Agile Knowledge Management

Abstract

Knowledge tends to be the essential resource for agile enterprises that is being used to convert into products and services during the software development process. Sharing of knowledge is vital across the enterprise, and it has been claimed that the software industry requires more knowledge management than any other sector. Knowledge is mostly distinguished as tacit and explicit. Tacit knowledge because it resides in the human mind being a personal asset and is difficult to put it in a formal way. In agile software development environments, knowledge management can be possibly and effectively accepted. Clarifications for this point of view as follows: Qualities like collaboration and knowledge sharing has been incorporated in the agile cultural framework. Agile methodologies concentrate on team-level collaboration, and some techniques for interteam knowledge sharing have also proved to be successful. However, these techniques focus on within-team and between-team knowledge sharing rather than knowledge sharing across the organization. Knowledge management approach incorporated in the agile process discovers and disseminates crucial knowledge among the stakeholders. This knowledge is utilized for performance enhancement, learning, and choice making to accomplish the task. With ever-increasing adoption of agile practices across industries, approaches to facilitate inter- and intra-organizational knowledge dissemination need to be considered. Practices like scrums of scrum, role rotation, communities of practice, and open sessions facilitate interorganization personalization strategies. For an organization, knowledge can be viewed as competitive asset. However, it is also challenging because of the scale and complexity of organizational environments and since the interteam strategies do not address the needs of knowledge sharing across an organization.