This checklist has been created to help individuals/groups and organizations to improve their use and retention of knowledge, information and data to maintain and increase productivity and services.

This guide is help the individuals responsible for managing and maintaining knowledge and productivity within teams and organizations. This guide attempts to put emphasis on non-technical issues.

At first, individuals, organizations and teams have developed unstructured methods to use knowledge resources to improve and document their business. Building on previous methods of data management and knowledge transfer, Knowledge Management (KM) takes the process to a higher and more effective level by adding networking, collaboration and business process improvement.

KM is becoming a framework between individuals, teams and organizations to standardize and maintain knowledge and processes in the abstract information economy. Just like XML is an open method to transfer data across computers, KM is a way to transfer knowledge across organizations. KM is not limited to technology, it is applied to processes, data content and social aspects used to enhance knowledge creation, ethics, values and team cultural influencer.

To define your Knowledge Management baseline, document the organization's available knowledge resources and assets. This helps define the difference between the existing knowledge transfer environment and the desired KM processes. Those areas that are not at the optimum KM level can block innovation, slow improvements and have knowledge loss that can cost time and or money. Knowledge Assessments can be through many means, like surveys, process maps, the use of KM software like Mind Manager, structured interviews and the analysis of core competencies. An important aspect of a Knowledge Management Assessment is understanding the context and strategic importance of the individual, group or organization being audited. Baseline assessments can be applied to from an individual to an organizational level. This data needs to be complied and interpreted.

A Knowledge Assessment could have questions about:

• What knowledge does the individual, group or organization need to develop or keep?
• Where are knowledge bottlenecks?
• How can Key Knowledge be better organized?
• How can Key Knowledge be better shared?
• What are the Knowledge resources currently in use?
• What are the current benchmarks used to define Knowledge Management?

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To support their goals and strategies, organizations are developing Knowledge Management process to gather and maintain key information. Productive KM processes are aligned with the goals and issues that influence the organization and the Knowledge Management Assessment baseline is vital for defining specific KM processes. The organizational goals can include service delivery, risk control, strategic advice and or customer relationship management. Effective KM programs work to support the individual, group or organization's key functions.
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The Knowledge Management Process has many aspects. KM processes put an emphasis on finding and doing the processes that focus on the finding, documentation, and distribution of knowledge. These processes include the creation and evolution of software, intranets and shared social practices. KM process have evolved to put emphasis on the creation of new knowledge through process improvement, research and development, and brainstorming. KM processes also need to include the updating, maintenance or removal of previous Knowledge Management documentation and processes.
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Most individuals, groups and organizations have developed ways to find and quantify the major risks to their function. Effective Knowledge Management attempts to quantify the knowledge at risk for the individuals, groups or organization. Knowledge that could be lost through technological breakdown, disaster, or retirement or depart of employees holding key information the kind of risk information that KM at risk that this should find. Large numbers of staff nearing retirement pose a potential significant risk to knowledge management. Knowledge risks can happen if documented knowledge is not effectively used. Key individuals, groups and organizations may not have access or process that access the documented information.
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The culture and social norms of a individual, group or organization can greatly influence the effectiveness of a Knowledge Management program. Knowledge Management processes often have the unintended consequences of an increased knowledge sharing across organizational boundaries. This often involves a cultural shift from competition and conflict to a sense of collaboration, risk sharing and trust building between individuals, groups and organizations.
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Productive organizations require that the process of the company be aligned to the goals and values of the company. Effective KM needs to be also be aligned with the strategic and business plans of the individual, groups and organization. Knowledge Management process that are put in place without being in accordance to the company goals can cause conflicts. They need to be implemented with the approval of the Executive branch.
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