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Pervasive knowledge management & learning with SharePoint
 

Pervasive knowledge management & learning with SharePoint

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This presentation outlines -: ...

This presentation outlines -:

- A methodology on how to create a participative model for sharing and consuming knowledge and learning resources within your organization using SharePoint as an infrastructure
- An implementation focused reference framework for tools and navigation systems that would provide the basis for democratizing knowledge sharing and consumption

Optimus BT Insights | SharePoint Knowledge Management

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    Pervasive knowledge management & learning with SharePoint Pervasive knowledge management & learning with SharePoint Presentation Transcript

    • Creating a Culture ofPervasive Knowledge Management and Learning with SharePoint
    • Setting up the Context… What we are discussing today …  A methodology on how to create a participative model for sharing and consuming knowledge and learning resources within your organization using SharePoint as an infrastructure  An implementation focused reference framework for tools and navigation systems that would provide the basis for democratizing knowledge sharing and consumption
    • 1. Knowledge Management & Learning – TodayAn overview of the current approach of how knowledge and learning is managed within the organizations2. The Emerging Needs and TrendsAn overview of what the current and next generation of knowledge workers and end users and organizations areexpecting out of a knowledge management and learning solution3. Our vision for Pervasive Knowledge Management and LearningAn overview of our vision and concept of what pervasive knowledge management and learning is and how it fits inthe current state of things within organizations4. Why SharePoint as the Solution?A quick overview of SharePoint, its features and functions that allow organizations to easily implement pervasiveknowledge management and learning solutions5. Cultural Issues and Adoption – Some Thoughts .Some thoughts on how organizations can overcome the cultural issues and adoption roadblocks in their roadmap ofmoving from traditional to pervasive knowledge management and learning implementations6. Getting Started!The next steps
    • The Current KM and Learning Organization Organization  Top down approach for knowledge and Intelligence Learning, Vision, Strategy, Intelligence learning management Culture, Flexibility, Enablement (Select set of Management Veterans and Identify competency based on the  Identification, decisions and approvals are made by a select set of people and Identify, Select and recruit experts visionaries who make the decisions and immediate and future needs Setup knowledge and learning goals and drive to results) Create expert groups for research objectives Review, approval and formalization and competency building Review, approval and formalization driven down to the projects, individuals Top down Approach and teams through professionals and experts Experts & Learning Groups &  Lack of a participative approach for Professionals Commitees Subject Matter Expertise, formal Focused interests, Topic centered knowledge management and learning knowledge contribution, best knowledge & Learning group practices development, focused dynamics, Continual knowledge  Lack of feedback mechanisms to learning contribution association Gathering and Formalization capture real time experiences and Intra and Inter group of Knowledge Discovery and Lessons Learnt collaboration and knowledge sharing informal knowledge gained byFeedback? Formal Knowledge transfer and individuals, projects and teams learning through courses, formal Feedback? meetings, training sessions etc. Feedback?  knowledge transfer occurs at the project Projects Teams / overall topic level, but is unable to do Individual the same when it comes to knowledge Dynamic formation, limited Shared Goals, Synergy, Shared lifetime, Ad-Hoc Knowledge and Vision, Culture, Team Dynamics, Formal Experience, skill, tacit Formal learning, driven by formal processes Participation knowledge, learning capacity Participation Conflicts, Resolutions etc. and learning at specific task level details etc.  Does not help identify “Informal” Formal Project Collaboration driven by Processes Formal Team Collaboration Driven by Processes experts and capture and share knowledge contributed by these experts
