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PRACTICAL KNOWLEDGE
MANAGEMENT
Leveraging People, Process, and Technology
to Ensure Business Value
@EKConsulting, @ZacharyWahl
Our Take on Knowledge Management
Knowledge Management involves the
people, culture, processes, and enabling
technologies necessary to Capture,
Manage, Share, and Find information.
Knowledge and Information Management
(KIM) efforts exist on the same spectrum,
with knowledge moving from tacit to
explicit, and then content moving from
unstructured to structured.
The most effective KIM efforts are those
that are driven by “business” value and
end user needs.
1
Success Themes for Practical KM
2
AGILE
USER ENGAGEMENT
TAXONOMY
OPEN SOURCE
BENCHMARKING
CHANGE MANAGEMENT
MVP
CLOUD
National Park Service
Challenge: The NPS L&D Office needed a single
system to provide access to all Park Service
employees, providing consistent and intuitive access
to Structured, Unstructured, and Social Learning.
Solution: EK conducted a workshop methodology in
order to understand business user needs and engage
them in the design process. We leveraged WordPress
to develop a comprehensive Learning Ecosystem,
spanning multiple types of content and interactions.
Results: The tool has quickly been adopted and has
widespread support for iterative improvements, guided
by strong change management and governance plans.
3
National Park Service
KEY SUCCESS FACTORS
User Engagement: The site replaced over
20 existing sites full of content. User buy-
in was critical. We leveraged workshops
from the outset to capture user feedback
and design iteratively.
Change Management: EK used our
workshops to create a dialogue with NPS
staff so that they feel part of the process.
Measurable Success Criteria: Each area
of the project has measurable success
criteria to keep the project focused on the
business needs. These measures also
allow NPS to communicate the value of
the new system.
4
Inter-American Development Bank (IDB)
Challenge: IDB needed to roll out a new Document and
Records Management solution for the entire organization.
They needed Taxonomy, Governance, and Development
Support.
Solution: EK consultants held focus groups with IDB
personnel from every department and country to develop a
taxonomy that aligned with the business needs. EK also
provided development services to implement the site.
Results: IDB now has a best in class SharePoint/Office 365
implementation that supports content findability as well as
Records Management. The SharePoint sites are designed
to support IDB’s matrixed structure and can grow as the
organization evolves.
5
Inter-American Development Bank (IDB)
KEY SUCCESS FACTORS
Taxonomy: EK facilitated workshops
across every country and business unit to
understand the organizational terms and
to drive adoption.
Automated Metadata: Content types were
designed so that metadata is
automatically assigned based on content
owner and location.
Cloud Technology: IDB is using Office 365
to minimize infrastructure support,
simplify scaling, and lower O&M costs.
6
The World Bank
Challenge: The World Bank Knowledge Exchange Group
was seeking a lightweight Knowledge Management System
(KMS) that could be deployed for government agencies
with minimal burden and maximum customization.
Solution: EK developed a workshop methodology to
capture design requirements while conducting knowledge
transfer and encouraging adoption alongside a cloud-
based, open source solution.
Results: Over the last year, EK has conducted workshops
for eight agencies and deployed five instances of the KMS.
Organizations including BNPB (Indonesia), NACO (India),
and SBM (India) now have a simple tool to share
knowledge and connect with experts.
7
The World Bank
KEY SUCCESS FACTORS
Agile Development: The “template”
system was developed in three sprints
(total of 11 weeks). Each subsequent
system is developed over two sprints.
Focused Functionality: The core system
includes document uploading, tagging,
expert profiles, favorites, and social
interaction.
Open Source Technology: The underlying
technology is Alfresco. The system is
designed for minimal administrative
burden, but allows for customization and
personalization.
8
DOMINATING THEMES
FOR PRACTICAL KM
Agile Design and Development
ENGAGE, DESIGN, ASSESS, REPEAT
Ensure engagement with the end users at
every step in the process, for effective
understanding of needs, knowledge
transfer, and change management.
Accompany approach with measurable
success criteria to gauge effectiveness
throughout the project.
Deconstruct any KM initiative into its most
granular components that possess
business value. Pivot around each,
assessing success and readjusting at
every turn.
10
Benchmarking
KNOW WHERE YOU ARE AND WHERE
YOU’RE GOING
Critical communications tool in order to
obtain support and show/claim success.
Supports concept of Agile iteration,
addressing issues and making progress
step-by-step.
Provides important incentive for staff and
executive team for budgeting and
resource allocation.
11
Change Management
ENGAGEMENT, COMMUNICATIONS,
EDUCATION, AND MARKETING
Engage end users and stakeholders from
project outset onward.
Formalize a communications plan to
ensure multi-tiered, two-way “discourse.”
May be integrated with Project and
System governance plans to support
“reacting” to inputs.
Incorporate standard communications of
Measurable Success Criteria, and
stakeholder value statements.
