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BA and Beyond - Tom Colpaert - Knowledge management and knowledge transfers

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In an effort to close a gap within the majority of IT companies, I would like to present my vision on Knowledge Management and Knowledge Transfer Processes. With an emphasis on establishing a standardized way to acquire, document and share knowledge throughout a company, I hope to stress the importance of this aspect, especially for a business analyst.

Based upon my personal experience as well as that from colleagues, I will provide an example case on:

- How knowledge management can help companies
- How a thorough knowledge transfer process enables these companies to better staff people, adapt faster to client needs and having new people contribute faster.

The first part of my presentation will elaborate on the knowledge management practice in a company and in particular:

- How to establish a knowledge sharing culture
- What platforms can be used for this knowledge sharing
- Best practices on how to acquire and share knowledge, like through active learning sessions, continuous contributions and attributing time & materials to maintain a knowledge sharing culture.

The second part of my presentation will focus more on knowledge sharing processes and in particular:

- The importance of an organized and uniform knowledge transfer process.
- An elaborate overview of an example that I am working out at my client’s side.
- Lessons learned throughout several missions concerning knowledge transfers.
- A proposition on how a standardized knowledge transfer process can be created.

I will conclude with the possible outcomes of creating a knowledge management culture applied to a few example cases.

Published in: Business
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BA and Beyond - Tom Colpaert - Knowledge management and knowledge transfers

  1. 1. ba-beyond.eu — #BABeyond19 Tom Colpaert Knowledge Management and Knowledge Transfers
  2. 2. 1 Knowledge Management and Transfers Tom Colpaert
  3. 3. 2 Why knowledge management ▪ Knowledge is the primary asset for a business analyst ▪ Loss of knowledge in companies ▪ Knowledge is often existing but not available ▪ Processes to acquire this knowledge are often: Not existing Not up to date Too generic Ad hoc Time pressured Last minute Need for an organized way of transferring knowledge F.e.: Trade Finance Case
  4. 4. 3 Most transfers are a combination of following situations Types of knowledge transfers Replacement Orchestrator Knowledge holder Knowledge receiver Upstaffing Orchestrator Team members Knowledge receiver as a team member Dividing Orchestrator One knowledge holder Multiple Knowledge receiver Combination Orchestrator Multiple knowledge holders One knowledge receiver
  5. 5. Gathering Maintaining Identification Processing Knowledge Transfer Process
  6. 6. Workshop sessions Define knowledge minimum Define focus areas Free up time Knowledge inventory Sector knowledge Technical skills PM skills Tasks Role Corporate processes Release management Detailed topic knowledge Etc. Company knowledge Soft skills Domain knowledge Applicationknowledge Organizationknowledge Detailed Topics Landscape knowledge Identifying knowledge Kick-off Identifying expected knowledge: “shaping your receiver”
  7. 7. Identifying existing knowledge and knowledge gaps Identify knowledge holders Identify practitioners Identify gaps Knowledge inventory Knowledge contact list GAP 1 GAP 2 External No Action Knowledge inventory Identifying knowledge
  8. 8. Gathering knowledge Knowledge location Knowledge inventory + location Set guidelinesMap out knowledge holder channels Use established documents Knowledge contact list Knowledge inventory SME Document Digital documents External trainings/ knowledge Documentation standard Storage medium GAP 1 GAP 2 Fill in location and channel
  9. 9. Processing knowledge Establish knowledge process plan Methods Sharing sessions Test casesReading in Detailed discussion (f.e. new topics) Brainstorming sessions for knowledge gaps Availability Complexity Knowledge gaps Variety Prerequisites Urgency AccessibilityTime Dependent on Reverse Engineering
  10. 10. Wrap-up: knowledge process plans ▪ Build up in increments ▪ State clear deliverables ▪ Keep in mind prerequisites ▪ Be flexible and open to changes ▪ Have retention for processing ▪ If possible, foresee multiple methods to process a topic Processing knowledge
  11. 11. Maintaining knowledge Maintaining and preparing for future knowledge transfer Contributing Knowledge Maintain and prepare KT Receiving Knowledge Strengthen existing/add knowledge Review documents/ availability Fill in gaps Create availability Documentation standard Storage medium
  12. 12. 11 Take-aways ▪ Identify the knowledge challenges in your company ▪ Be aware of bus-factors ▪ Information is available in multiple dimensions ▪ Knowledge management is an educational process ▪ Method before tools ▪ Knowledge management is a BAU activity

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