    • The Process Issues Sequential set of Formal Activities Identify / Strategy Create / Source Formalize Organize Distribute Consume Analyze the current needs Form focused committees Review meetings, Taxonomy and metadata Submission to the Ad-Hoc consumption of based on competency feedbacks and updates definitions and application Knowledge management information on a need to Formal research gaps, skill set gaps, and learning portals know basis processes, Interviews and Additional research and Decisions and approvals knowledge and learning meetings to gather interviews to drive on categorization, target Sending of notifications Access the knowledge and gaps intelligence towards completion audiences, roles, functions and emails to identified learning portal via search Setup the goals, strategy etc. of the knowledge and set of users on the and limited tools Group collaboration and Finalize on the knowledge and approach for filling up learning artifacts availability of the knowledge sharing and learning plan and the gaps in terms of knowledge and learning artifacts Reviews, group knowledge and learning Creation of drafts and artifacts discussions, finalization prototypes Final approvals Feasibility studies and approvals Knowledge sharing Submission for reviews through formal classroom Identify experts and and approvals exercises, training sessions professionals communicate the goals and objectives Issues / Gaps Issues / Gaps Issues / Gaps Issues / Gaps Issues / Gaps The identification is done Majority of the Standard taxonomies created / defined around the Does not involve anything Users think of consuming based on the needs of information that is artifacts – which is useful, but forces the users to beyond the KM and information on a ad-hoc business continuity at an created / sourced is remember the taxonomy structure definitions in order to learning portal and basis – only when they overall organizational level formal in nature easily access the information probably some email realize that they need notifications help, or have a mental Does not consider, and is Does not consider as Does not provide the flexibility to the end user to define block when they carry out disconnected from the much from the real-time their own meaningful metadata around the artifacts – their day to day activities knowledge and learning experiences, knowledge creating a disconnect and reducing the utilization and gaps that exist in the day around the neighboring consumption of the artifact in a timely and useful A separate activity that is to day of the organization areas and point solutions manner disconnected from the day to day of the users Experts involved may not be connected to the real “Context” is not provided life scenarios due to the by the systems to the nature of their jobs and users may reduce the usefulness No mechanisms for of the artifacts created providing feedbacks / informal communications
    • 1. Knowledge Management & Learning – TodayAn overview of the current approach of how knowledge and learning is managed within the organizations2. The Emerging Needs and TrendsAn overview of what the current and next generation of knowledge workers and end users and organizations areexpecting out of a knowledge management and learning solution3. Our vision for Pervasive Knowledge Management and LearningAn overview of our vision and concept of what pervasive knowledge management and learning is and how it fits inthe current state of things within organizations4. Why SharePoint as the Solution?A quick overview of SharePoint, its features and functions that allow organizations to easily implement pervasiveknowledge management and learning solutions5. Cultural Issues and Adoption – Some Thoughts .Some thoughts on how organizations can overcome the cultural issues and adoption roadblocks in their roadmap ofmoving from traditional to pervasive knowledge management and learning implementations6. Getting Started!The next steps
    • The Emerging Needs and TrendsFeatures Current Needs & TrendsObjectives  Centrally store and manage  Centrally store and manage knowledge and learning artifacts knowledge and learning  Enable users to easily capture, contribute, disseminate and artifacts utilize knowledge and learning artifacts to solve problems and gain knowledge  Command and Control  Pervasive - Expanding the scope of knowledge management beyond “business critical” to “day to day” support and “just in time” availabilityDrivers  “Information” retention  Enterprise Knowledge retention  Standardization and  Flat Organizational Structures formalization of Knowledge  Reducing the Enterprise learning curve Management and Learning  Knowledge and learning for productivity and efficiency Processes  Bridging the gap between knowledge management and learning  Skills identification, utilization and competency development  Targeting the Gen Y users who are more accustomed to the latest technological trends like Web 2.0  Integration of Enterprise 2.0 in the organizations vision, mission and strategy to build a competent organization, ahead of the curve in terms of competitionKnowledge Management  Formal and structured  Social, Collaborative and Contextual& Learning Culture
