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Controlled Copy Guideline for Knowledge Management in BPO Name Role Prepared By / Last Updated By Pradeepan Venukanthan BPO PO Reviewed By Sainath BPO PDT (LeaderProcess and Quality) Approved By VijayaKumar G S BPO Manager Signature Date 11-Jan-08 14-Jan-08 22-Jan-08 Release ID: QGBP-KM.doc / 1.1 / 28.02.2008 C3: Protected Controlled Copy Knowledge Management Guidelines Table of Contents 1.0 Introduction 3 3 3 4 4 5 1.1 Abstract 1.2 Introduction 1.3 Knowledge Management 1.4 Knowledge
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    Controlled Copy Release ID: QGBP-KM.doc / 1.1   / 28.02.2008  C3: Protected   GuidelineforKnowledge Managementin BPO Prepared By / LastUpdated ByReviewed By Approved ByName Pradeepan Venukanthan Sainath VijayaKumar G S Role BPO PO BPO PDT (Leader-Process and Quality)BPO Manager  SignatureDate 11-Jan-08 14-Jan-08 22-Jan-08    Controlled Copy Knowledge Management Guidelines  Release ID: QGBP-KM.doc / 1.1   / 28.02.2008 C3: Protected Page 2 of 27  TTaabblleeooffCCoonntteennttss  1.0   Introduction 3   1.1   Abstract 3   1.2   Introduction 3   1.3   Knowledge Management 4   1.4   Knowledge Management Strategy 4   1.5   Sharepoint Portal 5   2.0   Definitions and Acronyms 6   3.0   Tasks 7   3.1   Establishment of KM Portal 7   3.1.1   Input, Tools & Techniques and Output 8   3.1.2    Activities 8   3.1.3   Verification 10   3.1.4   Measurements Applicable 11   3.2   Maintain Knowledge Assets 11   3.2.1   Input, Tools & Techniques and Output 11   3.2.2    Activities 12   3.2.3   Verification 14   3.2.4   Measurements Applicable 16   3.3   Reuse of process assets 17   3.3.1   Input, Tools & Techniques and Output 17   3.3.2    Activities 17   3.3.3   Verification 18   3.3.4   Measurements Applicable 18   4.0   Tailoring Matrix 19   5.0   Templates 21   6.0   References 21      Controlled Copy Knowledge Management Guidelines  Release ID: QGBP-KM.doc / 1.1   / 28.02.2008 C3: Protected Page 3 of 27  1.0 Introduction 1.1 Abstract The knowledge management goal for organizations must lead to leveraging the organizational knowledge for benefits in business. The genericorganizational knowledge management provides a basic understanding of the knowledge management philosophy. The scope of implementingthis philosophy involves a complete change in the way people, process and technology interact with each other and is influenced by the uniformcorporate culture.Leveraging ever  yone‟s knowledge both in BPO service arms is a key objective for Cognizant. This document will define the applicableprocedure for Knowledge sharing, dissemination and consumption. 1.2 Introduction The path to reach the skies in business benefits in a business organizational structure that has its roots in organizational knowledge is tomanage mindsets. At the first instance, it is the technology-companies which could find this philosophy of management most relevant.Effective product innovation is imperative for the survival, growth and profitability of an organization which associates itself to the coreknowledge industry. Speaking of current statistics in the industry, a company utilizes only twenty percent of its available knowledge asset. Thisnumber shows the average production capacity which is being pooled. This fact brings to light the untapped potential that can fuel theproduction and drive the profitability in an organization.The current trends in knowledge industry show that over seventy percent dependency is on floating knowledge (knowledge workers) and a smallpart of production depends on static knowledge (documented information). It is essential that we manage the floating knowledge intorepositories which over a period of time grows to become a substantial source of relevant information and expertise.Modern enterprises must adopt a deliberate and systematic approach to managing the drivers of innovation and expertise in order to create anddeliver effective services and thus maintain competitive advantage    Controlled Copy Knowledge Management Guidelines  Release ID: QGBP-KM.doc / 1.1   / 28.02.2008 C3: Protected Page 4 of 27  1.3 Knowledge Management Knowledge management starts from the level of individuals involved in an innovation, if practiced widely, can improve organiz ations‟ ability to achieve development results. Knowledge management is all about converting the available raw data into understandable information whichforms a reusable repository for any future service being offered which anticipates similar kind of experiences.Knowledge management tools only work when individuals see the direct benefits in linking their personal knowledge management systems withorganizational knowledge management systems. The knowledge workers must believe that the chores of contributing to an organizationalknowledge management program benefits themselves and the communities with which they work. At the individual level, knowledge management involves a range of relatively simple and inexpensive techniques and tools that anyone can useto acquire, create and share knowledge, extend personal networks and collaborate with colleagues without having to rely on the technical or financial resources of the organization. Implemented from the bottom up by one development worker at a time, these techniques can increaseproductivity and enthusiasm and help to build momentum that can overcome the technological and social barriers to top-down, organization-wide knowledge management initiatives 1.4 Knowledge Management Strategy For an organizational structure like Cognizant BPO where the verticals that handle projects in different domains it would be a valued experimentto maintain Vertical Specific Knowledge Centers. In Cognizant BPO these Vertical specific knowledge centers are called as sharepoint portal or KM portal. These centers would be headed by a knowledge coordinator or a champion. He would be responsible for synchronizing theinformation across the entire vertical into a generic vertical specific repository. It would be the responsibility of team leads and Operationsmanagers to ensure every member of their process not only contributes but also practices using this repository to drive performance at work.The Knowledge Management would be done under seven layers - “The Seven Layer Structure”:      Customer Knowledge - The most vital knowledge for delivering performance. All the customer specific details including the contactperson, contact details, address, and phone numbers would be captured as part of the BPO PMO. All the details can be imported fromBPO PMO and archived in the KM tool.    Knowledge in Processes - Applying the best know-how while performing core tasks. All the details with respect to specific processeswould be captured in this module those would be addressed as process assets.    Knowledge in Services  – The type of service that the process provides. All the information with respect to services that the processprovides would get covered here.
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