1. Received request from Beh Bee Leng, SK PMO for documents on Service Level Agreement. Forwarded request to Burn and he reverted back with some samples and websites. Replied back to Beh.
2. Attended morning meeting. among others Governor's concern 3 year Strategic Business Plan, JOPPK's collateral security and new Islamic Monetary Instrument. Her preference to seek Non-World Bank support first. Her other immediate concern was towards increase surveillance, effect of increasing oil prices.
3.Organised meeting between Burn, Ummu, Zaki, Mas and me. To discuss on needs of dept, i.e. resources online and physical, info repackaging and environmental scanning. Told them what was required from them, Burn to look at JPIT and Payments, Yasmine - OD, Zaki - FS and Fauzi - MS. Told them to get to me by Thursday or latest Friday before lunch. They will use template provided by Mai. This exercise will help compile all the resources required and also provide some input for books that are to be bought. The depts are expected to send in their requirements by end of this week. Once I compile everything received, I will sit with Mas to prepare a list of books to be bought. Before buying I think of validating with the depts concern. As for the presentation to categorise items based on corp taxonomy.
Sunday, August 10, 2008
Wednesday, January 16, 2008
KMO duties
It seems that the KMOs dont have a direction on what they are suppose to do in their department. The easiest way is to go back to the root of how the B ventured into becoming a KBO. Knowledge and information is crucial to the B, hence it is even more important on how to manage it. This is one of the reasons why B became a KBO. There are two kinds of knowledge, i.e tacit (knowledge that resides in the minds of indviduals) and explicit knowledge (documented and in databases). It is therefore, very important that the KMOs know what is important for their respective departments.
Tacit knowledge can be shared by developing and continuing with the B's existing mentoring, stewardship/buddy system. They can also organise weekly or forthnightly or monthly sharing sessions kicking off with the senior staff relating their experiences in how they perform at work. They should be encouraged to produce PPT slides which could later be stored in existing databases, i.e. EDMS or k-hub. the department could also venture into creating manuals for stuff to refer.
As for explicit knowledge it can also be stored in existing knowledge databases.
All the above can only work if there is buy-in from the top management of the dept. There is a need to develop a plan. But firstly, the approval or buy-in form the director is required. Then a CoP can be formed for this purpose. What to be stored needs the involvment of senior officers to identified what is important for the department.
Very important to set milestones to review what is being done and what kind of changes can be made. The KMO should share his duty to ensure that KM is not only his duty but each and everyone. At the end of the day the Director needs to play an important role to ensure the project rolls out dynamically.
The KMO also needs to relook at how EDMS can be benefitted by the staff and what changes can be made to the current structure to make it look more conducive for the department's use.
Information management framework
DD has requested that KMC look at Accenture for this. Need to find out which depts have got a existing databases in their department apart from JPS. Have mailed to Yong Shuhaida for information. Also to find out how many project teams are currently developing databases for their dept's use. Among others i know that JPPA, Bank Reg and many others do have databases.
Mailed to ghaz and will try to identify some names that could sit in the knowledge sharing session. this will include, JKK, JPS, KMC, HRDC, JPS, JK and not forgetting project teams. Will check with Karen on which project tean is involved.
Feeling very sleepy
Tacit knowledge can be shared by developing and continuing with the B's existing mentoring, stewardship/buddy system. They can also organise weekly or forthnightly or monthly sharing sessions kicking off with the senior staff relating their experiences in how they perform at work. They should be encouraged to produce PPT slides which could later be stored in existing databases, i.e. EDMS or k-hub. the department could also venture into creating manuals for stuff to refer.
As for explicit knowledge it can also be stored in existing knowledge databases.
All the above can only work if there is buy-in from the top management of the dept. There is a need to develop a plan. But firstly, the approval or buy-in form the director is required. Then a CoP can be formed for this purpose. What to be stored needs the involvment of senior officers to identified what is important for the department.
Very important to set milestones to review what is being done and what kind of changes can be made. The KMO should share his duty to ensure that KM is not only his duty but each and everyone. At the end of the day the Director needs to play an important role to ensure the project rolls out dynamically.
The KMO also needs to relook at how EDMS can be benefitted by the staff and what changes can be made to the current structure to make it look more conducive for the department's use.
Information management framework
DD has requested that KMC look at Accenture for this. Need to find out which depts have got a existing databases in their department apart from JPS. Have mailed to Yong Shuhaida for information. Also to find out how many project teams are currently developing databases for their dept's use. Among others i know that JPPA, Bank Reg and many others do have databases.
Mailed to ghaz and will try to identify some names that could sit in the knowledge sharing session. this will include, JKK, JPS, KMC, HRDC, JPS, JK and not forgetting project teams. Will check with Karen on which project tean is involved.
Feeling very sleepy
Tuesday, January 15, 2008
First day at work
Reached office quite early and went to 1B to report for duty. Boss was not around and was only expected to come back on Thursday, 17 Jan. But he actually walked in the afternoon at around 4.00 pm. However, I got down to business trying to get the pc running, I managed after changing 2 cpus. Expected to get a lap top soon.
Went back to the old office to get my stuff. Decided to see the old boss to say goodbye and thank you. I did that and also thanked the DDs too but En N was not around, heard that someone broke into his house.
Z briefed me on what was happening in the dept, mainly relating to move to Sasana, EP, KMOs and etc. Gave my views on what should be done. As usual had a cup tea with B at Kup.
D then explained to me what I might be doing. It is related to getting some strategic alliances with local and international parties. To find out from Mas and Burn on what they do and how they can come handy for internal collaboration. In trying to develop an integrated framework there is a need to understand HPI (human performance improvement), ADDIE (Analysis, Design, Development, Implementation, Evaluation) and KM.
For the purpose of Strategic Alliances, need to identify potential partners but before that need to know what are the gaps and what can we offer in return to what we need from the strategic partners.
There is a book that I have requested in relation to Strategic Alliance, HBR. Need to use Peter Drucker's plan in trying to design a framwork for the purpose of KMOs, i.e. to find out what are objectives of departments, what is the most important stuff for the department currently and to prioritise based on urgency.
Need to speak to G to find out what he wants from me or what he wants me to do.
Went back to the old office to get my stuff. Decided to see the old boss to say goodbye and thank you. I did that and also thanked the DDs too but En N was not around, heard that someone broke into his house.
Z briefed me on what was happening in the dept, mainly relating to move to Sasana, EP, KMOs and etc. Gave my views on what should be done. As usual had a cup tea with B at Kup.
D then explained to me what I might be doing. It is related to getting some strategic alliances with local and international parties. To find out from Mas and Burn on what they do and how they can come handy for internal collaboration. In trying to develop an integrated framework there is a need to understand HPI (human performance improvement), ADDIE (Analysis, Design, Development, Implementation, Evaluation) and KM.
For the purpose of Strategic Alliances, need to identify potential partners but before that need to know what are the gaps and what can we offer in return to what we need from the strategic partners.
There is a book that I have requested in relation to Strategic Alliance, HBR. Need to use Peter Drucker's plan in trying to design a framwork for the purpose of KMOs, i.e. to find out what are objectives of departments, what is the most important stuff for the department currently and to prioritise based on urgency.
Need to speak to G to find out what he wants from me or what he wants me to do.
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