1 Unit BISY3005/ISY3005/ISY305 Knowledge Management Assessment Type Report Assessment Number 3 Assessment Weighting Case Study 30% Alignment with Unit and Course Unit Learning Outcomes Graduate...

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1 Unit BISY3005/ISY3005/ISY305 Knowledge Management Assessment Type Report Assessment Number 3 Assessment Weighting Case Study 30% Alignment with Unit and Course Unit Learning Outcomes Graduate Attributes Assessed ULO 1: Illustrate the concepts and principles of knowledge management ULO 2: Demonstrate how knowledge management can contribute to organisational Effectiveness ULO 3: Identify and critically assess the impacts of poor or ineffective knowledge management for businesses ULO 4: Describe and discuss common approaches to knowledge management including capture, conversion, storage and practical application ULO 5: Explain the interaction of knowledge and Information policies and analyse how knowledge management policies are developed and used in organisations GA 1: Communication GA 2: Collaboration GA 3: Research GA 4: Critical Thinking GA 6: Flexibility Due Date/Time Assessment Description Week 10: Friday 29 May 2020 via Moodle Turnitin 5:00pm (AEST) This is a group assessment. Case studies assess students’ understanding of concepts presented in weekly lectures and tutorials by researching and analysing real life situations. Content and Structure: 25 September 2020 --- via Moodle Turnitin 5:00pm (AEST) 2 In this assignment, groups of 4 or 5 students will study recent Knowledge Management case studies and report on the organisation, technology and business case in 2000 words (20%). Each student to present his/her section of the group report in the class by delivering a 10-minute PowerPoint presentation (10%). The report and the presentation will address the following issues depicted in the chosen case study. Email your choice of organisations to the Lecturer for approval. 1. Describe the organisation and explain the problem or opportunity it faced. 2. Describe the nature of the Knowledge Management initiative that the organisation implemented including the process by which the initiative was selected. 3. Explain and analyse any difficulties the organisation may have faced in implementing the system. 4. Provide an assessment of how successful the Knowledge Management initiative was and a discussion of any success metrics that were used. Detailed Submission Requirements Group Work  Submission must be approximately 2000 words (excluding references)  All students must submit the peer evaluation via relevant Moodle link before the assessment due date  One member of the group must submit the assessment through the Assessment 3 Turnitin link on Moodle page for this unit.  Groups are formed early on in the trimester.  All groups will fill out the Group Charter and submit to the Lecturer.  4 to 5 students per group.  In the case where one team member ceases contact and/or contribution to the group work, the group must notify and consult with the Lecturer as soon as possible.  All students will submit a Peer Evaluation for their group members at the end of the assessment.  The Peer Evaluation Form can be accessed in the Assessment 3 folder on the Moodle page for this unit. business case in 2500 approximately 2500 -- words (20%). words (excluding references) 3 Misconduct  The assessment will be submitted through Turnitin via your unit page on MMoodle.  Turnitin is plagiarism software, which will identify if you have copied information and included it in your assessment.  Copying information from others (i.e. websites, partner company information, or other students etc.) without the acknowledging the author is classified as misconduct.  Engaging someone else to write any part of your assessment for you outside of the group work arrangement is classified as misconduct.  To avoid being charged with Misconduct, students need to submit their own work and apply Harvard Style Referencing (ask your lecturer or the learning support coordinator ([email protected]) if you do not know what this means, or you need assistance applying it).  The AIH misconduct policy and procedure can be read on the AIH website (https://aih.nsw.edu.au/about-us/policies-procedures/).  Use the AIH referencing guide accessible via Library and Learning Support Page on mMoodle. Late Submission  Any assessment submitted past the specific due date and time will be classified as Late.  Any Late submission will be subject to a reduction of the mark allocated for the assessment item by 5% per day (or part thereof) of the total marks available for the assessment item. A ‘day’ for this purpose is defined as any day of the week including weekends. Assignments submitted later than one (1) week after the due date will not be accepted, unless special consideration is approved as per the formal process. Special consideration  Students whose ability to submit or attend an assessment item is affected by sickness, misadventure or other circumstances beyond their control, may be eligible for special consideration. No consideration is given when the condition or event is unrelated to the student's performance in a component of the assessment, or when it is considered not to be serious.  