Manage an information or knowledge management system
BSBINM501
Manage an information or knowledge management system
Unit of Competency
Application
This unit describes the skills and knowledge required to organise
training for others for an information or knowledge management system and to
manage the use of the system.
It applies to individuals who are responsible for seeing that key
information and corporate knowledge are retained, accessible to others and
improve business outcomes.
The unit applies to information or knowledge management systems
which comprise policies, protocols, procedures and practices to manage
information or knowledge within the organisation and among relevant
stakeholders.
No licensing, legislative or certification requirements apply to
this unit at the time of publication.
Unit Sector
Knowledge
Management – Information Management
Performance Criteria
Element
Elements describe the essential
outcomes.
|
Performance
Criteria
Performance criteria describe the
performance needed to demonstrate achievement of the element.
|
1.
Organise learning to use information
or knowledge management system
|
1.1
Identify learning needs of relevant
personnel and stakeholders for input into and use of an information or
knowledge management system
1.2
Identify and secure human, financial
and physical resources required for learning activities to use an information
or knowledge management system
1.3
Organise and facilitate learning
activities
1.4
Promote and support use of the system
throughout the organisation
1.5
Monitor and document effectiveness of
learning activities
|
2.
Manage use of information or knowledge
management system
|
2.1
Ensure implementation of policies and
procedures for the information or knowledge managementsystem are monitored
for compliance, effectiveness and efficiency
2.2
Address
implementation issues and problems as they arise
2.3
Monitor
integration and alignment with data and information systems
2.4
Collect
information on achievement of performance measures
2.5
Manage
contingencies, such as system failure or technical difficulties, by accessing
technical specialist help as required
|
3.
Review use of information or knowledge
management system
|
3.1
Analyse effectiveness of system and
report on strengths and limitations of the system
3.2
Review business and operational plan
and determine how effectively the system is contributing to intended outcomes
3.3
Make recommendations for improvement
to system, policy or work practices
|
Foundation
Skills
This section describes language, literacy, numeracy and
employment skills incorporated in the performance criteria that are required
for competent performance.
Skill
|
Performance
Criteria
|
Description
|
Reading
|
1.1-1.5, 2.1-2.5, 3.1-3.3
|
Ø
Researches and critically analyses
documentation from a variety of sources to determine requirements
|
Writing
|
1.1-1.5,
2.1-2.4, 3.2, 3.3
|
Ø Prepares
and produces documentation for a specific audience using clear and detailed
language to convey explicit information, requirements and recommendations
|
Oral
communication
|
1.1, 1.2, 1.3, 1.4, 2.2, 2.5, 3.3
|
Ø Presents
information using structure and language to suit the audience
Ø Uses
active listening and questioning and reading of verbal and non-verbal signals
to clarify information and to confirm understanding
|
Navigate the
world of work
|
2.1, 3.3
|
Ø Takes
full responsibility for following policies, procedures and legislative
requirements and identifies organisational implications of new legislation or
regulation
Ø Modifies
or develops organisational policies and procedures to comply with legislative
requirements and organisational goals
|
Interact with
others
|
1.1-1.4, 2.5,
3.3
|
Ø Implements
strategies for a diverse range of colleagues and clients in order to build
rapport and foster strong relationships
Ø Collaborates
with others, sharing information to build strong work groups and avoid
behaviours that are not conducive to a productive environment
Ø Elicits
feedback and provides feedback to others in order to improve self or
workgroup behaviours
|
Get the work
done
|
1.1-1.5,
2.1-2.5, 3.1, 3.2
|
Ø Accepts
responsibility for planning and sequencing complex tasks and workload,
negotiating key aspects with others and taking into account capabilities,
efficiencies and effectiveness
Ø Monitors
progress of plans and schedules and reviews and changes them to meet new
demands and priorities
Ø Applies
systematic and analytical processes to address problems and to make decisions
in complex situations
Ø Investigates
new and innovative ideas as a means to continuously improve work practices
and processes
Ø Uses
and investigates new digital technologies and applications to manage and
manipulate data and communicate effectively with others
|
Assessment
Requirements
Performance Evidence
Evidence of the ability to:
Ø Identify learning needs and plan and implement learning activities
to enable personnel to use information or knowledge management system, including:
o
providing human, financial
and physical resources as required
o
use of coaching, mentoring,
information sessions, workshops, training programs and e-learning as
appropriate
Ø Monitor performance and address issues and contingencies as they
arise, including:
o
accessing technical
specialists as required
o
correct application of
policies and procedures for the information or knowledge management system
o
alignment and effectiveness
of the policies and procedures
o
effectiveness of information
or knowledge management system for intended outcomes
Ø Recommend improvements to systems, policies and practices as
appropriate
Knowledge Evidence
To
complete the unit requirements safely and effectively, the individual must:
Ø Outline relevant legislation, codes of practice and national
standards relevant to privacy, freedom of information and knowledge management
Ø Explain organisational policies and procedures including:
o
records management
o
information management
o
customer service
o
commercial confidentiality
Ø Describe the organisational operations and existing data and
information systems
Assessment Conditions
Assessment must be conducted in a safe environment where evidence
gathered demonstrates consistent performance of typical activities experienced
in the knowledge management – information management field of work and include
access to:
Ø Relevant legislation, regulation, standards and codes
Ø Relevant workplace systems, documentation and resources
Ø Case studies and, where possible, real situations
Ø Interaction with others.
