Km masterclass part2 km processes1 ha20140530sls
Upcoming SlideShare
Loading in...5
×
 

Km masterclass part2 km processes1 ha20140530sls

on

  • 171 views

The Masterclass Knowledge Management (KM) is a set of six presentations describing and explaining KM via definitions, concepts, instruments and many practical examples, insights, stories and exercises ...

The Masterclass Knowledge Management (KM) is a set of six presentations describing and explaining KM via definitions, concepts, instruments and many practical examples, insights, stories and exercises as well as links and references.
The material is the result of 25 years of research, consulting of challenging clients, discussions with appreciated peers and communities as well as ten years of lecturing on KM at various universities in Germany and Austria including discussions with many inspiring students.
Contents:
KM 1 – Knowledge and KM
KM 2 – KM Processes 1
KM 3 – Soc.-t. KM Systems 1 / Processes 2
KM 4 – Socio-technical KM-Systems 2
KM 5 – Plan & Control Knowledge & KM
KM 6 – KM and Idea / Innovation Mngt.

Statistics

Views

Total Views
171
Views on SlideShare
171
Embed Views
0

Actions

Likes
0
Downloads
35
Comments
0

0 Embeds 0

No embeds

Accessibility

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Km masterclass part2 km processes1 ha20140530sls Km masterclass part2 km processes1 ha20140530sls Presentation Transcript

