SUMNet Innovation Inc.

Functional knowledge mapping is a step by step process which supports details. It is very similar to Process Knowledge Mapping but Functional Knowledge Mapping stresses on the person in the position, instead of looking at the position. By using of this knowledge map we can list individual’s knowledge and social contacts which are related to the specific position. It also aids us to determine individuals having skills, experiences, academic educations and other resources which can be applicable in other areas or who may be useful or possessing knowledge about that position. Therefore Functional Knowledge Mapping creates an organizational directory of skills, knowledge, individual’s relationships and resources.

By comparing the difference between the Process and Functional Knowledge Maps, you can identify gaps between needed and actual: education, training, experience and resources, for people holding specific positions The Functional Knowledge Map can be used to create an organizational directory of skills, knowledge, contacts and resources.

Process Knowledge Mapping is a method of analysis to define the knowledge needed and the knowledge available to support a business process. It also analyzes a business process to identify decision milestones (where knowledge is needed), knowledge requirements (what knowledge is needed), routes for access and retrieval of knowledge through people and technology and gaps between required skills and current skills. In this kind of project, we can identify individual organizational processes and their steps, the position of the person performing the step, main skills and training which the person should have it in specific position, experiences and expertise for position, needed resources and procedures or actions that should be carried out by applying it. In the other words, we use process analysis in this technique to map knowledge.

Process Knowledge Mapping is a detailed step-by step process in which you identify: • Individual organizational processes • Each specific step in each organizational process • The position of the person performing the step • Core skills/training the person in that position should have • Preferred experience/expertise for that position • Resources required for that step • The actions/procedures to be carried out

Provides a snapshot of the actual functional processes your organization uses, as well as detailed views of the work being carried out. It provides descriptions of position-specific requirements such as: • Academic education requirements • Special training requirements • Experience requirements • Resource needs • Job descriptions

Social Network Analysis (SNA) can be defined as a map and a measuring of relationships and flows between people, groups, and organizations. The nodes in the network are the people and groups and the links show relationships or flows between the nodes. Its focus is on people, not information.

SNA provides both a visual and a mathematical analysis of complex human systems. It is one of the methods used to understand networks and their participants are to evaluate the location of actors in the network.

SNA try to understand how tacit knowledge was broadcasted and how it can be improved. SNA also enable managers to understand and exhibit thousand relations which facilitate or prevent creation or transfer knowledge. After doing SNA we can answer to these questions • How does information flow in an organization? • To whom do people turn for advice? • Have subgroups emerged that are sharing what they know as effectively as they should?

Information flow analysis determines who is accessing what information resources and how often by researching in organization’s functional process and informal networks.

Complex computer programs can track this for you automatically: database access, e-mail, web access. Some techniques can provide the same information.

Examples of them may be using sign-out sheets to capture real world usage information and taking advantage of questionnaires and interviews which include these questions about a specific topic: • Where do you refer when you need information on it? • What resources do you use on it most of the time? • Who or where do you submit information on it to?

Yellow Paging is a structural collection of data and documents about people in an organization. It is an effective way to know who knows what in an organization.

The purpose of yellow pages is to facilitate communication and knowledge sharing (expertise and skills) between individuals and groups of people in organizations.

Yellow Paging is simply indexing and then categorizing your organization’s knowledge resources into a directory, including:

• Documents / books / videos • Computer systems / inter-intranets / databases / files • Organizational partners / contacts • Personnel • Position • Skills • Experience • Interests • Groups / Networks • Contacts