ID: - SHIC002803

Diego F. Agudelo
Advance Diploma of Information Technology
ICTDBS501 Monitor and improve knowledge management system

ICTDBS501 Monitor and improve knowledge management system

PRESENTED BY:

DIEGO F. AGUDELO

STUDENT ID: SHIC002803

SACRED HEART INTERNATIONAL COLLEGE.

2021.

“WRITEN QUESTIONS – ICTDBS501”

 ID: - SHIC002803
Diego F. Agudelo
Advance Diploma of Information Technology
ICTDBS501 Monitor and improve knowledge management system

1. “What are Knowledge management systems?”

Knowledge management is the process of identifying, collecting, storing, evaluating and sharing all the
valuable information that organizations create in their day-to-day operations. It involves capturing
answers to frequently asked (and not-so-frequently) questions and documenting them in an easy-to-
understand format, such as step-by-step explanatory articles, videos, or images.

Knowledge management within an organization is a continuous activity that develops in a spiral

progression according to the model established by Ikujiro Nonaka and Hirotaka Takeushi. These authors
propose that knowledge-creating companies articulate what they call the spiral of knowledge. This
model favors that the individual knowledge of a person is transformed into knowledge of the entire
organization.

Knowledge is considered to be a value of great importance in an employee, it indicates how much they
have learned in the work trajectory within the company, which implies considering both the learning
curve and the experience of each of the employees. These times are investments that the company
makes in its new collaborators until they develop their full potential, however, it is a value that is
constantly lost due to staff turnover. This is how knowledge is currently constituted as a very important
aspect that makes its management a priority of the organization. Hence the idea of the concept of
Knowledge Management was born, which consists of a set of systematic processes (identification and
capture of intellectual capital; treatment, development and sharing of knowledge; and its use) oriented
to organizational and / or personal development and, consequently, to the generation of a competitive
advantage for the organization and / or the individual

2. “What would you look for in knowledge management software?”

Reviewing the web pages of the different management systems that have the module that allows
managing knowledge, I found in Bitrix24 several interesting features such as the e-Learning platform
that is used to create online training courses, perform tests and certify users . It can be used for both
internal purposes, training / qualification and professional development, as well as external purposes. It
also includes the wiki module that includes an employee manual, sales manual, internal policies and / or
 ID: - SHIC002803
Diego F. Agudelo
Advance Diploma of Information Technology
ICTDBS501 Monitor and improve knowledge management system

a frequently asked questions section. In addition to a company-wide wiki, separate wikis can be created
for each department or workgroup. Finally, it presents an idea management module through which any
employee can express an idea to improve operations and let their colleagues evaluate it. All votes,
whether 'yes' or 'no' (ie '+' or '-'), are counted and a grade is calculated from the vote. In addition to
formal idea management, the activity stream with your likes, comments, badges, polls, or group work
tools can be used for less formal collaborative idea base purposes.

Management System can not only help you train new staff and conduct their orientation, but also
promote different aspects of operations, the study guide lists some of the different categories or types
of KM systems:

• Content management systems;

• Semantic networks;
• Group work systems and KM 2.0;
• Simulation tools;
• The intranet and extranet;
• Artificial intelligence tools;
• Data warehousing, data mining and OLAP;
• Document management systems;
• Decision Support Systems.

3. “Summarise the steps to implement knowledge management”.

The following are the steps that you can take to implement knowledge management systems
throughout the workplace:

1) Establish the objectives of the knowledge management program: it is necessary to define the
objectives of the knowledge management program prior to defining the tool, the process or
develop workflows, since that is the final result you want to obtain. The process that allows us
to define the objectives comes directly from the business problems that need resolution and the
business resources that will provide momentum and justification for the effort, that is, how and
 ID: - SHIC002803
Diego F. Agudelo
Advance Diploma of Information Technology
ICTDBS501 Monitor and improve knowledge management system

what a knowledge management program is running for. Goals can be short-term and long-term
that address business issues and support business drivers.
2) Prepare for change: an implementation of a knowledge management program implies new
practices in the organizational culture of the company. These cultural changes are reflected in
the way in which employees perceive and share the knowledge they develop or possess. One of
the first barriers that must be overcome is the individual growth approach, for example. The
successful implementation of a new knowledge management program may require changes
within the shared norms and values of the organization; changes that some people might resist
or even try to override. To minimize the negative impact of such changes, it is advisable to
follow an established approach to managing cultural change.
3) Define the high-level process: To facilitate the effective management of your organization's
knowledge assets, you should start by establishing a high-level knowledge management process.
The process can be progressively developed with detailed procedures and work instructions
through steps four, five, and six. However, it must be finalized and approved before step seven
(deployment). Organizations that overlook or vaguely define the knowledge management
process will not realize the full potential of their knowledge management goals. The way
knowledge is identified, captured, categorized and disseminated will be ad hoc at best. There
are a number of best knowledge management practices, all of which comprise similar activities.
In general, these activities include strategy of knowledge, creation, identification, classification,
capture, validation, transfer, maintenance, archiving, measurement and generation of reports.