Assessors must satisfy NVR/AQTF assessor requirements.
Links
Companion
volumes available from the IBSA website: http://www.ibsa.org.au/companion_volumes
Housekeeping
Items
Your
trainer will inform you of the following:
Ø Where
the toilets and fire exits are located, what the emergency procedures are and where
the breakout and refreshment areas are.
Ø Any
rules, for example asking that all mobile phones are set to silent and of any
security issues of which you need to be aware.
Ø What
times the breaks will be held and what the smoking policy is.
Ø That
this is an interactive course and you should ask questions.
Ø That
to get the most out of this workshop, we must all work together, listen to each
other, explore new ideas, and make mistakes. After all, that’s how we learn.
Ø Ground
rules for participation:
o Smile
o Support
and encourage other participants
o When
someone is contributing, everyone else is quiet
o Be
patient with others who may not be grasping the ideas
o Be
on time
o Focus
discussion on the topic
o Speak
to the trainer if you have any concerns.
Objectives
Ø Discoverhow to organise
learning to use information or knowledge management system
Ø Know how to manage
use of information or knowledge management system
Ø Learnhow to review use of
information or knowledge management system
Ø
Gain skills and knowledge required for this unit
1. Organise
learning to use information or knowledge management system
1.1. Identify learning needs of relevant personnel
and stakeholders for input into and use of an information or knowledge
management system
1.2. Identify and secure human, financial and
physical resources required for learning activities to use an information or
knowledge management system
1.3. Organise and facilitate learning activities
1.4. Promote and support use of the system
throughout the organisation
1.5. Monitor and document effectiveness of
learning activities
1.1–Identify
learning needs of relevant personnel and stakeholders for input into, and use
of, an information or knowledge management system
Knowledge
and information management systems
Information
and knowledge management systems are designed to store, verify and distribute
information and knowledge throughout an organisation to enable problem solving
and shared knowledge.
A general
definition for an information or knowledge management system is:
Ø Equipment,
strategies, methods, activities and techniques used formally and informally by
individuals and the organisation to identify, collect, organise, store,
retrieve, analyse, share and draw on information and knowledge valuable to the
work of the organisation.
The knowledge or
information system:
Ø Comprises
policies, protocols, procedures and practices to manage information or
knowledge within the organisation and among relevant stakeholders.
In
order to use an information or knowledge management system competently and
effectively, all users should be trained to a certain degree, according to
their role.
System
users
People who may
have cause to use an organisation’s information or knowledge management system
may be:
Ø Organisational
personnel:
o
managers, leaders, supervisors and coordinators
o owners
o staff,
team members and other colleagues
Ø Stakeholders:
o clients
and customers
o employee
representatives
o funding
bodies
o industry,
professional and trade associations
o regulatory
bodies and authorities
o sponsors
o
tenderers, suppliers
and contractors.
Training
and learning needs
How people are
trained, and to what extent, will depend upon their:
Ø Role
Ø Level
of authority
Ø Existing
knowledge
Ø
Existing experience.
