Basic Civil Engineering first year Notes- Chapter 4 Building.pptx
KM lecture 09/09/2015
1. KM Journey
Lyn Murnane, Manager CoE – Knowledge Management
Analytics and Insights, Australia Division ANZ
September 2015
2. What are we going to chat about?
• About Me
• Some relevant KM stuff
• 3 organisations, 4 examples
• Overview
• Challenges
• Outcomes
• Measures
• Where might you start?
4. I have worked here:
• ANZ: March 2014 to present
• Manager CoE, Knowledge Management, Analytics & Insights
• IDP Education: October 2011 – March 2014
• Knowledge Manager
• Telstra: Jan- Sept 2011
• Manager, Knowledge Management
• FastTrack Software: Jul – Dec 2010
• Knowledge Manager
• Medibank Private: May 2008 – June 2010
• KM Business Consultant
• FastTrack Software: August 2005 – May 2008
• Enterprise Support Lead
• IT Trainer
5. How I learn
• Networking
• KMrt
• KMlf
• MBIT @ RMIT 2008-
2011
• Conferences
• Learning Assembly 2014,
presented 2015
• KM Australia 2014,
presenting 2015
• Continuous Learning
• Coursera.org (2014)
• Gamification
• On Strategy: What Managers
can learn from Philosophy
• Udemy
• Atlassian software suite and
• Agile methodologies
5
6. Roles and tasks
6
• IT Training &
support
• Technical Writing
• KM Systems
• Instructional
Design
• E-learning
development
• User feedback
• Knowledge
Manager
• KM Business
Consultant
• Stakeholder
engagement
• Collaboration with
SMEs
• Social networks
• Blog - genverbosity
• Twitter -
@boffin66
• Networking
• Communities of
Practice
• KMrt
• KMLF
8. what skills does a Knowledge
Manager need?
• Customer / User Orientation
• Leadership
• Analytical Thinking and Decisive
Judgment
• Communications
• Facilitate sharing & collaboration
• Teamwork
• Learning and knowledge sharing
8
9. 9
some data
• The average office worker spends 28 hours a week – or
nearly 1500 hours a year - writing emails, searching for
information and attempting to "collaborate" internally,
according to a new report.
• A 2012 global report by McKinsey Global Institute, the
research arm of management consultancy McKinsey &
Company, argues wide adoption of social media
technologies by businesses could cut down some of the
time-wasting involved in emailing and improve worker
productivity by 20 to 25 per cent.
• http://www.smh.com.au/it-pro/business-it/workers-spend-61-per-cent-of-their-day-lost-in-email-and-information-20120730-
23957.html
• 19.8 per cent of business time – the equivalent of one
day per working week – is wasted by employees
searching for information to do their job effectively,
according to research released today by Interact.
• http://www.it-analysis.com/services/outsourcing/news_release.php?rel=38149
• And sometimes I do remember to reference!
13. Medibank Private -
OVERVIEW
13
• Market share in PHI Australia
• 29%
• Number of people covered
• 3.8 million
• Total Revenue
• $5.9 billion
• Total benefits paid
• $4.6 billion (84.8% of
contributions)
• No. of customer transactions
inbound
• 3 million calls
PRIVATE HEALTH
INSURANCE:
• Highly government
regulated – and the
regulations change
frequently
• Extremely complicated –
for staff as well as
customers
• Customers often don’t
really understand their
cover until they claim
• PHI is a high use insurance
compared to other
insurances
http://www.medibank.com.au/Client/Documents/Pdfs/MPL_Annual_Report_2013.pdf
14. overview • Medibank’s culture – the
approach to change
• “Empowerment for the
Ground crew”
• “We don’t need a McKinsey or
a Boston Consulting to tell us
how to improve the business –
we’ve got over 1200 ‘ground
crew’ staff who know exactly
where the real gaps are to be
addressed in the business,”
George Savvides – MD.
14
“We embrace change better when we do it ourselves “
15. challenges
Access to
knowledge
Intranet – 1400
files, out of date,
inconsistent, poor
search, slow.
Many sources of
information: Lotus
Notes, shared drive
(40,000 files), local
info, Circulars
Help desk calls -
20,000 internal staff
helpdesk calls per
month
Communication to
frontline staff
ineffective –
Circulars, Manuals,
Guides, many
emails, 400 page
policy documents
Customers
Unhappy, Given
Inconsistent
information
Staff Retention,
Feedback from exit
interviews - staff
leaving because not
Access to knowledge was confusing, inaccurate and
inconsistent.