4) Determine and prioritize technological needs: this tool is defined by what has been proposed in
the objectives and the controls and criteria of the process defined in step three, it is possible to
begin to define which technology will accompany the process. It begins with the determination
and prioritization of knowledge management technology needs. There, the cost and benefit of
each type of technology and the main technology providers in the market that meet the needs
of the program are evaluated.

5) Evaluate the current state: The evaluation of knowledge management works as a diagnosis of
the current state of this part of the organization's management, it must cover the five basic
components of knowledge management: people, processes, technology, structure and culture.
 ID: - SHIC002803
Diego F. Agudelo
Advance Diploma of Information Technology
ICTDBS501 Monitor and improve knowledge management system

A typical assessment should provide an overview of the assessment, the gaps between current
and desired states, and recommendations for mitigating the identified gaps. The
recommendations will become the basis of the roadmap in step six.

6) Prepare a roadmap for the implementation of knowledge management. The recommendations

and the previous diagnosis suggest the construction of a roadmap that is composed of activities
that bring us closer to the execution of the knowledge management program. Said roadmap
must have the support and commitment of senior management, and the budget that will allow
the start-up and continuity of the project be approved. Having a strategy on how to bridge the
gaps will be critical to gaining the support of the leaders and the funding you will need. This
strategy can be presented as a roadmap of related projects, each of which addresses the specific
gaps identified by the evaluation. This roadmap can be developed in a variety of time periods,
months or years depending on the needs of the company or its size. A good roadmap will yield
some short-term benefits in the first step of projects, reinforcing support for later steps.

7) Implementation: it is the implementation of the entire roadmap based on all the resources
previously established. Implementing a knowledge management program and maturing the
overall effectiveness of your organization will require significant staffing and funding resources,
which can be progressively increased. As you progress through each step of the roadmap, short-
term milestones and gains must be recognized and publicized in turn.

8) Measure and improve the knowledge management program: For this, it is necessary to establis
baseline measures to capture the previous plan of the organization's performance before
implementing the knowledge management program. Then after deployment, create the trend
and compare the new results with the previous results to see how performance has improved
which can be shown as small steps. It is also necessary to establish a balanced scorecard that
provides metrics in the areas of performance, quality, compliance and value.
 ID: - SHIC002803
Diego F. Agudelo
Advance Diploma of Information Technology
ICTDBS501 Monitor and improve knowledge management system

4. “List and describe sources of business knowledge. List at least 4.”

The sources of knowledge can be determined in four ways, whether they are external, internal, formal
and informal. Here are four sources of knowledge that are of great help, although the main one is
experience:

• Audits and performance evaluations: it is always important to review carefully, the audit as a
source of knowledge provides information on critical points and ways to constantly improve
operations.
• Customer feedback: listening to the customer provides us with information that allows us to
progressively improve.
• Trade shows and conferences: allows us to see the development and the ways in which the
competition is managed or allows us to nourish ourselves with news regarding our commercial
objective
• Commercial alliances: generating commercial alliances that allow us to manage a circular
economy makes us see closely the management of other companies, from these observations
we can take advantage to improve our processes.

5. “Outline the types of information technology that are used in Knowledge Management
Systems”.
• Intranets: Private network of an organization designed and developed following its own
protocols and the operation of the Internet, TCP / IP protocol, web browser, etc. Its use is
internal but it can be connected to the Internet and other external networks. For users it is
summarized in a series of
• Web pages that give access to the different documentation of the company, corporate
information, computer applications, even allow the publication of information and personal
knowledge of each employee. In addition, within the Intranets you can organize and have access
to virtual communities of practice, forums and distribution lists.
• Simulation software and virtual reality: applications that allow minimizing the costs of
prototyping, experimenting with new ideas and simulating the application of knowledge.
 ID: - SHIC002803
Diego F. Agudelo
Advance Diploma of Information Technology
ICTDBS501 Monitor and improve knowledge management system