Ideally,
training records should be kept for all staff that detail:
Ø What
training they have received
Ø When
they received the training
Ø What
further training they require
Ø Scheduled
refresher sessions
Ø Areas
for development
Ø Whether
the training was successful.
This
will enable you to keep records of training and to understand when further
sessions and refreshers should be scheduled.
You can
determine the learning needs of relevant individuals by:
Ø Keeping
and referring to training records
Ø Establishing
what training and experience the individual already has
Ø Understanding
and being aware of any learning disabilities and special needs
Ø Asking
them directly.
You
need to understand the needs of groups and individuals in order to arrange and
implement a successful training programme or session.
1.2 –Identify
and secure human, financial and physical resources required for learning
activities to use an information or knowledge management system
Learning
activities
When
organising and / or implementing learning activities you will need to
understand how to identify and secure adequate human, financial and physical
resourcesfor the training to be successful and even possible.
Learning
activities vary and may be:
Ø Coaching
and mentoring programs
Ø Help
desks
Ø Information
sessions, briefings, workshops and training programs
Ø Paper-based
or electronic (including intranet) learning opportunities
Ø Use
of expert workers, such as coaches and mentors, to help other personnel use the
system.
Resources
In
order to provide these activities and sessions for personnel, you need to
ensure that you identify and provide relevant resources to meet all
requirements.
Human
Human resources
relate to the people required to carry out an activity; in this case:
Ø Instructors
Ø Assistants
Ø Demonstrators
Ø Learners.
Financial
Financial
resources relate to the money needed to implement training sessions:
Ø Room
hire
Ø Equipment
hire
Ø Equipment
use
Ø Energy
Ø Refreshments
Ø Learning
materials
Ø Instructor
fees, where applicable
Ø Learner
wages, where applicable.
Physical
resources
Physical
resources are the resources needed to carry out the activity:
Ø Room
Ø Smartboards
Ø Equipment
Ø Tables
and chairs
Ø Flipboards
Ø Papers
Ø Books
Ø Samples
Ø Internet
connectivity.
You should
identify resource needs by taking into account the learners as a group or as
individuals:
Ø Size
of class
Ø Learning
needs
Ø Disabilities.
You
will need to follow your organisational procedures and protocols for arranging
and securing the resources you require and may have to keep a record of what
you have used, when and why.
Learning
resources and materials
Learning
materials may be used and provided by the company; these may be created by your
organisation and be specific to your organisational system and needs, or may be
a standard information pack, such as AS 5037:2005 Knowledge Management: A
Guide. This guide explains what knowledge management is and provides a basic
framework that can be applied to any organisational system.
Activity
1B
1.3 –Organise
and facilitate learning activities
Organise
and facilitate activities
How
you contribute to organising and facilitating learning activities will depend
upon your job role and level of authority and responsibility.
However
much authority and input you have, you should always ensure that you adhere to
all organisational policies and protocols.
Organising
activities
Organising
activities generally involves steps such as:
Ø Recognising
the need for an activity to take place
Ø Gaining
the approval of superiors for the activity to go ahead
Ø Planning
the activity and the date, time and location
Ø Arranging
the activity and securing the use of all required resources
Ø Notifying
attendees
Ø Advertising,
where required
Ø Preparing
the activity
Ø Holding
the event.
How
you implement these steps and any others you take will be governed by
organisational protocols; for example, some organisations inform their
employees of training sessions in writing and state that they are compulsory.
Facilitating
activities
The
extent to which you can facilitate activities will also vary on your role and
level of authority; you may do things of your own initiative or because you
have been asked or told to do so.
Facilitating
activities may refer to:
Ø Helping
to promote the activity
Ø Assisting
in the delivery of the activity
Ø Helping
to organise the event.
You
may be responsible for any number of steps involved in organising and
facilitating learning activities.
Activity 1C
1.4 –Promote
and support use of the system throughout the organisation
Promote
and support system use
Information
and knowledge management systems are designed and maintained in order to enable
and facilitate the communication and distribution of knowledge and information
throughout an organisation and approved third parties.
The
communication and distribution of information and knowledge can be invaluable
and an integral part of an organisation; for this reason, amongst others, its
use should be promoted and supported throughout the organisation.
