Certified Knowledge Manager (CKM®)
The CKM® is the Flagship Certification from the KM Institute; the top choice for Practitioners, Leaders and Managers of KM Initiatives. Whether public or private sector, large or small – the CKM is the international standard for all KM Professionals.
Includes a proven methodology and the methods/techniques necessary for success.
5-DAY INSTRUCTOR-LED COURSE | HRDF SBL-KHAS CLAIMABLE | ONLINE SUPPORT
Certified Knowledge Manager
When & Where
Menara PJD, 50, Jalan Tun Razak, Kuala Lumpur, 50400 Kuala Lumpur, Wilayah Persekutuan Kuala Lumpur
Please click here for course brochure
I have been approached many times to explain the concept of “Knowledge Management” in the course of my work as a trainer and consultant. As a trainer I am inclined to just define it as indicated in the literature but in all honesty I do not believe that knowledge, which is a fluid mix of experience, insights, values, beliefs and contextualized information, can be managed. Hence the term knowledge management is a misnomer to begin with.
In reality, at a very practical level, “knowledge management” is really an attempt to acquire, organize and apply cumulative knowledge, either individually, as a team or an organization as a whole to achieve a desired purpose. Once that purpose is achieved, more knowledge is acquired, organized and applied to achieve a higher purpose. Diagrammatically, this may be shown as indicated below
For example, a start up company may set the goal of producing one thosand products per month initially as its purpose. It acquires and organizes knowledge on how to produce these products and applies this knowledge in terms of achieving the target set. Once that purpose is achieved, it sets a new purpose of increasing the sales of products produced and hence acquires and organizes knowledge around how to apply knowledge acquired on customer requirements to meet the sales target.
Almost all companies do this all the time. They may not call it “knowledge management” but they are managing their knowledge base as this a fundamental requirement to remain and excel in business. So why all the fuss now about “knowledge management?”
The reason is the level of knowledge management maturity that exists does not match the degree of increasing volatility, uncertainty, complexity and ambiguity that has been encroaching into the business environment. With the explosive technological breakthroughs aided by extremely high connectivity and unbelievable availability of information, we live in a different world. A world that thrives on chaos and uncertainty, rewards increasing complexity and encourages ambiguity.
There are three levels of maturity of knowledge management. The first level is called theoretical knowledge management, the second is called practical knowledge management and the third is purposeful knowledge management. Organizations have to develop an increasing level of knowledge management maturity in order to survive in an increasingly complex and uncertain business environment.
Hanifah binti Abdullah
Acquisition and Production of Critical Knowledge within the Electrical Engineering Department in JKR
Ir. Wan Abdul Rahman bin Wan Hassan
Improving Best Practices of Traffic Management at Work Zones through the Development of New Specifications and Guidelines
Ir. Fithry bin Mohd Amir
Adoption of Knowledge Management based on KM Principles and Techniques to Reduce Completion Time of Projects in JKR
Aida Nuraini binti Abd Jalil
Improving Accrual Accounting System through Enhancement of Mobile Asset Data Integrity
Nur Amalina binti Mat
Improving Effectiveness of Training Delivery in Centre of Excellence for Engineering and Technology (CREaTE), JKR through the Implementation of Online Learning Initiative
Nor Parzila binti Abdul Ghaffar
Retaining and Transferring Knowledge in Project Management Best Practices in JKR
Sr Dr Khairil Hizar bin Md Khuzaimah
Cultivating and Inculcating Organisational Learning Capabilities in Project Management through Connect and Collect Approaches
Zainon binti Haji Tohid
Creating an Online Validation System and Reporting for Pre-Approved Plans (PAP) eCOMS
Nor Hayati binti Yahya
Cultivating Knowledge Sharing Culture within the Mechanical Engineering Division, JKR
Nor Hasni binti Muhd Supian
Improving Procurement Best Practices through Sharing and Integrating Critical Knowledge in Tender Evaluation
Aznieta binti Abdullah
Development of Effective Knowledge Sharing Techniques based on KM Principles
Murshaidi Hazlin bin Mohammad
Improving the Process of Acquiring, Producing and Integrating Knowledge through Strategic Management of Knowledge within Institute Sukan Negara.
Usage of Innovative Tools to Optimize Teaching Approaches within Institutions of Higher Education in Sunway University.
There are no prerequisites and no technical background is required.
Time: 9.00 a.m. - 5.00 p.m.
Location: Menara PJD, 50, Jalan Tun Razak, Kuala Lumpur, 50400 Kuala Lumpur, Wilayah Persekutuan Kuala Lumpur
Dr Rumesh Kumar is a certified professional trainer, certified knowledge manager, certified project management professional, certified scrum trainer, and certified tetramap facilitator. He specializes in the areas of project management, knowledge management and organizational diagnostics.
In addition to being the Managing Director of the Sharma Management International, he is the Senior Denison Consulting Partner for Denison Consulting USA and the Regional Director for Kanzen Institute Asia Pacific.
Dr Rumesh is presently involved in undertaking post project reviews, and performance improvement in various projects, competency assessment and developing competency development programs as well as organizational culture profiling for senior managers in different organizations both in Malaysia and abroad.
Based on his extensive involvement in conducting management courses, Dr Rumesh undertook a series of post review sessions and was able to use the learning outcomes as learning points for sharing of real life management.
He has conducted training programs for many well-known and reputable organizations both in Malaysia as well as abroad. He has designed, developed as well as conducted training programs for well over 2,500 executives in numerous multinationals, government linked as well as business enterprises in the areas relating to managing people and business strategies both in Malaysia and abroad.
In addition to designing and conducting corporate level training, he also specializes in providing consulting services such as organizational diagnostic assessments, competency assessment, cultural and leadership profiling as well as continual productivity improvement.