1. Knowledge Management
System & Technology
Dr. Elijah Ezendu
FIMC, FCIM, FCCM, FIIAN, FBDI, FAAFM, FSSM, MIMIS, MIAP, MITD, ACIArb, ACIPM,
PhD, DocM, MBA, CWM, CBDA, CMA, MPM, PME, CSOL, CCIP, CMC, CMgr

2. Is there any relationship between Information
Technology and Knowledge Management?

3. Disciplines Contributing to Current Notions of KM
Theoretical Foundation Key Knowledge
Management Concepts
Drawn from Foundation
Applied Purpose in
Knowledge Management
Developed Knowledge
Management Concepts
Information Economics Intellectual Capital Rationale Knowledge Economy
Strategic Information
Systems
Core Competencies Rationale Dumbsizing, Knowledge
Alliances
Organizational Culture Tacit and Articulated
Knowledge
Process Definition Knowledge Culture
Organizational Structure Goal-Seeking
Organizations
Process Definition Knowledge Organizations
Organizational Behaviour Creativity, Innovation,
Organizational Learning,
Organizational Memory
Process Definition Knowledge Creation,
Knowledge Codification
Artificial Intelligence Knowledge-Base Systems Process Definition Knowledge Infrastructure
Quality Management Risk Value Benchmarking Evaluation Qualitative Frameworks
Source: Land, Amjad & Nolas, The Ethics of Knowledge Management, International Journal of Knowledge Management

4. Wisdom
Data
Information
Knowledge
Comprehend Correlation
Comprehend Patterns
Comprehend Principles

5. • Information Technology isn’t Knowledge
Management
• Various Technologies provide value-adding
deliverables for boosting and entrenching
Knowledge Management

6. Deployable Technologies for
Knowledge Management
 Information Technology
 Communication Technology
 Media Technology
 Film & Video Technology
 Cybernetics
 Robotics

7. Differences Between Information & Knowledge
Information Knowledge
Processed data Actionable information
Provides Facts Allows predictions, associations and
predictive decisions
Clear, crisp, structured and simplistic Muddy, fuzzy, partly unstructured
Easily expressed in written form Intuitive, hard to communicate, and
difficult to express in words and
illustration
Obtained by condensing, correcting,
contextualizing, and calculating data
Found in connections, conversations
between people, experienced-based
intuition, and people’s ability to
compare situations, problems and
solutions
Devoid of owner dependencies Depends on the owner
Source: Abdullah, Selamat, Sahibudin & Alias, A Framework For Knowledge Management System Implementation
In Collaborative Environment For Higher Learning Institution, Journal of Knowledge Management Practice

8. IMS versus KMS
Information
Management
System
Conversion of Data to
Information
Knowledge
Management
System
Conversion of Information
to Knowledge

9. “Knowledge Management Systems (KMS) are
technologies that support Knowledge
Management (KM) in organizations, specifically
- knowledge generation, codification, and
transfer.”
- Ruggles R, Tools for Knowledge Management

10. Characteristics of Good
Knowledge Management System
1. A good KM system should empower your staff. It won’t exactly turn them into superheroes
but it should allow them to extend their contribution and to work faster and smarter.
2. A good KM system should be focused on your core business objectives.
3. A good KM system is needs-driven, not technology-driven.
4. A good KM system should make your business more competitive, more efficient and more
profitable.
5. A good KM system should allow you to better service your customers and to raise their
satisfaction level.
6. A good KM system should raise the job satisfaction level of your staff.
7. Don’t go looking for a KM system until you have formulated and agreed on your KM needs.
8. A good KM system should connect to all sources of knowledge, including tacit knowledge.
9. A good KM system should be easy to navigate and search.
10. A good KM system should be flexible enough and configurable enough to adapt to your
changing needs.
11. A good KM system produces timely, accurate, concise and precise information that you can
utilize (process) to make high quality decisions.
Source: Frank McKenna, A Knowledge Management System

11. Focusing on Tacit and Explicit Knowledge to
Ascertain the Role of Technology
Tacit Knowledge
In the Mind
Explicit Knowledge
Outside the Mind
Interpret
Nourishes

12. The Tacit-Explicit Model
Source: Nonaka, I. and Takeuchi, H., The Knowledge Creating Company

13. The Four Knowledge Conversion Modes
To Tacit To Explicit
From Tacit Socialization Externalization
• Knowledge Maps
• Knowledge Portals
• Groupware
• Workflow
• Knowledge-Based Systems
• Knowledge Portals
From Explicit Internalization Combination
• Innovation Support Tools • Intranet
• Electronic Document
Management
• Business Intelligence
• Competitive Intelligence
• Knowledge Portals
Adapted from Nonaka & Takeuchi, The Knowledge-Creating Company