You can promote
and support the use of knowledge and information management systems in several
ways, such as:
Ø Using
it yourself to find information
Ø Recording
knowledge and information and submitting it to the system
Ø Referring
others to the system
Ø Training
others how to use the system
Ø Seeking
training to enable you to use the system correctly and efficiently
Ø Ensuring
access is available
Ø Inducting
new users and employees into the system
Ø Maintaining
the system
Ø Reporting
and tackling any issues.
You can promote
the knowledge and/or information management system, as well as its protocols,
to anyone who is permitted to access and use the system and the information
within, such as:
Ø Existing
employees
Ø New
employees
Ø Approved
stakeholders.
The
more people use the system effectively, the better communication will be
throughout the organisation. Effective use of the system is desirable within
the organisation because it enables workers to access and use the information
they need to avoid errors, misinformation and missing information.
Activity 1D
1.5 –Monitor
and document effectiveness of learning activities
Gauging
effectiveness
Once
learning activities have been arranged and implemented, you should monitor and document
the effectiveness of the training.
Observing how
the sessions are delivered:
Ø Are
the learners able to pay attention?
Ø Does
the instructor ensure that everyone understands?
Ø Is
everyone able to learn?
Ø Is
the pace suitable?
Ø Is
jargon explained?
Learner
requirements:
Ø Are
the learners’ needs met?
Ø Can
the learners ask for explanations and clarifications?
Ø Are
different learning needs catered for?
Content:
Ø Do
they learn how to use the system?
Ø Do
they learn what the system is for?
Ø Do
they learn what the system is not for?
Ø Do
they understand how the system works?
Effectiveness:
Ø Do
the learners understand the material?
Ø Are
they able to refer to handouts or to clarify information?
Ø Do
they leave the session with a working knowledge and understanding of how to use
the system?
You can monitor
and gauge the effectiveness of learning activities by:
Ø Observing
sessions
Ø Gathering
feedback from learners
Ø Gathering
feedback from instructors
Ø Quizzing
or testing learners
Ø Having
learners demonstrate their skills and knowledge.
Some
methods may be of your own choosing and preference, or may be stipulated by
your organisation. Whichever methods you choose and use should be able to gauge
the effectiveness of the learning activity.
Document
effectiveness
It
is good practice and may be required by your organisation that you keep a
record of the above points or any others that you use. Recording what is good
and what is bad about training sessions, as well as areas for development, will
enable you to make targeted and general improvements to the delivery of
learning activities.
Highlighted
issues or areas of weakness can be developed upon and then checked to ensure
that they have been addressed and are constantly improved upon and maintained.
Activity 1E
2. Manage
use of information or knowledge management system
2.1. Ensure implementation of policies and
procedures for the information or knowledge managementsystem are monitored for
compliance, effectiveness and efficiency
2.2. Address implementation issues and problems as
they arise
2.3. Monitor integration and alignment with data
and information systems
2.4. Collect information on achievement of
performance measures
2.5. Manage contingencies such as system failure
or technical difficulties by accessing technical specialist help as required
2.1 –Ensure
implementation of policies and procedures for the information or knowledge
managementsystem are monitored for compliance, effectiveness and efficiency
Policies
and procedures
Organisations
generally apply policies and procedures to the use of information and knowledge
management systems.
Policies and
procedures may be applied to:
Ø Complying
with legislative requirements (such as privacy, confidentiality, Freedom of
Information and defamation requirements) and other policies and procedures
o The
Freedom of Information (FOI) Act “provides a legally enforceable right of
access to government documents” (http://www.oaic.gov.au/freedom-of-information/about-freedom-of-information
access date: 19.10.2015). Government agencies and offices are subject to the
FOI and must honour all requests; if your organisation is considered a
government office or agency, you will likely be subject to FOI requests. If
this is the case, you need to make yourself aware of what this means to you and
your organisation and of the policies, procedures and protocols applied to
meeting requests.
Ø Content
guidelines
Ø Ensuring
accuracy and relevance of knowledge input into the system
Ø Mechanisms,
formats and styles of input to system, including appropriate alternative
formats for people with a disability
Ø Permissions
for input
Ø Removing
out-of-date, inaccurate and content that is no longer relevant
Ø Selecting,
maintaining and disposing of knowledge in the system
Ø Sharing
knowledge in the system.
