Hub You - Business

A Cheap and Effective Way for Marketing and Advertising a Business
Have you started your new business? Now, this is the main question how will you get customer that purchase from your shop or know about your product. There are hundreds of different ways you can sell or advertise your product. But all some are very expensive and some are cheap but useless. Now I am going to give you brief idea about one important, less expensive, effective and eye catching technique that will raise your business selling to the position that you expect.Now tell me which is the most common thing that people want in office, at home, at school, at college, in exam, etc. of course a PEN. Have you ever thought that a single pen can used as a marketing person that go door to door and hand to hand and advertise your product. This is the simplest way and initial way to make your product famous.This pen is called Promotional Pen, Logo Pen, Promotional Pencil or Logo Pencils. Pencil also used a promotional product to promote your business. Where to find Promotional Pens that imprint your business or logo on pens? To find promotional pens provider you can use any most popular search engines like Google.com, Yahoo or MSN. You will find hundreds of companies that provide promotional pen service. Now you have to look at the pens available on the site and select and contact them directly. Price may vary from one website to another so smart thing is to visit number of website and select which one is cheap but reliable.Many big companies use promotional product even though they are well know. So, promotional pen is best choice for advertising your product.

out identifying, finding, and tracking knowledge in all forms

Recognise and locate knowledge in a wide variety of forms: tacit, explicit, formal, informal, codified, personalised, internal, external, and permanent

Knowledge is found in processes, relationships, policies, people, documents, conversations, links and context, and even with partners

It should be up-to-date and accurate

K-mapping - key questions

Knowledge map provides an assessment of existing and required knowledge and information in the following categories:

What knowledge is needed for work?

Who needs what?

Who has it?

Where does it reside?

Is the knowledge tacit or explicit?

What issues does it address?

How to make sure that the K-mapping will be used in an organisation?

Note:

K-maps should be easily accessible to all in the organisation

It should be easy to understand, update and evolve

It should be updated regularly

It should be an ongoing process since knowledge landscapes are continuously shifting and evolving

Offline Readings:

K-mapping tools

K-mapping tool selection

Creating knowledge maps by exploiting dependent relationships

Creating knowledge structure map?

White pages

KM jargon and glossary

Online Resource:

http://www.knowledgemap.co.uk

http://www.smithweaversmith.com/knowledg2.htm

http://www.voght.com/cgi-bin/pywiki?KnowledgeMapping

http://www.knowledgeboard.com/cgi-bin/item.cgi?id=105804&d=744&h=746&f=745

http://www.orgnet.com/IHRIM.html

K-mapping Tools:

MindMapping (http://www.mindjet.com/) Click here to install (need to ask the vendor for trial serial number)

Inspiration (http://www.engagingminds.com/inspiration/descript.html) Click here to install