Students applying for special consideration must submit the form within 3 days of the due date of the assessment item or exam.  The form can be obtained from the AIH website (https://aih.nsw.edu.au/current- students/student-forms/) or on-campus at Reception.  The request form must be submitted to Student Services. Supporting evidence should be attached. For further information please refer to the Student Assessment Policy and associated Procedure available on  (https://aih.nsw.edu.au/about-us/policies-procedures/). 4 Rubric for Report (20 marks) Requirements Total High Distinction Distinction Credit Pass Pass Fail Depth and Breadth of Coverage Demonstrating understanding or interpretation of key concepts of Knowledge Management initiatives in the chosen organisation, the implementation challenges and criteria for success 10% All aspects of the question are addressed in depth. Most aspects of the question are addressed in depth. Most aspects of the question are addressed adequately. Basic aspects of the question are addressed adequately. Responses are superficial and / or inadequately addressed the question. 8.5 to 10 7.5 to 8.4 6.5 to 7.4 5 to 6.4 0 to 4.9 Critical Elements 5% The written work shows great depth of thought, excellent development of argument, logical analysis and insight into the subject. The written work shows some evidence of analysis, supported by logical argument and insight into the subject. The written work shows evidence of elementary analysis and the development of argument. The written work is mainly descriptive, showing basic understanding of the topic. The written work demonstrates limited understanding of the topic. 4.3 to 5 3.8 to 4.2 3.3 to 3.7 2.5 to 3.2 0 to 2.4 Structure, Language and Conventions 5% All aspects of the written work conform to a high academic / professional standard. Most aspects of the written work conform to a high academic / professional standard. Most aspects of the written work conform to an acceptable academic / professional standard. The written work displays basic structure. The written work is not of an academic / professional standard. 4.3 to 5 3.8 to 4.2 3.3 to 3.7 2.5 to 3.2 0 to 2.4 5 Rubric for Presentation (10 marks) Requirements Total High Distinction Distinction Credit Pass Pass Fail Ability to Explain & Clarify The key concepts of Knowledge Management initiatives in the chosen organisation, the implementation challenges and criteria for success 5% All aspects of the question are addressed in depth. Most aspects of the question are addressed in depth. Most aspects of the question are addressed adequately. Basic aspects of the question are addressed adequately. Responses are superficial and / or inadequately addressed the question. 4.4 to 5 3.9 to 4.3 3.4 to 3.8 2.5 to 3.3 0 to 2.4 Speaker's Insight & Understanding 2.5% The presentation demonstrated deep understanding and comprehension of the topic. There was clear evidence of independent thought and reflection on topic. The presentation demonstrated sound understanding and comprehension of most aspects of the topic. The presentation demonstrated good understanding and comprehension of most aspects of the topic. The presentation demonstrated basic understanding and comprehension of most of the topic. The presentation did not demonstrate sufficient understanding and comprehension of the topic. 2.2 to 2.5 2 to 2.1 1.7 to 1.9 1.3 to 1.6 0 to 1.2 Method of Delivery 2.5% The topic was covered in a highly professional and organised manner. The presenter displayed excellent verbal skills and delivered a highly interesting, coherent The topic was covered in a professional and organised manner. The presenter displayed good verbal skills and mostly delivered The topic was covered in an organised manner. The presenter displayed adequate verbal skills and mostly delivered a coherent presentation at an The topic was covered in a basic manner. The presenter displayed minimal standards of verbal skills and / or The topic was not covered acceptably and / or poorly organised. Verbal skills were inadequate. 6 presentation at an appropriate level for the audience. an interesting coherent presentation at an appropriate level for the audience. appropriate level for the audience. coherence and organisation. 2.2 to 2.5 2 to 2.1 1.7 to 1.9 1.3 to 1.6 0 to 1.2
Answered 2 days AfterMay 31, 2021

Answer To: 1 Unit BISY3005/ISY3005/ISY305 Knowledge Management Assessment Type Report Assessment Number 3...

