out to research on the knowledge management processes and tools using journal articles, websites and
other relevant sources. Afterwards the research findings were compared and opinions of each team
member were shared among the group. .
Afterwards, the team got together in order to evaluate the effectiveness of each chosen tool with relevance
to knowledge Once all four tools are thoroughly analyzed, each member finalized documenting their
findings. Lastly, after finalizing the report according to the relevant academic standards, the team
members read each others work in order to proof-read before the submission.
-
Participated in background reading of literature and brainstorming
Researched on knowledge management processes
Researched on IT based and non-IT based knowledge management tools
Documented the findings on the knowledge sharing process
Documented the findings on the intranet as a knowledge management tool
Assisted in evaluating the four chosen knowledge management tools
Contributed towards the preparation of the final report by preparing the report with essential
content according to the relevant academic standards

Since the subject of Knowledge Management was novel to us, we had to endure numerous confusions and
doubts regarding its processes and tools. Therefore, as stated above comprehensive research was carried
out on its processes and tools allowed us to gain immense knowledge on the subject matter.
Idea generation, synergy, efficiency and effectiveness by working as a team were greater than individually
completing each and every task. Team work helped in reducing the burden as a whole and allowed the
team members to complete their tasks in a more convenient manner. In addition working as a team
allowed us to help each other in improving knowledge and also in correcting each others mistakes. In
conclusion, I would like to mention that the contribution made by each member of the group facilitated in
completing this coursework successfully.
Page XXXIV

As a team we were able to gain knowledge and develop skills by completing this coursework. Therefore, I
would like to state that participating in this particular group assignment was wonderful learning
experience.
Student
Date:
01/03/2012
Signature:
Page XXXV
Gayani Fernando
Student Name:
2008036
Student Id:
The coursework was initiated by conducting a meeting where the coursework requirements were
identified and discussed by all group members. Then, the identified requirements were voluntarily
accepted by each member according to their interest. Thereby, Deadlines were set to complete each task.
Each member completed their tasks and mailed to the whole group where feedback was acquired
frequently. Meetings were also held twice a week in order to check on the progress.
Researched on knowledge capturing process.
Documented findings related to knowledge capture (Description and benefits to an organisation from
knowledge capture).
Studied and identified knowledge Management tools.
Researched on Content Management Systems (CMS).
Documented findings from CMS (Description, advantages and disadvantages and which of the KM
processes CMS support)
Assisted the group to compare and evaluate the identified tools.
Acquired screenshots of the reading materials I used and prepared their references list.
Participated in documenting, editing and finalising the report.

The process followed can be identified as a very effective process as all the members were able to
contribute equally to the report. Four stages of the KM process and four KM tools identified were
divided among each group member to research on, rather than all of the members researching on all
processes and tools. I believe it was very effective in order to successfully complete the report. Setting
up deadlines and frequent feedback also contributed immensely to successfully complete the assignment.

The assignment was carried out successfully as all members were able to identify and perform their tasks
effectively. I would like to appreciate efforts of each member and it was a pleasure to work with such a
team.
Student Signature:
Date:
02.03.2012
Page XXXVI
Hellanga Kulatunga
Student Name:
2007122
Student Id:
When the group was formed, the members proposed a meeting as soon as possible in order to discuss
what work needed to be done in the assignment. Once the requirements in the assignment were clearly
discussed, each individual choose their tasks. Every week a meeting was held to discuss the progress on
each task. Meeting minutes where documented to monitor progress and each member was expected to
explain their findings on divided tasks. The task completed each week was mailed to each and later on
discussed to gain feedback.
Research into the knowledge application process
Documentation of the knowledge application process (The application process in general, methods,
definition)
Research into the area of storytelling once the four tools were settled upon
Documentation of the storytelling tool (Definition, how it is done, what processes in KM it supports
and its pros and cons)
Group discussion in evaluating the four tools
Wrote references and obtained screenshots for the reading material which I was responsible for
Assisted in the final documentation

The basic process was to equally divide certain tasked identified from the initial gathering and conduct
research on each tasks individually. All the members agreed that dividing the tasks equally was more
effective rather than everyone conducting research on the similar tasks. The documentation of each task
was also done by each individual who carried out it originally. It was after completion of all tasks was
the group corrected each others work. The process followed was most effective which the set timelines
were all met accurately. In conclusion the process group based the project on was most effective in every
way.

When the group was initially formed, it was from the very beginning where all the members worked on
their tasks with enthusiasm. Even though we divide our tasks it was easy to discuss amongst ourselves,
the problems that rose. The communication with each other was excellent.
Student Signature:
Date:
02.03.2012
Page XXXVII

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INFORMATICS INSTITUTE OF TECHNOLOGY

Knowledge Management Tools

Word Count: 2995 (Excluding footnotes)

Knowledge Management Tools

1) Introduction to Knowledge Management..

1.1) Processes of Knowledge Management

2) Knowledge Management Tools...

2.2) Non IT based...

3) Evaluation of Knowledge Management Tools.......

Appendix B: Journal material..

Appendix C: Evaluation of group work

C1: Meeting Minutes....

C2: Group log....

C3: Individual statements.

Knowledge Management -3ISY658

Knowledge Management Tools

Content Management Systems

Knowledge Management Systems

Knowledge Management -3ISY658

Knowledge Management Tools

Figure 1.2: Definition of Knowledge Management

Figure 2.1: Framework of tools required to support Knowledge Management

and their functionality.

Figure 2.3: The CMS feature onion

Figure 2.4: Basic storytelling concept

Figure 2.5: Storytelling experience.

Table C.1: Group log..

Table C.2: Evaluation of group members..

Knowledge Management -3ISY658

Knowledge Management Tools

1) Introduction to Knowledge Management

Figure 1.1: Knowledge Conversion as proposed by Nonaka and Takeuchi (1995)

Figure 1.2: Definition of Knowledge Management

Knowledge Management -3ISY658

Knowledge Management Tools

1.1 Processes of Knowledge Management

1.1.1 Knowledge Discovery

New knowledge can be gathered through the combination (collaborative document

Out of the many mechanisms by which knowledge can be discovered, increasing

1.1.2 Knowledge Capture

Knowledge capturing aims to access retrospective information of organisations and share

Knowledge Management Tools

1.1.3) Knowledge Sharing

1.1.4 Applying Knowledge

The organisational knowledge assets need to be methodically applied in order to truly

Knowledge Management Tools

2) Knowledge Management Tools

Increasing numbers of organisations are investing more on Knowledge Management Systems

Figure 2.1: Framework of tools required to support Knowledge Management and

Knowledge Management -3ISY658

Knowledge Management Tools

Composition of intranet in terms of KM supportive features

Intranet based KM and problem solving

Allows generation of new knowledge by stimulating conditions

2.1.2 Content Management Systems (CMS)

Knowledge Management Tools

Functions and features of CMS

Knowledge Management -3ISY658

Knowledge Management Tools

Relating CMS to the KM process

Restructuring and rewriting of information by Professional writers

Capturing knowledge of Subject-matter experts 10

Sharing best practice approaches with different areas of an organisation.

Simplifies the capture and manipulation of meta data 11