• Workflow: applications that allow computer tools to automate the phases that make up the
development of a business process. It facilitates the distribution, monitoring and execution of
the tasks or flows that make up a job, indicating what phase the job is in, who is the
• responsible for the execution of each phase, what procedures have to be followed and what
incidents occur during them.
• Data mining: technology that allows the exploitation and analysis of the data stored by the
organization, generally a large amount of data stored in databases and data warehouses,
searching among them for relationships and patterns of behavior that are not directly
observable.
• Datawarehouse: Repository or large-capacity data warehouse that serves as a common base for
the entire organization. It stores the data from both inside the organization and the outside,
organizing them by themes, which facilitates its subsequent exploitation.
• Artificial intelligence: Computer applications that are endowed with properties associated with
human intelligence. Examples are expert systems, neural networks, etc. that from the
knowledge and rules introduced by a human expert allow reaching inference and solving
problems.
• Search engines: software designed to crawl data sources such as databases, the Internet, and so
on. allowing its content to be indexed and easier to search and retrieve.
• Document management: Applications that allow the digitization of documents, their storage,
version control and their availability for users with authorization for their consultation and / or
modification.
• Knowledge maps: Directories that facilitate the location of knowledge within the organization
through development of guides and lists of people, or documents, by activity areas or domain
subjects.
• Groupware: Design technologies for teamwork management. It makes it easy to coordinate
work and share information and computer applications.

6. “What is tacit knowledge? Explicit knowledge?”

The explicit knowledge include within this typology all knowledge that can be structured, stored and
distributed. We speak therefore of grammatical expressions, mathematics, specifications, tutorials,
 ID: - SHIC002803
Diego F. Agudelo
Advance Diploma of Information Technology
ICTDBS501 Monitor and improve knowledge management system

procedures, manuals, information stored in databases, etc ... This knowledge can be easily transmitted
from one individual to another and dominates in the Western philosophical tradition.

In this case of tacit knowledge we refer to the knowledge that is part of our mental model, the result of
our personal experience and involves intangible factors such as beliefs, values, points of view, intuition,
etc ..., and therefore we cannot structure, store or to distribute.

Tacit knowledge is the most difficult to manage (in many cases not even its owner knows that they have
it) and at the same time the one with the most possibilities of generating SUSTAINABLE competitive
advantage, since it is practically impossible for our competitors to imitate. This type of knowledge has
been and is highly valued in the Eastern philosophical tradition.

Thus, explicit knowledge can be easily processed by a computer, distributed electronically (for example
via email) or stored in a database, however, the nature of tacit knowledge makes its processing and
distribution extremely difficult. For this, it is necessary to transform it into concepts that we can all
understand, that is, it is necessary to convert it into explicit knowledge.

7. “Why would you measure the effectiveness of a Knowledge Management System?”

In times where the economy is uncertain and the budget is limited, knowledge management
professionals must be able to show the business value that knowledge sharing, and reuse brings to
organizations.

Most of the companies use indicators to have concrete data that show the performance of each process.
These measures summarize the information or data that an organization wants to collect, such as
customer satisfaction, worker productivity, or cost savings.

Metrics are quantitative measures that are typically used to measure operational performance or
resource allocation.

When an organization creates effective metrics and tracks metrics around knowledge sharing and
consumption, it is possible to successfully track the use and benefits of a knowledge management
system.
 ID: - SHIC002803
Diego F. Agudelo
Advance Diploma of Information Technology
ICTDBS501 Monitor and improve knowledge management system

“PROJECT ASSESSMENT 2”

1. “What is the most valuable knowledge in our / your company?”

The commercialization of the implementation of management systems such as Xubio implies the
customization and the generation of developments tailored to each company and its needs requires
personnel trained in knowledge not only of programming and development but knowledge of
operational processes that include accounting processes. , industrial, inventories and other information
of the departments that can make up an organization. For this reason, the most valuable knowledge of
the company is related to the experience that employees have that allow us to achieve successful
implementation projects in companies with varied economic objectives.

2. “Is the most valuable knowledge in our/your company written down, or is it in the heads of
our/your employees and experts?”

The knowledge when referring to the experience of our employees is exclusively in their heads. Perhaps
it is progressively transmitted to his subordinates when they require help but it is not documented.

3. “How can you save us time and money by improving the way we share information?”

