The document discusses knowledge management (KM) and the role technical writers can play in KM initiatives. It provides definitions of KM, outlines its history and challenges. It describes how technical writers are well-suited to focus on content, organization and workflows when capturing institutional knowledge. The document advocates that technical writers can facilitate knowledge sharing and help tailor knowledge assets to end users.
Law firm knowledge management, an introduction: LawTech Camp 2012Stephanie Barnes
This presentation was delivered at LawTech Camp 2012 in Toronto, ON. It provides a high-level overview of knowledge management activities for law firms.
Pervasive knowledge management & learning with SharePointOptimus BT
This presentation outlines -:
- A methodology on how to create a participative model for sharing and consuming knowledge and learning resources within your organization using SharePoint as an infrastructure
- An implementation focused reference framework for tools and navigation systems that would provide the basis for democratizing knowledge sharing and consumption
Optimus BT Insights | SharePoint Knowledge Management
Surrounded by Geniuses: Knowledge Management Learning From Other IndustriesConnie Crosby
Presented in Seattle at the American Association of Law Libraries annual conference on Sunday, July 14, 2013.
Presented by Stephanie Barnes, Missing Puzzle Piece Consulting and Connie Crosby, Crosby Group Consulting. Moderated by Steven Lastres, Director of Library and Knowledge Management at Debevoise & Plimpton LLP.
This session reviews knowledge management (KM) concepts and activities by focusing on a review of case studies from other industries, e.g. finance, manufacturing, oil and gas, and information technology. The case studies will discuss the challenges the organizations were facing and how they were addressed by using knowledge management principles; then these lessons will be related to the legal industry. Case studies will illustrate similarities and differences among industries and approaches, ultimately leading to innovative ideas regardless of the industry.
Takeaway 1: Participants will learn how KM is being used in other industries/sectors and how to apply those lessons to the legal industry.
Takeaway 2: Participants will learn about the technology introduced in the case studies and how to use that technology to support knowledge management initiatives in the law library environment.
Who should attend: Individuals who are responsible for KM or the library in their organizations; technology-focused individuals who want to use technology to support KM activities within their organizations
This independently produced SIS program is sponsored by the PLL-SIS.
A short history of knowledge management wrapping up with a positioning of Enterprise 2.0 within a knowledge management setting - Originally presented at the Enterprise 2.0 Conference
weConnect is a social suite for Sharepoint 2007. If you are not ready to move to Sharepoint 2010 and want all the social features, weConnect can be your solution. Build and developed on Enterprise requirements we have created a suite that brings internet technologie to the enterprise. An easy install on your Sharepoint farm to convert it into a more user friendly system that is people-centric. Make information more relevant and find experts faster. With extensive profiles and smart innovations we help your organization transform into a next-generation company.
Originally presented at the Boston KM Forum meeting at Bentley, Wednesday, April 9, 2008.
At the time, our first-quarter 2008 “Market IQ” on Enterprise 2.0 had just been completed, and a survey of 441 people revealed a subset who are having more success with Enterprise 2.0 than the general survey population. Does Enterprise 2.0 signify the birth of KM 2.0? We’ll examine some of the findings, and discuss the implications for new and old KM implementations.
Law firm knowledge management, an introduction: LawTech Camp 2012Stephanie Barnes
This presentation was delivered at LawTech Camp 2012 in Toronto, ON. It provides a high-level overview of knowledge management activities for law firms.
Pervasive knowledge management & learning with SharePointOptimus BT
This presentation outlines -:
- A methodology on how to create a participative model for sharing and consuming knowledge and learning resources within your organization using SharePoint as an infrastructure
- An implementation focused reference framework for tools and navigation systems that would provide the basis for democratizing knowledge sharing and consumption
Optimus BT Insights | SharePoint Knowledge Management
Surrounded by Geniuses: Knowledge Management Learning From Other IndustriesConnie Crosby
Presented in Seattle at the American Association of Law Libraries annual conference on Sunday, July 14, 2013.
Presented by Stephanie Barnes, Missing Puzzle Piece Consulting and Connie Crosby, Crosby Group Consulting. Moderated by Steven Lastres, Director of Library and Knowledge Management at Debevoise & Plimpton LLP.
