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Personal Knowledge Management presentation to Singapore information and Knowledge Management society iKMS, 2009

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  • Key Messages The day is split into 5 modules.   Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
  • We see the expansion of information everywhere. Less visible, harder to track, but exploding the same is the expanision of knowledge. The number of scientific articles published each year has been increasing in a steady rise for more than 50 years. Over the last 150 years the number of patent applications has increased. By this rough metric, knowledge is growing exponentially.
  • Key Messages KA Practice only KM.   Transition
  • Key Messages Move towards creating KM standards   Transition   Further Reading Knowledge Management – A Guide to Good Practice – PricewaterCoopers, BSI Website – http://www.bsi-global.com
  • Key Messages No formal, structured way to measure value of K Assets 3 types of Knowledge Asset ▪          Human Knowledge Asset ▪          Structural Knowledge Asset ▪          Market Knowledge Assets     Transition
  • Key Messages Transition
  • Key Messages Framework to help organisations to start envisioning how the KM strategy might be structured.         Transition We will look how we can do this in the next step – knowledge assessment.
  • Key Messages KA offers a total KM solutions.     Transition I hope that gives you a better indication of who we are and what we offer in terms of KM. Lets move to Module 2 and start looking at KM itself.
  • Key Messages Keywords here are collectively and systematically. KM is about Creating, Sharing and applying Knowledge KM must be linked to the Business Objectives   Transition
  • Key Messages KA Practice only KM.   Transition
  • Key Messages The day is split into 5 modules.   Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
  • Key Messages The day is split into 5 modules.   Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
  • Key Messages The day is split into 5 modules.   Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
  • Key Messages The day is split into 5 modules.   Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
  • Key Messages Many organisations offer KM technology solutions. Many are not holistic solutions   Transition We have now covered 6 steps and we now turn to the last step of measuring and improve.
  • What is Digg? Digg is a place for people to discover and share content from anywhere on the web. From the biggest online destinations to the most obscure blog, Digg surfaces the best stuff as voted on by our users. You won’t find editors at Digg — we’re here to provide a place where people can collectively determine the value of content and we’re changing the way people consume information online. How do we do this? Everything on Digg — from news to videos to images — is submitted by our community (that would be you). Once something is submitted, other people see it and Digg what they like best. If your submission rocks and receives enough Diggs, it is promoted to the front page for the millions of our visitors to see. And it doesn’t stop there. Because Digg is all about sharing and discovery, there’s a conversation that happens around the content. We’re here to promote that conversation and provide tools for our community to discuss the topics that they’re passionate about. By looking at information through the lens of the collective community on Digg, you’ll always find something interesting and unique. We’re committed to giving every piece of content on the web an equal shot at being the next big thing.
  • Key Messages     Transition
  • Key Messages KA Practice only KM.   Transition
  • Key Messages KA Practice only KM.   Transition
  • Key Messages KA Practice only KM.   Transition
  • Key Messages KA Practice only KM.   Transition
  • Key Messages KA Practice only KM.   Transition
  • Key Messages KA Practice only KM.   Transition
  • Key Messages KA Practice only KM.   Transition
  • Key Messages KA Practice only KM.   Transition
  • Key Messages     Transition
  • Key Messages The day is split into 5 modules.   Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
  • Key Messages The day is split into 5 modules.   Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
  • Key Messages The day is split into 5 modules.   Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
  • Key Messages The day is split into 5 modules.   Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
  • Key Messages Commitment and participation from Senior Management is vital You need a CKO You must run a pilot.   Transition
  • Key Messages Commitment and participation from Senior Management is vital You need a CKO You must run a pilot.   Transition
  • Key Messages Commitment and participation from Senior Management is vital You need a CKO You must run a pilot.   Transition
  • Key Messages Commitment and participation from Senior Management is vital You need a CKO You must run a pilot.   Transition
  • Key Messages Commitment and participation from Senior Management is vital You need a CKO You must run a pilot.   Transition
  • Key Messages The day is split into 5 modules.   Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
  • Key Messages AAR is one technique for capturing learnings and ideas. Systematically asks these questions before, during and after a project.   Transition So what do we do with this new knowledge?
  • Key Messages: KM is a new holistic discipline There are many approaches to KM KM is for everyone Transition: Having gained a better understanding of the different perspectives of knowledge and KM we can see that knowledge is becoming a very important part of organisations that requires to be managed.
