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Give the People What They Want: An Approach to Thoughtful KM Technology

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Presented by Todd Fahlberg, Knowledge Management Consultant on May 19th, 2020.

Implementing a meaningful Knowledge Management technology brings many levels of challenges, even in the most innovative, user-centric organizations. In this session, Todd Fahlberg and Madison Jaronski will share proven practices on how to approach KM Technology broken in four phases: Gathering Requirements & Defining Personas, Leveraging Data-Driven Evaluations, Combining Quantitative and Qualitative Data to Make Holistic Decisions, and Crafting an Implementation Strategy for Success & Adoption. Lastly, Todd and Madison will offer recommendations based on experiences with past and current clients how organizations can make better, people-focused decisions when it comes to Knowledge Management technology.

Published in: Technology
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Give the People What They Want: An Approach to Thoughtful KM Technology

  1. 1. GIVE THE PEOPLE WHAT THEY WANT: A THOUGHTFUL APPROACH TO KM TECHNOLOGY Midwest KM Symposium 2020 By: Todd Fahlberg and Madison Jaronski May 19, 2020
  2. 2. @EKCONSULTING MADISON JARONSKITODD FAHLBERG KM Technical Consultant Senior KM Analyst Areas of expertise: KM Technical Strategy & Implementation, Enterprise Search, and Semantic Technologies Areas of expertise: KM Strategy, User-Centric Design, and Gamification
  3. 3. EK AT A GLANCE 60% 40% STABLE CLIENT BASE 50+ EXPERT CONSULTANTS CommercialFederal 7 AREAS OF FOCUS ▪ KNOWLEDGE MANAGEMENT STRATEGY & DESIGN ▪ TAXONOMY & ONTOLOGY DESIGN ▪ CONTENT & BRAND STRATEGY ▪ TECHNOLOGY SOLUTIONS ▪ AGILE TRANSFORMATION ▪ CHANGE MANAGEMENT ▪ KNOWLEDGE GRAPHS, SEMANTIC MODELING, AND ARTIFICIAL INTELLIGENCE 25+ COUNTRIES GLOBAL REACH WITH CLIENTS IN BASED IN DC
  4. 4. KNOWLEDGE MANAGEMENT INVOLVES THE PEOPLE, PROCESS, CULTURE, AND ENABLING TECHNOLOGIES NECESSARY TO CAPTURE, MANAGE, SHARE, AND FIND INFORMATION.
  5. 5. DECONSTRUCTING KM PEOPLE • Flow of knowledge through the organization. • Knowledge holders and knowledge consumers. • Understanding of state and disposition of experts. PROCESS • Existence and consistency of processes. • Awareness of and adherence to processes. • Quality of processes. CONTENT • State and location of content. • Consistency of structure and architecture. • Dynamism of content. • Understanding of usage (analytics). CULTURE • Senior support and comprehension. • Willingness to share, collaborate, and support. TECHNOLOGY • Maturity of “KM Platform” or ”KM Ecosystem”. • Integration with and between systems. • Usability and user- centricity. @EKCONSULTING
  6. 6. KM ECOSYSTEM - LOGICAL ARCHITECTURE Content Management System Used to author, organize, manage, and publish content on a web interfaceCentralized UI Repository Layer Web Content Management Enterprise Search Learning Management Analytics Layer Taxonomy Management Document Management Instant Messaging Findability Layer Ontology Management Collaboration Layer Content Creation Layer Document Sharing Annotation / Feedback Chat Bot Team Workspaces Reporting Usage Metrics Content Metrics Governance Layer Workflows Records Schedule Access Controls Information Audit WYSIWYG Editor Digital Asset Editing Alerts / Notifications Recommendations APIs Displayed below are the layers needed for a best in class Knowledge Management and Information Management Ecosystem. Knowledge Graph Customer Relationship Management Digital Asset Management Component Content Management Metadata Layer Auto-Tagging / Auto-Classification Auto-Categorization @EKCONSULTING
  7. 7. Why KM Technology Efforts Fail ▪ Missing Vision ▪ Mistaken Faith in Capabilities ▪ Lack of End User Engagement ▪ Too Much Theory, Not Enough Business ▪ Excessive Complexity ▪ Insufficient Understanding of Current Technology Ecosystem ▪ Lack of Sustainment / Governance WHY WE NEED TO BE THOUGHTFUL @EKCONSULTING
  8. 8. BE DELIBERATE WITH KM ASSESS PROGRESS AND ADJUST UNDERSTAND THE BUSINESS DRIVERS PUT KM IN TERMS OF RESULTS LEVERAGE AN ITERATIVE APPROACH ACTIVE COMMUNICATION AND DIALOGUE @EKCONSULTING
  9. 9. PHASE ONE: GATHERING REQUIREMENTS AND DEFINING PERSONAS
  10. 10. Because of a Knowledge Graph… Recommendation Engine Use Cases TOP-DOWN ANALYSIS • Human-driven, facilitated workshops, focus groups, and interviews with end-users, initiative stakeholders, and administrators of the potential technology solution. • This approach is designed to create buy-in and achieve alignment for the enterprise components of the solutions, while ensuring all stakeholders are appropriately represented and “heard.” BOTTOM-UP ANALYSIS • Deep analysis of individual documents/data, document/data sets, and existing applicable repositories or systems. • This approach is designed to ensure initiative stakeholders possess a firm understanding of the existing technology ecosystem as well as the content (data or documents) that will be ingested by the potential solution. @EKCONSULTING