IHMC (http://cmap.ihmc.us/) Click here to install (need to have .NET Framework and JavaRunTime installed in you
Create Brochures For Your Businesss That Get Results
A company brochure, done correctly, adds legitimacy to any small business. If you are a new entrepreneur who is just getting started, you may not have money available in the budget to pay a professional to produce company brochures. However, with a word processing program, careful writing and attention to the tips below, you can produce professional looking brochures that will speak directly to prospects and win new business.I. Make the brochure cover attractive Your brochure cover must be attractive and so compelling that prospective clients want to open it and continue reading. Use appropriate graphics and evocative titles that clearly state what the brochure is about.II. Your brochure copy should be logical Be sure the information flows smoothly. Does it have a beginning, middle and an end?III. Make your brochure easy to read Eliminate technical jargon and over used buzz words such as "solutions". Have someone unfamiliar with your line of business read your brochure copy. Ask whether the information was clear to them and consider incorporating any suggestions offered.IV. Triple check for spelling and grammatical errors Misspelled words and grammatical errors immediately signal "amateur".V. Hold your prospect's attention by speaking directly to him or her Clearly state how your product or service can benefit the reader. What makes yours the precise thing that will fill your prospect's need or solve his or her problem?You must let your prospective client know what they can do to get a hold of your product or service.What number can they call? Should he or she make an appointment, visit a phys
This module focuses on the basics of Knowledge Mapping, its importance, principles, and methodologies.
Key Questions
- What is K-map?
- What does the K-map show, and what do we map?
- Why is K-mapping so important?
- What are some of the key principles, methodologies, and questions for K-mapping?
- How do we create K-map?
Background
Each of the past centuries has been dominated by single technology. The eighteenth century was the time of the great mechanical systems accompanying the Industrial Revolution. The nineteenth century was the age of steam engine. After these, the key technology has been information gathering, processing and distribution. Among other developments, the installation of world wide telephone networks, the invention of radio and television, the birth and unprecedented growth of the computer industry and the launching of communication satellites are significant. Now people started to think that only information is not enough, what matters is Knowledge. So there has been seen shift from Information to Knowledge.
A bit of information without context and interpretation is data such as numbers, symbols.
Information is a set of data with context and interpretation. Information is the basis for knowledge.
Knowledge is a set of data and information, to which is added expert opinion and experience, to result in a valuable asset which can be used or applied to aid decision making. Knowledge may be explicit and/or tacit, individual and/or collective.
The term -Knowledge Mapping- seems to be relatively new, but it is not. We have been practising this in our everyday life, just what we are not doing is - we are not documenting it, and we are not doing it in a systematic way. Knowledge Mapping is all about keeping a record of information and knowledge you need such as where you can get it from, who holds it, whose expertise is it, and so on. Say, you need to find something at your home or in your room, you can find it in no time because you have almost all the information/knowledge about -what is where- and -who knows what- at your home. It is a sort of map set in your mind about your home. But, to set such a map about your organisation and organisational knowledge in your mind is almost impossible. This is where K-map becomes handy and shows details of every bit of knowledge that exists within the organisation including location, quality, and accessibility; and knowledge required to run the organisation smoothly - hence making you able to find out your required knowledge easily and efficiently.
Below are some of the definitions:
It's an ongoing quest within an organization (including its supply and customer chain) to help discover the location, ownership, value and use of knowledge artifacts, to learn the roles and expertise of people, to identify constraints to the flow of knowledge, and to highlight opportunities to leverage existing knowledge.
Knowledge mapping is an important practice consisting of survey, audit, and synthesis. It aims to track the acquisition and loss of information and knowledge. It explores personal and group competencies and proficiencies. It illustrates or "maps" how knowledge flows throughout an organization. Knowledge mapping helps an organization to appreciate how the loss of staff influences intellectual capital, to assist with the selection of teams, and to match technology to knowledge needs and processes.
- Denham Grey
Knowledge mapping is about making knowledge that is available within an organisation transparent, and is about providing the insights into its quality.
- Willem-Olaf Huijsen, Samuel J. Driessen, Jan W. M. Jacobs
Knowledge mapping is a process by which organisations can identify and categorise knowledge assets within their organisation - people, processes, content, and technology. It allows an organisation to fully leverage the existing expertise resident in the organisation, as well as identify barriers and constraints to fulfilling strategic goals and objectives. It is constructing a roadmap to locate the information needed to make the best use of resourses, independent of source or form.