  • KM 2 – KM Processes 1 Debrief Knowledge and Transfer KM processes: a powerful toolbox and how to organize it Codify / Deepen / Distribute & Network Knowledge Locate Knowledge and Learn Masterclass KM – SlideShare contribution, June 2014 http://de.slideshare.net/HoferAlfeisJ/presentations Dr.-Ing. Josef Hofer-Alfeis Consulting on Knowledge & Innovation Management josef.hofer-alfeis@amontis.com Design: Ron Hofer
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 2 KM Masterclass – Preface The Masterclass Knowledge Management (KM) is a set of six presentations describing and explaining KM via definitions, concepts, instruments and many practical examples, insights, stories and exercises as well as links and references. The material is the result of 25 years of research, consulting of challenging clients, discussions with appreciated peers and communities as well as ten years of lecturing on KM at various universities in Germany and Austria including discussions with many inspiring students, e.g.:  Zeppelin University, Friedrichshafen  University of the German Army, Munich  University of Applied Science, Munich  University of Applied Sciences for Economics and Management, Munich  Donau University Krems, Austria  University Augsburg Contents:  KM 1 – Knowledge and KM  KM 2 – KM Processes 1  KM 3 – Soc.-t. KM Systems 1 / Processes 2  KM 4 – Socio-technical KM-Systems 2  KM 5 – Plan & Control Knowledge & KM  KM 6 – KM and Idea / Innovation Mngt. Any questions, remarks and ideas for modification or improvement are appreciated – please contact me, see slide „contact“ at the end of the presentations. Munich, May 2014, Josef Hofer-Alfeis
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 3 Focus: Debrief Knowledge and Transfer • Leaving Expert Debriefing • Team Debriefing and more transfer processes • Lessons Learned Sharing KM processes: a powerful toolbox and how to organize it Codify Knowledge / Deepen Knowledge Distribute and Network Knowledge Focus: Locate Knowledge and Learn Agenda delicious tags: LXD inWGebVernetzen-ZusArbeiten story-telling WVerteilen-Vernetzen WKodifizieren socialnetworking AgingSociety
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 4 How critical is the „leaving knowledge“? How to transfer?  individual & exclusive  case-specific transfer measures  distributed, complementary & exclusive  relationships & specific transfer measures  distributed & collective  overview and access  codified  overview, access, … eventually rework ________________________________ Leaving Expert Debriefing process  taylored knowledge transfer plan and execution Classic KM task: Leaving Expert Debriefing delicious tags: LXD AgingSociety see reading material: LeavingExpertDebriefing JHA JKM2008-04.pdf practice examples: • successors‘ complaints: „still a gap after 12 months“ … „massive word files and no systematics – not useful“ … • selfmade expert for sliding lacquer • champaign cellarmaster after 30 years • knowledge grave in public services • move of production to another site
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 5 responsibilites | k. areas uKM process Leaving Expert Debriefing k. = knowledge other Knowl. Stakeholders Leaving Expert Successor(s) Manager ModeratorModerator institutionalize Leaving Expert Debriefing 0 prepare LXD workshop k. transfer action list  action plan k. portfolio, maps & models relationship map Lessons Learned 3 identify business-critical codified k. assets - define k. transfer actions 2 identify & evaluate business-critical relationships - define k. transfer actions 4 capture lessons learned / advice and define transfer 5 consolidate, prioritize and plan transfer actions 1 identify business-critical k. areas - define transfer actions for exclusive knowledge success stories execute transfer actions; verify and communicate results drivingrole LXDworkshop
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 6 [0] Map of responsibilities
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 7 uStructure template to map knowledge areas (KA) Value adding process of the customer / service receiver KA’s concerning business/task background KA’s concerning product/service/delivery of knowledge owner KA’s concerning production/supply … KA’s concerning relationship mngt. (clients, partners, …) KA’s concerning additional mngt. and support … Layers of business- specific KA‘s with decreasing (direct) importance for the customer / service receiver A knowledge area is described appropriately by an action-object space, e.g. develop utility vehicle or sell luxury car
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 8 [1] Map of business-relevant knowledge areas Example: „leaving expert“ for Vendor Management (VM) Value adding process of the customer / service receiver KA’s concerning “Product/ Service” of VM “Production/ Supply” von VM Partner relation- ships of VM Mgt. & Support in VM Business background of VM Vendor relations mngt. Contract Mngt. Vendor selection & evaluation Process Mngt. Project Mngt. Inter-cultural collaboration Understanding telecom business & techniques
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 9 Knowledge Portfolio definition and evaluation Example: expert for Vendor Management low high current business impact futurebusinessimpact lowhigh Process Mngt. Project Mngt. Contract Mngt.Inter-cultural collaboration Understanding telecom business & techniques Vendor selection & evaluation Prio by successor knowledge area with deep exclusive knowledge Vendor relations mngt. … k. area, where successor is already proficient in Prio by manager
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 10 http://www.knoco.com/knowledge-scan.htm 2014/04 related approach
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 11 The art of transferring deep exclusive individual knowledge Examples: appropriate models … collaboration … story telling* … process modeltimeline product model good questions for business stories: • what is / has been very critical or exciting? • to do‘s and not to do‘s in this context? • successes, fiascos, lessons learned – why? • … *see e.g. http://blog.slideshare.net/2014/04/30/learn-storytelling-from-the-masters/ + business stories + … + business stories + …
