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IKNSMaster of Science in Informationand Knowledge StrategyKnowledge Management StrategyQUIMMCO and Columbia UniversityOsca...
Agenda The Opportunity: Quimmco’s Quest for a KM Strategy, Background & Objectives Scope of Engagement Why Columbia Uni...
The Opportunity : Quimmco’s Quest for A KM StrategyBackground and Objectives The Sustainability Policy was launched a in ...
Scope of Engagement Design an Overall Knowledge Management Strategy in QUIMMCO witha focus on the following areas: Estab...
Why Columbia University’s IKNS Program?Oscar GuerroColombiaguerraperdomo@gmail.comChemical Engineer, Ecopetrol SA+57-31628...
An Approach to Analysis and ResearchI. Research methods or tools in the literature to assess the currentstate and design t...
Time and Resource Needs IKNS team weekly meeting: Saturday morning (8 a.m.) or Monday at night (8:30 p.m.). QUIMMCO and ...
QUIMMCO Deliverables Governance Communications Incentives Training MetricsAGOS 09 DEC 2014 JUN 2015 DEC 2015 JUN 2016...
Columbia Deliverables Individual research papers completed by August 9th. Each student isresponsible for a piece of resea...
Measure, Milestones, and Status Reporting Compliance with the established milestones in our project plan. Once we solidi...
Appendix Case Study Review – Ecopetrol’s KM Strategy
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Quimmco may 15 2013v3 2

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Transcript of "Quimmco may 15 2013v3 2"

  1. 1. IKNSMaster of Science in Informationand Knowledge StrategyKnowledge Management StrategyQUIMMCO and Columbia UniversityOscar GuerraJillian IrizarryKimberly TablemanMay 15, 2013
  2. 2. Agenda The Opportunity: Quimmco’s Quest for a KM Strategy, Background & Objectives Scope of Engagement Why Columbia University’s IKNS Program An Approach to Analysis and Research Time and Resources Needed Deliverables Quimmco Deliverables Columbia Deliverables Metrics, Milestones and Status Reporting Appendix: Case Study – Ecopetrol
  3. 3. The Opportunity : Quimmco’s Quest for A KM StrategyBackground and Objectives The Sustainability Policy was launched a in 2010, since then QUIMMCO are coordinatingresources within the companies towards complying with that Policy. Due to the level of maturity and the differences amongst the companies, their practices,experiences, competences and knowledge varies, thus result vary. Thru the yearsQUIMMCO have done many projects that could serve other companies as examples ofbest practices to replicate and in that way QUIMMCO could move forward towardshaving the same competence levels amongst all of the companies that compriseQUIMMCO. Is necessary to design a mechanism, a methodology and maybe a tool where we cancapture, disseminate and enrich this knowledge creating a virtuous circle that providesvalue to all of the companies. Is necessary to design a method for identifying key knowledge within the workers ofQUIMMCO coming to retirement and establish methods to transfer this knowledge.
  4. 4. Scope of Engagement Design an Overall Knowledge Management Strategy in QUIMMCO witha focus on the following areas: Establish a framework to consolidate a culture in knowledge management inQUIMMCO for a common language around knowledge management:methods, tools, communications, training and recognition. Create a training video on knowledge management – what it is and whypeople should care about it – building knowledge champions/change agents Establish a mentoring program framework Design methods or mechanisms for capturing lessons learned in projects Design a method for identification and capture of knowledge from veryexperienced workers
  5. 5. Why Columbia University’s IKNS Program?Oscar GuerroColombiaguerraperdomo@gmail.comChemical Engineer, Ecopetrol SA+57-3162806317“Chemical Engineer with experience in technology andknowledge management and strategic planning withinthe industrial sector.”Kimberly TablemanConnecticutKimberly.tableman@pfizer.comInterim Registry Business Process Owner, Pfizer203-589-0043“Information Technology professional with expertise inbusiness analysis and business process redesign.”Jillian IrizarryNew York CityJillian.Irizarry@gmail.comCustomer Experience Software Sales, Pegasystems843-327-5953“6 + years’ experience in business process managementsoftware sales with a focus on Return on Investmentthrough customer centricity projects.” The most critical challenge facing organizationstoday is managing the analysis, evaluation anddissemination of data, information andknowledge for strategic decision making. The models of organization and managementthat were successful yesterday are increasinglyirrelevant and impede progress and innovationin the evolving knowledge-based economy. Newmodels are urgently needed to meet the demandsof today’s global market. Columbia University’s M.S. in Information andKnowledge Strategy program trains students todevelop the leadership skills needed to addressthis challenge. Ivy League Pedigree and Global by Design
  6. 6. An Approach to Analysis and ResearchI. Research methods or tools in the literature to assess the currentstate and design the future state strategy.II. Research in the literature methods for capture anddocumentation of lessons learned in projects.III. Analysis of assessment data in QUIMMCO.IV. Suggest KM strategy with the results of the assessment (culture,tools, methods, mechanisms or process) including short termactivities and longer term activities.V. Suggest specific method to transfer tacit knowledge for peoplewho retired.
  7. 7. Time and Resource Needs IKNS team weekly meeting: Saturday morning (8 a.m.) or Monday at night (8:30 p.m.). QUIMMCO and IKNS team meeting every two weeks: Wednesday at night (8:00 p.m.) Search literature for success stories and studies cases about tacit knowledge transferand lessons learned (preferably about practitioners). Four hours per week for IKNS team members to search and read the information aswell as prepare the weekly meetings. Is necessary to interview in QUIMMCO the strategic, tactical and operational levelsin the assessment of knowledge management, to have different perceptions aboutknowledge management inside the company, at the same way it is necessary tointerview the areas of human resources, IT and corporate strategy. We require the accompaniment of Kate and Dale to verify the work performed andvalidate the findings and proposals to deliver to QUIMMCO (every two weeks). Is necessary to have the endorsement and support of a project manager inQUIMMCO (only one focal point)
  8. 8. QUIMMCO Deliverables Governance Communications Incentives Training MetricsAGOS 09 DEC 2014 JUN 2015 DEC 2015 JUN 2016 DEC 207DEC 2016DEC 2013 JUN 2014Goal 1Goal 2Goal 5Goal 7Goal 8Goal 3Goal 4Goal 6Goal 9IMPLEMENTATION PLAN OF KM STRATEGY (SUGGESTED)
  9. 9. Columbia Deliverables Individual research papers completed by August 9th. Each student isresponsible for a piece of research related to the QUIMMCO strategy. Meetings IKNS team every weeks. Meetings with QUIMMCO every two weeks. Group projects after August 9th – bringing together everything we havelearned. Presentation to be provided at August Residency (August 27 – 31).Include results of assessment in QUIMMCO Provide action plan and help with implementation where appropriate.
  10. 10. Measure, Milestones, and Status Reporting Compliance with the established milestones in our project plan. Once we solidify the areas for research. We will need to provide weekly updates to ourColumbia advisors and our Sponsors.
  11. 11. Appendix Case Study Review – Ecopetrol’s KM Strategy
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