-W. Vestal, APQC, 2002
(American Productivity & Quality Center)
Knowledge Map describes what knowledge is used in a process, and how it flows around the process. It is the basis for determining knowledge commonality, or areas where similar knowledge is used across multiple process. Fundamentally, a process knowledge map cntains information about the organisation?s knowledge. It describes who has what knowledge (tacit), where the knowledge resides (infrastructure), and how the knowledge is transferred or disseminated (social).
-IBM Global Services
How are the Knowledge Maps created?
Knowledge maps are created by transferring tacit and explicit knowledge into graphical formats that are easy to understand and interpret by the end users, who may be managers, experts, system developers, or anybody.
Basic steps in creating K-maps:
Basic steps - creating K-maps for specific task
- The outcomes of the entire process, and their contributions to the key organisational activities
- Logical sequences of all the activities needed to achieve the goal
- Knowledge required for each activity {gives the knowledge gap}
- Human resource required to undertake each activity {shows if recruitment is needed}
What do we map?
The followings are the objects we map:
- Explicit knowledge
- Tacit knowledge
- Tacit organisational process knowledge
- Explicit organisational process knowledge
What do the knowledge maps show?
Knowledge map shows the sources, flows, constraints, and sinks of knowledge within an organisation. It is a navigational aid to both explicit information and tacit knowledge, showing the importance and the relationships between knowledge stores and the dynamics. The following list will be more illustrative in this regard:
- Available knowledge resources
- Knowledge clusters and communities
- Who uses what knowledge resources
- The paths of knowledge exchange
- The knowledge lifecycle
- What we know we don?t know (knowledge gap)
Activity: 1
>> Can you create your personal knowledge map which shows the types and location of knowledge resources you use, the channels you use to access knowledge?
Where does knowledge reside?
Knowledge can be found in
- Correspondents, internal documents
- Library
- Archives (past project documents, proposals)
- Meetings
- Best practices
- Experience
- Corporate memory
Activity: 2
>> What are the other places where you can find knowledge?
What are the other things to be mapped?
Benefits of K-mapping
In many organisations there is a lack of transparency of organisation wide knowledge. Valuable knowledge is often not used because people do not know it exists, even if they know the knowledge exists, they may not know where. These issues lead to the knowledge mapping. Followings are some of the key reasons for doing the knowledge mapping:
- to find key sources of knowledge creation
- to encourage reuse and prevent reinvention
- to find critical information quickly
- to highlight islands of expertise
- to provide an inventory and evaluation of intellectual and intangible assets
- to improve decision making and problem solving by providing applicable information
- to provide insights into corporate knowledge
The map also serves as the continuously evolving organisational memory, capturing and integrating the key knowledge of an organisation. It enables employees learning through intuitive navigation and interrogation of the information in the map, and through the creation of new knowledge through the discovery of new relationships. Simply speaking, K-map gives employees not only -know what-, but also -know how-.
Key principles of Knowledge Mapping
- Because of their power, scope, and impact, the creation of organisational-level knowledge map requires senior management support as well as careful planning
- Share your knowledge about identifying, finding, and tracking knowledge in all forms
- Recognise and locate knowledge in a wide variety of forms: tacit, explicit, formal, informal, codified, personalised, internal, external, and permanent
- Knowledge is found in processes, relationships, policies, people, documents, conversations, links and context, and even with partners
- It should be up-to-date and accurate
K-mapping - key questions
Knowledge map provides an assessment of existing and required knowledge and information in the following categories:
- What knowledge is needed for work?
- Who needs what?
- Who has it?
- Where does it reside?
- Is the knowledge tacit or explicit?
- What issues does it address?
- How to make sure that the K-mapping will be used in an organisation?
Note:
- K-maps should be easily accessible to all in the organisation
- It should be easy to understand, update and evolve
- It should be updated regularly
- It should be an ongoing process since knowledge landscapes are continuously shifting and evolving
Offline Readings:
- K-mapping tools
- K-mapping tool selection
- Creating knowledge maps by exploiting dependent relationships
- Creating knowledge structure map?
- White pages
- KM jargon and glossary
Online Resource:
- http://www.knowledgemap.co.uk
- http://www.smithweaversmith.com/knowledg2.htm
- http://www.voght.com/cgi-bin/pywiki?KnowledgeMapping
- http://www.knowledgeboard.com/cgi-bin/item.cgi?id=105804&d=744&h=746&f=745
- http://www.orgnet.com/IHRIM.html
K-mapping Tools:
- MindMapping (http://www.mindjet.com/) Click here to install (need to ask the vendor for trial serial number)
- Inspiration (http://www.engagingminds.com/inspiration/descript.html) Click here to install
- IHMC (http://cmap.ihmc.us/) Click here to install (need to have .NET Framework and JavaRunTime installed in your
