4 fyi knowledge-managementpresentation
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A preso given at the New York State Forum's "Emerging Technology" Workgroup's "Web 2.0 in government" conference in Albany, NY
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4 fyi knowledge-managementpresentation
- 1. Web 2.0 for Government Knowledge Management Everyone benefits by sharing knowledge March 24, 2010 Emerging Technologies Work Group Rich Zaziski, CEO FYI Business Solutions [email_address]
- 7. Getting Started with Knowledge Management
Editor's Notes
- Introduce myself Faster, Cheaper, Better More for Less
- In 2004 - the term began when O'Reilly Media and MediaLive hosted the first Web 2.0 conference Shift from creating software to providing a platform based on information content. Web 2.0 site allows its users to interact with other users or to change website content , in contrast to non-interactive websites where users are limited to the passive viewing of information that is provided to them. 2006 TIME magazine Person of The Year – "You" . [12] TIME selected the masses of users who were participating in content creation on social networks, blogs, wikis, and media sharing sites. It's a story about community and collaboration on a scale never seen before. It's about the cosmic compendium of knowledge Wikipedia and the million-channel people's network YouTube and the online metropolis MySpace.
- APQC - the American Productivity and Quality Center Founded in 1977 as a member-based nonprofit, APQC one of the world’s leading proponents of Process performance improvement benchmarks. The holy grail of knowledge management measurement is to tie participation to outcomes . The more people participate in communities of practice, share information, use information, adopt practices, and so forth, the more we expect to see a correlation with business and mission outcomes. Knowledge management is a systematic process designed to connect people with one another and with the knowledge and information they need to achieve results through the identification, capture, validation, and transfer of knowledge When embarking on a KM initiative, most organizations face the typical business questions such as: Why should we do this (i.e., What is the business case )? Who is going to be responsible (i.e., What roles and resources are necessary )? How will we know if it makes a difference (i.e., How do you measure the results )?
- The goal of KM is not to share knowledge for its own sake, although that is a valuable byproduct of the process. Start with the business problems or opportunities, and identify the processes that seem to be the source of the "knowledge problem. For example, we've seen issues ranging from repeated customer complaints about a process that doesn't get fixed, making the same mistake across business units, loss of knowledge due to retirement of key people, difficulties with bringing new people on board, lack of access to SME’s by staff or citizens trying to solve complex problems Organizations are typically swimming in enormous amounts of tacit and explicit knowledge, only some of which is valuable and durable enough to offer future value and justify the costs of retaining and transferring it. Building large repositories and content management systems to house all possible knowledge is a fruitless endeavor. Knowledge comes in two basic varieties: explicit and tacit , also known as formal/codified and informal/uncodified knowledge. Explicit knowledge comes in the form of books and documents, formulas, project reports, contracts, process diagrams, lists of lessons learned, case studies, white papers, policy manuals, and so on. Some explicit knowledge may not be useful without the context provided by experience. Tacit knowledge, by contrast, can be found in interactions with employees and customers. Tacit knowledge is hard to catalog, highly experiential, difficult to document in detail, ephemeral, and transitory. It is also the basis for judgment and informed action. Organizations concerned about knowledge loss fear that tacit knowledge has not been captured (made explicit) or transferred so that others may benefit from it. The KM approaches for managing explicit knowledge may be more mechanical; tacit knowledge is more difficult to capture and reuse. Some approaches, such as well-designed communities of practice, may address both types of knowledge. The trick is to determine exactly what and where the knowledge is and by what means it can be "captured" and transferred.
- Tip No. 1: Start with a measurement paradigm that drives KM linkage to business needs. a KM measurement system should incorporate business outcomes as the focal point for the KM strategy and a way to measure its effectiveness. Once an organization defines the business objectives for KM, the knowledge flow processes--such as communities--need to be established and their activity levels tracked. The goal is to tie trends in activity measures to business outcomes. Clear business outcomes provide the ROI to justify investment in the KM approaches as well as the necessary people and technology enablers and infrastructure that any successful initiative requires. Tip No. 2: Select measures that are appropriate to your organization's particular KM approach, its objectives, and its stage of development. In the early stages of deployment, any KM strategy needs measures of alignment with business strategy, acceptance, and behavior change, as well as a method to predict desired business outcomes and begin tracking them. However, the way in which an organization measures the particular costs and impacts of its KM program depends on the KM approach(es) adopted. For example, a KM initiative focused on improving sales force effectiveness would track the reuse of effective proposals (activity) and sales (outcome), but such measures would probably be irrelevant to a KM initiative centered around building new knowledge in an engineering discipline. Likewise, an enterprise whose goal is to implement communities of practice would measure success differently than wound an organization that wants to install a content management system. Tip No. 3: Understand the linkage between inputs, process changes, and desired outcomes. The APQC value path model shows the relationships among inputs (investments), processes (KM-related activities and behaviors), and outcomes (organization objectives). Depending on the particular KM activities being performed, examples of inputs might include time, salaries, and IT costs. Process changes might include cycle time, participation, and contribution to a body of knowledge. Examples of outcomes important to the organization might include employee and customer retention, reduced costs per transaction, or increased revenue. Tip No. 4: Create a measurement system that actually works. Many organizations have lists of measures, but lack the necessary processes and accountability for collecting, organizing, reporting, and using the measures to improve their KM programs and drive funding and investment. In addition, a measurement system that captures intangible benefits such as social cohesion, job satisfaction, and time-to-competency will provide a broader perspective of successful KM efforts. Tip No. 5: In addition to metrics, provide compelling examples of success. At every stage of KM deployment, organizations need examples of success that can help justify past and future investments and provide management with a vision of what is possible. Collect success stories that illustrate the value path from inputs to outcomes. The Bottom Line KM measurement is like a beautiful automobile. Although measurement has inherent esthetic and social value, its utilization value comes when it propels one from point A to point B--from ignorance to understanding or informed action. A measurement system that links KM activities to business impact provides a rationale for investment beyond the esthetics and intangibles that KM brings to an organization.
- Hawaiian word for "fast“ Wiki’s provide the WEB 2.0 tools for delivering: A defining characteristic of wiki technology is the ease with which pages can be created and updated. 2001 - Wikipedia was formally launched 2001, as a single English-language edition at www.wikipedia.com. 2007 - English Wikipedia passed the 2 million-article making it the largest encyclopedia ever assembled, eclipsing even the Yongle Encyclopedia (1407), which had held the record for exactly 600 years. [30] More with Less..,…FASTER, CHEAPER, BETTER