Published on March 12, 2014
www.km-‐me.com info@km-‐me.com 1 Is Knowledge Management one of the Key Compe��ve Advantages Towards Excellence in the Government Sector Dr. Yousuf Al Suwaidi 2014 resources. KM process capabilities 1. Identification 2.Acquisition/ generation 3.Organization 4.Storage 5.Distribution/ sharing 7.Measurement KM Enablers 2.Management championship 1.IT support 3.Organizational culture 6.Application KM system at Dubai Courts resources. KM process capabilities 1.identification 2. acquisition/ generation 3.organization 4.storage 5.distribution/ sharing 7.measurement KM Enablers 2.Management championship 1.IT support 3.organizational culture 6.application KM system at Dubai Courts 1. Existing internal knowledge to be selected 2. Determining the experience to be ratified /converted to be knowledge 3. External sources of knowledge that can fulfill knowledge gaps 4. Relative importance of knowledge identified Relative importance of knowledge identified: S 1. Impacts achieving the strategic goal 2. Improving the experience of the customers and partners 3. Enhancing the effectiveness and efficiency of the provided services 4. Ease of implementation this include: time +cost +Human resources + degree of complication most important knowledge asset is legal and judicial knowledge embedded in high qualified professionals external knowledge that lies in litigants and collaboration with the other related agencies resources. KM process capabilities 1.Identification 2.Acquisition / Generation وتوليد اكتساب 3.Organization 4.Storage 5.Distribution/ Sharing 7.Measuremen t KM Enablers Management championship IT support 3.Organizational Culture 6.Application KM system at Dubai Courts creation, capturing or collaboration Knowledge is gained through a variety of means, including publications, conferences and meetings, projects experiences, research, and industry expertise. DC develops a KM database to consistently in a daily basis gather the ruling of the judges Appoint a knowledge coordinator in each unit DC library/ Emirates Identity Card/ electronic data exchange with other Gov agencies resources. KM process capabilities 1.Identification 2.Acquisition/ generation 2.Organization والتبويب التنظيم 4.Storage 5.Distribution/ sharing 7.Measurement KM Enablers 2.Management championship 2.IT support 3.Organizational culture 6.Application KM system at Dubai Courtsclassification, indexing and editing processes of the acquired knowledge to enhance efficiency/effectiveness of knowledge repossession / spreading Major classification is made based on DC organizational structure in order to better serve each functional unit’s need slide 6 An annual review through the internal excellence program to edit whether such information are updated to avoid redundancies and irrelevance, DC uses suitable approach, by using the colors index to indicate the status of documents Slide 7
www.km-‐me.com info@km-‐me.com 2 resources. KM process capabilities 1. Identification 2.Acquisition/ generation 3.Organization 4.Storage وحفظ تخزين 5.Distribution/ sharing 7.Measurement KM Enablers 2.Management championship 1.IT support 3.Organizational culture 6.Application KM system at Dubai Courts DC has established centralized knowledge storage by using database and KM portal to reduce both storage costs and space/ it encompass security aspects resources. KM process capabilities 1.identification 2.Acquisition/ generation 3.Organization 4.Storage 5.Distribution/ Sharing وتوصيل نشر 7.Measurement KM Enablers 2.Management championship 1.IT support 3.Organizational culture 6.Application KM system at Dubai Courts 1. One of the assessment criteria in the DC Excellence Awards which provides recognition and financial incentives awards 2. using a wide range of new technologies and facilities, DC manages to reduce the difficulty in knowledge sharing and to provide various options for different users to access the knowledge of their relevance. ensure all organizational members are aware of the availability of the tacit / explicit knowledge on hand. Distribution takes place across individuals, groups, departments or organizations 1. Professionals are usually reluctant to share tacit knowledge which is more valuable for organization. 2. Knowledge sharing or distribution may not be relevant to end users resources. KM process capabilities 1.identification 2.Acquisition/ generation 3.Organization 4.Storage 5.Distribution/ sharing 7.Measurement KM Enablers 2.Management championship 1.IT support 3.Organizational culture 6.Application تطبيقات KM at Dubai Courts Knowledge must be utilized or applied into practice to improve organizational performance. Slides 11.12.13 knowledge application can also trigger knowledge creation and initiate a new knowledge generation cycle Example of Knowledge Applications Laws publications Knowledge portal Manual of Services Subscribed E-Services
