• Introduction to the Knowledge Age and the Knowledge Age Imperative
• KM Fundamentals and 25 Knowledge Attributes
• Knowledge Modes and the SECI Model
• Knowledge Processes (Acquire, Produce, and Integrate)
• Latest Techniques and Best Practices for KM Start-Up
• Advanced KM Methodology
• Homework: Define your "No Budget KM"

• Roadmap to KM Implementation at your Organisation
• Knowledge Intensive Activities
• KM Principles and Success Factors
• Knowledge Age Roles
• KM Start-up Techniques
• KMBOK Methodology & KMBOK Phases (I-V)
• Maturity Models and the KM Maturity Assessment
• Homework: Complete your KM Squirrel Template & Evaluate Business Case

• Knowledge Café
• Perform a KM Audit
• Create Knowledge Maps
• Develop KM Vision and KM Strategy
• Design your KM Transformation Solution
• Transformational Leadership and Strategy
• Knowledge Assessment and Evaluation
• Culture, Communication, and Collaboration
• Knowledge Asset Management
• Homework: Perform your KM Maturity Diagnosis & Design your KM Plan

• Effective Communication through Storytelling and Appreciative Enquiry
• Designing Powerful Questions
• The Knowledge Economy & Conversational Leadership
• Intellectual Property and Information Architecture
• Emerging KM Technologies and Cutting-Edge KM Sciences
• Axiology/Epistemology, Ontology, and Complex Theory
• Homework: Present your KM Plan & Gain Approval

I have been approached many times to explain the concept of “Knowledge Management” in the course of my work as a trainer and consultant. As a trainer, I am inclined to just define it as indicated in the literature but in all honesty, I do not believe that knowledge, which is a fluid mix of experience, insights, values, beliefs and contextualized information, can be managed. Hence the term knowledge management is a misnomer, to begin with.

In reality, at a very practical level, “knowledge management” is really an attempt to acquire, organize and apply cumulative knowledge, either individually, as a team or an organization as a whole to achieve the desired purpose. Once that purpose is achieved, more knowledge is acquired, organized and applied to achieve a higher purpose. Diagrammatically, this may be shown as indicated below

 
For example, a start-up company may set a goal of producing one thousand products per month initially as its purpose. It acquires and organizes knowledge on how to produce these products and applies this knowledge in terms of achieving the target set. Once that purpose is achieved, it sets a new purpose of increasing the sales of products produced and hence acquires and organizes knowledge around how to apply knowledge acquired on customer requirements to meet the sales target.

Almost all companies do this all the time. They may not call it “knowledge management” but they are managing their knowledge base as this a fundamental requirement to remain and excel in business. So why all the fuss now about “knowledge management?”

The reason is the level of knowledge management maturity that exists does not match the degree of increasing volatility, uncertainty, complexity and ambiguity that has been encroaching into the business environment. With the explosive technological breakthroughs aided by extremely high connectivity and unbelievable availability of information, we live in a different world. A world that thrives on chaos and uncertainty, rewards increasing complexity and encourages ambiguity.

There are three levels of maturity of knowledge management. The first level is called theoretical knowledge management, the second is called practical knowledge management and the third is purposeful knowledge management. Organizations have to develop an increasing level of knowledge management maturity in order to survive in an increasingly complex and uncertain business environment.

Hanifah binti Abdullah
Acquisition and Production of Critical Knowledge within the Electrical Engineering Department in JKR

Ir. Wan Abdul Rahman bin Wan Hassan
Improving Best Practices of Traffic Management at Work Zones through the Development of New Specifications and Guidelines

Ir. Fithry bin Mohd Amir
Adoption of Knowledge Management based on KM Principles and Techniques to Reduce Completion Time of Projects in JKR

Aida Nuraini binti Abd Jalil
Improving Accrual Accounting System through Enhancement of Mobile Asset Data Integrity

Nur Amalina binti Mat
Improving Effectiveness of Training Delivery in Centre of Excellence for Engineering and Technology (CREaTE), JKR through the Implementation of Online Learning Initiative

Nor Parzila binti Abdul Ghaffar
Retaining and Transferring Knowledge in Project Management Best Practices in JKR

Sr Dr Khairil Hizar bin Md Khuzaimah
Cultivating and Inculcating Organisational Learning Capabilities in Project Management through Connect and Collect Approaches

Zainon binti Haji Tohid
Creating an Online Validation System and Reporting for Pre-Approved Plans (PAP) eCOMS

Nor Hayati binti Yahya
Cultivating Knowledge Sharing Culture within the Mechanical Engineering Division, JKR

Nor Hasni binti Muhd Supian
Improving Procurement Best Practices through Sharing and Integrating Critical Knowledge in Tender Evaluation

Azenita binti Abdullah
Development of Effective Knowledge Sharing Techniques based on KM Principles

Murshaidi Hazlin bin Mohammad
Improving the Process of Acquiring, Producing and Integrating Knowledge through Strategic Management of Knowledge within Institute Sukan Negara.

Kanchana Chandran
Usage of Innovative Tools to Optimize Teaching Approaches within Institutions of Higher Education in Sunway University.

Dr Rumesh Kumar is a certified professional trainer, certified knowledge manager, certified project management professional, certified scrum trainer, and certified tetramap facilitator. He specializes in the areas of project management, knowledge management and organizational diagnostics.

In addition to being the Managing Director of the Sharma Management International, he is the Senior Denison Consulting Partner for Denison Consulting USA and the Regional Director for Kanzen Institute Asia Pacific.

Dr Rumesh is presently involved in undertaking post project reviews, and performance improvement in various projects, competency assessment and developing competency development programs as well as organizational culture profiling for senior managers in different organizations both in Malaysia and abroad.

Based on his extensive involvement in conducting management courses, Dr Rumesh undertook a series of post review sessions and was able to use the learning outcomes as learning points for sharing of real life management.

He has conducted training programs for many well-known and reputable organizations both in Malaysia as well as abroad. He has designed, developed as well as conducted training programs for well over 2,500 executives in numerous multinationals, government linked as well as business enterprises in the areas relating to managing people and business strategies both in Malaysia and abroad.

In addition to designing and conducting corporate level training, he also specializes in providing consulting services such as organizational diagnostic assessments, competency assessment, cultural and leadership profiling as well as continual productivity improvement.