  11. 11. DEFINING REQUIREMENTS FUNCTIONAL REQUIREMENTS: ------- Identifying what a technology should do, or challenge it should solve, is a critical first step to take when defining requirements. Functional requirements are postured to not only validate the strength of a technology but to also measure non-technical users’ ability to understand and utilize a platform with minimal training. ------- Examples: • Live editing (collaboration) • Report generation TECHNICAL REQUIREMENTS: ------- Understanding how a technology should perform is just as important as functional requirements to ensure the solution meets user needs and limits disruption to the organization’s ecosystem. Technical requirements are complex in nature as they are unlike functional requirements because they cannot easily be demonstrated to normal users. ------- Examples: • Hosting location (on-prem or cloud) • Programming language EXPLORATORY REQUIREMENTS: ------- Selecting technology using present-time requirements leaves the possibility open for a selection to be made based off reactionary decision making. Exploratory requirements provide insight to a solution’s community, the vendor’s business model, and requirements that may not naturally be defined as functional or technical. ------- Examples: • Pricing Model (cost per user) • Sustainability (support, scalability) @EKCONSULTING
  12. 12. PERSONAS & USER STORIES PERSONAS: Put a face and a name to the users we are working with and designing a vision for. Talking about personas as real people helps us better understand their goals, frustrations, and their motivations. As a <role of the user>, I want <desired feature> so that <the why/end-goal>. USER STORY: Short, simple description of a business need or function requirement written from the perspective of the end user. Helps deliver the highest value early in development by focusing on incremental user needs and facilitating communication and collaboration. @EKCONSULTING
  13. 13. PHASE TWO: LEVERAGING DATA DRIVEN EVALUATIONS
  14. 14. EVALUATION PROCESS OVERVIEW Various activities exist to validate solutions against Functional, Technical, and Exploratory requirements. The most effective methods include solution demonstrations and proof of concepts (PoC). @EKCONSULTING DEVELOP VENDOR RATING RUBRIC Define Participants for Demo and PoCs CONDUCT VENDOR DEMONSTRATIONS Prepare vendors for demonstrations SUB-TASKS TASKS PERFORM PROOF OF CONCEPTS ORGANIZE FINDINGS Complete Demo Rating Rubric Complete PoC Rating Rubric Analysis & Research Vendor Demonstrations Demo Rating Sheets PoC Rating Sheets Requirements Evaluation
  15. 15. VENDOR GRADING RUBRIC A Vendor Grading Rubric provides those that are validating requirements a centralized location to capture their feedback. The rubric is leveraged during demonstrations and interactions with the vendor or solution to compare and contrast findings. @EKCONSULTING
  16. 16. PROOF OF CONCEPT RUBRICVENDOR DEMONSTRATIONS RUBRIC Objective Transform demonstratable requirements into an easily consumable list of instructions to inform the context of each session. Best Practices § Remove sales-talk from the meeting § Prep the vendor in advance § Develop and align the vendor demonstration script with the vendor demonstration rubric being utilized by the audience Sample Validation Criteria § Ability to Meet Requirements § Meets Requirement and Appears User-Friendly § Meets Requirement § Meets Requirement After Development Work § Does Not Meet Requirement Objective Provide a contextualized environment that enables end-users to test and validate a solution against requirements. Best Practices § Ensure PoC environment and requirements are aligned and meet communicated expectations § Test in advance of asking others to conduct validation Sample Validation Criteria § Platform User Friendly Evaluation § This Requirement Was Easy To Validate § I Had Trouble Validating This Requirement § I Experienced Extreme Difficulty Validating This Requirement § Not Applicable “Things that are easy to use should be easy to explain” @EKCONSULTING
  17. 17. PHASE THREE: COMBINING QUANTITATIVE AND QUALITATIVE DATA TO MAKE HOLISTIC DECISIONS
  18. 18. QUANTITATIVE VS QUALITATIVE @EKCONSULTING QUANTITATE DATA is defined as the value of data in the form of counts or numbers where each data-set has a unique numerical value associated with it. Examples: • Vendor Demonstration Results • Proof of Concept Rubric Results QUALITATIVE DATA is defined as the data that approximates and characterizes and can be observed and recorded. Examples: • Interview, Focus Group, and Workshop Anecdotes • Observational Analysis Notes • Personas & User Stories Simultaneously leveraging qualitative and quantitative data can help you uncover both ‘the what’ and ‘the why.’
