ISO 9001:2015

MANAGING ORGANISATIONAL KNOWLEDGE

2-DAY WORKSHOP

ISO 9001:2015 - Managing Organisational Knowledge

Overview
This 2-day training on Knowledge Management Essentials course is designed to increase awareness of key issues relating to the application of knowledge management in practice. It is based on the requirements stipulated in the latest version of the Quality Management Systems Standards ISO 9001:2015 para 7.1.6 (Organizational Knowledge) that involves training managers and executives on how to manage organizational knowledge.

The new standard ISO defines requirements for the handling of the organizational knowledge requires an indication of how an organization:

Determines the knowledge necessary for the operation of processes and for achieving conformity of products and services
Maintains knowledge and make it available to the extent necessary
Considers the current organizational knowledge and compare it to changing needs and trends
Acquires the necessary additional knowledge

The course will provide an enhanced understanding of the requirements listed above and how these requirements may be met in practice. This will be done by listing the key learning objectives as well as expected learning outcomes for the participants. This will be followed by a detailed description of the course outline by sub topic and how the elements included in these subtopics meet the learning objectives and expected learning outcomes listed

This Knowledge Management Essentials Training Course usually be conducted in Kuala Lumpur, Malaysia

Terminal Objective

Key course outcomes

On completion of the program, the participants will be able to set up a preliminary knowledge management system with an appropriate KM infrastructure and relevant documentation best suited for meeting the requirements of ISO 9001:2015

By the end of the program, the participant will be able to:

Establish knowledge and competence goals at the start of the process;
Determine knowledge of customer expectations and requirements and of particular production and service-provision processes;
Plan how the identified goals and objectives can be achieved by means of training, learning on the job, or e-learning;
Determine specific methods to exchange knowledge in-house and to maintain this knowledge. e.g. Employees passing on their experience from completed projects or failures to their colleagues in the style of “lessons learned.;
Evaluate new knowledge, such as that communicated in training, interview employees on their status of knowledge where appropriate, and identify opportunities for improvement;
Monitor changes in the market or in technology;
Analyze the extent to which they influence the knowledge that the organization requires; and
Identify appropriate measurement once the organization identifies opportunities for improvement in certain areas.

ISO 9001:2015 - Managing Organisational Knowledge

KMI Authorized Training Provider

Overview

This 2-day training on Knowledge Management Essentials course is designed to increase awareness of key issues relating to the application of knowledge management in practice. It is based on the requirements stipulated in the latest version of the Quality Management Systems Standards ISO 9001:2015 para 7.1.6 (Organizational Knowledge) that involves training managers and executives on how to manage organizational knowledge.

The new standard ISO defines requirements for the handling of the organizational knowledge requires an indication of how an organization:

Determines the knowledge necessary for the operation of processes and for achieving conformity of products and services
Maintains knowledge and make it available to the extent necessary
Considers the current organizational knowledge and compare it to changing needs and trends
Acquires the necessary additional knowledge

This Knowledge Management Essentials Training Course usually be conducted in Kuala Lumpur, Malaysia

Terminal Objective

Key course outcomes

By the end of the program, the participant will be able to:

Establish knowledge and competence goals at the start of the process;
Determine knowledge of customer expectations and requirements and of particular production and service-provision processes;
Plan how the identified goals and objectives can be achieved by means of training, learning on the job, or e-learning;
Determine specific methods to exchange knowledge in-house and to maintain this knowledge. e.g. Employees passing on their experience from completed projects or failures to their colleagues in the style of “lessons learned.;
Evaluate new knowledge, such as that communicated in training, interview employees on their status of knowledge where appropriate, and identify opportunities for improvement;
Monitor changes in the market or in technology;
Analyze the extent to which they influence the knowledge that the organization requires; and
Identify appropriate measurement once the organization identifies opportunities for improvement in certain areas.

Featured Clients (Knowledge Management)

ISO 9001:2015 Managing Organisational Knowledge Course Syllabus & Outline

The session starts with an overview of knowledge management in an organization. This will provide a suitable backdrop of what to expect and how to avoid common pitfalls faced when companies try to implement knowledge management in their organizational settings.

