PM thought in the hottest knowledge management

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PM thought in knowledge management as a management concept, knowledge management is an activity that needs long-term adherence and efforts to form a culture. From this concept, it is clear that knowledge management is not a project, so it cannot be managed according to the organization and operation mode of project management. However, this does not mean that the ideas and methods of project management cannot be applied to knowledge management. As the significance of project management is recognized by more and more people, some ideas in project management have gradually evolved into universally applicable management ideas, which are also applicable to knowledge management

the smart principle of objectives

we can list a lot about the objectives of knowledge management, such as transferring the right knowledge to the right people at the right time, achieving high test accuracy, realizing process automation, improving the competitiveness of the organization, promoting organizational innovation, protecting the organization's knowledge assets, avoiding the loss of knowledge with the loss of talents, and obtaining more business benefits. When your organization decides to implement KM, it may be to obtain all or some of the benefits listed above, but they cannot be used as the goal to guide specific knowledge management practices. Because all the above statements do not conform to the smart principle of objectives in project management, that is, the explicit statement of

s specific that

m measurable can balance the results of the fuel consumption of the experimental machine according to the instructions

a attachable can achieve the objective

r realistic is reasonable, In fact or in combination with actual work, what kind of knowledge management objectives can be tracked in accordance with the smart principle? For example, improving organizational competitiveness can be concretely translated into market share, user recognition rate, profit improvement and so on according to clear and measurable principles. However, these indicators are affected by many factors, and can not accurately determine which spring fatigue testing machines are mainly used for various purposes. 2. The fatigue life tests of spiral springs, wave springs, Belleville springs and shock absorbers of tension testing machines caused by equipment reasons are brought by knowledge management. Moreover, this goal is not targeted and instructive for knowledge management practice, and does not conform to the principles of R and t, So it is not an ideal goal. As a management concept, knowledge management needs to be implemented through specific activities, and the ideal goal should also be combined with specific activities. Just like a person who says he often takes part in sports activities, he may often go to the gym, or he may often run, swim, play basketball, etc. No matter what he does, his sports activities must be reflected through a specific activity. He participates in sports activities for the sake of physical health, but health is not a good goal. People who use physical health to guide their exercise may become a mere formality in most cases. The real goal must be combined with specific activities, such as keeping fit for 30 minutes every day, running 5000 meters, etc. The same is true of knowledge management. When discussing research, we can say how knowledge management is. When it comes to real implementation, we can't just talk about culture and ideas. We must implement it in specific activities, such as IBM has e-workplace, HP has connex, HP China has a Book Club (although the recent resignation of gaojianhua has raised some doubts about the role of the book club), Siemens has sharenet Accenture has knowledge xchange and so on. Knowledge management objectives that conform to the smart principle should also be combined with specific activities and set for specific activities. In fact, the objectives listed above are more suitable for vision than objectives. Therefore, the process for an organization to implement knowledge management can be as follows: defining your own vision is the problem you most want to solve through knowledge management; Select one or several specific activities that are suitable for your own situation; Set a smart goal for these activities; Then start the PDCA process, that is, plan, execute, check and act

we can give several sample goals for your reference, such as knowledge base. The goal can be that within two years, the coverage rate of knowledge base on enterprise product knowledge points can reach 95%, and the browsing volume of knowledge base can reach XXXX; The goal of knowledge community can be that more than 95% of the organization members join the community within a year, and the number of visits per capita reaches XX, etc

the first step to success

knowledge management is a long-term activity that requires long-term investment, and the return on investment is also a long-term process. But in any organization, it is necessary to have a successful first step. We all know that knowledge management needs the support of the top management. However, as the party receiving the support, it should repay the support of the top management with performance in time to strengthen their confidence in continuing to support knowledge management; At the same time, the top management also needs your success to convince other resource contenders, so that all members of the organization can understand why they are willing to give long-term support and investment to knowledge management. The personal yellow page system of P company is a typical example. When the system was initially built, it was strongly supported by the senior management. However, due to the problems of the system itself and the poor application and promotion, the company's employees were unwilling to use it, and it has been barely maintained for oneortwo years. Later, the company made strategic adjustments. The personal yellow pages could have taken this opportunity to make adjustments and improvements, making it an important tool for strategic adjustment. However, due to the failure of the early stage, the senior management is unwilling to make further investment, and the personal yellow pages are in an awkward state. Without improvement, it is difficult to make brilliant performance to satisfy the senior management, and without the performance to satisfy the senior management, it is impossible to obtain further improved financial and human support. Therefore, it can be seen that the success of the first step is of great significance to knowledge management

despite the high-level factors, just like milestone in project management, knowledge management also needs to have a successful milestone to motivate its own team and provide reference experience for further activities in the later stage. Where the first step of knowledge management begins is a question worth thinking about. Many enterprise managers and even insiders refer to knowledge management as tacit knowledge. They believe that only tacit knowledge is the real knowledge management, and explicit knowledge is only a low-level primary work. But in reality, we can't always stare at implicit knowledge

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