Research Priorities

The following: According to the terms of reference of programmes 1-5 (SASMAS, BMSTE, ASTE, TIM, LDPPLGD respectively)

The following key phases in the development of the repository are proposed:

• Stakeholder analysis
• Knowledge mapping
• Developing the repository architecture and design specifications
• Implementation

Stakeholder analysis

The aim of any stakeholder analysis is to establish in a systematic and fair manner the needs and expectations of a stakeholder constituency. We envisage that this phase will involve the following:

• Systematic identification of major stakeholder groupings through an iterative snowballing methodology.
• Collecting information from stakeholders through focus-group and individual interviews to identify main knowledge needs and expectations.
• Ongoing stakeholder involvement through the establishment of a stakeholder reference group.

Knowledge mapping process

A key process in the development of a KR is developing and articulating a map (conceptual representation) of the domain(s) to be covered in the repository. Knowledge mapping, the process whereby such a conceptual representation is produced, involves different types of processes.

Procedural knowledge maps show knowledge (and the sources of knowledge) mapped to a business process. This could be any process for a business or organization- for example, a process for a R&D function/organization, or a selling process, etc. One major use of this type of map is for planning and implementation of knowledge management efforts.

Conceptual knowledge maps, which Caldwell calls a "taxonomy," a method of hierarchically organizing and classifying content. In knowledge management, a taxonomy is used for content management within a Web site or some other repository.

Competency knowledge maps document the skills, positions, and even career path of an individual- to create a competency profile. Among other uses, competency maps can be converted into a 'yellow pages' directory, which enables employees to find needed expertise (skills, techniques, and/or job tasks) in people within an organization.

We propose using process-based knowledge mapping as the main approach to creating the required knowledge maps on which the KR will be based. A process-based knowledge map is essentially a map or diagram that visually displays knowledge within the context of a business process. In other words, the map shows how knowledge should be used within the process and sources of this knowledge. The overview of the business process is prepared before the knowledge and the sources are mapped to this process (Figure 1 below).

Any type of knowledge that drives the process or results from execution of the process can be mapped. This could include tacit knowledge (knowledge in people such as know-how, experience, and intuition) and explicit knowledge (codified knowledge such as that in documents); customer knowledge; knowledge in processes; etc.

The process-based knowledge map is created in a two or three day workshop. If the high-level business process needs to be defined or substantially revised, then the workshop could take longer. 5-10 people collaborate in the workshop. Their main tasks fall into three phases:

1. Mapping Phase. Create the knowledge map by mapping knowledge and sources of knowledge to the business process.

2. Analysis Phase. Analyze the map in response to probing questions, such as:

• What knowledge is most critical to the organisation/business?
• What knowledge is missing?
• What knowledge adds value to the organisation/business?

3. Application Phase. Apply the map to:

• Planning programs, projects or sets of activities
• Developing KM processes or improving knowledge flows
• Providing a framework for efforts such as a knowledge audit, technology design, after-action review, competency development program, etc.

There are many uses of process-based knowledge maps, e.g. a small company or start-up can use knowledge mapping to identify knowledge that is strategic or critical, or to determine what intellectual assets are essential to their business. At the same time mapping might identify knowledge priorities in a merged company (combining the most critical knowledge from each company) or in a restructured corporation.

Knowledge mapping can be used to effectively plan the implementation of a knowledge management strategy- for a business unit, department, or team. The knowledge map can become the basis for a knowledge management program, a set of knowledge management activities within a business initiative, or a knowledge management project (such as a community of practice or a collaborative workspace). Needed competencies can be captured on a knowledge map. The map is then used for a competency/ skill development plan.

As a component of a KM effort, the knowledge map serves as input to the design of a knowledge Web or knowledge system. The knowledge map can also define the initial parameters for a knowledge audit, or a series of knowledge maps can constitute the audit. A knowledge audit is an inventory of key knowledge and locations of this knowledge. It can also be expanded to include definitions of owners, users, and uses of this knowledge. A knowledge map can provide the context for an after action review. An after action review is a structured session designed to collect key learnings and collateral at major milestones in an internal project or on an external client engagement.

To define a knowledge management process or illustrate knowledge flows, a special knowledge map needs to be created for use as the basis for a KM process. Some examples of knowledge management processes are: sharing knowledge, retaining knowledge, knowledge capture and packaging, etc. Knowledge flows are traced within the context of a knowledge map.

For other initiatives that are not exclusively focused on knowledge management, knowledge mapping can be used to develop consulting services and customer solutions. The mapping workshop outlines the selling and delivery methodology, defines associated tools and collateral, and profiles roles needed to sell and deliver the service or solution. And then the workshop participants scope knowledge management activities that improve the competitive edge and increase selling and delivery effectiveness for the service or solution. The knowledge map also can be used for planning any type of new initiative or project.

An example of the first output of a knowledge mapping exercise within the domain of skills development is presented in (Figure 2 below).