1、Knowledge ManagementAGuide to Good PracticePAS2001Knowledge Management: AGuide to Good PracticePAS 2001British Standards Institution389 Chsiwick High RoadLondon W4 4ALUnited Kingdomhttp:/www.bsi-ISBN: 0-580-33307-8Licensed Copy: Wang Bin, ISO/EXCHANGE CHINA STANDARDS, 15/07/2011 08:43, Uncontrolled
2、Copy, (c) BSIPAS 2001Knowledge Management:A guide to good practiceAUTHORS:Dominic Kelleher Simon LeveneLicensed Copy: Wang Bin, ISO/EXCHANGE CHINA STANDARDS, 15/07/2011 08:43, Uncontrolled Copy, (c) BSIWhilst every care has been taken in developing and compiling this Publicly Available Document, BSI
3、 accepts no liabilityfor any loss or damage caused, arising directly or indirectly in connection with reliance on its contents except to theextent that such liability may not be excluded in law. British Standards Institution 2001CopyrightCopyright subsists in all BSI publications. Except as permitte
4、d under the Copyright, Designs and Patents Act 1988, noextract may be reproduced, stored in a retrieval system or transmitted in any form or by any means electronic,photocopying, recording or otherwise without prior written permission from BSI.If permission is granted, the terms may include royalty
5、payments or a licensing agreement. Details and advice can beobtained from the Copyright Manager, BSI, 389 Chiswick High Road, London, W4 4AL, UK.Licensed Copy: Wang Bin, ISO/EXCHANGE CHINA STANDARDS, 15/07/2011 08:43, Uncontrolled Copy, (c) BSIForewordThis guide has been prepared by PricewaterhouseC
6、oopers on behalf of BSI and is not to be regarded as a BritishStandard. It will be withdrawn upon publication of its contents in, or as, a British Standard.Acknowledgement is given to the members of a specially constituted panel, KME/1 Knowledge Management, who wereconsulted in the development of th
7、is guide.The authors:Mr Dominic Kelleher, PricewaterhouseCoopers, Director Knowledge Management Mr Simon Levene, PricewaterhouseCoopers, Director Knowledge ManagementThe panel members were:Mr Neill Allan, Director, Partners in PerformanceMr Mark Field, Professional Advisor, The Library AssociationMr
8、 Nigel Oxbrow, Chief Executive, TFPL Ltd.Mr Paul Pedley, Head of Research, The Economist Intelligence UnitMr Tony Sheehan, Knowledge Manager, ArupMr Dave Snowden, Director, (EMEA), IBM Institute for Knowledge Management Mr Ron Young, CEO, Knowledge AssociatesThis guide is published by BSI which reta
9、ins its ownership and copyright. BSI reserves the right to withdraw or amendthis guide on receipt of authoritative advice that it is appropriate to do so. This guide will be reviewed in time withrespect to its becoming a British Standard and the result of this review will be published in Update Stan
10、dards.This publication does not purport to include all the necessary provisions of a contract. Users are responsible for itscorrect application.Compliance with this guide does not of itself confer immunity from legal obligations.KNOWLEDGE MANAGEMENT: A GUIDE TO GOOD PRACTICE 3Licensed Copy: Wang Bin
11、, ISO/EXCHANGE CHINA STANDARDS, 15/07/2011 08:43, Uncontrolled Copy, (c) BSIReason for this guideThis guide aims to provide its readers with a practical introduction to mainstream thinking in the field of KnowledgeManagement (KM), as well as providing an indication of some the emerging new thinking
12、in KM, and to stimulateinterested readers to join a public discussion on KM. The authors(1)have therefore produced:a) a discussion document which will help readers develop their own plans for getting started in KM; b) a synthesis of good KM practices from around the world from commerce and academia;
13、c) a reflection of their own experiences in KM;d) an indication of some of the new thinking in this fast evolving field.A fast track through this guideThe guide comprises four main chapters and a number of supporting annexes: 1. Why should organisations care about KM? This chapter sets the overall c
14、ontext for the rapid growth ininterest in KM globally, focusing upon the emergence of the so-called “knowledge economy” and of the increasingrecognition, both within organisations and by the financial markets, of the value of intellectual capital/intangibleassets. Examines the KM challenges that org
15、anisations large and small, and across industry sectors are facing. 2. How should organisations approach KM? This chapter looks at the range of specific KM activities thatorganisations might undertake. Such activities could include: setting a direction for a KM programme; creating anorganisational c
16、ulture favourable to KM; measuring and rewarding success in KM; capturing, sharing andmaintaining knowledge; assigning KM roles and sustaining momentum in KM programmes. 3. Benefits anticipated from investing in KM. This chapter identifies some of the benefits that organisationsmight expect from inv
17、esting in KM, in terms of: better services/products for their clients; faster generation andapplication of ideas and innovation; access to good practices; improved access to external intelligence and internalnetworks of expertise; enhanced ability to deliver continuous learning; greater (cultural an
18、d linguistic) geographicreach; reduced loss of knowledge through staff turnover etc. 4. Moving towards a deeper understanding of KM. This chapter shows readers how to deepen theirunderstanding of KM, by examining emerging KM trends, media and educational opportunities etc. Annexes. The annexes AE pr
19、ovide some sample KM self-assessment tools, examine the links between KM andother organisational functions and management disciplines and point the interested reader towards further KMreading materials.KNOWLEDGE MANAGEMENT: A GUIDE TO GOOD PRACTICE 5Licensed Copy: Wang Bin, ISO/EXCHANGE CHINA STANDA
20、RDS, 15/07/2011 08:43, Uncontrolled Copy, (c) BSIThis guide also includes: a) a Glossary and Index, which introduce the key KM terms that readers will encounter in the text and point tothe principal sections in which each term appears;b) a short in brief summary at the end of each section (see boxes
21、 marked );c) close to 100 real-life examples of KM good practice (see boxes marked ), with practical ideas fromorganisations that are already creating value through KM;d) extensive supporting notes and references.Future BSI guides covering KMReaders should also note that this broad introductory guid