12
QUESTIONS?
Zach Wahl
zwahl@enterprise-knowledge.com
571.403.1109
@EKConsulting, @ZacharyWahl

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Practical Knowledge Management – Leveraging People, Process & Technology to Ensure Business Value

  • 1. PRACTICAL KNOWLEDGE MANAGEMENT Leveraging People, Process, and Technology to Ensure Business Value @EKConsulting, @ZacharyWahl
  • 2. Our Take on Knowledge Management Knowledge Management involves the people, culture, processes, and enabling technologies necessary to Capture, Manage, Share, and Find information. Knowledge and Information Management (KIM) efforts exist on the same spectrum, with knowledge moving from tacit to explicit, and then content moving from unstructured to structured. The most effective KIM efforts are those that are driven by “business” value and end user needs. 1
  • 3. Success Themes for Practical KM 2 AGILE USER ENGAGEMENT TAXONOMY OPEN SOURCE BENCHMARKING CHANGE MANAGEMENT MVP CLOUD
  • 4. National Park Service Challenge: The NPS L&D Office needed a single system to provide access to all Park Service employees, providing consistent and intuitive access to Structured, Unstructured, and Social Learning. Solution: EK conducted a workshop methodology in order to understand business user needs and engage them in the design process. We leveraged WordPress to develop a comprehensive Learning Ecosystem, spanning multiple types of content and interactions. Results: The tool has quickly been adopted and has widespread support for iterative improvements, guided by strong change management and governance plans. 3
  • 5. National Park Service KEY SUCCESS FACTORS User Engagement: The site replaced over 20 existing sites full of content. User buy- in was critical. We leveraged workshops from the outset to capture user feedback and design iteratively. Change Management: EK used our workshops to create a dialogue with NPS staff so that they feel part of the process. Measurable Success Criteria: Each area of the project has measurable success criteria to keep the project focused on the business needs. These measures also allow NPS to communicate the value of the new system. 4
  • 6. Inter-American Development Bank (IDB) Challenge: IDB needed to roll out a new Document and Records Management solution for the entire organization. They needed Taxonomy, Governance, and Development Support. Solution: EK consultants held focus groups with IDB personnel from every department and country to develop a taxonomy that aligned with the business needs. EK also provided development services to implement the site. Results: IDB now has a best in class SharePoint/Office 365 implementation that supports content findability as well as Records Management. The SharePoint sites are designed to support IDB’s matrixed structure and can grow as the organization evolves. 5
  • 7. Inter-American Development Bank (IDB) KEY SUCCESS FACTORS Taxonomy: EK facilitated workshops across every country and business unit to understand the organizational terms and to drive adoption. Automated Metadata: Content types were designed so that metadata is automatically assigned based on content owner and location. Cloud Technology: IDB is using Office 365 to minimize infrastructure support, simplify scaling, and lower O&M costs. 6
  • 8. The World Bank Challenge: The World Bank Knowledge Exchange Group was seeking a lightweight Knowledge Management System (KMS) that could be deployed for government agencies with minimal burden and maximum customization. Solution: EK developed a workshop methodology to capture design requirements while conducting knowledge transfer and encouraging adoption alongside a cloud- based, open source solution. Results: Over the last year, EK has conducted workshops for eight agencies and deployed five instances of the KMS. Organizations including BNPB (Indonesia), NACO (India), and SBM (India) now have a simple tool to share knowledge and connect with experts. 7
  • 9. The World Bank KEY SUCCESS FACTORS Agile Development: The “template” system was developed in three sprints (total of 11 weeks). Each subsequent system is developed over two sprints. Focused Functionality: The core system includes document uploading, tagging, expert profiles, favorites, and social interaction. Open Source Technology: The underlying technology is Alfresco. The system is designed for minimal administrative burden, but allows for customization and personalization. 8
  • 11. Agile Design and Development ENGAGE, DESIGN, ASSESS, REPEAT Ensure engagement with the end users at every step in the process, for effective understanding of needs, knowledge transfer, and change management. Accompany approach with measurable success criteria to gauge effectiveness throughout the project. Deconstruct any KM initiative into its most granular components that possess business value. Pivot around each, assessing success and readjusting at every turn. 10
  • 12. Benchmarking KNOW WHERE YOU ARE AND WHERE YOU’RE GOING Critical communications tool in order to obtain support and show/claim success. Supports concept of Agile iteration, addressing issues and making progress step-by-step. Provides important incentive for staff and executive team for budgeting and resource allocation. 11
  • 13. Change Management ENGAGEMENT, COMMUNICATIONS, EDUCATION, AND MARKETING Engage end users and stakeholders from project outset onward. Formalize a communications plan to ensure multi-tiered, two-way “discourse.” May be integrated with Project and System governance plans to support “reacting” to inputs. Incorporate standard communications of Measurable Success Criteria, and stakeholder value statements. 12