  • Key Messages     Transition
  • Key Messages The day is split into 5 modules.   Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
  • Key Messages Commitment and participation from Senior Management is vital You need a CKO You must run a pilot.   Transition
  • Key Messages Commitment and participation from Senior Management is vital You need a CKO You must run a pilot.   Transition
  • Key Messages Commitment and participation from Senior Management is vital You need a CKO You must run a pilot.   Transition
  • Key Messages Commitment and participation from Senior Management is vital You need a CKO You must run a pilot.   Transition
  • Key Messages Commitment and participation from Senior Management is vital You need a CKO You must run a pilot.   Transition
  • Key Messages Commitment and participation from Senior Management is vital You need a CKO You must run a pilot.   Transition
  • Key Messages Commitment and participation from Senior Management is vital You need a CKO You must run a pilot.   Transition
  • Key Messages Commitment and participation from Senior Management is vital You need a CKO You must run a pilot.   Transition
  • Pkm

    1. 1. Personal Knowledge Management
    2. 2. Personal Knowledge Management <ul><li>The 4 Dimensions of Knowledge Management </li></ul><ul><li>Personal KM as an essential life skill for G K Economy </li></ul><ul><li>The personal KM process </li></ul><ul><li>Personal KM maturity & competence levels </li></ul><ul><li>Wireless & Web 2.0 tools for PKM </li></ul><ul><li>PKM & Web 3.0 </li></ul><ul><li>The next ten years? </li></ul>
    3. 9. Exponential explosion of Knowledge
    4. 15. Knowledge Associates International
    5. 16. British Standards Institution <ul><li>Common Approaches and KM Standards </li></ul>
    6. 17. Information Society Technologies Programme Knowledge Management “ Made in Europe” Presentation at KM Asia 2002 Suntec International Convention & Exhibition Centre Singapore 16-18 July 2002 Paul Hearn New Methods of Work and Electronic Commerce European Commission
    7. 18. Knowledge Asset Management 90m ? 10m 90m 10m MA SA HA FA MA SA HA FA
    8. 19. Knowledge Asset Management <ul><li> </li></ul>
    9. 20. Holistic Knowledge Asset Framework Developed by the Know-Net Consortium 1998 – 2000 Enhanced by Knowledge Associates 2001
    10. 21. KM Vision Framework 1.Communication Generation 1 2. Collaboration Generation 2 3. KM Processes Generation 3 4.Enterprise Integration Generation 4
    11. 22. KM Solutions Overview KM Executive Briefings, Master Classes and Workshops Stage 1 - KM Strategy Planning & KM Audit Stage 2 - Develop the K Based Organisation Knowledge Asset Measurement System High level Frameworks & Portals KM Process/Applications/Components Library Knowledge Server KM Team Roles & Responsibilities Critical K Worker skills What? Why? How? How? Who? Where? When? KM Consulting KM Systems & Tools K Worker Training KM Education
    12. 23. “ A competence is the efficient, effective and proper application of skills based on appropriate knowledge ”
    13. 24. The link between knowledge, skills, attitude and competencies Knowledge Skills Attitude Academic Competencies Management Source: Upside Down Management Lorriman, Young, Kalinauckas McGraw Hill 1995
    14. 25. Levels of Competence <ul><li>Level 1: Is aware of the key competence standard required </li></ul><ul><li>Level 2: Can frequently achieve the required standard of key competence </li></ul><ul><li>Level 3: Can consistently achieve the required level of key competence </li></ul><ul><li>Level 4: Can develop others in the key competence </li></ul>
    15. 26. Personal Knowledge Competencies
    16. 28. Organizations developing the tools and driving KM
    17. 29. WEB 2.0 The Participatory Web
    18. 30. <ul><li>“ Imagine a world in which every single person on the planet is given free access to the sum of all human knowledge. That is our commitment“ </li></ul><ul><li>Wikipedia founder, Jimmy Wales </li></ul>
