Knowledge Management

Workshop Knowledge Management

Knowledge Management
Knowledge:
framed experience, values, contextual information, expert insight, grounded intuition
embedded in documents, repositories, routines, processes, practices, and norms
Knowledge Management:
systematic processes by which knowledge needed for an organization to succeed is created, captured, shared, and leveraged

Focus of KM
Knowledge management is NOT about
knowledge engineering
digital networks; it’s about process
building a smarter intranet
knowledge capture
The primary focus of knowledge Management is on
creating, getting, importing, delivering, and most importantly helping the right people apply the righ t knowledge at the right time

Value Proposition
W ithout effective mechanisms in place to capture and utilize knowledge of experienced employees, organizations make costly mistakes or have to pay again for knowledge they once had on tap
Organizations have saved significant resources a year by taking the knowledge from their best performers and applying it in similar situations elsewhere
KM can make a difference when it enables the application of knowledge
Organizations applying knowledge management methods have found that through knowledge networking they can create new products and services faster and better
integrated cross functional approach

Knowledge Management Drivers
The failure of organizations to know what they already know
The need for smart knowledge distribution
High dependence on the know-how of walkouts
The need to support cross functional collaboration
The need to deal with complex expectations
The need to avoid repeated mistakes
The need to avoid reinvention
T he need to capture the decision-making process of your expert employees
Create a catalog of decision processes
Accumulate an auditable knowledge-base of decision-making and best practices

Difficulties with KM
Lack of tangible outcome -- selling the idea to senior management
Building people to work around technology mentality
knowledge management is not a technology problem; it’s a process problem
Lack of incentives for knowledge contribution
Knowledge access is only the beginning of knowledge management
Knowledge management is an infinite loop that never ends
Organizational policies come into play when knowledge exists, is used, and is exchanged
ownership, changing user need, biz climate,

Key Concepts
Categories of Knowledge
tacit
explicit
Components of Knowledge
emphasis on conversation and discussion
judgment
experiential knowledge
values, assumptions, and beliefs
intelligence

The Three Fundamental Steps
Knowledge acquisition
process of development and creation of insights, skills, and relationships
Knowledge sharing
disseminating and making available what is already known
collaborative problem solving, conversations, teamwork generates knowledge assets
Knowledge utilization
available knowledge can be generalized and applied

Knowledge Strategy
Knowledge drives strategy and strategy drives knowledge management
plan of action
one size does not fit all
don’t lock yourself in
Knowledge management strategy supports four levels of knowledge:
know-what
know-how
know-why
care-why

Knowledge Map
A knowledge map is a graphic representation of the scope and structure of knowledge
Why Knowledge Mapping?
shared perception of gaps in critical knowledge
focus on the important knowledge
manage important information
understand the cause and effect relationships behind behavior
identify critical actions to take
defining critical thinking and decisions for getting the job done
needed information for making the decisions
keeps all the players on the same page
makes discussions more effective

Our KM Approach Identify Map Capture Store Share Apply Create Prototyping Pilot Implementation Examples, experiments, case studies Full range of identified knowledge Live on HSA servers The relative emphasis shifts; all segments are relevant in all the phases, but the focus is stronger on some segments during each phase. Knowledge Process

People,Process,Technology Leveraged Investment Phase 1 Prototype Phase 2 Pilot Phase 3 Implementation People Developing KM strategy. approach HSA Team SMC-HSA Personnel Process Assessing Planning Design Test Full-scale Production Technology Enabling Tools Test Environment Integrated Platform with HSA IT System

Maximizing the Use of Technology
Content Strategy
structure
metadata
tagging knowledge elements with attributes
System Components
repositories (knowledge servers)‏
collaborative platforms
networks
Adhering to Standards
fit into overall information technology architecture
interoperability

Access, Share, Apply Users need a quick, easy and secure way to document, organize, classify, categorize, share, and track information
Communication
Collaboration
Teamwork
Writing Proposals How to Use Mock Claim Researching Funds Know What Know How Know Why

Knowledge Sharing Portal

Assembling The Correct Tools
Knowledge mapping and related tools
Content management tools
Collaborative technologies
Process modeler tools
Content creation tools

Knowledge Culture
Integrate knowledge sharing into daily work
Consistent and continual leadership
Visibility to top management
Rich collaborative environment for knowledge sharing and transfer
Time to engage in knowledge sharing
Systems are in place for capture through reuse of information
Supportive reward system
Organizational life-long learning

Deployment Identify Map Capture Store Share Apply Create Prototyping Pilot Implementation Examples, experiments, case studies Full range of identified knowledge Live on HSA servers The relative emphasis shifts; all segments are relevant in all the phases, but the focus is stronger on some segments during each phase.

Deployment Plan
Rapid prototyping
Iterative process
instant feedback and modification
low risk
Pilot Deployment
small-scale implementation
culture (rubber meets the road)‏
identifying requirements for fitting into the existing information technology architecture
Implementation
live on HSA IT infrastructure

Case Study
Case Study at Cisco
estimating time frame for implementing KM projects
approach
lessons learned - common mistakes
compensation systems that don’t support knowledge sharing and teamwork
building a “Grand Database in the Sky”
allowing technology to dictate development
failure to coordinate and involve top management and the users
success factors
focus on people and process

Knowledge Management

by APS Consulting Group on Dec 21, 2010

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Knowledge Management — Presentation Transcript