  • Mix of subject and process knowledge in a knowledge model / map – example: how to dress a salad
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 13 [2] Knowledge map of relationships
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 14 [2] Knowledge map of relationships – example „ask first, but be well prepared for critical, useless (?) questions“ „has rather close connections to CTO“
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 15 [1-4] Knowledge transfer action plan – example LX = Leaving Expert # Decided /planned kowledge transfer actions prio responsible due 1 Transfer actions in the exclusive knowledge area …: Discussion ... lecture ... practice ... joint project ... 1 Successor /LX [date] 2 Transfer actions for relationship knowledge: Discussion ... introduction to ... joint visit ... collaboration ... 1 Successor /LX ok 3 Transfer actions for codified / documented knowledge: Introduction and access to workspace of a team or community of practice, other collaboration & document management platforms, Website (intranet or internet), weblog, wiki, … document, catalogue, flyer, guideline, handbook, patent, standard, ... books, library, … content structure, taxonomy, folder system, tag cloud, ... model, instrument, software, app, workflow, knowledge base, ... private notes, descriptions, scientific papers, … 1 Successor /LX … Location and access to the LX‘s „Heritage Archive“: selected presentations / publications /scientific papers / ... 2 LX ... 4 Transfer actions for Lessons Learned Information of ... discussion with ... communication action ... 1 Manager, Moderator ...
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 16 [4] Table of lessons learned and other advices - example Lesson Learned / Advice Target group Never capitulate because of burocracy Successor Vendor managers need a lobby – strengthen the CoP VM Role Spend on travel and dinner more and less in IT Manager ... Team ... Organizational Unit Implement an expert career system … Top Management ... …
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 17 ... too much load? time for a group exercise with a „real“ leaving expert source: Only in Russia http://www.powersho w.com/view/2640e7- YzRjO/Only_in_Rus sia_powerpoint_ppt_ presentation
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 18  prepare LXD workshop around 2 hours  LXD workshop (planning around 2-6 hours (depending on range, knowledge transfer actions) level and complexity of expertise)  executing knowledge transfer actions typically 1-30 days  success measurement very often none, if not driven by the LXD moderator LXD: how it would have been run typically in practice
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 19 Lessons Learned from various Leaving Expert Debriefings Management:  plan how you will cooperate with the LX after he has left  start LXD early, but the successor should be already involved Management und Moderator:  approach the LX in a sensible trust- building way with the right wording („loss of experience“ …“chance to let the successor start better“)  focus on needs and objectives of the current and future business Moderator:  if possible define some critical questions for the LX with related colleagues in advance  be open for new and winding directions of the discussion, but care then for the LXD structure again  pose open questions to enhance communication and revealing of tacit knowledge  eventually audio-record and offer revising the transscription by the participants  check LXD effect after 2-3 months and get feedback about the proceeding
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 20 Invite the experts with business-critical knowledge for  regular information service Micro-Blog, Blog, Newsletter, …  presentations and trainings internal conference, webinar, training material,  publications … lecturing internal academy … FESTO: employee help service  mentoring … internal consulting BOSCH: wiki Q&A for juniors and senior experts  regular expert debriefing ELEKTROBIT: „Expert Reflection“ every 3-5 years  guideline ... handbook … workflow … standard … expert system  integration into team debriefings, lessons learned processes, peer reviews/assists, project/program coordination, community management … expert career role responsibilities  e.g. CONTINENTAL, O2 LXD is the last chance option – how to retain expert knowledge continuously? Examples
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 21 „Alumni service“ for >5k former employee experts http://www.yourencore.com/ NOVARTIS invites and supports their retired experts to collaborate here
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 22 Group exercise After Action Review (AAR) / Lesson Learned Workshop Topic: Our last group exercise on LXD The four AAR questions: 1. What have we planned (expectation)? 2. What has actually happened (perception)? 3. Why are there deviations (as-is vs. to-be comparison and cause analysis)? 4. What can be learned / improved? Improvement ideas? (change)
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 23 Focus: Debrief Knowledge and Transfer • Leaving Expert Debriefing • Team Debriefing and more transfer processes • Lessons Learned Sharing KM processes: a powerful toolbox and how to organize it Codify Knowledge / Deepen Knowledge Distribute and Network Knowledge Focus: Locate Knowledge and Learn Agenda
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 24 project closing order project start project planning project execution uTeam Debriefing – identifying knowledge assets and examples for established team debriefings critical activities knowl. assets tops & flops & Lessons Learned International flights management – duties for the pilots to minimize risks: • Briefing: routine discussion/information before • Debriefing: discusion/reflection after (unexpected events, failures and difficulties …) Automotive Industry: short team debriefing ... briefing with shift handover ( blog) IOC – 4-years-routine (not always an advantage for the hosts) see backup slide moderator challenge completing task description & discussion … peer assist with former project team … wiki page template do not declare „started“ before ...