Today's industry and economy are based on knowledge, making it one of the most important assets for
companies and organizations. Failure in knowledge management can result in a great financial loss for
companies. If there is a knowledge management policy and programs that allow sharing or accessing the
information that is frequently needed as recurring questions or implementation manuals, it helps the
projects to develop more smoothly, it implies not interrupting another person in their activities and
finally, all time savings represent money savings.
 ID: - SHIC002803
Diego F. Agudelo
Advance Diploma of Information Technology
ICTDBS501 Monitor and improve knowledge management system

For example, according to a Nuclino blog post, companies that are part of the Fortune 500 (a list of the
largest American companies) lose at least $ 31.5 billion a year for not knowing how to share knowledge
or do it in a wrong.

Also, according to a McKinsey study, the average employee wastes approximately 20% of the workweek
looking for insider information or researching which coworkers can help him with specific tasks.

4. “Where do we currently link our / your KM strategy and your KM practices with our / your
business strategy?”

There is currently no knowledge management strategy developed or linked to the company's business
strategy or objective. The knowledge even though it exists in the organization is not documented and is
not taken into account in the execution of the company's projects as a key resource, but everything is
left in the hands of the experience, improvisation and skills of the employees and project leaders.

5. “Do our / your people share and collaborate effectively? (Follow-up questions: What are our /
their barriers to collaboration? How can we break down the barriers to improve knowledge
sharing?”

Our employees are willing to collaborate with each other but, due to time and urgency of certain
requirements, it may not be possible to collaborate 100% again because it involves spending time that
can be used in the execution of other tasks. Likewise, our company has in its organizational culture
teamwork that allows collaboration with each other, but it is not done effectively, since it is not done
systematically or there is no protocol that dictates the parameters in case of need help from others. The
way to exchange knowledge effectively is by creating a knowledge management program and policy,
documenting it, and promoting ongoing training for our employees.

Some barriers in addition to the inexistence of the knowledge management program are the following

• Culture or practice of converting knowledge from experience into documented knowledge in a

data mining or knowledge directory
• Little training and updating in the work team, the courses are limited.
• Little acceptance of the change, some are against it because they think that the documentation
will take a lot of work.
 ID: - SHIC002803
Diego F. Agudelo
Advance Diploma of Information Technology
ICTDBS501 Monitor and improve knowledge management system

6. “What rules, policies, and guidance have / have you established to help knowledge flow? (Or,
what rules, policies, and guidelines have / have you established that interrupt the flow of
knowledge?”

As we are in the process of promoting the free exchange of knowledge so far, the policies that have
been established have been in favor of this objective. On the contrary, certain processes have been
changed to be more fluid in matters of access to information. For this reason, a couple of manuals and
tutorials have been created focused on the management of demonstrations that are made to potential
clients in order for them to observe what their management platform would be like. These manuals are
at the hand of our employees and allow both the client and the employee to be better involved with the
system.

Currently as project leader I proposed that in each of the projects there be a documentation on how the
knowledge and experience did not help to solve certain problems in the execution. Additionally, I
proposed as a motivational incentive entries to the congresses of web development and management
systems that are held in the city in order to train and update the personnel who are more involved with
the knowledge management of the organization.

7. “How have we organized our key documents so that people can get what they need when
they need it? (Or, can our people easily find what they need to do their job?”

The tutorials and manuals described above are momentarily available on the company's server in a
folder that classifies them according to the module to be demonstrated in the Xubio management
system. However, again we clarify that there is no management of them or indexing.

8. “Do we manage / manage documents or do we manage / manage organizational knowledge?

(Follow-up question: How do we differentiate between the two?”
 ID: - SHIC002803
Diego F. Agudelo
Advance Diploma of Information Technology
ICTDBS501 Monitor and improve knowledge management system

The knowledge management advances that we have had with the generation of manuals and tutorials
for the demonstrations of the Xubio modules are considered organizational knowledge. Because in the
first place the experience and skills of certain work teams were selected and then it was transformed
into a documentary plane that gives it accessibility. It was also created based on the previous processes,
that is, a protocol or a series of steps was established to carry out the demonstration and also had the
intervention of the work teams that fed these manuals with their ideas, anticipating the possible
problems and their possible solutions when developing a demo.

If it is a document management, we would refer to looking at the reports of previous projects in order to
find the information we need to carry out the demonstration. It is not just a document, it is knowledge
that was previously tacit and is now explicit and transformed into a value for the company.

9. “How do we differentiate between information management and knowledge management?”

Information management is the conventional name of a set of processes that is used to designate
activities aimed at the generation, coordination, storage, conservation, search and recovery of both
internal and external information contained in any medium.