16. changes – Where to start?
• Pilot
• Assess what are the
biggest pain points
• Deliver a pilot / small
version of a knowledge
base
• Include frequently asked
questions and used
materials
• Assess outcomes
• Measured how
• Average handling times
• Staff turnover / retention
• Helpdesk calls
• Ex gratia payment savings
16
18. and Medibank’s KB was born
• Max and Molly – 2 different KB instances
• Max was for customer facing processes
• Molly for corporate processes and support
• Both named by staff in a competition
• Buy-in through user participation in content
from previous processes
• Sold using branded gadgets, stress balls,
umbrellas etc
18
21. Cost / Benefits
• Ongoing Costs without
change
• Training – new starters
• $12.5Keach / 30%
turnover
• Staff Help Desks
• 20,000 calls to 2
helpdesks.
• Call Handling Time
• Ex Gratia Payments
• Cost MPL $500,000 in
FY03. Consistent,
complete and accurate
information in a central
repository has the
ability to reduce this
cost.
• Ongoing Costs –after pilot
• On-going costs 6 staff and
support.
• Benefit realisation within
three months.
• All Handling Time - The Pilot
Program statistics
demonstrated a reduction of
6.3% in Call Handling Time.
22. What worked?
• Ongoing support
• Feedback mechanism was and still is the most
popular feature
• Content
• Write it for the audience
• Write if for how they think about it
• Avoid jargon
• Team
• Built by staff for staff
• Frontline engagement - focus groups
(personas), super user group
• Competitions, surveys, road shows
• Brand – identity , stickers, soft balls,
umbrellas
• quick reference guides / materials
• Tool
• good search, no complexity
• met requirements
• easy to use
22
23. Lessons learnt
• Resistance
• Business experts &
Management engagement
• Approval process
• subject matter experts
took three times longer
than expected
• Training
• self-paced workbook
didn’t work well for call
centre / retail environment
24. Measures - reports
• Users
• Measure no. of
times users
access certain
items in KB
• Ensure
participation by
enforcing access
to news items
• Content Audit
• Review 6 monthly with SMEs
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27. Telstra – overview - 2011
• Telstra had more than 10 ‘official’ KM systems
• 100’s of unofficial tools including spreadsheets,
personalised web pages, databases etc
• Know How – an intranet based process and sales
information tool that supports 14,000 users –
onshore, offshore and industry partners.
• Know How's key focus is support of personal
customers
• Included some support for Telstra Business
(Small Business)
27
28. KnowHow - challenges
• Observations
• content / information verbose and not user
friendly
• marketing materials copy and pasted into web
pages
• No collaboration
• Feedback loop was sporadic and not transparent
• No Governance, archiving or expiry of content
unless requested
28
29. Changes
• User Feedback forums
• What does KnowHow sound
like / its character
• Understanding what works and
what doesn’t
• What’s missing?
• Suggestions for inclusions
• Getting engagement / buy-in
• Assessment of value of
outsourced publishing
29
30. Outcomes
• Insourced team – 6 internal
staff employed
• Governance model
• Audit process
• Expiry process
• Writing style guide
• Publishing style
• New content management
system should have
automated some of these
processes
30
31. measures
• Successes
• Know How team won a business
innovation award in 2012
• http://www.cio.com.au/mediareleases/15187/telstra-
tops-bi-awards/
31
32. Other -Telstra Bigger picture
32
• Project to create a company wide KM
strategy
• Aims to create a single source of truth
• High level governance model
• Has leadership support and cross
business unit endorsement
• Project currently being scoped and
mapped
• Identifying measures of success
35. IDP Education - overview
• Education placements – market leader.
• Placements in AU, US, CA, UK & NZ
• IDP Education also manages and part-
owns the IELTS test
• the leading test of English language
proficiency for study and migration.
• IDP is 50% owned by IDP Education
Limited, a company owned by 38
Australian universities, and 50% owned
by SEEK.