  Buy A Business And Expand It Almost Overnight With This Secret Not Taught In The Business Schools
  If you are planning to buy a business some day, or if you already have one, and want to know a secret way to expand quickly without begging a bank or lender for the money, then this article will show you how.I recently did an interview about buying businesses and a guy from Florida emailed the following question in:"I have a small electronics business and am going through a huge growth spurt and need to figure out how to get financing to keep up with demand. We are growing real fast and can’t get money from our bank because they said our balance is too low. We are spending all our available cash on product purchase. We have a classic problem of too much success and no funding. We could lose some big sales for lack of capital. All our customers are large corporations like Proctor & Gamble, Hilton, Hewlitt Packard, et cetera. What can we do?"My answer to him was simple and the only answer to his problem: The easiest thing to do on a deal like that is bring an investor in because...whether it’s a million, two million, five million, whatever the amount is...there’s either one person or three or four persons that will come in.Again, this is not going to be a loan...it’s going to be equity financing. In other words, you’re going to give them part of your company.But don't let that scare or stop you. Because most investors -- at least the ones I work with -- don’t want to own common stock in your company. They want to own preferred stock.If you own the type of corporation that allows preferred stock, you’re going to find they’re not in a voting position (except in rare circumstances). All of which means you still own 100 percent of the company. Yo
  p about your organisation and organisational knowledge in your mind is almost impossible. This is where K-map becomes handy and shows details of every bit of knowledge that exists within the organisation including location, quality, and accessibility; and knowledge required to run the organisation smoothly - hence making you able to find out your required knowledge easily and efficiently.
  Below are some of the definitions:
  It's an ongoing quest within an organization (including its supply and customer chain) to help discover the location, ownership, value and use of knowledge artifacts, to learn the roles and expertise of people, to identify constraints to the flow of knowledge, and to highlight opportunities to leverage existing knowledge.
  Knowledge mapping is an important practice consisting of survey, audit, and synthesis. It aims to track the acquisition and loss of information and knowledge. It explores personal and group competencies and proficiencies. It illustrates or "maps" how knowledge flows throughout an organization. Knowledge mapping helps an organization to appreciate how the loss of staff influences intellectual capital, to assist with the selection of teams, and to match technology to knowledge needs and processes.
  - Denham Grey
  Knowledge mapping is about making knowledge that is available within an organisation transparent, and is about providing the insights into its quality.
  - Willem-Olaf Huijsen, Samuel J. Driessen, Jan W. M. Jacobs
  Knowledge mapping is a process by which organisations can identify and categorise knowledge assets within their organisation - people, processes, content, and technology. It allows an organisation to fully leverage the existing expertise resident in the organisation, as well as identify barriers and constraints to fulfilling strategic goals and objectives. It is constructing a roadmap to locate the information needed to make the best use of resourses, independent of source or form.
  -W. Vestal, APQC, 2002
  (American Productivity & Quality Center)
  Knowledge Map describes what knowledge is used in a process, and how it flows around the process. It is the basis for determining knowledge commonality, or areas where similar knowledge is used across multiple process. Fundamentally, a process knowledge map cntains information about the organisation?s knowledge. It describes who has what knowledge (tacit), where the knowledge resides (infrastructure), and how the knowledge is transferred or disseminated (social).
  -IBM Global Services
  How are the Knowledge Maps created?
  Knowledge maps are created by transferring tacit and explicit knowledge into graphical formats that are easy to understand and interpret by the end users, who may be managers, experts, system developers, or anybody.
  Basic steps in creating K-maps:
  Basic steps - creating K-maps for specific task
  - The outcomes of the entire process, and their contributions to the key organisational activities
  - Logical sequences of all the activities needed to achieve the goal
  - Knowledge required for each activity {gives the knowledge gap}
  - Human resource required to undertake each activity {shows if recruitment is needed}
  What do we map?
  The followings are the objects we map:
  - Explicit knowledge
  - Tacit knowledge
  - Tacit organisational process knowledge
  - Explicit organisational process knowledge
  What do the knowledge maps show?
  Knowledge map shows the sources, flows, constraints, and sinks of knowledge within an organisation. It is a navigational aid to both explicit information and tacit knowledge, showing the importance and the relationships between knowledge stores and the dynamics. The following list will be more illustrative in this regard:
  - Available knowledge resources
  - Knowledge clusters and communities
  - Who uses what knowledge resources
  - The paths of knowledge exchange
  - The knowledge lifecycle
  - What we know we don?t know (knowledge gap)
  Activity: 1
