knowledge management

INTE2397 Knowledge Management

Semester 1 2021

Assessment Task 3:

Knowledge Management Strategy

Due Date:

Friday 28th May at 17:00 AEST

Weighting: 50% of total mark

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ASSESSMENT TASK 3: KM STRATEGY (50%)

RATIONALE

The aim of Assessment Task 3 is to enable you to demonstrate that you have a

broad understanding of the theory and practice of knowledge management (KM). By

completing the assessment task you will have an opportunity to take the theoretical

concepts covered during the course and consider how these might be applied in an

organisational setting. Specifically, Assessment Task 3 requires you to develop a

KM strategy for an organisation.

The course learning outcomes (CLO) addressed in this assessment task are:

• CLO1: Analyse and explain the developments in the ‘new economy’ and in particular the place and nature of knowledge in such developments

• CLO2: Demonstrate a broad, critical and practical understanding of KM theories and practices in the real world.

• CLO3: Investigate the linkages between management and KM and in particular of those between KM and strategic and human resources management

• CLO4: Examine the various human, organisational and technological components that together combine to produce KM

• CLO5: Explore the role and place of information and communications technologies in the practice of KM

• CLO6: Develop a KM strategy for an organisation

GENERAL GUIDELINES

It is envisaged that this assessment task will result in the development of a

professional KM strategy. The strategy should draw upon the material studied in each

of the ten topics covered across the semester– of course depending on the

organisation selected, the emphasis on each topic is likely to vary.

The word limit for this assessment task is 3000 words (including in-text references, tables, figures and appendices but excluding the reference list).

You should ensure that you are able to acquire sufficient information on your

chosen organisation in order to enable a meaningful KM strategy to be developed.

Such information might be sought from secondary sources such as case studies in

textbooks, or insights provided by corporate websites. With the permission of

appropriate personnel at the selected organisation, you may also elect to conduct

interviews or surveys with key employees– a process which one would expect to

occur in developing such a strategy in a “real-world” setting.

Assessment Task 3 should be based on the KM strategy proposal you submitted

for Assessment Task 1. As noted in the requirements outline for Assessment Task

1:

• If you wish to base your KM strategy on an organisation that is different from the one outlined in your KM strategy proposal you will need to have first discussed this with the Course Coordinator within ten working days or receiving your feedback for Assessment Task 1.

• With the exception of your submission this semester for Assessment Task 1, the organisation you use as the basis for Assessment Task 3 cannot be one

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that you’ve used as the basis for an assessment task previously (in this or

any other course), without the written consent of the Course Coordinator.

Suggested Structure for the KM Strategy

The following is designed to provide general guidance as to the structure of the KM

strategy. However, this is a suggestion only and by no means should limit your

creativity when constructing your own KM strategy:

• Introduction and background to the organisation

• Overview of approach and methods used in developing the KM strategy

• Strategic and Knowledge Gap Analysis (i.e. current vs. desired state)

o Operational infrastructure

o Technological infrastructure

o Cultural infrastructure

• KM recommendations and/or KM roadmap

o Operational infrastructure

o Technological infrastructure

o Cultural infrastructure

• Closing statement

• References

• Appendices

RUBRIC/MARKING GUIDELINES

The marking criteria will consider your understanding of the relevant KM theories,

concepts and issues covered in the weekly topics throughout the semester, and

your ability to think about the practical implications of these theories and issues in

organisational settings.

Specific marking criteria for the KM Strategy will emphasise (i) the quality of the

analysis conducted on the current state of the case organisation and its current

KM initiatives and; (ii) the quality of the recommendations you make for the case

organisation’s future KM initiatives. The detailed marking rubric is available on

Canvas.

Learning to communicate comprehensive information in a concise manner is an

important skill and therefore penalties will be applied for exceeding the word limit.

Such penalties might include either a reduction in the marks awarded, or

alternatively, that only the first 3000 words will be marked.

See also the “Program Learning Outcomes”, “Australian Computer Society Core Body

of Knowledge (CBOK)” and “Seoul Accord” sections at the end of this document for

further information regarding the objectives of this assessment task and thus

associated marking criteria.

SUBMISSION INSTRUCTIONS

This assessment task should be submitted through Canvas at or before 17:00 on

Friday 28th May AEST 2021.

Your assignment will be automatically submitted to the “turn-it-in” plagiarism

detection software when you submit the assignment via Canvas.

