Managing Information

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MI Process on Client and Assignment data transformation – Determine what the objective is, • Training – Decide on what decisions to make, • Trainer, developer, tester, training consultant – Decide on what information (relevancy, completeness, simplicity) are needed, • Organization: bank, government, academic, corp – Determine when to make the decisions, • When no more output is obtained – Decide on the accuracy required to make the decisions. • Exact match or approximate Copyright © 2005 Institute of Management Consultants Hong Kong. All rights preserved. VA 43
Example of MI process OBJECTIVE Collect Training expertise DECISIONS Expertise What and who? Trainer Developer Tester Training Consultant INFORMATION (Check concept) Bank Government Academic Corp Copyright © 2005 Institute of Management Consultants Hong Kong. All rights preserved. VA 44
Page 1 and 2: Managing Information As a Managemen
Page 3 and 4: Course Content Data, Information a
Page 5 and 6: Information Adds context through r
Page 7 and 8: Knowledge Management A concept to
Page 9 and 10: Knowledge types Tacit knowledge -
Page 11 and 12: Concepts of Managing Information R
Page 13 and 14: Relevancy Information is only rele
Page 15 and 16: Timeliness Information is only requ
Page 17 and 18: Example of a MI Process OBJECTIVES
Page 19 and 20: A MI Process to build the staff dat
Page 21 and 22: Knowledge Management KM Types - (E
Page 23 and 24: KM Metrics Identify KM Metrics: Kno
Page 25 and 26: KM database Knowledge must be tran
Page 27 and 28: Virtual KM Database Objectives Deci
Page 29 and 30: Managing an assignment Needs Tacit
Page 31 and 32: KM Leadership Identify business and
Page 33 and 34: KM Technology Enables and provides
Page 35 and 36: Select technology and tools No tech
Page 37 and 38: KM Learning (2) An important part o
Page 39 and 40: MI Process OBJECTIVE HR Re-org due
Page 41 and 42: Assignment Database Objectives Deci
Page 43: Clients and past assignments Expli
Page 47: Summary What we have learned: - KM

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