  >> Can you create your personal knowledge map which shows the types and location of knowledge resources you use, the channels you use to access knowledge?
  Where does knowledge reside?
  Knowledge can be found in
  - Correspondents, internal documents
  - Library
  - Archives (past project documents, proposals)
  - Meetings
  - Best practices
  - Experience
  - Corporate memory
  Activity: 2
  >> What are the other places where you can find knowledge?
  What are the other things to be mapped?
  Benefits of K-mapping
  In many organisations there is a lack of transparency of organisation wide knowledge. Valuable knowledge is often not used because people do not know it exists, even if they know the knowledge exists, they may not know where. These issues lead to the knowledge mapping. Followings are some of the key reasons for doing the knowledge mapping:
  - to find key sources of knowledge creation
  - to encourage reuse and prevent reinvention
  - to find critical information quickly
  - to highlight islands of expertise
  - to provide an inventory and evaluation of intellectual and intangible assets
  - to improve decision making and problem solving by providing applicable information
  - to provide insights into corporate knowledge
  The map also serves as the continuously evolving organisational memory, capturing and integrating the key knowledge of an organisation. It enables employees learning through intuitive navigation and interrogation of the information in the map, and through the creation of new knowledge through the discovery of new relationships. Simply speaking, K-map gives employees not only -know what-, but also -know how-.
  Key principles of Knowledge Mapping
  - Because of their power, scope, and impact, the creation of organisational-level knowledge map requires senior management support as well as careful planning
  - Share your knowledge about identifying, finding, and tracking knowledge in all forms
  - Recognise and locate knowledge in a wide variety of forms: tacit, explicit, formal, informal, codified, personalised, internal, external, and permanent
  - Knowledge is found in processes, relationships, policies, people, documents, conversations, links and context, and even with partners
  - It should be up-to-date and accurate
  K-mapping - key questions
  Knowledge map provides an assessment of existing and required knowledge and information in the following categories:
  - What knowledge is needed for work?
  - Who needs what?
  - Who has it?
  - Where does it reside?
  - Is the knowledge tacit or explicit?
  - What issues does it address?
  - How to make sure that the K-mapping will be used in an organisation?
  Note:
  - K-maps should be easily accessible to all in the organisation
  - It should be easy to understand, update and evolve
  - It should be updated regularly
  - It should be an ongoing process since knowledge landscapes are continuously shifting and evolving
  Offline Readings:
  - K-mapping tools
  - K-mapping tool selection
  - Creating knowledge maps by exploiting dependent relationships
  - Creating knowledge structure map?
  - White pages
  - KM jargon and glossary
  Online Resource:
  - http://www.knowledgemap.co.uk
  - http://www.smithweaversmith.com/knowledg2.htm
  - http://www.voght.com/cgi-bin/pywiki?KnowledgeMapping
  - http://www.knowledgeboard.com/cgi-bin/item.cgi?id=105804&d=744&h=746&f=745
  - http://www.orgnet.com/IHRIM.html
  K-mapping Tools:
  - MindMapping (http://www.mindjet.com/) Click here to install (need to ask the vendor for trial serial number)
  - Inspiration (http://www.engagingminds.com/inspiration/descript.html) Click here to install
  - IHMC (http://cmap.ihmc.us/) Click here to install (need to have .NET Framework and JavaRunTime installed in you
    Growing Your Business With Marketing Gifts
    The results are in and it’s official. Everyone loves a gift. And despite the fact that most people believe you never get something for nothing, most people are happy to accept the free marketing gifts handed out by the companies with whom they do business. Marketing gifts can be a keystone in your branding and marketing strategy and help you grow your business by leaps and bounds. All it takes is some strategic planning to reap the benefits of printing your name on some nifty little tchotchkes.What you can do with marketing gifts - Entice new customers by offering them a free gift for trying your services or product - Reward your current customers with little thank you gifts and reminders that they’re appreciated - Build name recognition by exposing your current and potential customers to your logo and business information - Supplement your media advertising by finding a permanent home in the homes of your target market.Adverts and flyers are often tossed in the dustbin as soon as they’re opened – if they even make it that far. By contrast, when you give your customers something that they’ll use and enjoy, it will stick around, sometimes for years. A coffee mug with your logo on it, a key ring to hold the spare house keys, the calendar you check every day – each of these represents an opportunity for you to put your name in front of your customer, sometimes many times a day.How to Choose Marketing Gifts The key is to give away marketing gifts that people will really use, without breaking your budget. If you can be clever into the mix, you’re far ahead of the game. Some of the most popular marketing gifts in circulation are:1. Calendars are sent out by n
    is used across multiple process. Fundamentally, a process knowledge map cntains information about the organisation?s knowledge. It describes who has what knowledge (tacit), where the knowledge resides (infrastructure), and how the knowledge is transferred or disseminated (social).
    -IBM Global Services