The
organisation may require users of the system to ensure that the policies and procedures
are adhered to by others; if you notice anyone using the system improperly, you
may have to follow a reporting procedure. This will be explained clearly by the
organisation.
Compliance
Monitoring
system use for compliance involves making sure that users follow the policies
and procedures applied to the use of the system and do not misuse and abuse the
system and the information within. For example, if you identify that someone is
breaching privacy or confidentiality requirements, you will need to take
immediate action.
Effectiveness
and efficiency
Monitoring
the effectiveness and efficiency of the policies and procedures applied to
using the system may mean examining the actions and methods governed by policy
and gauging whether they are still suitable, effective and efficient. For
example, monitoring input methods and procedures may reveal that a slow,
outdated method is being used, which could be overhauled or updated to increase
efficiency and useability.
Monitoring
system use
Monitoring the use
of knowledge and information management systems for compliance, effectiveness
and efficiency can be done by:
Ø Observing
work rates and outputs
Ø Communicating
with system users and gathering their feedback
Ø Identifying,
tackling and resolving issues, problems and incidents of non-compliance
Ø Ensuring
that appropriate modern technology is used.
Monitoring
system use is essential to maintain efficiency, effectiveness and compliance
and to avoid the problems associated with failing to do so.
Activity 2A
2.2 –Address
implementation issues and problems as they arise
Implementation
issues
The
implementation of policies and procedures applied to the use of knowledge and
information management systems can encounter different issues and problems, for
several reasons.
This includes:
Ø Misuse
of the system:
o such
as for inappropriate uses
Ø Breakdown
in communication:
o such
as if staff are unaware of a change or new policy
Ø Untrained
staff:
o staff
who have not been trained to follow procedure
Ø Uncertainty:
o staff
who are unsure
Ø Rebellion:
o staff
who choose to ignore the rules and do things their own way
Ø Malicious
intent:
o users
who are deliberately seeking to abuse the system, with the intention of
personal gain or damage to the company
When
you identify that there is a problem, as covered in the previous section, 2.1,
you will need to address the issue.
This may mean:
Ø Determining
the nature of the issue
Ø Determining
the cause of the issue
Ø Determining
who is responsible
Ø Determining
whether the problem was caused by accident or intent
Ø Tackling
the issue yourself
Ø Reporting
the issue to a manager or supervisor
Ø Gathering
evidence
Ø Ascertaining
what action you should take.
Action
should be taken immediately or as soon as possible after the issue has been
identified; the predominant reason for this is damage control; if information
has been leaked or the system has been damaged or compromised somehow, the
sooner you can act, the less damage is likely to be caused as a result.
Similarly, if information is incorrect or missing, the sooner this is
rectified, the less of an effect it will have, such as people being unable to
work due to lack of information or working on the basis of wrong information.
Activity 2B
2.3 – Monitor
integration and alignment with data and information systems
Integration
and alignment
The
knowledge and information systems used by your organisation play a role in
achieving business objectives and should therefore be aligned with and
integrated into daily activities.
Where
information systems are not aligned correctly, an issue occurs whereby the
organisation possesses a potentially very expensive system that is not used
properly or is used incorrectly, thus not providing a return on investment and
even causing more problems than the system actually solves.
Successful
and effective alignment generally exists where business strategy drives
information and organisational strategy.
The
way that systems are aligned and integrated should be monitored, similar to the
way that the compliance, effectiveness and efficiency of policies and
procedures are monitored; this is to detect any issues and problems that have
developed. If you detect that there is an issue with the integration and
alignment of information systems, you will need to initiate a process to
address and resolve identified problems.
Case study: An
example of a problem with alignment may be:
Ø Staff
need to access information on peak laptop product selling times, but the
information does not exist on the system.
This
information is vital in achieving business goals and objectives; if the staff
member could see when the annual peaks in laptop sales is, then they could
ensure that sufficient stock is available and advertised, as well as relevant
promotions managed.
The
information on the system is more concerned with the types of laptop sold by
the business, so doesn’t help with this objective.
This
instant of misalignment can be identified by the staff member trying to search
this information and being unable to access it.
If
the information was to be gathered, collated and entered onto the system, then
the system would be more aligned with employee needs and business objectives.
