Certified Knowledge Manager (CKM)

I have been approached many times to explain the concept of “Knowledge Management” in the course of my work as a trainer and consultant. As a trainer I am inclined to just define it as indicated in the literature but in all honesty I do not believe that knowledge, which is a fluid mix of experience, insights, values, beliefs and contextualized information, can be managed. Hence the term knowledge management is a misnomer to begin with.

In reality, at a very practical level, “knowledge management” is really an attempt to acquire, organize and apply cumulative knowledge, either individually, as a team or an organization as a whole to achieve a desired purpose. Once that purpose is achieved, more knowledge is acquired, organized and applied to achieve a higher purpose. 

For example, a start up company may set the goal of producing one thosand products per month initially as its purpose. It acquires and organizes knowledge on how to produce these products and applies this knowledge in terms of achieving the target set. Once that purpose is achieved, it sets a new purpose of increasing the sales of products produced and hence acquires and organizes knowledge around how to apply knowledge acquired on customer requirements to meet the sales target.

Almost all companies do this all the time. They may not call it “knowledge management” but they are managing their knowledge base as this a fundamental requirement to remain and excel in business. So why all the fuss now about “knowledge management?”

The reason is the level of knowledge management maturity that exists does not match the degree of increasing volatility, uncertainty, complexity and ambiguity that has been encroaching into the business environment. With the explosive technological breakthroughs aided by extremely high connectivity and unbelievable availability of information, we live in a different world. A world that thrives on chaos and uncertainty, rewards increasing complexity and encourages ambiguity.

There are three levels of maturity of knowledge management. The first level is called theoretical knowledge management, the second is called practical knowledge management and the third is purposeful knowledge management. Organizations have to develop an increasing level of knowledge management maturity in order to survive in an increasingly complex and uncertain business environment.

Who Should Attend?
The CKM is deal for anyone tasked to improve or lead a KM initiative - anyone interested in gaining a solid grasp of common KM principles at an advanced level with actual "hands on" experience at performing KM.
There are no prerequisites and no technical background is required

What projects are our latest graduates undertaking?

Hanifah binti Abdullah - Jabatan Kerja Raya

Acquisition and Production of Critical Knowledge within the Electrical Engineering Department in JKR

 Ir. Wan Abdul Rahman bin Wan Hassan - Jabatan Kerja Raya

Improving Best Practices of Traffic Management at Work Zones through the Development of New Specifications and Guidelines

 Ir. Fithry bin Mohd Amir - Jabatan Kerja Raya

Adoption of Knowledge Management based on KM Principles and Techniques to Reduce Completion Time of Projects in JKR

 Aida Nuraini binti Abd Jalil - Jabatan Kerja Raya

Improving Accrual Accounting System through Enhancement of Mobile Asset Data Integrity

 Nur Amalina binti Mat - Jabatan Kerja Raya

Improving Effectiveness of Training Delivery in Centre of Excellence for Engineering and Technology (CREaTE), JKR through the Implementation of Online Learning Initiative

 Nor Parzila binti Abdul Ghaffar - Jabatan Kerja Raya

Retaining and Transferring Knowledge in Project Management Best Practices in JKR

 Sr Dr Khairil Hizar bin Md Khuzaimah - Jabatan Kerja Raya

Cultivating and Inculcating Organisational Learning Capabilities in Project Management through Connect and Collect Approaches

 Zainon binti Haji Tohid - Jabatan Kerja Raya

Creating an Online Validation System and Reporting for Pre-Approved Plans (PAP) eCOMS

 Nor Hayati binti Yahya - Jabatan Kerja Raya

Cultivating Knowledge Sharing Culture within the Mechanical Engineering Division, JKR

 Nor Hasni binti Muhd Supian - Jabatan Kerja Raya

Improving Procurement Best Practices through Sharing and Integrating Critical Knowledge in Tender Evaluation

 Azenita binti Abdullah - INCEIF

Development of Effective Knowledge Sharing Techniques based on KM Principles

 Murshaidi Hazlin bin Mohammad - Institusi Sukan Negara

Improving the Process of Acquiring, Producing and Integrating Knowledge through Strategic Management of Knowledge within Institute Sukan Negara.

 Kanchana Chandran - Sunway University

Usage of Innovative Tools to Optimize Teaching Approaches within Institutions of Higher Education in Sunway University.

Upcoming Session Details
Date: 08 - 12 October 2018
Time: 9.00 a.m. - 5.00 p.m.
Location: Menara PJD, 50, Jalan Tun Razak, Kuala Lumpur, 50400 Kuala Lumpur, Wilayah Persekutuan Kuala Lumpur

• Introduction to knowledge age learning and knowledge age imperative
• KM fundamentals and principles
• Latest techniques of KM start up
• Advanced KM Methodology

• Developing an organizational level roadmap for implementation of knowledge management
• The stages will be discussed within the context of how they relate to one another and why they have to be considered in detail when developing the overall roadmap 

• How to perform a KM Audit, Create K Maps, develop KM Vision and KM Strategy.
• Transformational leadership and strategy, knowledge assessment and evaluation, culture and communication, collaboration as well as knowledge asset management

• Story telling and appreciative enquiry. 
• Axiology/epistemology, ontology and complex theory. 
• Intellectual property 
• Emerging KM technologies

In addition to being the Managing Director of the Sharma Management International, he is the Senior Denison Consulting Partner for Denison Consulting USA and the Regional Director for Kanzen Institute Asia Pacific.

Dr Rumesh is presently involved in undertaking post project reviews, and performance improvement in various projects, competency assessment and developing competency development programs as well as organizational culture profiling for senior managers in different organizations both in Malaysia and abroad.

Based on his extensive involvement in conducting management courses, Dr Rumesh undertook a series of post review sessions and was able to use the learning outcomes as learning points for sharing of real life management.

He has conducted training programs for many well-known and reputable organizations both in Malaysia as well as abroad. He has designed, developed as well as conducted training programs for well over 2,500 executives in numerous multinationals, government linked as well as business enterprises in the areas relating to managing people and business strategies both in Malaysia and abroad.

In addition to designing and conducting corporate level training, he also specializes in providing consulting services such as organizational diagnostic assessments, competency assessment, cultural and leadership profiling as well as continual productivity improvement.