Certificate In Knowledge Management Online Course

Module One - Getting Started

Module Two - Understanding Knowledge Management

• What is knowledge?
• What is knowledge management?
• A brief history
• Applications in the workplace

Module Three - Dos and Dont's

• Data, information and knowledge
• The tactic mode
• The explicit mode
• Identifying conversation categories

Module Four - The Knowledge Management Life Cycle

• Understanding episodes
• Acquistion
• Knowledge
• Integration

Module Five - The New Knowledge Management Paradigm

• Paradigms of the past
• The new paradigm
• Implications and applications
• The knowledge management endgame

Module Six - Knowledge Management Models

• The nNnaka and Takeuchi Model (SECI)
• Wiig Model
• Kakabadse Model
• Boisot Model

Module Seven - Building a Knowledge Management Rationale

• Why rationale is necessary
• Building a business case
• Finding success stories
• The Commoditization / Customization Model

Module Eight - Customising Knowledge Management Definations

• Components of a knowledge management definition
• Customising the components
• Sample definitions
• Creating KMBOK

Module Nine - Implementing Knowledge Management in your Organisation

• Gathering support
• Identifying opportunities for revenue streams
• Key knowledge management techniques
• A map for success
• The no-budget scenario

Module Ten - Tips for Success

• About the chief knowledge officer
• Knowledge management skill checklist
• The knowledge management imperative
• The hype curve
• Barriers and helpers to success

Module Eleven - Advance Topics

• The knowledge management maturity model
• Absorptive capacity
• Rustiness
• Process model types

Module Twelve - Wrapping Up

Words from the Wise

• JOHN PLAMENATZ - The store of wisdom does not consist of hard coins, which keep their shape as they pass from hand to hand; it consists of ideas and doctrines whose meanings change with the minds that entertain them.
• LEIF EDVINSSON - Of central importance is the changing nature of competitive advantage - not based on marker position, size and power as in times past, but on the incorporation of knowledge into all of an organisation's activities.
• BARUCH LEV - Innovations are created primarily by investment in intangibles. When such investments are commercially successful, and are protected by patents or first-mover advantages, they are transformed into tangible assets creating corporate value and growth.