This session reviews knowledge management (KM) concepts and activities by focusing on a review of case studies from other industries, e.g. finance, manufacturing, oil and gas, and information technology. The case studies will discuss the challenges the organizations were facing and how they were addressed by using knowledge management principles; then these lessons will be related to the legal industry. Case studies will illustrate similarities and differences among industries and approaches, ultimately leading to innovative ideas regardless of the industry.
Takeaway 1: Participants will learn how KM is being used in other industries/sectors and how to apply those lessons to the legal industry.
Takeaway 2: Participants will learn about the technology introduced in the case studies and how to use that technology to support knowledge management initiatives in the law library environment.
Who should attend: Individuals who are responsible for KM or the library in their organizations; technology-focused individuals who want to use technology to support KM activities within their organizations
This independently produced SIS program is sponsored by the PLL-SIS.
A short history of knowledge management wrapping up with a positioning of Enterprise 2.0 within a knowledge management setting - Originally presented at the Enterprise 2.0 Conference
weConnect is a social suite for Sharepoint 2007. If you are not ready to move to Sharepoint 2010 and want all the social features, weConnect can be your solution. Build and developed on Enterprise requirements we have created a suite that brings internet technologie to the enterprise. An easy install on your Sharepoint farm to convert it into a more user friendly system that is people-centric. Make information more relevant and find experts faster. With extensive profiles and smart innovations we help your organization transform into a next-generation company.
Originally presented at the Boston KM Forum meeting at Bentley, Wednesday, April 9, 2008.
At the time, our first-quarter 2008 “Market IQ” on Enterprise 2.0 had just been completed, and a survey of 441 people revealed a subset who are having more success with Enterprise 2.0 than the general survey population. Does Enterprise 2.0 signify the birth of KM 2.0? We’ll examine some of the findings, and discuss the implications for new and old KM implementations.
What is the biggest question for anyone looking to dramatically increase their success...
How do I harness my knowledge, experience and networks to drive important decisions or solve problems?
What if you could gain the productive and telling insights to drive better, faster, more relevant decisions and solve problems in a simple, visually engaging way?
A presentation I did for Awareness Networks around what organizations need to consider for successful collaboration initiatives. Several concepts and models are included from by book, The Collaborative Organization (which talks about these concepts in far greater detail). Overall the presentation should help guide viewers on understanding where they are in the collaborative spectrum and what they need to do to move forward (based on the maturity model).
Knowledge Management in the Department of Defensejoannhague
David Hoopengardner (AF/FM CKO) & Jo-Ann Hague (Principal Analyst, Air Force Knowledge Now) delivered this presentation at the ASMC PDI in May 2009.
This presentation was supporting a speech at WCEIT 2012 -- the World Conference on Emerging InfoTech -- Dalian (China), August 2012. I am well aware that the presentation material, without the accompanying speech, may be a bit cryptic at times. Also, comments and questions are welcome at @cdn
Making Collaboration Work For you Chicago Booth 2- 3- 2010Rachel Kaberon
The first part of a series using collaboration to explore collaboration for individuals who are less familiar with the basics--where do you find what you want, what differentiates a good collaboration from an everyday effort and how can you become a better collaborator
Enterprise Social Networking: Strategy and Implementation with SharePoint 2013Credera
SharePoint 2013 offers many upgrades and advances in the areas of social networking. However, in order for organizations to maximize value from the implementation, there are many guidelines and best practices that must be followed. In this presentation, we will discuss the SharePoint 2013 social networking capabilities, use cases for implementation, conceptual design and strategies for best results, where Yammer fits in, and much more.
Encouraging and Facilitating Collaboration at WorkMichael Sampson
The slides from my keynote presentation at Congres Intranet 2012 in Utrecht, in March 2012. I talked about the reality of the intranet, the nature of collaboration, and how to encourage and facilitate collaboration at work by overcoming barriers to collaboration.
What is the biggest question for anyone looking to dramatically increase their success...
How do I harness my knowledge, experience and networks to drive important decisions or solve problems?