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 25 The International Olympic Committee's (IOC) Olympic Games Knowledge Management (OGKM) program plays an important role in the organization of each edition of the Games by ensuring that future host cities have access to the latest knowledge that has been gained from the hard work and experience of the previous Games hosts. The program was created during preparations for the Sydney 2000 Olympic Games and since then has evolved into an integrated platform of various knowledge services, which assists organizers in their Games preparations, helps them to compare their progress and success, and allows them to define the future of their own Games. Gilbert Felli, the IOC Executive Director for the Olympic Games, said: "Managing knowledge is at the core of our mission. Carefully documenting what Games organizers do, sharing best practices and making available everything we've learnt from the recent past has become an invaluable support to the OCOGs and their partners. Successful knowledge management and transfer are about checking there is always enough high-quality oil in your engine. It enables you to perform and it contributes largely to organizational excellence.” An integral element of the OGKM platform is the IOC Observer Program, which allows future Games organizers to attend an Olympic Games and observe the operational demands of hosting such an event. This experience represents one of the key components of the knowledge transfer process, providing a unique opportunity to live, learn and observe real Olympic Games operations through a number of visits to various Olympic sites during Games-time. The program allows each future Organizing Committee to not only observe how things are done, but also study specific areas so that they can learn and improve upon those subjects within their own organizational and cultural context. During the Sochi 2014 Olympic Winter Games, the Observer Program will involve more than 300 participants from three Organizing Committees of the Olympic Games (Rio 2016, PyeongChang 2018, and Tokyo 2020) and five Applicant Cities for the Olympic Winter Games in 2022 (Krakow, Oslo, Almaty, Lviv and Beijing). Olympic Games Knowledge Management Program http://www.knowledgebusiness.com/knowledgebusiness/Templates/ReadKnowledgeLibrary.aspx?siteI d=1&menuItemId=34&contentHeaderId=7750 02/04/2014
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 26 Focus: Debrief Knowledge and Transfer • Leaving Expert Debriefing • Team Debriefing and more transfer processes • Lessons Learned Sharing KM processes: a powerful toolbox and how to organize it Codify Knowledge / Deepen Knowledge Distribute and Network Knowledge Focus: Locate Knowledge and Learn Agenda
  • Corporate Knowledge Management 2010 © Continental AG KM within Research & Development and Project Management Project Realization Project Acquisition & Definition Project Completion Project Planning Project Evaluation & Transfer PROJECT MANAGEMENT Community Lessons learned from other projects • Concepts • Plans • Known Problems / Risks Lessons learned for new projects • After Action Review • Learning summary • Selected results / documents Urgent requests • Requirements • Problems Adhoc responses • Direct support • Experiences • Contacts • Documents Example CONTINENTAL – where Lessons Learned are typically created and applied
  • Corporate Knowledge Management 2010 © Continental AG
  • Corporate Quality and Environment Continuous Improvement Ronald Breitkopf – Lessons Learned Program Manager lessonslearned.conti.de many companies agree on the importance of Lesson Learned Sharing, but actually do not manage it successfully
  • Corporate Quality and Environment Continuous Improvement Ronald Breitkopf – Lessons Learned Program Manager lessonslearned.conti.de Result of Evaluation Implementation Responsible evaluates impact on processes and instructions uLessons Learned – Generic Workflow To assure high quality the proposal has to be evaluated by a specialist Steered distribution and mandatory implementation feedback lead to new / updated processes and documents Every employee can create a Lessons Learned Proposal to document positive or negative experiences with proven solutions (e.g. 8D, Project Report, Lessons Learned Workshop...) Initiation of implementation request(s) to recommend systemic prevention Valuable Lessons are published in the Lessons Learned Database Benefit from Lessons Learned via pull & push Benefit from Lessons Learned automatically Ca. 50 LL- Manager in the business sectors Example HP SERVICE PROJECTS – alter- native approach: provide project profiles, powerful search & expert networking Example CONTINENTAL
  • Corporate Knowledge Management 2010 © Continental AG
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 32 KM reflection on the process group Debrief and transfer knowledge Leaving Expert Debriefing Team Debriefing Lesson Learned Sharing Best Practice Sharing Next Practice Sharing ?? Example GOOGLE: shaping circumstances for positive change / ideas etc. by offering a 'deviant office day' when staff can 'work on whatever they want‘  K. Culture in KM4  KM6 KM & Innovation Mngt.
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 33 Focus: Debrief Knowledge and Transfer KM processes: a powerful toolbox and how to organize it Codify Knowledge / Deepen Knowledge Distribute and Network Knowledge Focus: Locate Knowledge and Learn Agenda
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 34  process … business process  three major types of business processes  management / planning processes  efficiency / value-adding processes (focus)  support processes  „knowledge intensive“ processes  KM processes (activities … instruments … proceedings … „tools“) Processes – what do we talk about delicious tags: Instrument ProcessMngt