    • The Emerging Needs and TrendsFeatures Current Needs & TrendsKnowledge & Learning • Utilize Standard taxonomies • Free flowing taxonomies integrated with the standardContent Management and • Unidirectional – from top down to taxonomiesDelivery the bottom • Multi directional – Top to bottom, bottom to top and peer to peer in a asynchronous fashionKnowledge Sharing & • Class rooms, training sessions, • Informal, self service, collaboration, dialog and conversationLearning meetings and word to mouth based knowledge sharing and learningKnowledge Management • Trainers, Subject Matter Experts • Mentors, Coaches, Technology and Process Enablers, SMEs& Learning Roles and FacilitatorsKnowledge and Learning • Brochures, catalogs, online and • Frameworks and tools embedded and integrated within theEnablement offline course material, emails, tools various work / knowledge and learning related portals that that are part of the formal are capable of capturing tacit and spontaneous information, knowledge management and structure information based on standard and user driven learning management solutions taxonomies and contextually bubble up the artifacts – based on the profile, preferences, interests, topics, skills and roles of the usersSystems and Solutions • Multiple, Disparate systems and • Integration of Knowledge management and learning within solutions to take care of knowledge your everyday apps - No new systems and learning functions • Platform, solution or a framework with tools and applications • Implemented based on the ad-hoc capable of capturing and delivering knowledge and learning knowledge and learning needs of artifacts from existing systems, internet or multiple other various departments, teams and sources business functions of the organization
    • 1. Knowledge Management & Learning – TodayAn overview of the current approach of how knowledge and learning is managed within the organizations2. The Emerging Needs and TrendsAn overview of what the current and next generation of knowledge workers and end users and organizations areexpecting out of a knowledge management and learning solution3. Our vision for Pervasive Knowledge Management and LearningAn overview of our vision and concept of what pervasive knowledge management and learning is and how it fits inthe current state of things within organizations4. Why SharePoint as the Solution?A quick overview of SharePoint, its features and functions that allow organizations to easily implement pervasiveknowledge management and learning solutions5. Cultural Issues and Adoption – Some Thoughts .Some thoughts on how organizations can overcome the cultural issues and adoption roadblocks in their roadmap ofmoving from traditional to pervasive knowledge management and learning implementations6. Getting Started!The next steps
    • Introducing the Pervasive Process… Participants include anybody and everybody in the organization who has a knowledge and learning artifact to Share Use of standard as well as free flow taxonomy Contextual tools integrated within the day to day work and folksonomies to categorize information as systems capable of capturing and storing information part of the submission process which will allow centrally the system to automatically bubble up Sharing of informal and tacit knowledge and information through tools in context of the experiences that spontaneously arise in context of project, topic or an issue that the user is everyday work, research and other activities focused on Create / Source Formalize / OrganizeBetter intelligence The Pervasive Integration of the formalgathered by the Bubble up of knowledge and learning artifacts learning and knowledgemanagement and expert Natural ways of consumption and collaboration with peers / experts and teams Approach in a contextual fashion based on the user’s artifacts into the pervasiveteams helping them to for better learning profile and other metadata artifacts environment to makeidentify the most critical Omnipresent and ready to consume through available anything andand used information and Providing informed feedback leading to everything that is of value for e tools integrated within the day to day work nccompletely formalize the refinement of the knowledge artifact in a active distribution, systems of the user igeknowledge and learning pervasive manner consumption and learning Int ellprocesses Collaboration / Learning / Feedback Contextual Distribution / Consumption eg rat Int i on Identify / Strategy Create / Source Formalize Organize Distribute Consume The Traditional Approach
    • The Pervasive KM and Learning Organization Projects Project Individual Dynamic formation, Sites Experts & My Site Experience, skill, limited lifetime, Ad- KM & Learning Professionals KM & Hoc Knowledge and Learning Subject Matter Expertise, tacit knowledge, learning capacity Learning Tools learning, driven by Tools formal knowledge Is there a need to build a new solution to foster formal processes contribution, best practices etc. development, focused learning contribution pervasive KM and Learning? Learning and KM Portals The Pervasive Knowledge Management & Learning Framework KM & Learning Our approach is to use the Web 2.0 Taxonomy Search Templates Tools same systems that you already KM & Social have, but extend the systems Knowledge & Learning Learning Tools Contextual Infrastructure Artifact Repository with a framework of contextual Team tools, profile extensions and Sites make these tools available to Groups the users “in context” of their Team KM & Learning Organization Focused interests, Topic day to day work systems Shared Goals, Synergy, Tools centered knowledge & Learning, Vision, KM & Shared Vision, Culture, Learning group Intranet Strategy, Culture, Learning Team Dynamics, Tools dynamics, Continual Flexibility, Conflicts, Resolutions Community knowledge association - Enablement Sites etc.