Information Management aims to optimize the usefulness and contribution of information resources in
order to achieve the objectives of the organization. In this sense, the practice of Information
Management translates into the creation of channels and means to transmit and access information, as
well as adding values to it. In other words, the purpose of Information Management is to offer
mechanisms that allow the organization to acquire, produce and transmit data and information with
sufficient quality, accuracy and timeliness to serve the organization's objectives. For this, it is necessary
that the information is adequate, for the person who needs it, at the moment he needs it, to make the
best of decisions, and in turn needs the execution of certain tasks:

• Implement systems to preserve, organize and retrieve any type of internal information, of a
technical nature, competitive intelligence reports or any other type of information for which it
uses the appropriate format and levels of access according to the user.
• Guarantee access to external information, whether in electronic format or not, including access
to the Web, or in any other medium.
 ID: - SHIC002803
Diego F. Agudelo
Advance Diploma of Information Technology
ICTDBS501 Monitor and improve knowledge management system

• Maintain a system of specialists on updated information regarding the limitations, legislation

and conditions of use and exploitation of the information with regard to intellectual property
and legislation on data protection.
• Develop modern and flexible systems for the selective dissemination of information.
• Create and maintain communication systems so that information flows quickly and efficiently
between the members of the organization, for example, through the creation of an Intranet.

For its part, knowledge management is outlined as the process of acquisition, location, organization,
storage and exploitation of information and data created in an organization. Which includes information
of an individual type or tacit knowledge, and general information known as explicit knowledge. This
activity is carried out through electronic access and storage of information and knowledge, especially
the Intranet, it is further clarified that knowledge management is the most innovative expression of the
scope and value of information.

Knowledge management states that its main objective lies in the design of strategies, processes,
structures and systems that allow the organization to make use of what it knows; that is, of the
knowledge that its members possess. This with a view to creating value in the management of clients
and society, he points out that the difference between information and knowledge is its proximity to
action and decision-making. He adds that managing knowledge does not lie in working exclusively with
artifacts such as documents and databases, but also with rules and routines, with the tacit knowledge of
individuals, and in the beliefs and mental schemes of the organization.

From a practical point of view, he refers that knowledge management projects are subordinated to the
following types:

• Document management, that is, the organization, location and availability of documents
throughout the organization.
• The creation and maintenance of a file of experts, which allows to inventory, classify and locate
experts throughout the organization.
• The creation of databases with procedures and effective solutions to common problems.
• The development of software that analyzes trends that allow the creation of work networks.
• The proper management of intellectual property, based on the cataloging of trademarks,
patents and copyright.
 ID: - SHIC002803
Diego F. Agudelo
Advance Diploma of Information Technology
ICTDBS501 Monitor and improve knowledge management system

Knowledge management is a system that encompasses a set of functions, such as document

management; the management of the search and recovery processes of the users in different media;
the management and centralization of skills and experiences of the members of the organization; the
management of a question-answer system in which the knowledge management center refers the
question received to the appropriate expert within the organization, and the creation of a knowledge
portal so that the user can directly access the services derived from knowledge management.

10. “What processes are in place that allow us/you to assess, acquire, organize, validate, manage,
integrate, and transfer knowledge? (Follow up questions: Where are these processes listed
and mapped? Can everyone access them? How do we/you train our/your people to perform
them?”

Discovery and detection of knowledge: As a first measure, we find that at Xubio we seek knowledge in
the experience of our employees and the processes that are carried out daily in the implementation of
the projects we develop. To acquire knowledge and rework it, we ask that in each of these projects we
document the processes through flow diagrams and in this way find critical points that need key
information or may generate complications with this information, we proceed to determine guidelines
for compliance with the objectives of each of the projects, that is, we standardize the process and create
a manual with guidelines for each situation. Additionally, documents are created with information on
industrial, accounting and inventory processes so that staff have access to the basic knowledge of these
organizational departments that are part of our clients and that wish to be managed by them through
Xubio.

Knowledge organization: although Xubio still does not use software that allows it to manage the
knowledge generated in its processes. For now, the manuals and tutorials that have been generated
through the transformation of tacit to explicit knowledge have been organized on the server in folders in
which each of the specialties can be observed and the pertinent information within them. The
company's management platform currently also has specialized forums to share doubts and resolve
them as quickly as possible and in this way promote a collaborative attitude among coworkers.

