Knowledge Management systems relate closely to a life cycle. In most cases, it starts with a plan with the justification, and it ends with a system tailored and structured to meet the needs of a company. It is an essential component in a competitive environment, because it allows a company to create, locate, capture, and collaborate information efficiently and effectively. It enables a company to discover new information and apply the information to solve any foreseeable issues in a timely manner.

Some companies have grown to be so complex that their knowledge management is fragmented and extremely difficult to control. Fragmented knowledge can cause inconsistencies and redundancy that can control the outcomes that drive a business. In many cases, a fragmented knowledge management system can inadvertently destroy a company. This is where a blueprint comes in handy. For any company to be effective in Knowledge Management, a stable blueprint must be composed by a Knowledge Management team. After all, a blueprint is essentially a roadmap to success.

The blueprint should provide clarification of tactic knowledge that resides in the minds of employees. Though, tactic knowledge develops overtime as a result of action and repetition; the knowledge is more easily exchanged, pooled, disseminated, and managed if converted explicitly. This is where Knowledge Management architecture plays a critical role. Designing the actual system design usually indicates that it will incorporate an IT infrastructure for Knowledge Management. Although, technically Knowledge Management has been around before the use of IT equipment, the Information Age almost always make IT a requirement for modern practices.

A blueprint addresses a number of concerns such as shooting for an interoperable, scalable system that can intertwine with an existing IT infrastructure. During blueprint development, nothing is concrete until the scope has been finalized and the necessary components identified and the key layers have been developed to meet a company’s requirements. Commonly, the layers refer to:

– user interface

– security/authentication

– collaborative agents and filtering

– application layer

– transport internet layer

– physical layer

– repositories

Developing a Knowledge Management system begins when the proposed system is considered doable, affordable, and practical. It needs to add value to the company and the clients they serve by accommodating profitability and growth. There are two main players in team; those that represent the thinking of the company, and developers that have expertise in capture, design, and implementation. Players on both ends of the spectrum ensure that a system is successful. Much like any SDLC, the discipline in effective documentation, coordination, maintenance and review represent a robust life cycle. On the contrary, lack of forecasting and structure invites adversity and possible failure.

The critical part of the Knowledge Management life cycle is to identify the immediate, as well long-term requirements for the potential system. Identifying the requirements of the system entails extensive review of current employees, cost-benefit analysis, justification of costs, tools, processes, and procedures. This ensures that the installation of the system is complete, accurate, and with integrity. Some experts say that bias in technology choices should be avoided, especially when they do not integrate well with legacy systems. If a Knowledge Management system is not well-defined before implementation, chaos can ensue in the foreseeable future.

About the Author

Tim Lackey is a professional freelance writer, service provider, and student. He is currently attending a four-year degree program in Web Development specialization and writes for Degree Jungle a university student resource.