Business Solutions

Abhishek Aggarwal : 201051366Ashutosh Amol Doijode : 201080337Bhavesh Bhansali : 201077708Matthew Dunaway : 201082446Soumya Banerjee : 201067339

Overview

• Soft System Methodology Analysis• Why Knowledge Management ?• Implementation • Risks & assessment• Financial Justification

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Root Definition “A system owned by SitexOrbis to offer

better protection and security services to its customers while maintaining good relations across the company and promoting fast and effective communication between the management and staff in order to improve the motivational levels of the employees with training, to achieve overall customer satisfaction in the coming years under political, social, economical, legal, environmental, technological and competition constraints”.

CATWOE

Clients: Customers of SitexOrbis

Actors: Management and Staff of SitexOrbis

Transformation: Improve the motivational level of employees to achieve overall customer satisfaction

World View: Better protection and security services

Owner: SitexOrbis

Environmental Constraints: Political, Social, Economical, Legal, Environmental technological and competition constraints

1) Identifying the scope of

training

6) Measure the

performance

5) Record the

performance

2) Provide necessary training

3) Defining roles and responsibilities

4) Perform task

8) Monitor (1-7)

9) Evaluate the effectiveness &

efficiency

10) Customize the training modules

Setting up of HR strategy( retention & promotion)

Defining the reward systems

Linking of rewards with

performance & output

7) Customer Feedback

Implement the changes

Training to Employees

• Inadequate Training

Defining Roles

• Confusion about roles and responsibilities

Appropriate action on customer feedback

• No effective action undertaken currently.

Motivating Employees

• Low retention rate in the sales department.

Monitoring Measures of performance

• No effective monitoring on overall process.

Knowledge

HowTo do

things

WhereTo find examplesWhom

To ask for help

Knowledge Sharing

EXPERTISE

DEC

ISIO

N-M

AK

ING

PO

WER

Experts ‘T’

Expert ‘M’

Working and Learning togetherExpert ‘E’

Expert ‘G’

Experts ‘A’

people•Job Description•Knowledge Sharing is Core Competency•Staff Performance Acknowledgment & Assessment•Networks/Communities of Practice

process•Process flow•Annual Reports•Lessons Learned•Project Reports•Flow charts

technology•Document Management•Connectivity•Calendar•Internet

KM

organisation•Methodology•Corporate Memory •Branding

Sections of Knowledge Management

Implementation

Create •Create knowledge map•Form a team

Organize •Auditing of sources•Categorization of knowledge

Share •26 half day workshops per annum•Recording of training data

Risk Assessment

Change

• Large up front work • Constant updating

No fix list

• Less intuitive• Team effort

0 0.5 1 1.5 2 2.5 3 3.5 4 4.50

50000

100000

150000

200000

250000

300000

0.00

19980.00

90561.00

175689.00

275592.00

58500

84500

110500

136500

162500

Cumulative costsLogarithmic (Cumulative costs)Cumulative benefits

yYEARS

£

Financial Analysis

£

0 0.5 1 1.5 2 2.5 3 3.5 4 4.5

-100000

-50000

0

50000

100000

150000

-58500-64520

-19939

39189

113092

Chart Title

Net benefits of Project

Financial Analysis

Years

£

£

Effective knowledge management can take place only when people are effortlessly able to share their individual ideas with each other.