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 35 Create Idea Concept Idea concept created Check Idea Business Relevance Business Relevance sufficient Check Idea Feasibility Feasibility sufficient Level: 3 Idea postponed Idea rejected Plan Idea Idea ready for definition Plan Idea Idea postponed Idea rejected Process modelling – example Idea Management process (section) flow and input-output model c o Innovation / value- added strategy o o Level: 3 c e Idea Concept Invention Disclosure Check Idea Feasibility Guideline for Intellectual Property Requirements Idea Creator Domain Expert Status Feedback to Idea Creator Guideline for Feasibility Check Idea Concept Idea Manager Technology & competence analysis o Level: 3 feasibility evaluated this is codification of operational knowledge
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 36 KM Support Org. Improve / adapt KM system Socio-technical KM system: Have we the right KM systems and do they work well? KM System uKM core processes Three process groups of BITKOM WM-Prozess-Systematik* Free download: http://www.bitkom.org/de/themen/54938_61676.aspx Knowledge and KM: Do we focus on the business-critical knowledge and the right KM? Management Plan & control strategically Knowledge and KM systems Improve / adapt knowledge quality X no Knowledge as-is Knowledge to-be Knowledge Worker  yes Knowledge : available in adequate quality (depth, distribution/networking, codification)? Action (process, proceeding, activity, …), requiring knowledge (capability for effective action) before-during-after * BITKOM: German association of companies in IT, telecommunication and media WM-Prozess-Systematik: systematics of KM processes (in German, 2007/2009)
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 37 BITKOM guideline WM-Prozess-Systematik* Free download: http://www.bitkom.org/de/themen/54938_61676.aspx • 1st version posted: May 2007 • 2nd completely revised version posted: November 09 • >225 KM processes (instruments/tools/…) grouped in process classes • until 2014: about 3k downloads * BITKOM: German association of companies in IT, telecommunication and media WM-Prozess-Systematik: systematics of KM processes (in German, 2007/2009) see reading material: BITKOM WM_Prozess_Systematik 2009.pdf
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 38 There are several other well-kown models for KM processes, e.g. from Ikujiro Nonaka, described in The Knowledge-Creating Company
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 39 uKM detail processes for Improve/adapt knowledge quality: Instrument sets (“toolboxes”) for any knowledge worker • deepen knowledge (K) • codify K • distribute & network K • locate K and learn • debrief K and transfer • network and collaborate in knowledge area multi-Done-D Example: Leaving Expert Debriefing
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 40 Focus: Debrief Knowledge and Transfer KM processes: a powerful toolbox and how to organize it Codify Knowledge / Deepen Knowledge Distribute and Network Knowledge Focus: Locate Knowledge and Learn Agenda
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 41  develop content structures / models  consolitate content structures  equivalent structures in all repositories, e.g. Windows Browser, Outlook folders, paper folders, … ? Links in Internet-Browser? Better tagging, e.g. in delicious?  write down your insights and experiences, e.g. blog, micro-blog, … Haiku book  write down story, micro-article , glossar , report, guideline, webinar , …  jointly develop concepts … content … knowledge area, e.g. in a wiki, see KM4  … uCodify knowledge – define, structure, describe, … – examples delicious tags: WKodifizieren socialnetworking conceptmapping visualization Blog-Wiki Maps InfoMngt DokMgt
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 42 What you do in EXACTLY 7 words! Quelle: http://www.linkedin.com /groupAnswers?viewQu estionAndAnswers=&di scussionID=38899025& gid=1851951&commentI D=37440755&goback=.g de_1851951_member_3 8899025&trk=NUS_DIG_ DISC_Q- ucg_mr#commentID_37 440755
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 43 Concept modeling – example http://cmap.ihmc.us/
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 44 Structure:  topic – short charactarization of the content by the headline  story - short description of the actual situation / circumstance  insights / experiences  (conclusions)  (open questions) more (in German): http://www.wikiservice.at/gruender/wiki.cgi?MikroArtikel Micro-Article (according to a proposal from H. Willke)
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 45 D-A-CH WM-Glossar – Gemeinschaftsprojekt der sechs wichtigsten WM-Communities in deutschsprachigen Raum http://tinyurl.com/dach- wissensmanagement-glossar
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 46 The solutions to all our problems may be buried in PDFs that nobody reads www.washingtonpost.com/blogs/wonkblog/wp/2014/05/08/the-solutions-to-all-our-problems-may-be-buried-in-pdfs-that-nobody-reads/ any idea about the reasons? summarizing responses May 30: Rethinking knowledge products after the 'PDF shock': Make them leaner, faster, and never without the community http://jschunter.blogspot.com/2014/05/rethinking-knowledge- products-after-pdf.html
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 47  learn from any knowledge source, e.g. expert, community, journal/book, …  … via learn platform, webinar , …, e-learning, e.g. new@SIEMENS (2010)  ... via good questions (make clear your objective and context) plus active listening (collaterally reflecting and restating)  "learning by teaching" technique (letting trainees teach the stuff they are supposed to learn and the experts are part of the audience, too), see http://en.k-at-r.com  ... by doing, e.g. anticipating … experiments … prototyping … research …  ... via knowledge acquisition, e.g. hiring an expert, consultant, …  ... via creativity tools , idea workshops / customer learning, … uDeepen knowledge … learn delicious tags: WVertiefen-Lernen Elearning InnovationMngt persönlichesWM Weiterbildung WLokalisieren-Aufnehmen my personal KM favourites: client projects & communities  lectures twitter, outlook/file repository, OneNote, social bookmarking, classic paper notebook
