1. Knowledge Management
Strategy & Program
Bandung, 10-11 April 2012
Moh. Haitan Rachman
E : haitan.rachman@multiforma.co.id
haitan.rachman@gmail.com
W : haitanrachman.wordpress.com
FB: facebook.com/haitanrachman
T : twitter.com/haitanrachman

2. Agenda
1. Day – 1 Fundamental, Concept, Systems
a) Knowledge Management Fundamentals
b) Knowledge Management Tools
c) Knowledge Mapping
d) Knowledge Management System
2. Day – 2 Penyusunan KM Programs
a) KM Strategy
b) KM Roadmap
c) K-Map
d) KM Programs
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3. MODULE 2:
KM Tools
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4. The SECI Model – Modes of Knowledge
Transfer
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5. KM Tools
vKM Assessment Survey
vCommunity of Practices (CoP)
vAfter Action Review (AAR)
vIssue Mapping
vTaxonomies for Documents and Folders
vKnowledge Portal
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6. KM Assessment Tool
Survey questionnaire designed to
help the company perform an
initial and rapid self-appraisal of
its readiness for KM
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7. Objectives of KM Assessment Tool
vDetermine if KM is already being
practiced and to what degree it is
being applied
vDetermine if the organization had the
right conditions for building and
sustaining systematic KM processes
vIdentify the strengths and
opportunities for improvement in
managing knowledge
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8. KM Framework
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9. Audit Items and Rating System
vTotal of .. questions with … points as
the perfect score
vScale :
Descriptions Rating Scale
Doing very good 5
Doing good 4
Doing adequately 3
Doing poorly 2
Doing very poorly or none at all 1
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10. 7 Audit Criteria Categories
Cat 1.0: KM Leadership
Cat 2.0: Organization
Cat 3.0: People
Cat 4.0: Technology
Cat 5.0: Knowledge Processes
Cat 6.0: Learning and Innovation
Cat 7.0: KM Outcomes
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11. Community of Practices (CoP)
v Etienne Wenger, author of the seminal book
Cultivating Communities defines Communities of
Practice (CoPs) as follows: ‘ … groups of people
who share a concern, a set of problems, or a
passion about a topic, and who deepen their
knowledge and expertise by interacting on an
ongoing basis’.
v The key distinguishing charactistics are that
membership of a CoP is voluntary, and their
goals and objectives to be fluid rather than
determined by management objectives
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12. Communities/networks compared with
other collaborative mechanisms
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13. After Action Review (AAR)
v Organizational learning requires continuous
assessment of organizational performance,
looking at successes and failures, ensuring
that learning takes place to support
continuous improvement.
v The After Action Review is a simple tool to
facilitate this assessment. It works by
bringing together a team to discuss task,
event, activity or project, in an open and
honest fashion.
v When applied correctly, AARs can become a
key aspect of the internal system of learning
and motivation.
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14. Some New KM Technologies
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