    How are the Knowledge Maps created?
    Knowledge maps are created by transferring tacit and explicit knowledge into graphical formats that are easy to understand and interpret by the end users, who may be managers, experts, system developers, or anybody.
    Basic steps in creating K-maps:
    Basic steps - creating K-maps for specific task
    - The outcomes of the entire process, and their contributions to the key organisational activities
    - Logical sequences of all the activities needed to achieve the goal
    - Knowledge required for each activity {gives the knowledge gap}
    - Human resource required to undertake each activity {shows if recruitment is needed}
    What do we map?
    The followings are the objects we map:
    - Explicit knowledge
    - Tacit knowledge
    - Tacit organisational process knowledge
    - Explicit organisational process knowledge
    What do the knowledge maps show?
    Knowledge map shows the sources, flows, constraints, and sinks of knowledge within an organisation. It is a navigational aid to both explicit information and tacit knowledge, showing the importance and the relationships between knowledge stores and the dynamics. The following list will be more illustrative in this regard:
    - Available knowledge resources
    - Knowledge clusters and communities
    - Who uses what knowledge resources
    - The paths of knowledge exchange
    - The knowledge lifecycle
    - What we know we don?t know (knowledge gap)
    Activity: 1
    >> Can you create your personal knowledge map which shows the types and location of knowledge resources you use, the channels you use to access knowledge?
    Where does knowledge reside?
    Knowledge can be found in
    - Correspondents, internal documents
    - Library
    - Archives (past project documents, proposals)
    - Meetings
    - Best practices
    - Experience
    - Corporate memory
    Activity: 2
    >> What are the other places where you can find knowledge?
    What are the other things to be mapped?
    Benefits of K-mapping
    In many organisations there is a lack of transparency of organisation wide knowledge. Valuable knowledge is often not used because people do not know it exists, even if they know the knowledge exists, they may not know where. These issues lead to the knowledge mapping. Followings are some of the key reasons for doing the knowledge mapping:
    - to find key sources of knowledge creation
    - to encourage reuse and prevent reinvention
    - to find critical information quickly
    - to highlight islands of expertise
    - to provide an inventory and evaluation of intellectual and intangible assets
    - to improve decision making and problem solving by providing applicable information
    - to provide insights into corporate knowledge
    The map also serves as the continuously evolving organisational memory, capturing and integrating the key knowledge of an organisation. It enables employees learning through intuitive navigation and interrogation of the information in the map, and through the creation of new knowledge through the discovery of new relationships. Simply speaking, K-map gives employees not only -know what-, but also -know how-.
    Key principles of Knowledge Mapping
    - Because of their power, scope, and impact, the creation of organisational-level knowledge map requires senior management support as well as careful planning
    - Share your knowledge about identifying, finding, and tracking knowledge in all forms
    - Recognise and locate knowledge in a wide variety of forms: tacit, explicit, formal, informal, codified, personalised, internal, external, and permanent
    - Knowledge is found in processes, relationships, policies, people, documents, conversations, links and context, and even with partners
    - It should be up-to-date and accurate
    K-mapping - key questions
    Knowledge map provides an assessment of existing and required knowledge and information in the following categories:
    - What knowledge is needed for work?
    - Who needs what?
    - Who has it?
    - Where does it reside?
    - Is the knowledge tacit or explicit?
    - What issues does it address?
    - How to make sure that the K-mapping will be used in an organisation?
    Note:
    - K-maps should be easily accessible to all in the organisation
    - It should be easy to understand, update and evolve
    - It should be updated regularly
    - It should be an ongoing process since knowledge landscapes are continuously shifting and evolving
    Offline Readings:
    - K-mapping tools
    - K-mapping tool selection
    - Creating knowledge maps by exploiting dependent relationships
    - Creating knowledge structure map?
    - White pages
    - KM jargon and glossary
    Online Resource:
    - http://www.knowledgemap.co.uk
    - http://www.smithweaversmith.com/knowledg2.htm
    - http://www.voght.com/cgi-bin/pywiki?KnowledgeMapping
    - http://www.knowledgeboard.com/cgi-bin/item.cgi?id=105804&d=744&h=746&f=745
    - http://www.orgnet.com/IHRIM.html
    K-mapping Tools:
    - MindMapping (http://www.mindjet.com/) Click here to install (need to ask the vendor for trial serial number)
    - Inspiration (http://www.engagingminds.com/inspiration/descript.html) Click here to install
    - IHMC (http://cmap.ihmc.us/) Click here to install (need to have .NET Framework and JavaRunTime installed in you
      Projects Cost More As Interest Rate Rises
