Volume 2, No. 4, July-August 2011 International Journal of Advanced Research in Computer Science TECHNICLE NOTE Available Online at www.ijarcs.info © 2010, IJARCS All Rights Reserved 456 ISSN No. 0976-5697 Knowledge Management and Software Engineering: an exploratory Study Ripu R. Sinha* Research Scholar, NIMS University Rajasthan Itct.ripu@gmail.com Dr C.S Lamba Research Supervisor, Professor &HOD, RIET Jaipur, Rajasthan Profflamba@gmail.com Abstract: Nowadays, Knowledge became superpower for organizational growth and software is the tools which can manage knowledge with efficient manner; if application framework is appropriate made by the software engineering practices. Many knowledge management frameworks and tools are available in the form of software but still need a theoretical framework for organizational knowledge by the knowledge communities. In this global business economy era each and every activity to be recorded for future reference and this reference leads better decision for organizational growth. In this paper we are doing exploratory study for the organizational knowledge management and software engineering. The basic reason of this study is to find out the appropriate way to make a theoretical framework for Knowledge management prop up for software engineering Keywords: KM, SE, MAS, MABKM, OKMP I. INTRODUCTION Knowledge management (KM) is a process that helps organizations identify, select, organize, disseminate, and transfer important information and expertise that are part of the organization’s memory and that typically reside within the organization in an unstructured manner. This structuring of knowledge enables effective and efficient problem solving, dynamic learning, strategic planning, and decision making. Knowledge management initiatives focus on Identifying knowledge, explicating it in such a way that it can be shared in a formal manner, and leveraging its value through reuse. Through a supportive organizational climate and modern information technology, an organization can bring its entire organizational memory and knowledge to bear upon any problem anywhere in the world and at any time. For organizational success, knowledge, as a form of capital, must be exchangeable among persons, and it must be able to grow. Knowledge about how problems are solved can be captured, so that knowledge management can promote organizational learning, leading to further knowledge creation In the information technology context, knowledge is very distinct from data and information (see Figure 1). Whereas data are a collection of facts, measurements, and statistics, information is organized or processed data that are timely (i.e., inferences from the data are drawn within the time frame of applicability) and accurate (i.e., with regard to the original data) [1]. Knowledge is information that is contextual, relevant, and actionable. For example, a map giving detailed driving directions from one location to another could be considered data. An up-to-the-minute traffic bulletin along the freeway that indicates a traffic slowdown due to construction several miles ahead could be considered information. Awareness of an alternative, back-roads route could be considered knowledge. In this case, the map is considered data because it does not contain current relevant information that affects the driving time and conditions from one location to the other. However, having the current conditions as information is useful only if the individual has knowledge that will enable him or her to avert the construction zone. The implication is that knowledge has strong experiential and reflective elements that distinguish it from information in a given context. Having knowledge implies that it can be exercised to solve a problem, whereas having information does not carry the same connotation. An ability to act is an integral part of being knowledgeable. For example, two people in the same context with the same information may not have the same ability to use the Figure 1: Data, Information and Knowledge Information to the same degree of success. Hence there is a difference in the human capability to add value. The differences in ability may be due to different experiences, different training, different perspectives, and so on. While data, information, and knowledge may all be viewed as assets of an organization, knowledge provides a higher level of meaning about data and information. It conveys meaning, and hence tends to be much more valuable, yet more ephemeral. Knowledge has the following characteristics that differentiates it from an organization’s other assets [1] : a. Extraordinary Leverage and Increasing Returns. Knowledge is not subject to diminishing returns. When it is used, it is not consumed. Its consumers can add to it, thus increasing its value. b. Fragmentation, Leakage, and the Need to Refresh. As knowledge grows, it branches and fragments. Knowledge is dynamic; it is information in action. Thus, an organization must continually refresh its knowledge base to maintain it as a source of competitive advantage.