    • 1. Knowledge Management & Learning – TodayAn overview of the current approach of how knowledge and learning is managed within the organizations2. The Emerging Needs and TrendsAn overview of what the current and next generation of knowledge workers and end users and organizations areexpecting out of a knowledge management and learning solution3. Our vision for Pervasive Knowledge Management and LearningAn overview of our vision and concept of what pervasive knowledge management and learning is and how it fits inthe current state of things within organizations4. Why SharePoint as the Solution?A quick overview of SharePoint, its features and functions that allow organizations to easily implement pervasiveknowledge management and learning solutions5. Cultural Issues and Adoption – Some Thoughts .Some thoughts on how organizations can overcome the cultural issues and adoption roadblocks in their roadmap ofmoving from traditional to pervasive knowledge management and learning implementations6. Getting Started!The next steps
    • Does/Did Your Organization Deploy SharePoint in a Production Capacity? Source: AIIM State of the Market – Microsoft SharePointIndicate the Scope and Level of Use of the SharePoint Applications in Your Organization Source: AIIM State of the Market – Microsoft SharePoint
    • Approximately How Many Users Access SharePoint In your Organization? Source: AIIM State of the Market – Microsoft SharePointApproximately How Many SharePoint Sites are Deployed Within Your Organization?Source: AIIM State of the Market – Microsoft SharePoint
    • Rank the Degree to Which Your Organization Uses the Following SharePoint Functionality Source: AIIM State of the Market – Microsoft SharePoint Indicate the Level to Which SharePoint is Used in the Following Business ProcessesSource: AIIM State of the Market – Microsoft SharePoint
    • Which collaboration platform do you use MOST for team/project sites? Source: AIIM industry watch – Collaboration and Enterprise 2.0 Do You or Are You Likely to UseSharePoint to Create, Manage and Store the Following Types of Business Content?Source: AIIM State of the Market – Microsoft SharePoint
    • Collaboration Communities Microsoft SharePoint helps Contextual Information Extensible your organization to fill in the Search Delivery gaps that exist in General collaboration, information Dashboards Employees Mashup Apps and Web 2.0 and Reporting Business Critical Systems utilization and management, knowledge management and Executive Microsoft Microsoft Office process automation amongBusiness Users Personalization SharePoint SharePoint Server Workflow and Profile Stores others. and Choice 2007 Forms AutomationDepartmental SharePoint can be the one Application Users Databases platform that can help bring Content and Business together content, data, Metadata Mgmt Solutions Customers, SAAS processes, knowledge and Partners. Etc. Providers people in a centralized fashion Document Web Enabled Applications – helping improve the Managment Rich Media organizational productivity and Experience efficiency
    • Audiences The Pervasive Knowledge Management and Learning Framework Informal Formal Framework Tools that integrate with the existing portal infrastructureIndividuals My Sites Blogs, Wikis & Bubble up of Discussions Information Integration to deliver formal knowledge and learning Contextual Knowledge & elements from existing systems Information Teams Team Sites Learning Networks Aggregation Web 2.0 Expert and Topic Pervasive Knowledge Management Tracking Tools and Learning Artifact Repository Groups Communities Activity Streams Lists, Libraries and Pages for Best Practices, Documents, Embedded Presentations, Videos, FAQs, Quizzes, Authoring and Surveys, Research Papers, Links, tests, Publishing tools Whitepapers, Course Catalogs, Learning Projects Project Sites Social Resources etc. Collaboration, Networking Experts & Taxonomy Search Collaboration Social Infrastructure Knowledge Mgmt Learning & Learning PortalProfessional Taxonomy definitions and Faceted mechanisms that Site Templates, Profile management, metadata stores allow for experts, people, workspaces, peer review expert tracker, documents, content, workflows, information community templates learning and knowledge sharing artifacts using the taxonomy and metadata Enterprise infrastructureOrganization Intranet Governance and Reporting Infrastructure
    • 1. Knowledge Management & Learning – TodayAn overview of the current approach of how knowledge and learning is managed within the organizations2. The Emerging Needs and TrendsAn overview of what the current and next generation of knowledge workers and end users and organizations areexpecting out of a knowledge management and learning solution3. Our vision for Pervasive Knowledge Management and LearningAn overview of our vision and concept of what pervasive knowledge management and learning is and how it fits inthe current state of things within organizations4. Why SharePoint as the Solution?A quick overview of SharePoint, its features and functions that allow organizations to easily implement pervasiveknowledge management and learning solutions5. Cultural Issues and Adoption – Some Thoughts .Some thoughts on how organizations can overcome the cultural issues and adoption roadblocks in their roadmap ofmoving from traditional to pervasive knowledge management and learning implementations6. Getting Started!The next steps