www.km-‐me.com info@km-‐me.com 3 resources. KM process capabilities identification acquisition/ generation organization storage distribution/ sharing Measurement وتقييم قياس KM Enablers Management championship IT support organizational culture application KM system at Dubai Courts 2.DC is also pioneering in measuring the organizational impact of KM in terms of efficiency and effectiveness by contrasting the working processes/activities before and after KM projects. Slide 18 1. IT monitors actual use of KM systems, especially in seeing how regular people who use them and whether they use again Slide 16 3.DC annually measures user opinions of the knowledge sources by a KM survey .The overall results indicated 82% level of satisfaction in 2012 and 92% in 2013 slide 17 Example of Knowledge Applications Laws 38939 publications 4735 Knowledge portal 1255693 Manual of Services 9050 Subscribed E-Services 117518 2013 Availability of knowledge and information in different channels Information accuracy Availability of knowledge and informationthat meet your needs and expectation Ease of using the sources of knowledge and information knowledge and information are updated Availability of effective and efficient sources for knowledge and information 33%29%29%35%32%35% 61% 61%61% 58%59%58% 5%9%8%5%7%5% 1%2%2%2%3%2% Users satisfaction of the knowledge sources 2013 very satisfy Satisfy Dissatisfy strongly dissatisfy 1. registration time for the transaction 5 minutes 2. Percentage of error 1% 1. registration time for the transaction 7 second (1191 saved working hours in 4 months 2. Percentage of error .03% Impact of Using Emirates Identity Authority Before After Linkage With other Public Agencies 1. Inquiry time about the trade license from 5 days 2. Inquiry time about the cars and the lands 10 days 3. Required processes 8 1. Inquiry time about the trade license 4 Minutes 2. Inquiry time about the cars and the lands one day 3. Required processes 5 Before After resources. KM process capabilities 1. Identification 2.Acquisition/ generation 3.Organization 4.Storage 5.Distribution/ sharing 7.Measurement KM Enablers 2.Management championship 1.IT support 3.Organizational culture 6.Application KM system at Dubai Courts IT department serves the primary role in securing the system; while each functional department is responsible to ensure the currency and accuracy of the content technologies enhance knowledge accessibility and the speed of knowledge transfer . Database and intranet, are frequently employed in KM activities to accelerate the quality and speed of knowledge creation and distribution of knowledge transfer
www.km-‐me.com info@km-‐me.com 4 resources. KM process capabilities identification acquisition/ generation organization storage distribution/ sharing measurement KM Enablers Management championship مؤسسي عمل منظومة وجود IT support organizational culture application KM system at Dubai Courts Due to fact the perfect alignment of knowledge management with the business strategy is a clear benchmark of success, therefore DC knowledge management strategy 2013-2015 was aligned with the DC business strategy 2012-2015 High committee chaired by Director General and Chief Justice takes ownership of KM in Dubai Courts resources. KM process capabilities 1.identification 2.Acquisition/ generation 3.Organization 4,.Storage 5.Distribution/ Sharing 7.Measurement KM Enablers 2.Management Championship 1.IT support 3.Organizational Culture مؤسسية ثقافه داعمة 6.Application KM system at Dubai Courts Recognition & Financial incentives played a major factor in encouraging DC staff to be involved in knowledge sharing DC focused on developing consistent processes to support best practice KM. As the information system help to revive and enrich the data-base of the judgments DC staff have recognized the value and importance of KM in relation to their work performance because KM is part of the main excellence criteria 1. Best approach to effective Km “centralized review with decentralized deployment” 2. The latest KM researches in Dubai public sector shows that trends towards gradual transfer the focus of KM programs from IT to HR, In my opinion to empower the KM to play a major role in public sector, then the KM focus must be strategically driven. 3. Despite the fact that many experts support the view that KM effectiveness is one of the key competitive advantages towards excellence in the Government Sector/ the answer to this will be hold until we have a solid linkage between the impact of the KM applications and the results of strategic performance indicators of the government sector Recommendations Constitution Laws Federal & Local Laws Civil Procedures Law Criminal Procedures Law Best Practices Internal Publications Internal Law Library Statistics and Key performance Indicators Smart Phones I Pad, I phones, Blackberry... International Treaties High Court Judicial Precedence Judge Verdict Records Case Management Systems Document Management System Judicial Training
www.km-‐me.com info@km-‐me.com 5 التميز حتقيق فئة دبي مبحاكم السنوية املعرفة ادارة معيار لألداء دبي ببرنامج زاملتمي احلكومي إدارة مجال في جهود للقاضي األداء على ذلك وأثرها املعرفة ، املؤلفات :املثال سبيل )على في املشاركات ، الورش تقدمي على املشاركات ، املؤمترات املنتديات على أو املعرفة بوابة فئة (إلخ .. املتخصصة واملواقع اخلامس املعيار املتميز القاضي املعرفة ادارة معيار الوظيفي التفوق بفئات باجلائزة واالداري الداخلية السنوية ةاملعرف ادارة تطبيقات تعزيز معايير دبي محاكم في املعرفة إدارة تطور ةاملعرف إدارة مهام تنظيم ةاملعرف إدارة قسم إنشاء املعرفة إدارة بوابة إطالق ةاإللكتروني ومجموعة السنوي الكتاب تدشني تاالصدارا من 2006 - 2008 ةاملعرف إدارة ربط ةاالستراتيجي باخلطة اخلطة ضمن كهدف ارتباطا 2011-2009 االستراتيجية من مجموعة وتطبيق استحداث ةاملعرفي واخلدمات املبادرات ةاملعرف اسبوع إطالق املعرفة إدارة بوابة إطالق (الثانية )املرحلة اإللكترونية إلكترونية تطبيقات تدشني ةاملعرف إدارة تدعم ةاملعرف إدارة مجلس إنشاء االستراتيجية اخلطة اعداد املعرفة الدارة 2015-2012 ادراجمبادراتاخلطة ضمن ةالتشغيلي إبداعية مبادرات تطوير املعرفة إلدارة جالنتائ ومتابعة 2009 - 20102011 - 2012 0 2 4 6 8 10 12 P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 P12 P13 P14 P15 P16 P17 P18 P19 P20 P21 Points Relative importance of knowledge sources identified
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