You
can combat issues with alignment by identifying business objectives and worker
needs and ensuring that the relevant information is available on the system.
Activity 2C
2.4 –Collect
information on achievement of performance measures
Performance
measures
Performance
of employees is often measured within an organisation in order to evaluate
employee competency and monitor output.
High levels of
performance in individuals could mean that the employee may qualify for:
Ø Pay
rise
Ø Promotion
Ø Award,
such as employee of the month
Ø Increased
responsibility
Ø Increased
hours
Ø Permanent
contract.
Low levels of
performance in individuals could mean that the employee:
Ø Is
disillusioned
Ø Is
a poor match for their role
Ø Should
consider an alternative role
Ø May
not meet required performance targets
Ø Has
not been trained adequately
Ø Should
not have their contract renewed
Ø May
be laid off in the event of company downsizing.
Performance
measures may be:
Ø Key
Performance Indicators (KPIs)
Ø Other
systems and measures to enable assessment of how, when, where and why outcomes
are being achieved
Ø Performance
objectives
Ø Performance
standards (including codes of conduct)
Ø Qualitative
or quantitative mechanisms to measure individual performance.
The method of
evaluating performance will determine how you collect and record information
about performance; for example, if staff performance is measured in terms of
output, such as:
Ø Keystrokes
per hour
Ø Products
processed per hour
Ø Sales
figures
Ø Stock
processed per hour.
Then information
will be accumulated, such as:
Ø Keystrokes
measured by the computer the employee is using
Ø Number
or amount of product(s) processed
Ø Number
of sales made, amount of money collected
Ø Amount
of stock processed.
This information
will enable you to judge performance, when the results are compared to:
Ø The
output of other employees doing the same job / task:
o For
example, Sophie processes 204 items per hour, whereas Tom only processes 148 on
average, despite the fact that they are on the same line. This indicates that
Sophie is a much more efficient and competent worker than Tom.
Ø Given
targets:
o For
example, workers on the line are expected to process around 170 items per hour
on average. This means that Sophie is exceeding expectations, whilst Tom is
failing to meet them.
The purpose of
collecting information on performance is generally to determine how good or how
bad performances are, so the information that is collected is important and
needs to be:
Ø Accurate
Ø In
the right format
Ø Collected
for all people /elements to be examined.
You
need to be aware of expectations, requirements and target figures so that you
can determine whether performances are good or bad and identify areas and needs
for improvement.
Activity 2D
2.5 –Manage
contingencies such as system failure or technical difficulties by accessing
technical specialist help as required
Dealing
with disaster
System
failure and technical difficulties are an ever-present threat to anyone who
relies upon or uses technology; although system crashes and similar disasters
may be less frequent in modern times, when a problem does occur, it tends to be
much more catastrophic.
This may be due
to:
Ø Reliance
on technology for data storage and organisational operation:
o How
would you buy your groceries or items if the checkout system was down?
o How
would you access comprehensive sales figures from eight years ago if the hard
drives and servers failed?
o How
could you access thousands of customer records if the database was irreversibly
corrupted?
Ø The
sheer volume of data involved:
o Terabytes
and petabytes of data
o Servers
o Hard
drives.
Ø Cost
of repair
Ø Threat
of theft and compromise of:
o Organisation’s
financial and private records
o Customer
financial and private records
o Valuable
documents and digital products.
Ø Incidence
of targeted malicious attacks:
o Distributed
Denial of Service attack (DDoS)
o Sensitive
data theft
o Website
hacking.
Ø Permanent
loss of data.
As
contingencies are not entirely avoidable, the best you can do to deal with them
is to have a plan to implement in the event of catastrophic failure; this could
involve accessing technical specialist help.
Technical
specialists
A technical
specialist:
Ø Will
explain steps to take to minimise the likelihood of a problem
Ø Will
explain steps to take to minimise damage in the event of a problem
Ø Will
be on hand to make reparative actions
Ø May
be able to save data
Ø Should
know how to handle different problems
Ø May
be able to determine the cause of the problem
Ø Will
be able to inform you about how to avoid a reoccurrence of the problem.
Your
organisation may already have a named individual or company that it uses for
technical support; where the organisation does not, you should ascertain the
full criteria and requirements of the company before you choose a contact.