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Where you are basing the assessment task on information not publicly accessible

(e.g. organisational documents, interview notes/recordings) you should retain copies

of this information. This information will not be marked but must be made available to

the Course Coordinator in order to verify the information included in your KM strategy

if requested.

Please note:

Do not confuse the 'due date' with the 'available until' date on Canvas. The Canvas submission system has been set to remain available for submissions past the due date to enable students who have been granted an extension of time or special consideration to submit their work by their revised due date. However, if you have not been granted an extension of time or special consideration the due date for your work is 28th May and not the available until date of 30th June and late penalties will apply as per the Course Guide from the 28th May.

It is your responsibility to ensure that you have uploaded the correct file to Canvas for marking. If you discover after the due date that you have uploaded the incorrect file and you elect to upload an alternative file at that time, your revised submission will be considered late and late penalties will apply as per the Course Guide.

PENALTIES FOR LATE SUBMISSION

All assignments will be marked as if submitted on time. Late submissions of

assignments without special consideration or extension will be automatically penalised

at a rate of 10% of the total marks available per day (or part of a day) late. For

example, if an assignment is worth 20 marks and it is submitted 1 day late, a penalty of

10% or 2 marks will apply. This will be deducted from the assessed mark. Assignments

will not be accepted if more than five days late, unless Special Consideration or an

extension of time has been approved.

EXTENSIONS AND SPECIAL CONSIDERATION (INDIVIDUAL AND GROUP ASSESSMENT)

Extensions:

• Extensions are available for unforeseen circumstances of a short-term nature.

• Applications must be submitted to the school at least one working day before the due date of the assessment.

• Extensions can be approved for a maximum of one week (seven calendar days) past the due date for an assessment. (Where students need an

extension exceeding one week they must instead apply for special

consideration).

• Applications for extension must be made using an “application for extension of time” form and should be accompanied with supporting documentation (e.g. medical certificate). The form is available from: https://www.rmit.edu.au/students/student-essentials/assessment- andexams/assessment/extensions-of-time-for-submission-of-assessable- work.

Special consideration:

• Special consideration is available for unexpected circumstances outside students’ control. These include but are not limited to: unexpected short-term ill

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health, and unavoidable family, work, cultural or religious commitments.

• An application for special consideration is made in advance of an assessment wherever possible but will normally be accepted within five working days after

the assessment date.

For more information, see the Special Consideration page of the RMIT website.

CHANGES TO THE ASSESSMENT SCHEME

Where a change to assessment approved by the dean/head of school changes an

assessment due date, students will be given at least five working days’ notice of

the new due date.

ASSESSMENT FEEDBACK

You can expect to receive marks and feedback on in-course assessment work in time

to improve your performance in related assessment tasks later in the course.

• You will normally receive marks and feedback on in-course assessment tasks within 10 working days of the deadline for submission of that work, or, where

an extension has been granted, within 10 working days of agreed extended

due date.

• You will normally receive your marks for all in-course assessments before sitting any end-of-course exam.

• For this specific assessment task results and feedback will be provided to you following completion of the official moderation of course results by the Master

of Business and IT program team, which is ordinarily around the same time as

RMIT releases the official course results.

ACADEMIC INTEGRITY AND MISCONDUCT

Students demonstrate academic integrity in their assessment practices by:

• Engaging with assessment activities in an honest way;

• Providing accountability for the authorship and originality of work submitted;

• Acknowledging the work of others and the re-use of original work.

Academic misconduct is addressed in accordance with the Student conduct policy.

Assessment involving research with human participants, their information or their

tissue, or animal subjects is carried out in accordance with the Staff ethics and

integrity policy.

For further information see the Academic Integrity website.

REVIEW AND APPEAL

A student may request a review of an assessment result or appeal a final course grade in accordance with the Conduct of assessment and appeals section of the Assessment

processes.

Students are entitled to seek a review of their result for a course, or appeal against their

final result in the course, where they provide evidence that at least one of the following

grounds of review or appeal is present:

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• There’s been an error in the calculation of the result, or

• The assessment(s) didn’t comply with the description of the assessment or the assessment criteria published in the course guide, or

• The assessment(s) or the assessment criteria published in the course guide aren’t consistent with the requirements of the relevant training package or

accredited course, or

• The assessment didn’t comply with the assessment policy or processes or another relevant rule or University policy (that is, there’s been an error

in process), and this had a significant impact on the result.

Where a student has evidence of at least one of the approved grounds, they must

first ask the course coordinator/program manager responsible for the course to

review the final grade for the course.

