Five pillars of knowledge management for software engineering
Oct 15, 2022 by Balaji Venkatramani
Knowledge management is a bit of a sticking point across the financial services industry.
Despite modern management solutions, it has remained a major challenge for decades. This is because of:
Knowledge management practices generally mature over a period of time:
So, what are the best practices for knowledge management? Here are five points to consider:
Gone are the days when software development began at inception for every product or application. Today, many products are extensions of previous products, or they’re built in partnership with third-party products, or leverage off-the-shelf coding solutions and so on.
A prime requirement is to establish a robust knowledge transition process to make sure that teams have access to this historical knowledge before they attempt the future building of a product.
This knowledge transition process needs to ensure that:
Knowledge capture is prioritized. Not all historical knowledge needs to be captured at the time of transition and can be prioritized as follows:
Knowledge capture is extensible to augment the knowledge base in the future as required. This can be achieved by:
The other half is probably locked in the minds of previous team members or implemented systems on the ground.
Knowledge falls into one of three types:
Capturing implicit knowledge:
Capturing tacit knowledge:
Team knowledge levels are the most proactive indicators for expected quality of software and product. So, you need to develop an objective view of team knowledge, and a solid plan to aid its gradual improvement. “Knowledge index (KI)” is the primary metric.
Measuring the KI:
Other objective metrics, such as software quality, efficiency and productivity, can provide a retrospective view of knowledge also. An ongoing corelation analysis between these metrics will produce the most accurate quantitative knowledge levels of the teams.
Knowledge management is a continuous journey. Fresh knowledge might not be captured in full due to time and cost pressures — you need to capture this knowledge before it becomes history.
Minimize the cycle by:
Although knowledge means people and people mean knowledge, we still need to decouple the two.
Key person dependencies can cause stress which impacts work-life balance and affects team morale. You must download this knowledge to an offline repository and make it available for upskilling.
Offline knowledge repositories:
Organize these offline knowledge repositories into a structured, on-demand library with a “course curriculum”. The team can assimilate this knowledge at their own pace, charting a career path for themselves based on their expanded knowledge.
If properly executed, knowledge management can become one of the greatest assets for banks, ensuring the successful delivery of products and services to their clients.
Zoreza Global help clients leverage our leading-edge knowledge-management practices to mitigate risk and grow their businesses.
Get in touch with financialservices@luxoft.com and find out how we can help you add business value through improved knowledge management.