What if you could gain the productive and telling insights to drive better, faster, more relevant decisions and solve problems in a simple, visually engaging way?
A presentation I did for Awareness Networks around what organizations need to consider for successful collaboration initiatives. Several concepts and models are included from by book, The Collaborative Organization (which talks about these concepts in far greater detail). Overall the presentation should help guide viewers on understanding where they are in the collaborative spectrum and what they need to do to move forward (based on the maturity model).
Knowledge Management in the Department of Defensejoannhague
David Hoopengardner (AF/FM CKO) & Jo-Ann Hague (Principal Analyst, Air Force Knowledge Now) delivered this presentation at the ASMC PDI in May 2009.
This presentation was supporting a speech at WCEIT 2012 -- the World Conference on Emerging InfoTech -- Dalian (China), August 2012. I am well aware that the presentation material, without the accompanying speech, may be a bit cryptic at times. Also, comments and questions are welcome at @cdn
Making Collaboration Work For you Chicago Booth 2- 3- 2010Rachel Kaberon
The first part of a series using collaboration to explore collaboration for individuals who are less familiar with the basics--where do you find what you want, what differentiates a good collaboration from an everyday effort and how can you become a better collaborator
Enterprise Social Networking: Strategy and Implementation with SharePoint 2013Credera
SharePoint 2013 offers many upgrades and advances in the areas of social networking. However, in order for organizations to maximize value from the implementation, there are many guidelines and best practices that must be followed. In this presentation, we will discuss the SharePoint 2013 social networking capabilities, use cases for implementation, conceptual design and strategies for best results, where Yammer fits in, and much more.
Encouraging and Facilitating Collaboration at WorkMichael Sampson
The slides from my keynote presentation at Congres Intranet 2012 in Utrecht, in March 2012. I talked about the reality of the intranet, the nature of collaboration, and how to encourage and facilitate collaboration at work by overcoming barriers to collaboration.
Aligning people process and technology in km kwt presentationStephanie Barnes
This is the presentation given by Stephanie Barnes at Knowledge Workers Toronto (KWT) on Aug 2, 2011. It is based on her Ark Group report, "Aligning People, Process, and Technology in Knowledge Management" published in May 2011.
Knowledge management has to be seen within the context of business strategy and business need. It is not an end itself, but a tool to deliver better business performance, and this view is crucial to developing and crafting an effective KM strategy.
This session covers: creating a strategy to give direction to a KM program, recognizing business drivers, clarifying strategic knowledge areas for the organization, and finding and defining key stakeholders who need to be involved.
Getting it Right: Building Quality into your Content (July 2014)Joe Gollner
This presentation was delivered as a webinar hosted by STC France on July 8, 2014.
This talk focused on the steps to be taken to design quality into your content assets and to then see that quality realized in high quality information products.
Lean Manufacturing and DITA (Gnostyx at DITA Europe 2014)Joe Gollner
Presentation from DITA Europe 2014 on the topic of Lean Manufacturing and DITA. How DITA (Darwin Information Typing Architecture) has been used on Lean Manufacturing projects and how Lean Principles change how we deploy DITA and Content Solutions.
An annotated slide deck from a webinar hosted by Stilo International and conducted on June 24, 2014.
The talk introduces tactics for moving a content solution project forward quickly while also attending to essential details.
Practical Steps Towards Integrated Content Management (Nov 2015)Joe Gollner
This talk was delivered at TCWorld 2015 in Stuttgart Germany. It explores ideas initially touched upon in a talk at the Information Energy event in Utrecht.
Information 4.0 for Industry 4.0 (TCWorld 2016)Joe Gollner
An annotated version of a presentation delivered at TCWorld 2016 in Stuttgart, Germany. Explores the concept of Information 4.0 and Content 4.0. Builds connections to the Semantic Web, Internet of Things, Cognitive Computing, and Big Data.
Open Source provides an alternative approach to implement Knowledge Management in ways that suit organizations. However, this requires a “Platforming” approach where the best of available open source technologies and frameworks come together to deliver the best that the open source model has to offer.
