At Tcs Using The Knowledge Essay Example

submit ideas or questions, people engage in brainstorming activities around those ideas or questions, and finally, a voting process takes place to determine the best ideas.TCS offers various Portals that provide direct access to experts. These Portals can be accessed through queries or by using taxonomies created by the Communities of Practices (CoPs). TCS utilizes tools and activities to manage tacit knowledge. The company has established CoPs with expert animators in specific knowledge areas, who collect best practices through business case documentation. TCS also encourages its employees to learn from external sources and bring back knowledge. Information letters specific to expert areas and daily tips are also utilized.

Tools and activities utilized for the management of explicit knowledge include the Process Asset library, which facilitated the exchange of approximately 10,000 documents on industry practices and 21,000 services practices within a six-month period in 2003. This library allows for the creation of business-related documents and can be accessed through a search for similar business cases. Additionally, innovation and decision-making processes are supported through the use of a tool known as TIP and IdeaStorm.

The IdeaStorm process consists of three steps: the submission of one idea or question, brainstorming by participants, and voting. TCS, in its effort to capture technology, processes, and case studies, developed Process Asset Libraries. Initially, their focus was on capturing structured data. In the implementation of Ultimatix, TCS utilized intelligent techniques and knowledge work systems such as wizard tools, templates for software productivity improvement, knowledge training modules, and information on tools like LiveMeeting sessions for project status meetings and post-project lessons learned, all of which were recorded in the knowledge database. TCS has seen growth

in its knowledge management systems and highlights how these systems have benefited its business. One such benefit is a knowledge repository accessible to all employees through the intranet, both at the corporate and branch levels.

The information contained a wide range of content concerning processes, technology, and business affairs. The groupware was responsible for automating various internal systems like training and other functions. The community of practices served as a communication and documentation forum for teams across different time zones in the organization, preserving best practices. Process asset libraries acted as a technology, process, and case study-related information database.

The PAL library and Kbases hosted on the intranet were merged with Ultimatix, making knowledge globally available to all development centers of TCS. Sub-portals for quality management system, software productivity improvement, training materials, and tools information were easily accessed by members. These resources were shared through widely shared exchanges of industry and service practices.

The organization implemented the system worldwide in all offices to foster a culture of learning and development. Employees had the opportunity to improve their skills in various areas. The system was created using Microsoft SharePoint Portal Server and provided access to over 60 knowledge assets through Ultimatix for all TCS associates.

Any associate has the ability to contribute their knowledge and information for sharing with employees. Some necessary collaboration tools at TCS include IBM SameTime, which is a client-server application on Windows that provides real-time, unified communications and collaboration for the enterprise. Additionally, IBM QuickPlace is available as a self-service for non-technical users, allowing them to easily create a browser-accessible web workspace to support tasks and projects. By combining SameTime with QuickPlace, TCS can easily exchange

information on projects, technology, and preparation. Lotus Domino collaboration tools offer multiple services, further improving collaboration among employees and between overseas and local offices. Overall, these tools greatly enhance collaboration at TCS.

TCS utilizes a range of tools to facilitate knowledge management and collaboration among its employees. They employ various collaboration tools, taking into consideration architectural aspects as well as Web 2.0 tools. TCS's development centers pay particular attention to their architecture, dividing them into modules with their own gardens. This enables employees to engage in informal conversations during breaks, often discussing work-related issues. Propel sessions are also organized to bring together employees with similar interests, helping them balance work and personal life by integrating both seamlessly.

TCS implemented various methods to share knowledge, in addition to considering employees' personal lives. One method was recording meetings with the LiveMeeting application, allowing for better collaboration in teams. Knowledge Transition sessions and a Tip of the Day mail system enabled experts to share knowledge directly with beginner workers, enhancing their performance for TCS. The introduction of Project Infinity also brought VOIP and video conference tools, allowing all branches of TCS to communicate and collaborate in real-time towards the same objective.

Project Infinity introduced additional tools to TCS's operations, including Instant Messaging and a news broadcast system. These tools enabled real-time communication with all of TCS's global offices, facilitating the sharing of data and knowledge without relying solely on voice or video systems. TCS also incorporated Web 2.0 tools into their website, such as the Just Ask system, Blog Platform, TIP, and MySite. The Just Ask system directly supported TCS's business activities, while MySite was more focused on personal use.

How have

KM tools impacted key operational processes at TCS, such as bidding for new projects, project development and implementation, and customer service? TCS's main business is producing projects in India for global delivery. These KM tools have simplified TCS processes and improved communication. However, there are still three missing elements for effective knowledge sharing:

• Collaboration within documents, particularly during the offering process when multiple individuals are working on the same document.
• The importance of a strong search engine technology to effectively navigate through the vast amount of documents available.
• The implementation of a document life-cycle to remove outdated documents from circulation.