Activity 2E
3. Review
use of information or knowledge management system
3.1. Analyse effectiveness of system and report on
strengths and limitations of the system
3.2. Review business and operational plan and
determine how effectively the system is contributing to intended outcomes
3.3. Make recommendations for improvement to
system, policy or work practices
3.1 –Analyse
effectiveness of system and report on strengths and limitations of the system
Analysing
the system
The
primary objective of system analysis is to identify strengths and limitations.
Strengths should
be either:
Ø Developed
upon, or
Ø Maintained.
Limitations
should be:
Ø Examined,
and
Ø Improved
upon.
This Learner
Guide has examined several ways of analysing a knowledge or information management
system, such as:
Ø Communicating
with individuals who use the system
Ø Collecting
feedback
Ø Implementing
and monitoring policies and procedures applied to the use of the system
Ø Monitoring
compliance, effectiveness and efficiency
Ø Investigating
and addressing implementation issues
Ø Monitoring
alignment
Ø Learning
about contingencies and other technical difficulties.
The
strengths and limitations that you identify through your analysis of the system
should be reported to the appropriate person or department so that the
information can be logged and acted upon, where required.
This
may mean collecting and presenting information in different formats, depending
on how and where the information comes from.
For example,
feedback collected from staff may be:
Ø Written
Ø Paper
form
Ø Email
Ø Online
form
Ø Notes
written from verbal feedback
Ø Suggestions
Ø Complaints.
If
your organisation makes stipulations about how information must be presented,
you may have to change the format of your collected information to comply with
these requirements.
Any
issues with effectiveness and limitations should be investigated and resolved
or improved upon to preserve and improve work flow and ease of use.
Improvements may
involve:
Ø Making
the system faster
Ø Making
the system more accessible
Ø Making
the system easier to use.
Continuously
analysing the system and searching for appropriate improvements is the best way
to keep the system working at its best.
Activity 3A
3.2 –Review
business and operational plan and determine how effectively the system is
contributing to intended outcomes
Overall
plans and aims
As
explained in Section 2.3: Monitor
Integration and Alignment with Data and Information Systems, information
and knowledge management systems need to be aligned with the organisation’s
short-term and long-term goals in order to be considered effective and relevant;
if staff cannot access the information that they need, then they cannot do the
work that they need to do to help the organisation achieve given goals.
In
order to determine how effectively the system is contributing to the
organisation’s intended outcomes, you should regularly review the plans and how
the information and knowledge management systems complement these; any
discrepancies or unfulfilled needs should be addressed as soon as possible, to
make the system effective.
Activity 3B
3.3 –Make
recommendations for improvement to system, policy or work practices
Improving
the system
This
Learner Guide has made many references to improving the system, policy and
practices and suggested ways of identifying a requirement for improvement.
When
you have identified a need and designed a possible solution, or multiple
solutions, for issues related to the system, policy or work practices, you will
likely be required to recommend these to a relevant individual, department or
team, so that they can be refined, where required, and implemented.
You may need to
submit a report, complete with:
Ø A
description of the area to be improved
Ø Evidence
of the need for improvement
Ø An
explanation of your proposed solution(s).
Your
organisation or the intended recipient may make stipulations about how they
would like to receive the information; some may prefer a written report and
proposal, whilst some may prefer to have a discussion and a demonstration.
Whatever the requirements and requests are, you will need to adhere to them,
out of necessity and/or professional courtesy.
Recommendation
timeframes
The
system, policies and practices may be reviewed at set times, such as annually
or every six months, or continuously. Depending on how your organisation
operates, you may be able to submit recommendations as and when you notice an
issue or only when the system is reviewed, in line with the given timeframes.
Activity 3C
Skills and Knowledge Activity
Nearly there...
Major
Activity – An opportunity to revise the unit
At
the end of your Learner Workbook, you will find an activity titled ‘Major
Activity’. This is an opportunity to revise the entire unit and allows your
trainer to check your knowledge and understanding of what you have covered. It
should take between 1-2 hours to complete and your trainer will let you know
whether they wish for you to complete it in your own time or during session.
Once this is completed, you will have finished this unit and be ready to move
onto the next, well done!
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BSBINM501 Manage an Information or knowledge management system
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