We have found this approach of delivering KM solutions working effectively with large International Development Organizations, NGOs and Public Sector organizations.
This presentation introduces Knowledge Management for organizations and includes some models of KM System we have developed. There are some models in Knowledge Mapping.
Knowledge Management (KM) is a social activity. More and more organizations use social software as a tool to bridge the gap between technology- and human-oriented KM. In order to create interoperable, transferable solutions, it is necessary to utilize standards. In this paper, we analyze which standards can be applied and which gaps currently exist. We present the concept of knowledge bundles, capturing information on knowledge objects, activities and people as a prerequisite for social-focused KM. Based on our concept and examples, we derive the strong need for standardization in this domain. As a manifesto this paper tries to stimulate discussion and initiating a broad initiative working towards a common standard for the next generation of knowledge management systems. Our manifesto provides with eight recommendations how the KM community should act to address future challenges.
Strategic scenarios in digital content and digital businessMarco Brambilla
This lesson was given in May 2009 at MIP, Politecnico di Milano. The audience included members of the Acer academy program.
Rights on reused content are maintained by respective owners.
See further information on my activity at:
http://home.dei.polimi.it/mbrambil/
and:
http://twitter.com/marcobrambi
Presented by Rob Hanna at 2012 STC Summit in Rosemont, IL.
Take a journey into the Information Ecosystem where you will discover how structured information lives within your organization. Content is all around you—in places you may least expect. It exhibits predictable properties and behaviors that will help you capture and classify information for better management of your content.
This is a discussion about knowledge management in both artifact and tacid approach and how SharePoint can be used to apply this. We will look at tools in sharepoint, how traditional approach and pervasive approach could be applied and lastly at clutural issues that needs to be overcome in moving to a more pervasive environment.
Taxonomy mgt in sp 2010 netwoven presentation slidesntenany
This document was presented by Netwoven at a document management seminar locally here in the bay area. For additional information, you can contact them at info@netwoven.com.
3. Knowledge Management Overview
My Perspective on KM as a Technical Writer
KM Initiatives for a Technical Writer
(Discussion)
Conclusion
References
4.
5. • Knowledge management is the systematic
processes by which knowledge needed for an
organization to succeed is
created, captured, shared, and leveraged
(Rumizen)
6. Knowledge management comprises a range
of practices used in organizations to
identify, create, represent, distribute and
enable adoption of insights and experiences.
Such insights and experiences comprise
knowledge, either embodied in individuals or
embedded in organisational processes or
practice. (wikipedia)
7. • Knowledge management is the leveraging of
collective wisdom to increase responsiveness
and innovation (Frappaola)
8. • KM draws from a wide range of disciplines and technologies
• Cognitive science
• Expert systems, artificial intelligence and knowledge base management systems
(KBMS)
• Computer-supported collaborative work (groupware)
• Library and information science
• Technical writing
• Document management
• Decision support systems
• Semantic networks
• Relational and object databases
• Simulation
• Organizational science
• Object-oriented information modeling
• Electronic publishing technology, hypertext, and the World Wide Web; help-desk
technology
• Full-text search and retrieval
9. 1959: Peter Drucker coined the term, “knowledge worker” in his
book, Landmarks of Tomorrow.
1966: Philosopher Michael Polanyi defined tacit and explicit
knowledge.
1982: Tom Peters and Robert Waterman, Jr., publish In Search of
Excellence: Lessons from America’s Best-Run Companies.
Successful organizations share a common set of values and practices
1992: Michael Hammer and James Champy publish Reengineering
the Corporation.
Starts business process re-engineering craze
1995: Ikujiro Nonaka published The Knowledge Creating Company.
Popularize Knowledge Spiral model (tacit versus explicit)
10. Late 1990s
Leif Edvinsson became first Chief Knowledge Officer
(CKO) of Swedish-based Skandia Corporation
Explosive interest in knowledge management as
Internet emerged
Business process re-engineering craze meets
headwinds
▪ Re-engineering is a one-time , short-term fix (but shouldn’t
be!)
