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Structuring the Knowledge Management Team: Balancing Expertise, Risk, and Impact

This chapter explores the different sources of expertise for the Knowledge Management (KM) team, including internal IT departments, team-based local experts, external vendors, and end users. It discusses the need to strike the right balance between risk and payoff, short-term and long-term impact, and bottom-line effects. The chapter also delves into the structure of the KM team, emphasizing the importance of aligning managerial and technological aspects. It concludes by highlighting the critical role of the KM project leader and the potential risks and challenges in building a successful KM initiative.

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Structuring the Knowledge Management Team: Balancing Expertise, Risk, and Impact

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  1. Chapter 10 Design the Knowledge Management Team

  2. Sources of expertise Internal, centralized IT departments Team-based local experts External vendors, contractors, partners, and consultant End users and front-line staff Knowledge Management

  3. KM Team must strike the right balance Risk Payoff Short-term impact long-term impact Strategic impact Bottom line effect scope Function Knowledge Management

  4. KM Team structure Knowledge Management

  5. Structuring the KM Team Team Technology Knowledge Management

  6. Structuring the KM Team Technology cont. Knowledge Management

  7. Structuring the KM Team Organi-zational Eat their own dog food. They must believe in what they say. Knowledge Management

  8. Designing the KM Project Team KM project leader’s role Credible. Should not change. Resolve conflict. Knowledge Management

  9. Designing the KM Project Team Team member criteria work full time. Believe in the project. Knowledge Management

  10. KM Team Identify the sources of requisite expertise. Select a visionary and experienced project leader. Identify critical failure point. Avoid external consultant if possible. Balance the KM team’s managerial and technological structure. Knowledge Management

  11. Linking the user and the KM project Knowledge Management

  12. KM Team based type 1 Knowledge Management

  13. KM Team based type 2 Knowledge Management

  14. Categorizing risks in building KM Level of Risk High Moderate Low High Project Manager’s level of control Knowledge Management

  15. Highway to failure Lack of an active role of top manager Failure of the user buy in to the project Knowledge Management

  16. Discussion Group Chapter 10 • Who should be in your KM team? Please give the reason why they should be in the team and state their job descriptions in detail. • What is your KM team based type, “type 1” or “type 2”? Please give the reason to support your answer. Knowledge Management

  17. The end.

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