    • Cultural Issues and Adoption – Some Thoughts.Let’s try to address the cultural issues and adoption concerns by taking the example of a informal and pervasiveknowledge, information sharing and collaboration platform – The InternetWhat does the internet provide that makes it a popular, indispensable platform? The internet is a vast collection of various, ready to use online tools that can be accessed by the users any time, any where in context of their knowledge and learning requirements – this is what makes the internet a Pervasive Platform Users are presented with the tools to post, share and consume information, as well as collaborate with experts around the globe without any compulsion, obligation or force –Despite this, Users are naturally motivated to post, share, consume and collaborate Blogs and forums allow users to post ideas and opinions, involve professionals as well as informal experts in the conversations and create focused communities around specific topics and interest areas – Users will gain a wider knowledge on topic and around the topic, foster communities and quickly get recognized as an expert based on the contribution, quality of the conversations and thought leadership put forward. Facebook and LinkedIn type of applications provide the tools that are able to make almost informed assumptions by utilizing the taxonomy and metadata of the user’s profile and bubble up the most relevant contacts, groups and other suggestions – Users will be readily presented with a set of informed options, which the user can choose to do something with and always discover new connections without much efforts Search engines like Google are widely used by users to get just in time information and knowledge around their day to day work – Productivity and efficiency can be greatly improved if these tools are integrated within the users work applications systems
    • Cultural Issues and Adoption – Some Thoughts. Our Recommendations… Focus on creating a pervasive environment within your organization  Transform your view of looking at knowledge management and learning from only a process focused standpoint to more of a free flowing, informal and naturally evolving activity Focus on enabling the users with the right set of tools and providing them in the right places  Analyze what the “Context” is for the various types of users in your organization and strategize and plan on what types of tools are required and how you can integrate it within the day to day work systems of the users and other factors like ease of use of the tools Replicate the best of tools and applications on the internet in the context of your organization  Some of the best and widely used tools include search, social and professional networks, blogs and forums among others that can be easily replicated in context of your organization. You can also look at other tools like youtube, slideshare, scribd, digg, etc. among others and how these types of tools can best benefit your organization’s knowledge management and learning objectives Analyze and identify the incentives and benefits for users to proactively use the tools  Some of the incentives that can be thought about and demonstrated can be – recognition, quick adoption and learning, improving work-life balance, improved productivity
    • 1. Knowledge Management & Learning – TodayAn overview of the current approach of how knowledge and learning is managed within the organizations2. The Emerging Needs and TrendsAn overview of what the current and next generation of knowledge workers and end users and organizations areexpecting out of a knowledge management and learning solution3. Our vision for Pervasive Knowledge Management and LearningAn overview of our vision and concept of what pervasive knowledge management and learning is and how it fits inthe current state of things within organizations4. Why SharePoint as the Solution?A quick overview of SharePoint, its features and functions that allow organizations to easily implement pervasiveknowledge management and learning solutions5. Cultural Issues and Adoption – Some Thoughts .Some thoughts on how organizations can overcome the cultural issues and adoption roadblocks in their roadmap ofmoving from traditional to pervasive knowledge management and learning implementations6. Getting Started!The next steps
    • Getting Started!  Analyze your organizations needs in terms of pervasive knowledge management and learning  What are the challenges your organization faces today in terms of Knowledge Management & Learning?  How do you deliver Knowledge Management artifacts to your community and how can social technologies help?  What objectives are paramount to your organization in terms of Knowledge Management and Learning?  Which Web 2.0 Technologies do you use and would need to be part of the Social Collaboration and Sharing framework in your organization?  How do you intend to use SharePoint in your organization and what is the roadmap ?  Develop a Strategy for Pervasive KM & Learning for your organization  Build the framework and tools necessary to support the strategy
    • Thank YouOptimus BT,2550 Northwinds Parkway,Suite 140, Alpharetta GA 30009, USAPhone: (770) 569 1240Fax: (770) 569 1242Email: info@optimusbt.comWeb: www.optimusbt.comGain insights from the Optimus BT perspectiveFollow us on