14. Major Components of KMS

15. Categories of Knowledge Management Systems
Category Dominating Knowledge
Conversion Process
Origin of Concepts Example
Intranet Based Systems Combination Computer Networks
(Web Technology)
Microsoft Internet
Information Server
Electronic Document
Management
Combination Information Science Excalibur Retrieval Ware and
File Net
Groupware Externalization CSCW (Computer Supported
Cooperative Work)
Lotus Notes and Microsoft
Exchange
Workflow Externalization Organisation and Methods ARIS Toolset (IDS Scheer)
Knowledge Base Systems Externalization Artificial Intelligence Neugents (Computer
Associates)
Business Intelligence Combination Database Management Business Objects
Knowledge Map Socialization Information Science and
Human Resource
Management
Gingo (Trivium) and Lotus
Discovery Server
Innovation Support Tools Internalization Innovation and Technology
Management
Invention Machine
Competitive Intelligence
Tools
Combination Strategic Management and
Information Science
Knowledge Works (Cipher
Systems) and Vigipro
(CRIQ/CGI)
Knowledge Portals Socialization, Externalization
and Combination
Computer Networks and
Information Science
Digital Dashboard (Microsoft),
Lotus k-station and Sopheon

16. Identification of required and applicable
knowledge management activities in an
organization facilitates effective mapping of
prospective knowledge management processes,
which then determine fitting knowledge
management system.

17. Knowledge Management Processes &
the Potential Role of IT
Knowledge
Management
Processes
Knowledge Creation
Knowledge
Storage/ Retrieval
Knowledge
Transfer
Knowledge
Application
Supporting
Information
Technologies
Data-mining,
Learning tools
Electronic bulletin
boards, Knowledge
repositories,
Databases
Electronic bulletin
boards, Discussion
forums, Knowledge
directories
Expert systems,
Workflow systems
IT Enables
Combining new sources
of knowledge,
Just-in-time learning
Support of
individual and
organizational
memory, Inter-
group knowledge
access
More extensive
internal network,
More
communication
channels available,
Faster access to
knowledge sources
More rapid
application of new
knowledge through
workflow
automation
Platform
Technologies
Groupware and communication technologies,
Intranets
Source: Alavi & Leidner, Knowledge management and knowledge management systems

18. Triggers of Knowledge Management System Change
Change
Strategy
Growth
Opportunity Threat
Communities of
Practice
Past
&
Preferred Future
Performance
Tangible
Organisation
Individuals Identity
Process Systems
Autonomy &
Consistency
KMS as Focus KMS as Enabler Adaptability
Implementation
Dissonance
Effective
Organizational
Alignment
Technology
Evolution Governance
Source: Elijah Ezendu, Knowledge Management Strategy

19. IT Tools for KM Processes
KM Processes Activities Sample Vendors
Knowledge Creation Business intelligence, knowledge
discovery, e-learning
Business Objects, Skillsoft, Orbital,
Knowledge Codification Content management system,
document management,
categorization, abstracting,
taxonomy
Interwoven, Autonomy
Knowledge Retrieval Search, visualization Google, AskJeeves, Inktomi, Inxight
Knowledge Application Workflow, collaboration, help desk eRoom, Intraspect, PeopleLink
Knowledge Distribution Knowledge portal, agents Plumtree, AskMe
Knowledge Validation Online expert communities,
contribution valuation,
assessment/rating/ranking/ scoring
IBM
Knowledge Tracking E-mail mining, corporate yellow
pages
Tacit
Knowledge Personalization Expertise locators, communication,
conferencing, collaboration
AskMe
Full-spectrum KM Complete KM suites Hummingbird, Open Text, Verity,
IBM
Source: Madanmohan Rao, Knowledge Management Tools and Techniques

20. Roles and Tools for Online Communities
Knowledge Roles Activities Tools
Knowledge Consumer Search, browse, access, apply,
learn
Portal, search engine,
Workflow
Knowledge Creator Publish, improve, classify, discuss Content management, authoring,
taxonomy, online CoPs
Knowledge Editor Interviewing experts, storytelling,
content management
Content management systems,
taxonomy
Knowledge Expert Validate, certify, legitimize Online CoPs, ranking/ rating tools,
best practice repository
Knowledge Broker Locate experts/knowledge, identify
gaps, organize, filter, coordinate
CoPs
Enterprise portal, audit tools,
online forums, organizational
knowledge maps
Knowledge Leader Shape KM agenda, align with
business objectives
Intellectual capital
navigators, industry knowledge
maps
Source: Madanmohan Rao, Knowledge Management Tools and Techniques

21. Four Elements of
Knowledge Management System
• Use of Problem Finding Techniques
• Build Knowledge Infrastructure
• Network Systems
• Use of Software for Collection of Data,
Information, Knowledge as well as Sharing
Processed Outcomes.

