KNOWLEDGE MANAGEMENT ASSESSMENT IN AGILE ORGANIZATION (CASE STUDY: COMPANY X)

• Main Author: Narisa, Elan
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/79706
• Institution: Institut Teknologi Bandung

In order to keep relevant with the rapid changes of market needs, organizations which adopt an agile way of working nowadays are emerging. The rapid changes in various aspects such as people, process and technology in agile organizations need proper knowledge management. Thus, it is critical to assess the agile organization's stage of KM maturity in order to identify KM issues, determine the root cause of the issues, and develop the appropriate action plan for the issues. This research analyzed the KM maturity level in PT Langit Bintang, PT Langit Bintang is a technology company, based in 3 countries, namely Indonesia, Singapore, and India, which adopts agile way of working. A literature review has been conducted to various database of academic literature such as ProQuest, IEEE, Academia and ITB final project database in order to find the most suitable assessment method for KM maturity with keyword “KM maturity”, “KM assessment”, and KM model”. There are many researches that have been conducted regarding the KM maturity assessment model. After examining various assessment model, author considered 3 different model to be used in this research, which are APQC (American Productivity & Quality Center), GKMMM (General Knowledge Management Maturity Model) and KM3 (Knowledge Maturity Model) in PBC (Project Based Company). The similarity of these APQC and GKMMM is that both divide the maturity level into 5 stages, while KM3 in PBC is dividing it into 7 stages. The difference between KM3 in PBC with APQC and GKMMM is that APQC and GKMMM define the key areas which affect the KM maturity in the organization, while KM3 in PBC do not define the key areas. However, KM3 in PBC is the most recent research and the assessment questions are more granular and technical in comparison to APQC and GKMMM. The author believes that the assessment question that was proposed by KM3 in PBC is the most appropriate model to assess the KM maturity for PT Langit Bintang, because of the similarity between project-based organization and agile based organization in terms of organizational structure. Research methodology and data collection in this research is combining qualitative and quantitative methodology. Quantitative by conducting surveys to all targeted employees in PT Langit Bintang and qualitative by conducting 5 Why RCA and TOWS analysis in the way to define the causes of KM issues in PT Langit Bintang. ii This research uses a combination of qualitative and quantitative because author considers it will be more objective for KM maturity level using quantitative, meanwhile qualitative research needed for defining the issues and action needed for improvement. This research helps PT Langit Bintang to identify current KM maturity level and the challenges. Also offer the recommendation for future improvement. This research can become a starting point for larger scale research in the future specifically to study the KM behavior in agile organizations.