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American Public University *

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Information Systems

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Jan 9, 2024

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docx

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Uploaded by NadiaP6

What are the various components of knowledge management, and provide a brief description of each and the impact they have upon overall security efforts? Describe the overall process of business continuity management and the important considerations that must be emphasized in such a plan and why. People, process, and technology. Often called the "golden triangle" and utilized to steer projects and spearhead organizational transformation, this paradigm has been employed by leaders of organizations since the early 1990s. The principle is that your endeavor will always fail if you put too much emphasis on a single aspect. Getting the right people on board is step one before diving into procedures and technology, and that sequence is crucial. Both senior executives, who can provide sponsorship and insight into the organization's larger strategy, and cross-functional stakeholders, who can steer execution, are necessary when launching a KM program. Business executives with a vested interest in seeing KM succeed should take the lead as senior sponsors. They are often the heads of departments that have huge, pressing demands for knowledge (e.g., experts are leaving, new employees aren't getting up to speed fast). Talk to your coworkers in human resources, information technology, and process improvement before you choose any cross-functional stakeholders. Collaborating with these functions enhances efficacy, according to APQC study. Most companies, as their KM efforts progress, form an executive steering committee to oversee the initiative, hire KM advocates and facilitators from within the company, and staff a KM core team. You would be correct in assuming that this is a large group of individuals. To really embed information sharing into the culture, you need involved individuals across the board and in many departments. However, this does not imply that you need invest much or deprive people of their time if your procedures are intelligent, your content and IT infrastructure are not burdensome, and your approach is persuasive. Knowledge is like water in a city: it flows freely into any building that has solid KM procedures in place. The KM group is as knowledgeable about the underlying processes as a city planner. Finding bottlenecks, rerouting flows, and measuring inputs and outputs are all within their capabilities. The end-user, however, is not required to comprehend the inner workings of all that. Acquiring the necessary information is a breeze for them. An established knowledge flow procedure has been defined by APQC, which details the movement of information inside and between companies. In all, there are seven stages: Create new knowledge (this happens every day, all the time, across all areas of the business). Identify knowledge that is critical to strategy and operations. Collect knowledge so it can be shared with others Review knowledge to evaluate its relevancy, accuracy, and applicability Share knowledge through documentation, informal posts, and collaborative activities Access knowledge through pull (e.g., search) and push (e.g., alerts) mechanisms Use knowledge to solve problems faster and make more informed decisions. The challenge for knowledge management teams is to find methods to incorporate these procedures into the business processes that people utilize on a daily basis. For instance, you may include knowledge review into specific job functions or incorporate knowledge collecting into stage gates. You need to understand people's processes first, but technology

solutions may also assist. For example, by giving pertinent notifications while work is in progress. The term "content" encompasses a wide range of recorded information, from carefully considered best practices to informal, insider recommendations passed down through the ranks. Templates and how-to videos are examples of readily reusable content; project documentation is an example of unstructured, chaotic material. Information technology (IT) infrastructures allow individuals to produce, save, retrieve, and reuse this material, which is why we include IT alongside content. People will still generate and utilize material without KM, but they will hide it in areas no one can find it, copy and paste other people's work, and (most dangerously) reuse outdated or inaccurate information. Workflows for content creation and review, taxonomies for content organization, and technological tools to link people to material are all essential components of effective KM initiatives. Companies that are at the forefront of their industries utilize content management systems to help their workers work together more effectively, find new ideas, and have relevant information sent to them at the exact time they need it. An organized, well-documented, and business-relevant plan is essential for every KM program. Without a plan, having top-notch technological resources and a knowledgeable KM staff is nothing. To paraphrase Kenichi Ohmae, "Rowing harder doesn't help if the boat is headed in the wrong direction." Establishing a strong business case requires an in-depth familiarity with the vital information requirements of your corporation. The following should be included in the business case: a budget, the estimated effect of KM (ROI), the methods, tools, and responsibilities that will be necessary to achieve the value proposition for KM (i.e., how KM will address business concerns). Everyone should know who to call in an emergency. Form a business continuity committee that includes representatives from each department and office in your company. These people will be in charge of the organization's reaction to both local and national crises, in addition to the local response to specific incidents. Involvement in planning and testing throughout the year will keep the plan current and provide them the practice they need to handle real emergency situations. Ensuring that business continuity receives the necessary attention and resources requires top-level support. Consider all of your potential locations and the types of interruptions that might affect them. Prepare for the worst case scenario and identify the actions necessary to keep your critical operations running. Determine which apps, people, facilities, and equipment are most important for recovery based on business criteria such as income, regulatory consequences, brand issues, consumer protection, and anything else that matters to your firm. In order to begin identifying recovery techniques and costs associated with each process, your business continuity team must first agree on this analysis, which isn't always simple. Additionally, this will assist IT in ensuring that the business's most important applications will be accessible within the specified recovery time goal (RTO) and recovery point objective (RPO). If your business continuity plan isn't up-to-date or doesn't work, you're leaving yourself vulnerable and unprepared for when disaster strikes. There are a lot of moving parts in an organization's IT infrastructure, goals, and operational structure, so it's important to review and update your

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