22. Problem Finding Techniques
Basic Phases
Search
Identification
Solution and
Implementation
Problem-Centered Approach
Step 1. Generation—Probe for potential
problems that might exist in the future using
a brainstorming approach.
Step 2. Evaluation—Review problems
uncovered for managerial concern, backed
up by a cost-benefit analysis. If appropriate,
use creative computer software to generate
new ways to evaluate future problems.
Step 3. Validation—Select actual problems
for managerial concern. If appropriate,
relate to the company's critical success
factors.
Step 4. Establish Boundaries— Define each
potential problem within its boundaries to
cover the whole area encompassed by the
problem.
Use steps from the problem-solving
process.
Opportunity-Centered Approach
Step 1. Exploration—Examine the
environment for opportunities that come
from problems uncovered using a
brainstorming approach. If appropriate,
use creative computer software to
explore new ideas to exploit these
opportunities.
Step 2. Selection—Determine that one or
more opportunities should be explored
by management. If appropriate, relate to
the company's critical success factors.
Step 3. Examine Boundaries— Survey
the environment for each opportunity
and determine the proper boundaries.
Use steps from the problem-solving
process.
Source: Robert Thierauf, Knowledge Management Systems for Business

23. Why KMS Implementation Failed in Some
Organizations
• Poor Development of KM Objectives
• Strategic Paralysis
• Unfit KMS Model
• Inappropriate Project Management
• Absence of Favourable KM Structure led by CKO
• Poor harmonization of IT Tools with Culture, Structure, Workflow, Processes and Strategy
• Poor Usability of KMS
• Unfitting Change Management
• IT-Centered KMS
• Excessive IT Control
• Low Competence of Workers in Use of Installed KMS
• Excessive Technicality
• Poor Integration of Key Components
• Absence of Common IT Platform Organisation-Wide
• Lack of Participation of Users at Planning Stage
• Poor Performance of Components of KMS
• Lack of Top Management Buy-In

24. Key Issues in Building KMS
1. Knowledge Management Strategy
2. Organizational Structure
3. Culture
4. Installed Technology Platforms
5. Talent Flexibility
6. Knowledge Evaluation
7. Knowledge Processing
8. Knowledge Implementation
9. Leadership Drive
10. Project Scope

25. Knowledge Management System Life Cycle
Evaluate Existing Infrastructure
Manage Change and Rewards
Set-Up KM Team
Knowledge Capture
Design KM Blueprint
Verify and Validate KM System
Implement KM System
Evaluate Performance and Alignment

26. KMS Project Feasibility

27. Mapping Corporate Objectives to KM Value
Propositions
Instrumental KM Objectives
Total KM Value Propositions
Corporate Objectives
Contribution
Ascertainment
Reverse
Engineering
Corporate Level
Functional Transition Level
Functional Offerings
Source: Elijah Ezendu, Knowledge Management Strategy

28. Total KM Value Propositions must achieve
Strategic Fit on alignment with capabilities of
Knowledge Management System
Occurrence of a form of alignment blunder shall
indicate failure, and must be remedied.

29. Dr Elijah Ezendu is Award-Winning Business Expert & Certified Management Consultant with expertise in
Interim Management, Strategy, Competitive Intelligence, Transformation, Restructuring, Turnaround
Management, Business Development, Marketing, Project & Cost Management, Leadership, HR, CSR, e-
Business & Software Architecture. He had functioned as Founder, Initiative for Sustainable Business Equity;
Director, Archtalento; Director, Speakers Africana; Chairman of Board, Motus Health Initiative; Chairman of
Board, Charisma Broadcast Film Academy; Group Chief Operating Officer, Idova Group; CEO, Rubiini (UAE);
Special Advisor, Road Transport Employers Association of Nigeria; Director, MMNA Investments; Chair, Int’l
Board of GCC Business Council (UAE); Senior Partner, Shevach Consulting; Chairman (Certification & Training),
Coordinator (Board of Fellows), Lead Assessor & Governing Council Member, Institute of Management
Consultants, Nigeria; Lead Resource, Centre for Competitive Intelligence Development; Lead Consultant/
Partner, JK Michaels; Turnaround Project Director, Consolidated Business Holdings Limited; Technical Director,
Gestalt; Chief Operating Officer, Rohan Group; Executive Director (Various Roles), Fortuna, Gambia & Malta;
Chief Advisor/ Partner, D & E; Vice Chairman of Board, Refined Shipping; Director of Programmes & Governing
Council Member, Institute of Business Development, Nigeria; Member of TDD Committee, International
Association of Software Architects, USA; Member of Strategic Planning and Implementation Committee,
Chartered Institute of Personnel Management of Nigeria; Country Manager (Nigeria) & Adjunct Faculty (MBA
Programme), Regent Business School, South Africa; Adjunct Faculty (MBA Programme), Ladoke Akintola
University of Technology; Editor-in-Chief, Cost Management Journal; Member of National Executive Council,
Institute of Internal Auditors of Nigeria; Member, Board of Directors (Several Organizations). He holds
Doctoral Degree in Management, Master of Business Administration and Fellow of Professional Institutes in
North America, UK & Nigeria. He is an Innovator of heralded frameworks: Among other things, Corporate
Investment Structure Based on Financials and Intangibles, for all-inclusive valuation, highlighting intangible
contributions of host communities and ecological environment. It’s a model celebrated internationally
(including Social Innovation Side Event of 2016 United Nations Climate Change Conference COP22 in
Marrakech, Morocco) as remedy for unmitigated depreciation of ecological capital and developmental
deprivation of host communities. He had served as Examiner to various Professional Institutes and External
Examiner to Universities. He had been a member of Guild of Soundtrack Producers of Nigeria. He's an author
and extensively featured speaker.

30. Thank You