power point on business with KNOWLEDGE MANAGEMENT CAPABILITY ASSESSMENT

SharePoint Project.

Name

Institutional Affiliation

Course Code

Date

SharePoint Project.

This case is a proposal of a feasible recommendation and solution to the executive members and management of the Technology Project Authority (TPA) organization to improve the usage trend of the newly adopted knowledge management system SharePoint Project. There are three main phases in the evolution of the knowledge management approach. Phase 1 occurred in 2001 where it was entirely about the decision to improve knowledge management, and in 2004 where there was decision making in the adoption of a formal approach to knowledge management. The second phase was when the SharePoint services were implemented in the years 2005-2006. Phase 3 describes the SharePoint Project in the years 2006-2008.

TPA established a list of collaboration opportunities to reduce ineffective processes within its divisions. This first phase describes the seeds of a formal knowledge management approach. TPA established a plan to improve the knowledge in 2001 which involved unnecessary expenditure for the IT platform. A set of tools were introduced to expedite the subsequent activities of knowledge management. It did not result in an effective or efficient since the employees did not buy into the idea of different work practices. Bob Archer was appointed as the Knowledge manager in 2004 to coordinate the three divisions' activities. On the other hand, the executive management team agreed to implement the shared drive for the storage and distribution of information across the project. The project teams ended up displeased with the shared drive as the main electronic respiratory due to the problems associated with it.

In the second phase which occurred in 2005, Rita Carson was forced by the executive management team to implement Microsoft SharePoint to aid knowledge management activities. The activities involved the improved functionality of customizability over shared drives. A default structure designed to be simple, initiative, and broad enough to accommodate external and internal projects were set up by the IT department. Since multiple teams decided that the structure was not coherent, the structure was rendered not useful. Besides, it was cumbersome to gain access to the simultaneous projects hence consuming a lot of time. Bob archer then concluded that SharePoint was not effective to meet its objectives.

A committee was formed in phase 3 in pursue of an effective knowledge management system to serve TPA’s purpose. The committee which entailed Bob Archer, Rita Carson, Andrew Collins, and Harry Linton determined a list of essential functionalities where several were assessed. They settle down on the SharePoint server and Microsoft Project Server. The combination not only provided explicit information about projects but also integrated data from other sources. The SharePoint project experienced technical issues once it was implemented. The factor of understaffed employees did not encourage short-term priority.

The project's goal was to foster agency collaboration. By improving knowledge management within and across TPA divisions, they will not only set an example for other state agencies in terms of how cross-border collaboration can take place, but they will also improve work practices and maintain their expertise in IT project management and technology development. The SharePoint project ultimately fell short of expectations, in part due to a reluctance to share information, ineffective interpretation of that information, and a lack of knowledge about how to use the system. This project's execution and fulfillment were not intended to be short-term, but rather long-term, for the system to be more tailored to the agencies.

SharePoint project's main drawback was sharing of information which was a characteristic of the system as a kind of knowledge management system. The SharePoint Project appeared to be promising at first, not many people were using it. This was due in part to the overall project failing to meet expectations. The issue of lack of technological skills and knowledge was a general characteristic of the organizational environment at Technology Project Authority. Because there were too much redundancy and not enough resources, it was difficult for new hires to gain access to knowledge. Few people were sharing, and those who did found it difficult to interpret their findings due to the way it was documented. It was as if they documented the information solely for themselves. This was the general characteristic of the adoption of the SharePoint Project

The lack of communication and coordination between the company's top management and its employees has resulted in a divergence of goals and a lack of synergy. To address this issue, the company's management has increased communication and coordination levels with its employees, as it is critical to addressing each other's concerns and doubts. Several secondary issues contribute to the system not being perfectly implemented and adopted within the organizational structure and workings. Furthermore, these challenges within the organizational structure act as impediments to effectively promoting communication and coordination among the organization's three departments.

Tacit knowledge refers to the information we all have in our heads about how to do things, who to call, and the lessons we've learned through experience. Making it explicit entails capturing it in some form of media that allows another person to use it. The media can be complex or simple. Create a culture that rewards knowledge-sharing behavior to capture TPA’s tacit knowledge. Reward those who share valuable information with others. Schedule monthly meetings, conferences, town halls, presentations, scrums, and other one-on-one interviews with key personnel. Reduce attrition rates and retain older employees to preserve the company's tacit knowledge.

To successfully improve the chances of effective implementation of the SharePoint project some adjustments must occur in the business process. The scope should be increased as well as the usability and quality of electronic services meant for the end-users. The second adjustment should occur in the improving of the overall workforce knowledge, productivity, and skills pertaining technology. The project management practices and tools ought to be increased to ascertain efficient plan execution. The final amendment that should be done differently is the improvement of the collaboration of objective agencies to ensure the necessary IT tools are used to coordinate and enhance services offered to citizens and empower employees.