The assessment of knowledge management should cover the five basic components of knowledge
management: people, processes, technology, structure and culture. A typical assessment should provide
an overview of the assessment, the gaps between current and desired states, and recommendations for
 ID: - SHIC002803
Diego F. Agudelo
Advance Diploma of Information Technology
ICTDBS501 Monitor and improve knowledge management system

mitigating the identified gaps. Currently in the company it is evaluated without measurements, only
observing how we save time and money having the information and guides available to all those who
need them and additionally seeing the participation and response times in specialized forums.

Finally, the information is available to leaders and team members who are working on projects. They are
documents that cannot be edited unless an agreement is reached to add items to them or process
modifications are required. The development and customization employees are trained in the use of
these initial tools through quarterly meetings in which feedback and evaluations of the manuals are
carried out in order to find shortcomings in them. They are also trained in the forum module to resolve
doubts and questions and we are beginning to develop a section of frequently asked questions to make
the information even more accessible.

11. “How are our/your business processes enabled by technology?”

Technology is key in the management of knowledge and in the management of business strategies,
therefore, Xubio has a platform that allows you to manage your projects, evaluate the performance of
workers with metrics of compliance times, enhance and monitor of leads or potential clients, do mail
marketing and manage the accounting and invoicing of the company.

Being a company that provides technological services, it is almost essential that it does not benefit from
technology to carry out its own processes. All processes are carried out through the platform, except
access to knowledge documentation, which is what is intended in the short term.

12. “Are our / your people reluctant to use new systems (technology) and processes? If so, why?”

There is only one problem related to this cultural barrier and it is related to the belief that documenting
knowledge takes additional time in the development of the project. It is intended that the employee
members of the teams understand that this may take time at the beginning of the implementation but,
it will mean a greater fluidity in the following projects. On the other hand, they are interested in staying
trained in the management of our management platform and our product and service, which is Xubio.

13. “What collaborative and sharing behaviors do we want / want our employees to show?”
 ID: - SHIC002803
Diego F. Agudelo
Advance Diploma of Information Technology
ICTDBS501 Monitor and improve knowledge management system

We would like to create a collaborative learning community that is a group of people from various
academic and / or professional disciplines who come together or meet, in a virtual environment, in
order to collaboratively solve a real problem, identified locally or globally, in such a way that an
individual and group learning process takes place. As we well know, for the implementation of a
management system it is necessary to have knowledge not only in development and programming, but
also in the operational processes of companies that have different economic objectives, whether they
manufacture a product, sell a service or just need to invoice and work your company's accounting. To
achieve this, we establish strategies and behaviors that will help us get closer to this objective:

• Choose a suitable and diverse team.

• Promote a collaborative environment.
• Maintain open communication with the team.
• Build trust among coworkers
• Promote a sense of belonging

14. “Do we allow time (and provide space) for our people to collaborate and share knowledge?”

The time in Xubio is usually limited due to the deadlines that our clients propose, the idea is to start
granting work hours either at the end of the week or at the end of the month found in which they are
carried out meets in which knowledge is shared. In addition, we would like to participate in conferences
and seminars as speakers to publicize our services and feed on other experiences of competitors.

15. “Are our / your meetings effective? (Follow-up questions: What did / you really accomplish
during the meetings? How could the meetings be better?”

They have been effective, thanks to them it has been possible to implement the knowledge
management strategy of the manuals and tutorials for demo and some specific project manuals focused
on accounting, inventory and production. They can be improved, of course, if with a greater
participation of employees who still guard their knowledge with suspicion, venturing into other areas of
knowledge or whose objective is to share knowledge that has been achieved not in business activities
but, by self-taught behaviors or readings or updates they have attended.
 ID: - SHIC002803
Diego F. Agudelo
Advance Diploma of Information Technology
ICTDBS501 Monitor and improve knowledge management system

16. “Include all your recommendations to improve efficiency in the created Knowledge
Management System. Produce system reports to provide measures of its effectiveness”.
• You might consider holding innovation workshops or brainstorming sessions where staff have
the freedom and encouragement to think about ways the company could improve.
• Incentives and training: it is always a good source of knowledge that can easily be transformed
into explicit knowledge because courses, trainings and others have documented material that
can be accessed almost immediately, in addition to the bibliography that they can recommend.
• Access to databases and technology magazines, they also work in a similar way to courses and
trainings, only it is a more self-taught way of learning.
• Evaluate a technology or software that allows us to carry out correct data mining, provides us
with knowledge maps, document directories and agile search engines.
• Reinforce the collaborative culture of the organization.

17. “Implement a training and professional development program to teach staff how to use the
system”.

The training program would be developed under the mentoring model and complemented with certified
online courses that allow the consolidation of good management practices of the knowledge
management system. The mentoring would be posthumous to the completion of the courses, for which
access to journals that have topics of interest that will be discussed in weekly meetings will be used.