      The last time Inflation was above 4% interest rates were 11%, Terry Waite had just been released and it was the 17th of November 1991. In business terms many lifetimes ago. Whether the Bank of England will raise interest rates to 11% to achieve Gordon Brown’s mandate I will leave to the Money markets to speculate. It is unlikely that interest rates and hence the cost of capital will return the “lowest rates in 30 years” within the next two years.Within the context of Business’ implementing projects how should they respond to the changing environment? Those industries with capital intensive projects; Construction, Supply Chain related (warehousing, logistics, stock management) and IT Systems (ERP never cost less than a ?1.0m to implement) will be impacted most and what can we learn from their processes? Below is a five step process which will aid management teams to focus their attention on the key tasks.Stage One, demands a review of the projects applying the benefits ratio matrix below. This enables the management team to classify projects in order that they can be compared not in absolute terms (Amount the project is spending) but relative to the Capital Expenditure Budget and the benefits ratios the project will achieve. Each project is re-evaluated and the figures calculated and placed in the grid below.Once collated all the projects are then classifiedStage 2 - The project triage aims to determine how a project should be managed □ Stopping those projects which are capital intensive and will not drive the required rate of return given the increase in Cost of Capital. □ Starting those projects which provide a higher return, bringing forward projects th
      nowledge exchange
    - The knowledge lifecycle
    - What we know we don?t know (knowledge gap)
    Activity: 1
    >> Can you create your personal knowledge map which shows the types and location of knowledge resources you use, the channels you use to access knowledge?
    Where does knowledge reside?
    Knowledge can be found in
    - Correspondents, internal documents
    - Library
    - Archives (past project documents, proposals)
    - Meetings
    - Best practices
    - Experience
    - Corporate memory
    Activity: 2
    >> What are the other places where you can find knowledge?
    What are the other things to be mapped?
    Benefits of K-mapping
    In many organisations there is a lack of transparency of organisation wide knowledge. Valuable knowledge is often not used because people do not know it exists, even if they know the knowledge exists, they may not know where. These issues lead to the knowledge mapping. Followings are some of the key reasons for doing the knowledge mapping:
    - to find key sources of knowledge creation
    - to encourage reuse and prevent reinvention
    - to find critical information quickly
    - to highlight islands of expertise
    - to provide an inventory and evaluation of intellectual and intangible assets
    - to improve decision making and problem solving by providing applicable information
    - to provide insights into corporate knowledge
    The map also serves as the continuously evolving organisational memory, capturing and integrating the key knowledge of an organisation. It enables employees learning through intuitive navigation and interrogation of the information in the map, and through the creation of new knowledge through the discovery of new relationships. Simply speaking, K-map gives employees not only -know what-, but also -know how-.
    Key principles of Knowledge Mapping
    - Because of their power, scope, and impact, the creation of organisational-level knowledge map requires senior management support as well as careful planning
    - Share your knowledge about identifying, finding, and tracking knowledge in all forms
    - Recognise and locate knowledge in a wide variety of forms: tacit, explicit, formal, informal, codified, personalised, internal, external, and permanent
    - Knowledge is found in processes, relationships, policies, people, documents, conversations, links and context, and even with partners
    - It should be up-to-date and accurate
    K-mapping - key questions
    Knowledge map provides an assessment of existing and required knowledge and information in the following categories:
    - What knowledge is needed for work?
    - Who needs what?
    - Who has it?
    - Where does it reside?
    - Is the knowledge tacit or explicit?
    - What issues does it address?
    - How to make sure that the K-mapping will be used in an organisation?
    Note:
    - K-maps should be easily accessible to all in the organisation
    - It should be easy to understand, update and evolve
    - It should be updated regularly
    - It should be an ongoing process since knowledge landscapes are continuously shifting and evolving
    Offline Readings:
    - K-mapping tools
    - K-mapping tool selection
    - Creating knowledge maps by exploiting dependent relationships
    - Creating knowledge structure map?
    - White pages
    - KM jargon and glossary
    Online Resource:
    - http://www.knowledgemap.co.uk
    - http://www.smithweaversmith.com/knowledg2.htm
    - http://www.voght.com/cgi-bin/pywiki?KnowledgeMapping
    - http://www.knowledgeboard.com/cgi-bin/item.cgi?id=105804&d=744&h=746&f=745
    - http://www.orgnet.com/IHRIM.html
    K-mapping Tools:
    - MindMapping (http://www.mindjet.com/) Click here to install (need to ask the vendor for trial serial number)
    - Inspiration (http://www.engagingminds.com/inspiration/descript.html) Click here to install
    - IHMC (http://cmap.ihmc.us/) Click here to install (need to have .NET Framework and JavaRunTime installed in you
      When to Use a Business Card