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 48 Webinar - example Collaboration Mapping von USAID/Rwanda (Juni 2013) https://ac.usaid.gov/p98631577/?launcher=false&fcsContent=true&pbMode=normal | https://ac.usaid.gov/p98631577/ Webinar portals for personal development, e.g. http://developer- media.de/webinare/
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 49 open educational ressources (OER) and massive open online courses (MOOC) • iTunes U • MIT http://ocw.mit.edu/index.htm • many universities …
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 50
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 51 synchronous chat! example MOOC asynchronous video!
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 52 Creativity tools, e.g. the six think hats from deBono white yellow red blue green black Information Benefit Feelings Control Creativity Caution several creativity tool collections can be found in the internet
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 53 Focus: Debrief Knowledge and Transfer KM processes: a powerful toolbox and how to organize it Codify Knowledge / Deepen Knowledge Distribute and Network Knowledge Focus: Locate Knowledge and Learn Agenda
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 54  face-to-face: body language ... conversation* … presentation … discussion ... collaboration … co-design …  virtually: podcast, videocast, screencast, webcast, lecturecast, … **  distributing expertise, e.g. job rotation, expert sharing, reorganization, …  distributing and networking information, e.g.  dropbox www.dropbox.com … SlideShare http://de.slideshare.net/HoferAlfeisJ  micro-blogging, weblogging , … see KM4  … uDistribute and Network Knowledge – examples delicious tags: Wverteilen-Vernetzen socialnetworking inWGebVernetzen-ZusArbeiten InfoMngt DokMgt ** many simple tools for free, e.g. audacity, camstudio, … *more about organizational conversation: iKnow The Magazine for Inno- vative Knowledge Workers : May 2014 Ed. - Organizational Conversation http://www.gurteen.com/gurteen/gurteen.nsf/id/iknow-organizational-conversation?open
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 55 slideshare is a lively place to share presentations and learn
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 56 Example: weblogging GfWM-Blog (German society for KM) topic: BITKOM KM process systematics http://www.gfwm.de/node/269 Seite 56 Start June 06 | Dec 13: ~7700 views
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 57 aus Vortrag P. Heisig, KM Egypt Kairo 2010 Example: Connecting / networking expertise
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 58 Focus: Debrief Knowledge and Transfer KM processes: a powerful toolbox and how to organize it Codify Knowledge / Deepen Knowledge Distribute and Network Knowledge Focus: Locate Knowledge and Learn Agenda
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 59 1) first own attempts 2) gardener book 3) ask friend 4) ask gardener shop assistant 5) search for expert communities and ask  best advice (change water every 2nd day) image source found via google images: http://www.websitepark.de/link_36339249_text_51206982 _deutsch.html personal experience: searching for knowledge how to cultivate watercress 1 3 4 25
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 60 … or often typical German engineer approach: do not search, develop by yourself …
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 61  Expert / community / expertise locating via knowledge map, skill database, social networking or profiles   knowledge mining in information … KM & Big Data, see KM1, Walmart example  information locating / search - externally:  Information / search abonnements, alert services   web crawler service for person-related data   google and additional interesting search sevices  information locating / search - internally:  desktop search  enterprise search uLocate Knowledge and Learn – examples delicious tags: Maps suche WLokalisieren-Aufnehmen * Information/KM – Peter Senge probably makes the distinction best in his classic, The 5th Discipline: “Sharing knowledge is not about giving people something, or getting something from them. That is only valid for information sharing. Sharing knowledge occurs when people are genuinely interested in helping one another develop new capacities for action; it is about creating learning processes.” Chris Collison, 14.10.12, in http://www.linkedin.com/groups/Article-knowledge-mismanagement-1539.S.174008141?view=&gid=1539&type=member&item=174008141&trk=eml-anet_dig-b_nd-pst_ttle-cn … and learn  completing the KM process Information Mngt  KM*
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 62 UNICEF social pro- files system source: [km4dev-l] Staff profiles, Mai 2010; Ian Thorpe [ithorpe@unicef.org] „Part of a broader intranet web 2.0 community of practice platform. We deliberately chose not to merge our system with our HR system (in which all data on experience, skills etc. needs to be fully validated), to allow staff themselves to manage their pages“
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 63  intelligent search (experts & topics)  centrally organized taxonomy  interactive dynamic network display  quality via user feedback  XING-oriented design  user care for actual content  Expert Finder software from finebrain AG www.finebrain.com B. BRAUN Melsungen AG: Expert Finder source: Wissensmanagement, Sonderausgabe Best Practices 2009/10, S. 14-15
