The only way out of knowledge management: integration with the business, build situational knowledge management system

        In the early 1980s, Massachusetts Institute of Technology professor Peter • Senge (Peter M.Senge), represented by scholars, began working on learning organization. As a starting point, flexor calculation, knowledge management has come a long history of 20 years. Although with knowledge management theory of sublimation in practice, while introducing IT technology has greatly enhanced the knowledge of operational management, but has been unable to successfully promote a large area.

        The above situation is not caused by lack of awareness of the importance of knowledge management: R & D managers also understand its importance. They also know, for research and development and better use of knowledge and experience will bring great rewards, combined with the analysis of the status of knowledge management in many domestic scientific and technological enterprises, that the reason for the development of domestic enterprises knowledge management failed so far mainly attributed to the following two:

       1) the lack of effective cultural knowledge sharing;

       2) did not a good combination of knowledge management and main business;

      Before talking about how specific knowledge management, we need the kind of valuable experience and knowledge in development of preliminary understanding related to the development of CBB (common technology modules), templates, guidelines, checklists, experiences, lessons learned , methodology, references, patent information belong to the category of knowledge management, in particular the lessons learned from the actual operation of the project has great reference value for other follow-up project, and we actually found a lot of the lessons of business class R & D projects associated with the project the end disappear, while other projects are still continuing with the same error, how to effectively manage and re-use this knowledge directly related to the cost of product development, quality and progress.

      To build contextualized knowledge management system

       First, the need to cultivate awareness of the company's processes and knowledge sharing culture, as R & D companies can learn from the lessons of other benchmark companies, but the actual situation of different enterprises, product areas are different, continue to accumulate only our own internal knowledge enterprise we should be concerned about is the core; knowledge management implementation from within the company's biggest obstacle to all employees; its biggest obstacle comes from a lack of willingness to share, motivation and habits. People spend a lot of time to develop personal knowledge, to highlight their own, which naturally lead to the attitude of the so-called "Knowledge is power". Traditionally, employees worried about their own hard to obtain because of the time or the accumulation of knowledge obtained with others to share duties will be replaced or precarious work, afraid to "teach the apprentice, not the master," So, do not want to share with others their own knowledge. Successful knowledge management needs through the transformation of corporate culture, change the mindset of employees and to develop cultural "knowledge sharing".

       A knowledge sharing process is not free to develop, the need for employees to effectively recognize the significance of each employee knowledge sharing will enhance their ability, to do high-level work needs to take the lead in knowledge-sharing, high-level support can not just stay in the language, and there should be tangible actions, such as high-level training of staff is involved in specific operations knowledge management; the process of forming a knowledge-sharing culture, the necessary institutional and appropriate physical, mental stimulation is necessary, such as research and development lessons learned case reward is a species is worth to promote the use of methods to encourage R & D staff will issue the actual project experience summed up in writing, and then evaluate the cases submitted by the evaluation team of experts, you can get a different number of points based on the evaluation of the award; if At first no one really willing to submit a case how to do? Necessary to force allocation is necessary, for example, can be forced to allocate a different number of proposals classic case of indicators, depending on the monthly department, project team personnel.

       Knowledge management in order to maintain continued vitality of the company's main business needs and consistent, not for knowledge management and knowledge management, knowledge management needs of the business is the compass, how specific knowledge management with the company's main business to fuse it? This requires the construction of contextualized knowledge management system, specifically what is the situation of knowledge management system it?

       We might as well look at some of the company's current methods of knowledge management, they also set up a knowledge management system, the use of folders and folder naming organization knowledge of the file, and then expect developers to those folders to find the file they need but unfortunately, this approach is difficult to take effect, on the one hand is a mountain of knowledge of the file, on the other hand is a specific developer does not know what to conduct a development activities required to support the knowledge of the file, even if they know found difficult to quickly find the appropriate knowledge of the file.

      To solve this problem, we can learn from software API thinking, knowledge of the specific file attached to specific project development activities through appropriate IT systems or project management tools (for example: PROJECT) we can know what is about to engage in specific developer development activities, knowledge management system then calls for similar software API, the activities related to the knowledge of the file is automatically displayed in front of developers, this solves the integration problems of daily development activities and knowledge management, which is situational the core concept of knowledge management system, in order to establish such a situation the knowledge management system, we first need to be cured product development process, the product development process itself can become a platform for continued accumulation of our knowledge, it is because of different projects follow the same R & D process, the lessons of history items fishes subsequent projects have reference value, but through the process can be clear what kind of knowledge needed to support file for each activity, daily activities and achieve the integration of research and development of knowledge management. 

      Case Study: Bronze RDM draw online game quests, each step can flexibly define the required knowledge and automatically presented to the appropriate "player"