  19. 19. MOSCOW PRIORITIZATION APPROACH MoSCoW Approach § Must Have: Critical to the business process / solution / end-user(s). If not, the KM Technology is considered a failure. § Should Have: Important, but not crucial for the KM Technology. Considered top “nice-to-haves.” § Could Have: Desirable, but not necessary for the KM Technology. Considered low “nice-to-haves.” § Won’t Have: Least critical or even not aligned with the KM Technology goals and overarching strategy. Absolutely necessary for success. Wouldn’t be helpful. Lets not do it. Nice to have, but can wait. Necessary, but not immediately. MUST SHOULD WON’TCOULD @EKCONSULTING
  20. 20. 3D VALUE PRIORITIZATION Business Value vs. Technical Complexity vs. Foundational Value § Business Value: Likelihood of increasing revenue and/or productivity. Degree to which aligned with Brand. § Technical Complexity: Cost, time, and effort. Ability to integrate with existing systems. Performance, scalability, and productivity. § Foundation Value: Likelihood of increasing operational efficiency and collaboration. Degree to which aligned with organization goals. @EKCONSULTING
  21. 21. 4D VALUE PRIORITIZATION Business Value vs. Technical Complexity vs. Foundational Value vs. Employee Value § Employee Value: Likelihood of increasing engagement as a result of increased relevant functionality and content as well as accessibility. @EKCONSULTING
  22. 22. KEY CONSIDERATIONS FOR KM TECHNOLOGY PROCUREMENT ▪ Confirm & Validate technology and security requirements ▪ Prioritize the needs of the end-users ▪ Consider cost over 3-5 years versus initial purchase price @EKCONSULTING
  23. 23. PHASE FOUR: CRAFTING AN IMPLEMENTATION STRATEGY FOR SUCCESS AND ADOPTION
  24. 24. SAMPLE KM TECHNOLOGY IMPLEMENTATION ROADMAPGovernance& Workflow Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Design/Prioritize Assess Existing Taxonomy Create Wireframes Conduct User Testing Sprint 1 Branding UI/UX Ongoing Testing and Iteration Sprint 2 Sprint 4 Sprint 8 UI/UX Design Sprint 3 Design and Validate Taxonomy SystemConfigurationSiteDesign Sprint 7Sprint 6 Sprint 5 @EKCONSULTING Finalize Implementation Roadmap Define IT & Business Owners Validate Implementation Strategy Secure Resources Prepare Environment
  25. 25. BUILDING A CHANGE PLAN ADDRESS FEAR / CONCERNS • During change, people most fear what they are going to lose. • What are professionals afraid of losing? • How can we tell them “we hear this is important to you?” CREATE ENERGY & DEMO • Why KM will make people’s lives easier everyday. • Who can get this message across and how will they get this message across? • Where and when can we demo? PRIORITIZE TRANSITION SUPPORT • Too much effort dedicated to creating the “new thing.” Too little effort given to transitioning. • This is where/why 70% of change management initiatives fail. DOUBLE LOOP LEARNING • We need a mode of receiving feedback and reporting out what we did with the feedback. When building a Change Management Plan to support the implementation, adoption, and continuous training of your KM technology, it is important to consider these four components. Your Change Plan should also be designed to: Align with the strategic goals of the organization. Define measurable goals that can be tracked over time. Engage business users from the outset and maintain their engagement at every stage. @EKCONSULTING
  26. 26. COMMUNICATIONS AND TRAINING PLAN C-SUITE EXECUTIVES & EXECUTIVE SPONSOR BUSINESS OWNER TECH LEAD END-USERS IDENTIFY KEY STAKEHOLDERS & USERS COMMUNICATIONS TRAINING @EKCONSULTING The truth is, no major technology investment is a turnkey solution. Planning, communication, and commitment are essential to organization-wide adoption. Components of Communications Plan: • Identification of Key Stakeholders and Users • Identification of KM Tool Champions • Document Key Information & Draft Supporting Communications • Initial Announcements • Major Implementation Milestones • Training Schedules • Requests for Feedback • Build a Timeline / Map Communications • Incentivize / Double Feedback Loop Prior to implementation, create a training plan that anticipates the needs and reactions of system users. Components of a Training Plan: • Identify all users and define each of their unique learning needs • Review/Identify a training budget • Design the training to include: • Business rationale • Explanation of how their participation/role will make themselves and the organization successful • Take a blended approach (classroom and on-the-job training) • Opportunities for feedback • “Test-drive” the training to “power-users” / KM Tool Champion Team • Deploy training • Provide informal and formal continuous learning opportunities
  27. 27. WE’LL BE ANSWERING QUESTIONS NOW Q A& THANKS FOR LISTENING Q & A SESSION
  28. 28. TFAHLBERG@ENTERPRISE- KNOWLEDGE.COM LINKEDIN/IN/TFAHLBERG Todd Fahlberg TWITTER/@THETODDOLOGY MJARONSKI@ENTERPRISE- KNOWLEDGE.COM LINKEDIN/IN/MADISON-JARONSKI Madison Jaronski TWITTER/@JARONSKIMADI

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