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 64 Traditionally, employees have relied on their personal networks, word of mouth, and perhaps a corporate directory to find colleagues with the expertise or specialized knowledge to answer questions and provide advice. This is still true in many organizations, but others have implemented more formal expertise location approaches over the past 20 years, ranging from discussion forums to profiles listing employees’ areas of expertise. More recently, social networking and advanced analytics have opened new doors in terms of surfacing knowledgeable people and connecting them to colleagues with questions or challenges. Given all these changes, APQC was curious about how many organizations have adopted formal expertise location, which techniques they are using, and whether employees see those techniques as effective. To find out, we asked the audience on our January 2013 Knowledge Management (KM) Community Call about their employers’ expertise location practices. This article summarizes their responses. Locating experts and expertise – Survey 2013 http://www.apqc.org/survey/expertise-location my input
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 65  experts feel shortchanged („who pays for that extra-consulting?“)  managers feel left out („they detract my expert for their project“)  profiles self-generated by the expert:  how to check profile quality?  better use existing „official“ profiles, e.g. consultant profiles for project acquisition (DETECOM Consulting)  better generate (much richer) profiles semi-automatically  use Q&A or member profiles of communities of practice or equivalent social networking services – eventually in vital social networks the profile quality is reasonable (checked by other members) Rich discussions about expert locator systems in LinkedIn groups, e.g.: Gurteen KM Community, March 2014: http://www.linkedin.com/groups/Expertise-Locator-Tool- 1539.S.5831711119806337024?view=&srchtype=discussedNews&gid=1539&item=5831711119806337024&type= member&trk=eml-anet_dig-b_pd-ttl-hdp&fromEmail=&ut=2Bqm_VatCBQ641 uExpert / expertise locators – lessons learned the internet does not forget ??
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 66 Information / search abonnements, alert services ... via Web-Alerts ... via RSS Feeds
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 67 web crawler service for person-related data strange findings in the web
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 68 Google your own name – top ten for JHA, Okt. 2012
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 69 Use google professionally e.g. http://www.techradar.com/news/internet/web/101- google-tips-tricks-and-hacks-462143 … simple trick to exploit the PDFs (and other kind of files): when doing a google search, simply add the extension of the files you are looking for, for instance .PDF or .DOCX or .XLSX etc. … [km4dev-l] PDFs that nobody reads, May 2014
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 70 • https://duckduckgo.com  • www.bing.com • www.alltheweb.com Meta-Search: • www.mahalo.com • www.metacrawler.de • www.ixquick.com additional services: • cuil.com • grokker.com • exalead.com • A9.com • answers.com • paperball.de Additional interesting search sevices - examples http://search.yippy.com generating content clusters
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 71 https://duckduckgo.com – search service not capturing your search data and history + duck-duck-goodies, e.g. weather …
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 72 Search for websites with similar content
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 73  ConWeaver  Google Search Appliance (GSA)  SAP Netweaver Enterprise Search  IBM Omnifind Enterprise Search  FAST Enterprise Search Plattform (ESP)  SemanticMiner  … Enterprise Search – examples „A federated search can be a very effective and cost effective solution, but it happens far too often that its value is greatly diminished if it is not configured very carefully: you may end up with lots of non relevant results. Also, the speed of retrieval, security, and maintenance costs are important factors to keep an eye on. There are several players in the market, … most comprehensive solution by Autonomy... But beware the VERY high price tag, and its configuration can be a nightmare. Open source solutions: … Lucene Solr: ientirely free, … need someone to install and configure it, … Funnelback … with a company that backs its development and provide support for a very reasonable fee. They have a large number of customers, including Oxfam Australia, and they told me they are very happy with it.“ [km4dev-l] Res: Federated Search – Gabriele Sani [gabrielesani@gmail.com] 28.5.2011 check advice in CoP discussions - example see reading material: Intelligent-Search-and-Information-Access-May-2014_4504
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 74 Gartner‘s Magic Quadrant for Enterprise Search http://www.gartner.com/technology/reprints.do?id=1-1F7LZKJ&ct=130426&st=sb April 2013 The enterprise search market is being reshaped by new consumer experiences and shifts in vendors' strategies, such as Microsoft's decision to tie search technology more closely to SharePoint. Gartner compares 15 vendors to help search managers and information architects make the right choice. Vendor overview (2013, in German): http://www.wissensmanagement.net/fileadmin/backend_uplo ad/Anbieteruebersicht/Anbieter_PDF/2013_02_Anbieteruebe rsicht_E-Search.pdf
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 75 ranked according publication weighting enterprise search example ConWeaver http://www.conweaver.de searching in databases of research organization Fraunhofer Gesellschaft experts organizations departments documents projects webpages  menu offering similar terms
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 76 Please discuss in small groups, which KM processes / instruments  are rather interesting for you  you want to apply in the next time  you use already, but have not yet been discussed here Group exercise mehr-Dein-D • deepen knowledge (K) • codify K • distribute & network K • locate K and learn • debrief K and transfer • network and collaborate in knowledge area multi-Done-D KM3