• Operates in 27 countries – 500
counsellors (Student Recruitment)
35
36. Overview - OSCAR - 2010
• Overseas Student Central Advice Resource
• CRM implemented to manage the end to end
student application process
36
Student
Enquiry
Best match
course
Application
Management
Visa
Assistance
Offer from
Uni
Needed data about all providers (unis) and their
courses
37. Challenges
IDP Knowledge - OSCAR
• 136,000 knowledge base pages
• 99% data collected about universities and their
programs from publicly available information
• 1600 manual knowledge articles
• Provided by local staff, or from Uni
• Location based Visa information
• Presentations from universities
• Links to Uni sites & videos
• Info about scholarships & application requirements
37
38. challenges
• KB sold as matching tool
• Confused about how / why
• Visibility of content
• Issues with accessibility & control of
information
• Search
• How to return relevant results from so
much content
• Navigation
• Where to find the content
38
39. changes
• 2nd project to add more functions and fix issues
• Support desk produced a tag line
• We needed to give OSCAR some life (a persona)
• Character and tagline born
39
43. New concept alert…
• What??
43
Gamification:
The use of game elements and
game-design techniques in
non-game contexts
“For the Win” Kevin Werbach, Dan Hunter
Wharton Digital Press - 2012
http://www.greenbookblog.org/2013/07/08/for-the-love-of-
the-game-using-gamification-in-mr-as-a-complimentary-tool/
Some gamification examples you may
recognise
• PBL
• Points
• Badges
• Leaderboards
• Examples of extrinsic motivation
• Not intrinsic so may well prove to be
unsustainable
44. OSCAR Community
• More engagement
• Ideas for improvements / additions
• Discussion of issues
• Share info
44
45. How we got some game
• Treasure Hunt
• Ask a question in community
site
• Users search in KB
• Answer via KB feedback (v1)
• Answer via community site (v2)
• Impact is increased visibility
ongoing
45
46. 46
Community Reputation • Depending on points accumulated, a
different ‘bling’ icon is displayed next
to a user’s name
By viewing the change in Member numbers,
I could see who had changed from ‘lurker’ to
participant.
Last week, I had 310 Members and
only 1 new user so 7 people felt
‘moved’ enough to comment this
week.
50. Test Centre
Test Centre
University accepts
results
Employer accepts
results
IELTS Test Centre
IELTS results are accepted by
more than 8000
organisations in more than
135 countries.
IELTS results are accepted by
more than 3000 institutions
and programs in the US.
The IDP IELTS test centre
network offers IELTS in more
than 200 locations globally.
Example Sites
IELTS
50
More than two million IELTS tests were taken in 2013.
IELTS is available in more than 130 countries.
There are more than 900 IELTS test locations worldwide.
The IDP IELTS test centre network offers IELTS in more than 200
locations globally.
IELTS is available up to four times per month, 48 times per year.
IELTS results are available after 13 calendar days.
IELTS test is jointly owned by IDP
Australia, Cambridge and British
Council globally.
IELTS in Australia is wholly owned by
IDP
51. Overview - Project IELTS
• CRM for Central
• Disparate record management
• Centralise
• Agile project
• High level Reqs – Week 1 December 2012
• Build – Week 2 -3 December 2012
• Showcase – January 2013
• Pilot launched February 2013
51
52. challenge - A Knowledge base?
• Support and queries managed by central team
via email
• How to give test centres the power to help
themselves
• Why should some wait overnight or over
weekend for response?
52
53. changes
• Assess Issues / pain points
• Assess FAQs from enquiry inbox
• Assess common issues and requests from Regional
Managers
• Assess common audit issues
• Build content around these main pain points
• Ask network what they need?
• Ask them if they wish to participate in testing,
feedback and naming
• ‘iKnow’ is born
53
54. 54
outcomes
• KB launched 27 June 2013
• Feedback positive
• 400 answers and growing
• Participation from all sites
not just head office
And hey, I won an award!
55. where might you start?
Looking at KM in your organisation
55
56. ideas
• Start small
• Pilot
• User interaction
• Understanding gaps and
pain points
56
57. In Closing
• “Anyone in the
organization who is not
directly accountable for
making a profit should be
involved in creating and
distributing knowledge
that the company can use
to make a profit”
• Sir John Browne – CEO of BP
• http://www.ikmagazine.com/xq/asp/sid.0/arti
cleid.750C40CD-3510-47CA-9827-
5403ADCE1D93/eTitle.Greater_than_the_sum_
of_its_parts_Knowledge_Management_in_Briti
sh_Petroleum/qx/display.htm
57