      While business cards aren’t all that expensive, they can be quite a lot of trouble. You have to go to all the trouble of deciding what to put on them, either designing them or getting someone to design them for you, and then taking the finished design to the printer. And then you have to do it again every time you change your phone number, job title or whatever! So why go through all that? What’s the point?Well, there are lots of good reasons why you should carry business cards with you wherever you go. For one, it’s a way of giving out all your contact details quickly and easily – you don’t have to worry about scraps of paper and pens, and you don’t have to worry about giving your email address out to someone over the phone later on, because it’s all there on the card.Having business cards to hand also shows that you’re not just some cowboy – you’re serious about what you do, you’ve invested in it, and you’re a professional. When someone is on the fence about you, a good business card can convince them that you’re worth trusting.If you’re going to a tradeshow, conference or fair, business cards are very important, as you’re likely to meet hundreds or even thousands of people and have masses of half-remembered conversations. If you use business cards well by making notes on the back of them saying what you spoke to the person about, it can help you to get much more out of these kinds of events than you otherwise would.Giving business cards to people makes them much more likely to give you theirs in return, which can be very useful – if you really want someone’s details, giving them your own first creates an obligation, unless they’re planning to cause a scene by handing your car
      out identifying, finding, and tracking knowledge in all forms
    - Recognise and locate knowledge in a wide variety of forms: tacit, explicit, formal, informal, codified, personalised, internal, external, and permanent
    - Knowledge is found in processes, relationships, policies, people, documents, conversations, links and context, and even with partners
    - It should be up-to-date and accurate
    K-mapping - key questions
    Knowledge map provides an assessment of existing and required knowledge and information in the following categories:
    - What knowledge is needed for work?
    - Who needs what?
    - Who has it?
    - Where does it reside?
    - Is the knowledge tacit or explicit?
    - What issues does it address?
    - How to make sure that the K-mapping will be used in an organisation?
    Note:
    - K-maps should be easily accessible to all in the organisation
    - It should be easy to understand, update and evolve
    - It should be updated regularly
    - It should be an ongoing process since knowledge landscapes are continuously shifting and evolving
    Offline Readings:
    - K-mapping tools
    - K-mapping tool selection
    - Creating knowledge maps by exploiting dependent relationships
    - Creating knowledge structure map?
    - White pages
    - KM jargon and glossary
    Online Resource:
    - http://www.knowledgemap.co.uk
    - http://www.smithweaversmith.com/knowledg2.htm
    - http://www.voght.com/cgi-bin/pywiki?KnowledgeMapping
    - http://www.knowledgeboard.com/cgi-bin/item.cgi?id=105804&d=744&h=746&f=745
    - http://www.orgnet.com/IHRIM.html
    K-mapping Tools:
    - MindMapping (http://www.mindjet.com/) Click here to install (need to ask the vendor for trial serial number)
    - Inspiration (http://www.engagingminds.com/inspiration/descript.html) Click here to install
    - IHMC (http://cmap.ihmc.us/) Click here to install (need to have .NET Framework and JavaRunTime installed in your computer)
    - knetmap (http://www.knetmap.com/)
    - The Salamander Organization (http://www.tsorg.com/salamander/SalamanderAbout.htm)
    - Intellix (http://www.intellix.com/)
    - List of the tools can be found at http://www.voght.com/cgi-bin/pywiki?KmMapTools or here off-line
    (Learn more about KM tool selection at http://www.voght.com/cgi-bin/pywiki?KmToolSelection or here off-line)
    ________________________________________
    Categorised K-mapping
    Social Network Mapping:
    This shows networks of knowledge and patterns of interaction among members, groups, organisations, and other social entities who knows who, who goes to whom for help and advice, where the information enters and leaves the groups or organisation, which forums and communities of practice are operational and generating new knowledge.
    Competency Mapping:
    With this kind of mapping, one can create a competency profile with skill, positions, and even career path of an individual. And, this can also be converted into the ?organisational yellow pages? which enables employees to find needed expertise in people within the organisation.
    Process-based Knowledge Mapping:
    This shows knowledge and sources of knowledge for internal as well as external organisational processes and procedures. This includes tacit knowledge (knowledge in people such as know-how, and experience) and explicit knowledge (codified knowledge such as that in document).
    Conceptual Knowledge Mapping:
    Also sometimes called -taxonomy-, it is a method of hierarchically organising and classifying content. This involves in labelling pieces of knowledge and relationships between them. A concept can be defined as any unit of thought, any idea that forms in our mind [Gertner, 1978]. Often, nouns are used to refer to concepts [Roche, 2002]. Relations form a special class of concepts [Sowa, 1984]: they describe connections between other concepts. One of the most important relations between concepts is the hierarchical relation (subsumption), in which one concept (superconcept) is more general than another concept (subconcept) like Natural Resource Management and Watershed Management. This mapping should be able to relate similar kind of projects and workshops conducting/conducted by two different departments, making them more integrated.
    Knowledge is power, broadly accessible, understandable, and shared knowledge is even more powerful!

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