• Students are recommended to request these reviews within five working days from the publication of the result, so they will still have time to appeal the result

if necessary.

• Where the course coordinator/program manager isn’t available the student may ask the dean/head of school to review the result.

GRADE CRITERIA

High Distinction (HD) 80 – 100%

Exceptionally clear understanding of subject matter and appreciation of issues; well organised, formulated and sustained arguments; well thought out and structured

diagrams; relevant literature referenced. Evidence of creative insight and originality in

terms of comprehension, application and analysis with at least some synthesis and

evaluation.

Distinction (DI) 70-79%

Strong grasp of subject matter and appreciation of key issues, perhaps lacking a little

on the finer points: clearly developed arguments; relevant and well-structured

diagrams; appreciation of relevant literature. Evidence of creative and solid work in

terms of comprehension, application, analysis and perhaps some synthesis

Credit (CR) 60 – 69%

Competent understanding of subject matter and appreciation of some of the main issues though possibly with some gaps; clearly developed arguments; relevant

diagrams and literature us, perhaps with some gaps; well prepared and presented.

Solid evidence of comprehension and application with perhaps some analysis.

Pass (PA) 50 – 59%

Some appreciation of the subject matter and issues; work generally lacking in depth

and breadth with gaps. Often work of this grade comprises a simple factual description

(i.e. basic comprehension) but little application and analysis. Work of this grade may be

poorly prepared and presented. Investment of greater care and thought in organising

and structuring work would be required to improve.

Fail (NN) 0 – 49%

Evidence of lack of understanding of the subject (minimal adequate comprehension

and little to no application) and inability to identify issues. Often inadequate in depth

and breadth. Sometimes incomplete or irrelevant

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PROGRAM LEARNING OUTCOMES

The Master of Business Information Technology (MBIT) allows you to develop both

generic business and specific business information systems capabilities through

experiential learning to meet current and future expectations of employers. By applying

real and relevant knowledge, the program is aimed at developing you as a highly

skilled, “well-rounded” ICT professional. The core program learning outcomes (PLO) of

the MBIT addressed in this course include:

• PLO1: Create successful business solutions for an innovative and global enterprise

• PLO2: Critically analyse problem/opportunity situations and develop global robust information systems using a range of tools and techniques to add value to the

business

• PLO3: Develop secure, flexible, information and communication architectures that accommodate the uncertainty of business decision-making and changing needs

of the global business

• PLO4: Undertake project management initiatives and research concerning information technology applications in diverse business

environments.

• PLO6: Demonstrate a broad, critical and practical understanding of contemporary issues and practices in business.

• PLO8: Apply research principles and methods to design innovative options and solutions for, and make reasoned judgements about, problems and issues

in contemporary business practice.

For further details about the program learning outcomes please refer to the

program guide.

AUSTRALIAN COMPUTER SOCIETY (ACS) CORE BODY OF KNOWLEDGE (CBOK)

The ACS expects graduates of accredited courses to be well versed in a range of

knowledge and skills. To this end this assessment task seeks to have you address

relevant knowledge drawn from the CBOK at the following levels of Bloom’s Taxonomy:

CBOK Detailed Capability Bloom’s Level

ICT

Proble

m Solving (PS)

 Problem solving using modelling

and abstraction (PS01)

3 – Applying

Professional

Knowledge

(PK)

• Interpersonal communication (PK04)

• Societal and environmental issues/legal issues/privacy/regulatory compliance (PK05)

• History and status of discipline (PK06)

3 – Applying

2 – Understanding

2 – Understanding

Technology

Resources

(TR)

 Data and information management (TR02) 4 – Analysing

Outcomes

Management

(OM)

• IT Governance (OM01)

• Change Management (OM03)

5 – Evaluating

5 – Evaluating

Other aspects of the CBOK may be touched on in less depth. Further details of the

CBOK can be found at www.acs.org.au.

SEOUL ACCORD

The School of Business IT and Logistics embraces the intent of The Seoul Accord.

Across the world, accrediting bodies that endorse graduate qualifications if ICT are

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increasingly adopting The Seoul Accord. You need to be mindful that satisfying the

spirit of The Seoul Accord involves an intellectual stretch. This is apparent in the

following account of The Seoul Accord, which is quite specific about indicating what is

expected from a graduate. It requires that graduates have knowledge and skills

appropriate to solving complex problems. An aim of INTE2397 is to assist you deal

with such situations. More about The Seoul Accord can be found at:

https://www.seoulaccord.org/.