22、e to KM good practice is intended to be the first in a series ofKM-related guides from BSI. Subsequent guides are likely to focus in depth both on emerging practices and onestablished sub-sectors of KM topics are likely to include Communities of Practice, Content Management, knowledgesharing and inn
23、ovation, and Intellectual Capital Management. This guide may also serve as the first milestone on theway towards an eventual British Standard on KM. BSI will also be providing a framework for feedback, ideas andquestions relating to this guide. Readers who would like to get involved with further KM
24、projects should contact BSIat knowledgebsi-.6 KNOWLEDGE MANAGEMENT: A GUIDE TO GOOD PRACTICELicensed Copy: Wang Bin, ISO/EXCHANGE CHINA STANDARDS, 15/07/2011 08:43, Uncontrolled Copy, (c) BSITable of ContentsGlossary and Index1 Why should organisations care about KM?. . . . . . . . . . . . . . . . .
25、 . . . . . . . . . . . . . . . . . . 151.1 What is KM? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 151.1.1 Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
26、 . . . . . . . . . . . . . . . . . . . . 151.1.2 Definitions of KM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 151.2 There is wide interest in KM in organisations around the world. . . . . . . . . . . . . . . . . . . . .
27、 . . . . . . . . 181.2.1. Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 181.2.2 Where does KM stand today? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
28、 . . . . . . . 181.2.3 Many organisations are already carrying out KM-related activities. . . . . . . . . . . . . . . . . . . . . . . . . . . 191.3 What is the knowledge economy and why is it important? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 201.3.1 Introduction. . . . . .
29、 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 201.3.2 The global knowledge economy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 211.3.3 KMs role within the knowledg
30、e economy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 221.4 Organisational challenges which require a KM response . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 241.4.1 Introduction. . . . . . . . . . . . . . . . . . . . . . . . . .
31、. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 241.4.2 Client relationship challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 251.4.3 Risk management challenges in focus . . . . . . . . . . . . . .
32、 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 262 How should organisations approach KM ? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 292.1 Initial approach to KM. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
33、. . . . . . . . . . . . . . . . . . . . . 292.1.1 Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 292.1.2 Initial approach to KM. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
34、. . . . . . . . . . . . . . . . . . . . . . 292.1.3 The role of knowledge audits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 312.1.4 Defining a KM strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
35、. . . . . . . . . . . . . . . . . . 322.1.5 Aligning KM strategy with an organisations IT strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 342.1.6 Creating standards for good KM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
36、. . . . 352.2 Establishing the right culture for successful KM. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 382.2.1 Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38
37、2.2.2 Understanding the impact of behaviour on KM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 382.2.3 Main barriers to successful KM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 392.2.4 Organisational cu
38、ltures that can help remove barriers to KM. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 412.2.5 The role of Communities of Practice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 432.3 Aligning measurement and reward with KM . . . .
39、. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 482.3.1 Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 482.3.2 Measuring KM . . . . . . . . . . . . . . . . . . . . . . . . .
40、 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48TABLE OF CONTENTS 7Licensed Copy: Wang Bin, ISO/EXCHANGE CHINA STANDARDS, 15/07/2011 08:43, Uncontrolled Copy, (c) BSI2.3.3 KM and reward . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
41、 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 502.4 Managing content within a KM programme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 522.4.1 Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
42、. . . . . . . . . . . . . . . . . . . . . . . . . 522.4.2 Objectives of content management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 522.4.3 Knowledge lifecycle management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
43、. . . . . . . . . . . . . . . . 532.4.4 Data architecture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 562.5 Use and exploitation of knowledge . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
44、. . . . . . . . . . . . 582.5.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 582.5.2 Search . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
45、. . . . . . . . . . . . . . . . . 582.5.3 Navigation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 592.5.4 Integrating internal and external content . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
46、. . . . . . . . . . . . . . . 592.5.5 Personalisation or profiling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 602.6 Roles and responsibilities in KM. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
47、 . . . . . . . . . . 622.6.1 Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 622.6.2 The role of the CKO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
48、 . . . . . . . . . . . 622.6.3 The role of knowledge managers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 632.6.4 Skills required for carrying out KM roles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
49、 . . 642.6.5 Emerging KM roles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 652.6.6 Keeping KM roles close to customers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 652.7 How a KM-enabled organisation can evolve . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 672.7.1 Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