Through the use of multimedia tools, such as video conferencing, staff can train employees in remote
locations, as well as have access to discussion meetings of articles and interesting reports on knowledge
management and topics of interest on the economic objective of the company that is to promote the
sale and implementation of Xubio.
 ID: - SHIC002803
Diego F. Agudelo
Advance Diploma of Information Technology
ICTDBS501 Monitor and improve knowledge management system

ASSESSMENT 3 – REPORT

Apendix A.

S NS
Reviewed the structure of the existing knowledge management system, and develop an
understanding of its operation
Interviewed the client and staff to determine information requirements
Identified learning needs of relevant personnel and stakeholders for input into, and use of,
an information or knowledge management system
Identified and secured human, financial and physical resources required for learning
activities to use an information or knowledge management system
dentified frequently requested information
Created a structure for organising that information
Documented the structure and forward to the appropriate person for approva
Organised and facilitated learning activities
Promoted and supported use of the system throughout the organisation
Monitored and documented effectiveness of learning activities
Ensured implementation of policies and procedures for the information or knowledge
management system were monitored for compliance, effectiveness and efficiency
Addressed implementation issues and problems as they arose
Retrieved the identified information
Organised information to follow the approved structure
Documented the information structure
Distributed knowledge management system documentation to the client and staff
 ID: - SHIC002803
Diego F. Agudelo
Advance Diploma of Information Technology
ICTDBS501 Monitor and improve knowledge management system

Monitored integration and alignment with data and information systems

Collected information on achievement of performance measures
Managed contingencies such as system failure or technical difficulties by accessing technical
specialist help as required
Analysed effectiveness of system and report on strengths and limitations of the system
Gathered feedback from the client and staff, and incorporate into improving systems and
processes
Monitored the use of the knowledge management system to determine its effectiveness
Made changes to the knowledge management system
Made knowledge management system documentation available
Implemented and monitored process improvements
Reviewed business and operational plan and determine how effectively the system is
contributing to intended outcomes
Made recommendations for improvement to system, policy or work practices

Apendix B

“What knowledge does the organization need to acquire or develop?”

• Development updates and programming languages

• Management systems
• Tax, accounting and financial knowledge
• Inventory knowledge
• Production and operations knowledge
• Knowledge in Human Resources and social charges

“Where are knowledge flows impeded?”

The non-existence of a software that groups all the knowledge and manages it in different ways is the
main obstacle, there are already some documents that may be pioneers, but there are no tools that
allow an effective use of them, so we still refer to using only the forum of the management platform and
the documents and manuals organized on the server. Access to a frequently asked questions portal,
search engines and other tools offered by software is still missing.
 ID: - SHIC002803
Diego F. Agudelo
Advance Diploma of Information Technology
ICTDBS501 Monitor and improve knowledge management system

“How can knowledge be better shared and organized?”

Through software with technology that allows establishing a knowledge management system

“What knowledge resources are currently used?”

Meetings to share knowledge of the completed projects, forum for discussion and resolution of doubts
and manuals and guides of processes and demonstrations to clients.

“What are the current and future benchmarks for the use of knowledge?”

Currently the objective is to choose a technology that allows us to manage all the knowledge and
additionally create a culture that values the positive of the transition and the change between
documenting and transforming the experience of each of the employees into knowledge.

Report by Freshdesk Platform

The Freshdesk platform allows you to add a variety of articles, create tags, and save and publish them in
folders that relate to specific topics. Additionally, it allows giving scores to articles and considering them
useful or not for the processes of our company Xubio.

On the platform, 8 articles on information security, legal guides on accounting, guides on the use and
tracking of tickets were published, the ISO: 27001: 2013 standard was attached. All these in order for
employees to have access to information of interest. Below is the report board in which we can see the
views of all the articles, if they were recommended, if they liked it or not and if they have any feedback
in between.

We can assure you that it is a useful tool with a pleasant and easy-to-use interface to manage the
knowledge of a company.
 ID: - SHIC002803
Diego F. Agudelo
Advance Diploma of Information Technology
ICTDBS501 Monitor and improve knowledge management system
 ID: - SHIC002803
Diego F. Agudelo
Advance Diploma of Information Technology
ICTDBS501 Monitor and improve knowledge management system

Final Report – New Strageties

Identifies learning needs and defines plans and implements learning activities to enable staff to use the
information or knowledge management system, including:

The learning needs are as follows:

• Development updates and programming languages

• Management systems
• Tax, accounting and financial knowledge
• Inventory knowledge
• Production and operations knowledge
• Knowledge in Human Resources and social charges

Human Resources:

Project Leaders each with a specialty (accounting, production lines, inventory, warehouse and human
resources)

Financial:

5500AUD that functions as a fund to pay for courses, congresses and training that function as a
motivation for the employees who are members of the project development team.