Shubham answered on Jun 03 2021
139 Votes
BISY3005/ISY3005/ISY305
KNOWLEDGE MANAGEMENT OF ACCENTURE
Table of Contents
Introduction    3
1. Problems and Opportunities of Accenture    3
2. Nature of Knowledge Management Initiative Implemented by Accenture and Process Selection    4
Knowledge Management Initiative    4
Process of Selection    5
3. Analysis of Difficulties Faced in Implementation of Strategy    6
4. Assessment of the Success of the Initiative and Metrics Used    8
Success of the Initiative    8
Success Metrics    9
Conclusion    11
References    12
Introduction
Accenture is an Irish multinational company, which is headquartered in Dublin se
rving and supporting clients across 120 nations. The main practice areas are strategy, management, digital, operations and technology consulting. It is one of the leading consulting firms at global level. They believe in quality deliverables by establishing strong client relationships and with deep industry experiences. Across their practices, they design, build, communicate and implement the experiences, which are of value and integration to their goals. While realising tangibles outcomes for clients they undergo provocative thinking and transformative insights, which require knowledge management (KM). Accenture has its own experience in dealing with the same.
1. Problems and Opportunities of Accenture
The problems, which come in the way while dealing with knowledge management is shifting from traditional systems to new systems. It is easy to follow them but they are overloaded with information, which is redundant, duplicate and hard to navigate. It has some barriers of usage such as finding required information, communicating it and then analysing for further decision-making (Barley, Treem & Kuhn, 2018).
The process of digging information is daunting, which makes employee lose engagement in tasks. Accenture faced knowledge management issues way back in 1990s. It had a long history of focusing on Knowledge Management (KM). They adopted a strategy with knowledge orientation as a base under the supervision of CIO (Chief Information officer). Later, in 2000 this responsibility was shifted to Training and Learning department in Accenture (Barley, Treem & Kuhn, 2018).
In 2001, Training and Learning Department was merged with knowledge department to form a new entity Capability Development group. In 2002, when there was economic downturn the budget, pressure increased significantly, due to which cost-cutting measures were taken. It resulted in nearly 30% headcount reductions, many senior and responsible managers left their positions and some were laid off (Abualoush et al. 2018).
These groups created thousands of repositories related to knowledge for processing using Lotus Notes, a product of IBM. This came out to be inefficient in every manner. It gave rise to duplication of information of Accenture’s portal and created difficulty and confusion for clients. At that time, no one could be held responsible for such huge mismanagement. It was decided that KM functions would be offshored to countries such as India and Philippines to reduce costs.
Due to this, the demand for knowledge management rose. T. Barfield who was then the head of the department was looking for recommendations so that problem can be sorted quickly. This give birth to Knowledge Xchange program, which was built in 1993 for sharing information and documents on electronic platform (Abualoush et al. 2018).
It led to collaboration between work, culture, clients and shareholders. It helped in enhancing internal and customer experience with the system. It is indicated that they spent somewhere around 500 million dollars in the system, through which employees round the globe can access on past or current client proposals, presentations, knowledgeable colleagues, best practices and more. It has helped it to reduce costs of the business processes, improved quality of client interaction and reduced time required to service the client requirements.
The opportunities in store for Accenture are that the knowledge service market is expected to rise by 41% until 2025, which means that it will attract more than $15 billion of investments. The global Knowledge Management Software Market will witness hike by 18% or it will become $10 billion market (Abualoush et al. 2018). It means expansion and collaboration will be new attraction and to provide advanced services it will give chance to exploit and leverage on expertise and experience of the industry. Accenture can also innovate in explicit and tacit forms of knowledge as a new dimension to its knowledge management initiative, which will be equally competitive and attractive.
2. Nature of Knowledge Management Initiative Implemented by Accenture and Process Selection
In the competitive environment, the technologies are becoming obsolete on faster pace. The adaptation to the changing business environment is very important. Therefore, forcing organisations to look at their resources and creating their dynamic capabilities is need of the hour. These capabilities deal with knowledge management, which in turn facilitates an organisation to manage internal and external factors. The knowledge includes different perspectives, which the organisation holds to manage and improve its core competencies.
Knowledge Management Initiative
The drivers for the new knowledge management initiative, which led to development of knowledge exchange in Accenture, were—
It was developed from end user’s perspective. The clients will be served with the outcomes so it is important to keep their view at forefront. The navigation, which is important while looking for information, should lead to right content and resources. The information pool should be well organised to provide quality results and appropriate information, which satisfy the search (Chapman & Macht, 2018). The topic pages should be able to guide the user to reach broader platform of the desired information in case they are not immediately able to locate the right...
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