The areas covered in this section will include:

The definition of knowledge and knowledge management in an organizational setting;
Knowledge modes;
Knowledge processes;
Knowledge intensive activities;
Knowledge age roles and success factors;
Knowledge Management Framework components; and
KM start up techniques.

Any attempt to implement knowledge management initiatives without providing a standardized and acceptable definition of knowledge and knowledge modes, knowledge processes and knowledge intense activities will led to confusion and lack of focus on managing knowledge effectively.

In addition, to apply KM in practice requires competencies required, roles, reporting relationships and responsibilities of the team to be clearly and comprehensively defined. It is important that these issues are clearly addressed before engaging anyone in a KM implementation initiative. This is to prevent the implementation to fail due to a lack of capacity and capability needed for its implementation

This section covers issues relating to how Knowledge Management is to be performed in practice. In this regard, the participants will be exposed to concepts such as:

Understand KM Benchmarking;
High Level KM Methodology;
Perform a Knowledge Audit;
Create a Knowledge Map; and
Connect and Collect Knowledge.

Understand KM Benchmarking

This section covers issues relating to KM Benchmarking such as types of benchmarking available for KM and key areas for benchmarking to enhance knowledge management capability. It also covers the APQC methodology for KM Benchmarking as well as identifies barriers to internal transfer of best practices

Expected Outcome

Based on the above, the participants will be able to learn & apply method to establish knowledge management e.g. benchmarking on the best practice in order for it to determine its KM capability and seek opportunities for improvement.

High Level KM Methodology

This section covers sub topics such as designing KM awareness, KM Maturity Models as well as Strategic Knowledge Gap Analysis. By developing a better understanding of these aspects, the participants will be able to develop sufficient high level awareness for the type of knowledge to be focused on at a high level to ensure the company’s sustainability.

Expected Outcome

Based on the above, the participants will be able to identify the knowledge that company needed to ensure company’s sustainability and establish how Knowledge Management can help company in searching for new knowledge or expanding the current existing knowledge to remain competitive.

Perform Knowledge Audit

Provides participants with the tools and techniques required to do a Knowledge Management Audit to ascertain the extent to which knowledge is presently being managed in the company. This audit enables the company to determine where they stand and how much resources and time is needed to get them to where they aspire to be. Participants will be given a sample knowledge management audit sheet that they may use to conduct the audit.

Expected Outcome

Based on a well-documented KM audit, the participants will be able to establish knowledge and competence goals at the start of the process as well as determine knowledge of customer expectations and requirements and of particular production and service-provision processes.

Create Knowledge Map

This section will show participants how knowledge is mapped and why it is important to do so. An example of knowledge mapping in practice shall be provided and the participants shall be given a chance to map knowledge flows as an exercise in class. This section will also cover how knowledge management activities and prescribed knowledge flows may be audited in practice.

Expected Outcome

Based on a the creation of a sufficiently elaborate knowledge map, the participants will be able to determine specific methods to exchange knowledge in-house and to maintain this knowledge as well as evaluate new knowledge and identify opportunities for improvement.

Connect and Collect

This section will cover broad based practical applications of connect and collect mechanisms employed within the domain of knowledge management. Techniques such as Knowledge Café, Communities of Practice, collaboration and Knowledge Base Repositories will be covered.

Expected Outcome

Based on the above that will be covered, the participants will be able to identify ways to maintain the available knowledge and disseminate to other people and recognize and apply techniques that relate to how knowledge experience being shared to other people

FAQ & Further Information

The 70:20:10 Model for Learning and Development has been found to be most effective within the training profession to describe the optimal sources of learning aimed at developing work based competencies. It holds that individuals obtain 70 percent of their knowledge from job-related experiences, 20 percent from interactions with others, and 10 percent from formal educational events.

Based on this model, we propose that the Fundamentals of Project Management course be structured along similar lines. It is proposed that it is undertaken in stages. These stages will include awareness stage, appreciation stage and application stage.