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 77 Debrief Knowledge and Transfer • Leaving Expert Debriefing • Team Debriefing and more transfer processes • Lessons Learned Sharing KM processes and its systematics Codify Knowledge / Deepen Knowledge Distribute and Network Knowledge Locate Knowledge and Learn Summary & discussion "A fool with a tool is still a fool." (Grady Booch) KM processes  living KM systems
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 78 Contact Dr.-Ing. Josef Hofer-Alfeis Consulting for Knowledge and Innovation Management Josef-Sterr-Str. 4, 81377 München, Germany T +49 89 85661623 M +49 173 9775943 Email josef.hofer-alfeis@amontis.com Skype JHofer-Alfeis BrainGuide http://www.brainguide.de/dr-ing-josef-hofer-alfeis/persondetail,1,,,,,69354.html XING https://www.xing.com/profile/Josef_HoferAlfeis Public Maven profile: http://www.maven.co/profile/5Anc2u3D Twitter HoferAlfeisJ Bookmarking http://del.icio.us/HoferAlfeisJ Facebook http://www.facebook.com/profile.php?id=1800807835#!/ yasni http://person.yasni.de/josef-hofer-alfeis-17021.htm Partner Competence Center Knowledge | Innovation | Intellectual Capital Mgt. Amontis Consulting AG Kurfürsten Anlage 34 D-69115 Heidelberg www.amontis.com
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 79 Recommended KM Sources Dr.-Ing. Josef Hofer-Alfeis, 2014 BOOKS:  Hofer-Alfeis, J.: Entwicklung und Umsetzung einer Wissensstrategie. In: Pircher, R. (Hrsg.): Wissensmanagement, Wissenstransfer, Wissensnetzwerke - Konzepte, Methoden und Erfahrungen. Publicis Publishing Books, new edition 2013  Boisot, Max H.: Managing Knowledge Assets – Securing competitive advantage in the information economy. New York: Oxford University Press, 1998, ISBN: 0-19-829607-X  Learning to fly: practical knowledge management from leading and learning organisations – Nov 2004, Chris Collison, Geoff Parcell, ISBN: 1841125091  Doz, Yves, et al: From Global to Metanational. Harvard Business School Press, 2001. ISBN: 0-87584-870-2  Davenport, T. H., Probst, G.: Knowledge Management Case Book. Publicis Corp. Publishing ,2002. ISBN: 3895781819  Auer, T.: ABC der Wissensgesellschaft, Doculine-Verlag D-72766 Reutlingen, ISBN 978-3- 9810595-4-0 LINKS:  www.knowledgebusiness.com  www.apqc.org/membership-knowledge-management  www.pwm.at  www.c-o-k.de/index.htm  www.xing.com/net/pri3b94dax/knowledgemanagement/  www.xing.com/net/wm  www.wissenmanagen.net/  www.cogneon.de  www.eknowledgecenter.com  Bookmark services from JHA:  JHAs 30 InnoLinks (regularily updated) http://delicious.com/hoferalfeisj/jhas-30-innolinks  Important discussion forums for KM & Innovations Mngt. (selction): http://delicious.com/hoferalfeisj/top_-_innom_-_wm_-_foren JOURNALS:  Wissensmanagement (Fokus Anwenndung, Beratung, Anbieter)  Journal of Knowledge Management (Fokus Forschung; englisch)  KM Review (Fokus Anwendung; englisch) http://www.melcrum.com/products/journals/kmr.shtml COMMUNITIES OF PRACTICE / BODIES: WIMIP – Community der KM Practitioners https://www.xing.com/net/wimip Ges. für WM (GfWM); mit WM-Stammtischen zum Erfahrungsaustausch in vielen Städten, z.B. gfwm-regional München: http://www.gfwm.de/group/121 BITKOM ArbKreis Knowledge Management, organisiert die jährl. KnowTech-Konferenz PAPERS, BOOK CONTRIBUTIONS, PRESENTATIONS FROM JHA:  Improving Knowledge Management for Service Organizations, Munich Re, Communities Meeting, Hohenkammer 2014  Wissensmanagement mit Twitter, gfwm-Knowl-edgeCamp, Karlsruhe, 2012, and more http://de.slideshare.net/HoferAlfeisJ/wissensmanagement-mit- twitter?from=new_upload_email  Hofer-Alfeis, J.: Wissensmanagement und Personalmanagement - Synergien, Projektbeispiele und Erfahrungen - In: KnowTech Konferenzband 2011, www.knowtech.net  ~: Firmeninterne Vernetzung und Zusammenarbeit der Innovations-Manager und –Haupttreiber. Und: Wissensvernetzung von Firmen und externen Forschern/Interessierten für Technologie-Innovation – „Technologie- Innovations-Communities“ gfwm-KnowledgeCamp, Potsdam, 17.9.2011, http://knowledgecamp.mixxt.org/networks/files/folder.10675  Hofer-Alfeis, J., et al: D-A-CH Wissensmanagement Glossar ... - In: KnowTech Konferenzband 2009, www.knowtech.net  Hofer-Alfeis, J.: The Leaving Expert Debriefing to fight the retirement wave of the ageing workforce. Int. J. Human Resources Development and Management, Vol. 9, Nos. 2/3, 2009  ~: Lässt sich der wirtschaftliche Erfolg von Wissensmanagement überhaupt nachweisen? Keynote zum Workshop " WIEM 2009 - Messen, Bewerten und Benchmarken des wirtschaftlichen Erfolgs von WM, WM2009, Solothurn  ~: Das virtuelle Aktivitätstal bei sozialen Netzwerken - Diagnose und Therapie - In: KnowTech Konferenzband 2008, www.knowtech.net  ~: KM solutions for the Leaving Expert issue. JOURNAL OF KNOWLEDGE MANAGEMENT j VOL. 12 NO. 4 2008, pp. 44-54,  ~: Was leistet WM? Wissensmanagement, Heft 1/2008, S. 38-39;  ~, Keindl, K.: Die Prozess-Systematik im Unternehmenseinsatz. Wissensmanagement, Heft 2/2008, S. 38-39  ~, Keindl, K. und BITKOM Ak KEM: BITKOM Leitfaden WM-Prozess- Systematik, 2007, http://www.bitkom.org/de/publikationen/38337_45785.aspx  ~: Wissensmanagement im prozess-orientierten Unternehmen. Beitrag in: KnowTech Konferenzband 2006, www.knowtech.net  ~: Mehrwert und Zukunft von Wissensmgt. liegen im trans-disziplinären Vorgehen. In: KnowTech Konferenzband 2005, www.knowtech.net  ~: Effective Integration of KM into the Business Starts with a Top-down Knowledge Strategy. J. of Universal Comput. Science, vol. 9, no. 7 2003, 719- 728
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 80  Analysis of KM / InnoM state and needs via interviews with key people and design of an inter-disciplinary KM / InnoM program  Moderation of developing a knowledge strategy with the business strategy by the management team  Support of KM strategy definition, KM implementation and controlling  Systematic and transparent design of expert career systems based on a knowledge strategy  Support with specific KM / InnoM instruments – examples:  Debriefing of teams or leaving experts  Development and improvement of communities of practice and other social networks  Coaching by development of an individual knowledge strategy / KM program Dr.-Ing. Josef Hofer-Alfeis: Consulting Offerings for KM and Innovation Mngt. (InnoM)