1000AUD that is destined to the payment of subscriptions to magazines, journals or databases so that
employees have access and are self-taught in their training.

7800AUD intended for the implementation of a software or knowledge management system in the
cloud to better enable access to documents and tools to share knowledge or to carry out collaborations
between employees.

Physical resources:

Internet and computer access

 ID: - SHIC002803
Diego F. Agudelo
Advance Diploma of Information Technology
ICTDBS501 Monitor and improve knowledge management system

Strategies:

• Creation of a database in which information from previous projects is documented (Datamining)

• Access to portals and subscriptions to magazines that have content and news on programming
languages, development, IT infrastructure, IT security and ICT.
• Promotion of online courses on free platforms, currently on the web there are many options to
train for free, from the human resources department, news of courses on topics of interest to
employees can be announced.
• Participation in external congresses, for this the workers would participate among themselves to
achieve the registrations since these require an investment on the part of the organization.
• Monthly meetings in which debates or discussions are held on topics of interest.

Access technical specialists as needed:

Annual management audit of the organization that includes a concrete evaluation of the knowledge
management system.

Correct the application of policies and procedures for the information or knowledge management
system

We are in the process of improving and incorporating new strategies to cover all the knowledge
management needs that we currently have.

New Knowledge Management Policy

The board of directors of the Xubio company announced the new Knowledge Management policy in the
organization, which aims to disseminate and communicate the existing knowledge in the company,
promoting the continuous generation of knowledge based on experience and cultural exchange. All this
with the purpose of optimizing operational efficiency using the intellectual capital appropriately, always
acting according to the interests of the organization. To achieve such continuous learning, employees
will have at their disposal the necessary resources to allow their development and internal
dissemination of knowledge through training actions and their efficient use. The main idea is to promote
innovation and cohesion of work teams.
 ID: - SHIC002803
Diego F. Agudelo
Advance Diploma of Information Technology
ICTDBS501 Monitor and improve knowledge management system

Therefore, this plan is intended to prepare employees to adequately develop future functions within the
organization because it increases the potential capacity that an employee has for their personal, work
and professional growth so that they become more efficient and productive in their position.

Assessment Indicators Recommended:

To evaluate after the technology or software that allows us to correctly manage knowledge has been
implemented, the following first level indicators are proposed:

• Number of active users: The total number of users who use the knowledge management
platform on an ongoing basis.
• Number of queries: The number of queries made by users on the knowledge management
platform.
• Number of documents created and downloaded: The total number of knowledge capsules that
are uploaded to the platform. This should grow over time. However, older documents will
gradually become obsolete and will have to be retired.
• Number of times documents are accessed: helps to identify which documents are most useful to
workers.
 ID: - SHIC002803
Diego F. Agudelo
Advance Diploma of Information Technology
ICTDBS501 Monitor and improve knowledge management system

REFERENCES

- Learner Materials and Assessment Tasks, ICTDBS501 Monitor and improve knowledge
management system.

- Sabatino, Pablo. (2021). Implementación de beneficios no monetarios en una empresa de

gaming y sus efectos en la rotación de personal. Estudio de caso. UTN Argentina.

- Infotecarios. (2021). Gestión de la Información vs Gestión del Conocimiento. URL:

https://www.evaluandosoftware.com/gestion-de-la-informacion-vs-gestion-del-conocimiento/

- Freshdesk. (2020). istema de gestión del conocimiento (KMS), Cómo un sistema de gestión del
conocimiento puede mejorar la experiencia de sus clientes y hacer crecer su negocio. URL:
https://freshdesk.com/latam/knowledge-management-system/

- Pérez, D. and Dressler, M. (2007). Tecnologías de la información para la gestión del

conocimiento. Intangible Capital - Nº 15 - Vol. 3- pp. 31-59.

- Aprendizaje 360. (2019). Importancia de los indicadores en la gestión del conocimiento. URL:
https://aprendizaje360.com/indicadores-gestion-conocimiento/
 ID: - SHIC002803
Diego F. Agudelo
Advance Diploma of Information Technology
ICTDBS501 Monitor and improve knowledge management system