    19. 31. Web 2.0
    20. 32. Mobile & Wireless tools
    21. 33. Maps by Google
    22. 34. Alerts
    23. 35. Blogs http://km-consulting.blogspot.com
    24. 36. Tweets @ www.twitter.com
    25. 37. Knol – a unit of knowledge
    26. 38. Knol – a unit of knowledge
    27. 39. Social Bookmarking
    28. 40. Social News Value
    29. 41. Stumble Upon
    30. 42. Images by Google
    31. 43. Apps by iTunes
    32. 44. Music, films, pods by iTunes
    33. 45. Photo’s by flickr
    34. 46. Video sharing by YouTube
    35. 47. Videoconferencing by Skype
    36. 48. Videoconferencing by ooVoo.com
    37. 49. Collaborative Work Spaces
    38. 50. Mass Collaboration through Wikis
    39. 51. Mass Collaboration through Wikis
    40. 53. Encyclopedia of Life www.eol.org
    41. 54. Social Networks - Facebook
    42. 55. Social Networks – Linkedin.com
    43. 56. Semantic Networks – Twine.com
    44. 57. Semantics – Tags, People, Places, Organizations
    45. 58. Semantics – Related tags
    46. 59. Semantics – People
    47. 60. Semantics - Places
    48. 61. Semantics - Organisations
    49. 62. www.knowledge-management-online.com
    50. 63. <ul><li>MASSIVE PERSONAL EMPOWERMENT </li></ul>
    51. 64. <ul><li>FROM INFORMATION OVERLOAD TO APPLICATION OVERLOAD </li></ul><ul><li>“ If only I knew what I know….” </li></ul>
    52. 79. <ul><li>PERSONAL KNOWLEDGE MANAGEMENT IS THE MOST ESSENTIAL LIFE SKILL IN A </li></ul><ul><li>GLOBAL KNOWLEDGE ECONOMY </li></ul>
    53. 80. Personal Knowledge Management <ul><li>The PKM methods, tools and techniques are available </li></ul><ul><li>I can start to further develop my knowledge competencies TODAY, for myself </li></ul><ul><li>There is a rapidly growing demand for effective knowledge working in the world, everywhere </li></ul><ul><li>The Global Knowledge Economy is the fastest growing economy in the 21 st Century </li></ul><ul><li>I can be better recognised & rewarded for my knowledge competencies </li></ul><ul><li>I can learn and teach others </li></ul><ul><li>I can influence others by the way I choose to work </li></ul>
    54. 87. INDIVIDUALS CAN INFLUENCE AND DRIVE ORGANIZATIONAL KNOWLEDGE MANAGEMENT
    55. 88. ORGANISATIONS & ORGANISMS
    56. 89. ORGANISATIONS & ORGANISMS Organisation – Organised bodies which give orderly structure to components
    57. 90. ORGANISATIONS & ORGANISMS Organisation – Organised bodies which give orderly structure to components Organism – Entities which take the organised body further by connecting parts that are interdependent and share a common life
    58. 91. PLANETARY KNOWLEDGE -effective knowledge working in a Global Knowledge Economy
    59. 92. PlanetaryKnowledge.com <ul><li>Book & ebook </li></ul><ul><li>Web Services </li></ul><ul><ul><li>Personal Knowledge Journal </li></ul></ul><ul><ul><li>PKM Process </li></ul></ul><ul><ul><li>Personal Knowledge Competencies Development System </li></ul></ul><ul><ul><li>2009 Directory / Wiki of PKM tools </li></ul></ul><ul><ul><li>Videos, iPods, Articles </li></ul></ul><ul><li>Global Community </li></ul><ul><ul><li>Global Directory of PKM practitioners </li></ul></ul><ul><ul><li>Discussion Forums and PKM project workplaces </li></ul></ul>
    60. 93. The Next Ten Years - Key Challenges <ul><li>To substantially increase the productivity of knowledge working, at least, 50 fold </li></ul><ul><li>The exponential development of global knowledge sharing networks & relations </li></ul><ul><li>Continuous radical knowledge creation and innovation </li></ul><ul><li>To dramatically improve knowledge quality </li></ul><ul><li>Knowledge Leadership </li></ul><ul><li>Applying the best knowledge strategies, tools and technologies </li></ul>
    61. 94. Integrating Distributed Knowledge <ul><li>Adaptive knowledge infrastructure is in place </li></ul><ul><li>Knowledge resources identified and shared appropriately </li></ul><ul><li>Timely knowledge gets to the right person to make decisions </li></ul><ul><li>Intelligent tools for authoring through archiving </li></ul><ul><li>Cohesive knowledge development between JPL, its partners, and customers </li></ul>NASA Knowledge Management Roadmap <ul><li>Instrument design is semi-automatic based on knowledge repositories </li></ul><ul><li>Mission software auto-instantiates based on unique mission parameters </li></ul><ul><li>KM principles are part of culture </li></ul><ul><li>KM practices are supported by layered COTS products </li></ul><ul><li>Remote data management allows spacecraft to self-command </li></ul><ul><li>Knowledge gathered any place from hand-held devices using standard formats on interplanetary Internet </li></ul><ul><li>Expert systems on spacecraft analyze and upload data </li></ul><ul><li>Autonomous agents operate across existing sensor and telemetry products </li></ul><ul><li>Industry and academia supply spacecraft parts based on collaborative designs derived from NASA’s knowledge system </li></ul>Capturing Knowledge Sharing Knowledge <ul><li>MarsNet </li></ul><ul><li>Mars Exploration Rovers </li></ul><ul><li>Space Interferometry Mission </li></ul>Enables capture of knowledge at the point of origin, human or robotic, without invasive technology Enables seamless integration of systems throughout the world and with robotic spacecraft Enables sharing of essential knowledge to complete Agency tasks Modeling Expert Knowledge <ul><li>Systems model experts’ patterns and behaviors to gather knowledge implicitly </li></ul><ul><li>Seamless knowledge exchange with robotic explorers </li></ul><ul><li>Planetary explorers contribute to their successor’s design from experience and synthesis </li></ul><ul><li>Knowledge systems collaborate with experts for new research </li></ul><ul><li>Interstellar missions </li></ul><ul><li>Permanent lunar and Martian colonies </li></ul><ul><li>Europa Lander/Submersible </li></ul><ul><li>Titan Organics: Lander/Aerobot </li></ul><ul><li>Neptune Orbiter/Triton Observer </li></ul><ul><li>Mars robotic outposts </li></ul><ul><li>Comet Nucleus Sample Return </li></ul><ul><li>Saturn Ring Observer </li></ul><ul><li>Terrestrial Planet Finder </li></ul>2003 2007 2010 2025 Enables real-time capture of tacit knowledge from experts on Earth and in permanent outposts http:// km.nasa.gov Jeanne Holm, Chief Knowledge Architect NASA/Jet Propulsion Laboratory
    62. 95. <ul><li>KNOWLEDGE MANAGEMENT </li></ul><ul><li>IS FOR EVERYONE ! </li></ul>
    63. 96. www.knowledge-management-online.com
    64. 97. Personal Knowledge Management
    65. 98. CONTACT ME <ul><li>EMAIL </li></ul><ul><li>[email_address] </li></ul><ul><li>[email_address] </li></ul><ul><li>VIDEO </li></ul><ul><li>Ron Young @ Skype and ooVoo </li></ul><ul><li>BLOG </li></ul><ul><li>http://km-consulting.blogspot.com </li></ul><ul><li>KNOL </li></ul><ul><li>Knol.google/k/ron-young </li></ul><ul><li>FACEBOOK and LINKEDIN & TWITTER </li></ul><ul><li>Ron Young </li></ul><ul><li>WEBSITES </li></ul><ul><li>www.knowledge-management-online.com </li></ul><ul><li>www.knowledgeassociatesinternational.com </li></ul><ul><li>www.planetaryknowledge.com </li></ul>
    66. 99. GLOBAL PERSONAL PASSION & EMPOWERMENT
    67. 100. ORGANISATIONS HAVE BEEN DRIVING KM IN THE PAST INDIVIDUALS WILL BE DRIVING KM IN THE FUTURE
    68. 101. EXTRAORDINARY ORGANIZATIONAL KNOWLEDGE MANAGEMENT THROUGH PERSONAL KNOWLEDGE MANAGEMENT
    69. 102. GLOBAL KNOWLEDGE MANAGEMENT WILL BE DRIVEN BY GLOBAL INDIVIDUALS
    70. 103. PERSONAL KNOWLEDGE ONLINE WEBSITES WILL BE THE 21 ST C EQUIV OF 1980 PC PRODUCTIVITY SKILLS
    71. 104. RETIRE FROM THE MAINSTREAM INCOME TO CONTINUE TO ACTIVELY EARN INCOME & PENSION IN THE GLOBAL KNOWLEDGE ECONOMY
    72. 105. THE GLOBAL WEB IS THE 21 ST CENTURY ORGANISATION ….WHERE I GO TO WORK
    73. 106. ARE YOU A BOILING FROG?

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