▪ Lots of business knowledge was “let go” in the re-engineering
Most knowledge management post-1995 is to all
intents and purposes content management
(Snowden)
11. 2000 to present
Technology ferver of 1990s waned quickly
Acute recognition of the chaos and complexity of
human organizations
Next generation of panaceas emerge
(B2B, Portals, e-learning enterprise content
management, information
architecture, taxonomies, etc.)
12. • Data: Simple facts
• Information: Data used in context to answer a question
• Knowledge: Information used to address novel situations
for which no direct precedent exists. It is
comprehension, understanding, and learning that go on in
the mind. We often do not know what we know, until an
opportunity arises to employ the knowledge to accomplish
something.
• “Information management consists of predetermined
responses to anticipated stimuli. Knowledge management
consists of innovative responses to new opportunities and
challenges.” (Frappaola)
13. Explicit knowledge: What we know that can
be put to words.
Tacit knowledge: Know-
how, judgment, experience, insights, rules of
thumb, and skills. Difficult to
express, capture, or transmit in any
systematic or logical manner.
“We know more than we can tell.”
--Michael Polyani
14. Socialization: transferring tacit knowledge from
one person to another
Externalization: making tacit knowledge
explicit by people-to-people interaction
Combination: transferring explicit knowledge to
explicit knowledge. Making explicit knowledge
available to others.
Internalization: Learning through
experience, transforming explicit knowledge to
tacit knowledge
18. File Server Model
Content Management System Model
SharePoint Information Architecture Model
Microsoft SharePoint is a collection of products
and software elements that include Internet
Explorer based collaboration functions, process
management modules, search modules and a
document-management platform.
19. Content is
easy to
User classifies generate and
User Content
content by file store; difficult
creates stored/shared
name and to search and
content through file server
folder find
20. Manual tagging
User uploads Content is cumbersome,
User and classifies stored/shared leading to low
creates manually using through content user adoption
content organizational management
locally taxonomy application
21. Search can
User leverage IA
Content and
instantiates Content inherits taxonomy
taxonomy
content taxonomy with
are
through no user action
inextricably
SharePoint UI required
linked
22. “KM has fallen victim to a mixture of bad
implementation practices and software
vendors eager to turn a complex process into
a pure technology play. The result: like many
a business concept, KM has evolved from a
hot buzzword to a phrase that now evokes
more skepticism than enthusiasm.”
(CIO Magazine, May 2001)
23. T.D. Wilson in his paper, The nonsense of
‘knowledge management’ (2002), notes that
most journal articles on knowledge
management have these tendencies:
A concern with information technology
A tendency to elide the distinction between
‘knowledge’ (what I know) and ‘information’ (what I
am able to convey about what I know)
Confusion of the management of work practices in
the organization with the management of knowledge
24. In practice, KM breaks down to two topics:
Management of information
Management of work practices
“The conclusion is reached that
‘knowledge management’ is an umbrella
term for a variety of organizational
activities, none of which are concerned
with the management of knowledge.”
(T.D. Wilson)
25. “Knowledge management has been easily
dismissed by some as just the latest
management fad. Dilbert has lampooned it.
Untold software vendors slap the label of KM
on their packages and tout miraculous cures
for all our knowledge failings. Yet, behind all
the jargon and the hype, we find companies
engaged in serious efforts to manage their
most precious asset—their working
knowledge.
26. “Managing knowledge is clearly one of the new
fundamentals for success in the new economy. It
is a tough job and few organizations do it well.
Knowledge management involves many
complex organizational issues; simplistic
approaches will not work; nor will throwing
technologies at people somehow magically
make knowledge happen.”
(Lawrence Prusak, Executive Director, IBM
Institute for Knowledge Management, 2002)
27.
28. My current job:
Lone technical writer in a team of subject matter
experts
The team has a strong interest in capturing
knowledge
Very limited development resources
Zero budget for content/knowledge mgmt tools
Can only develop solutions using existing tools
▪ Corporate intranet
▪ MS Office suite (Word, Excel, Access)
29. I think that a Technical Writer can make an
invaluable contribution to the monumental task
of capturing and communicating knowledge
The focus must go beyond writing
– Facilitating the writing process (which in turn
facilitates internalization and externalization)
Managing content
Organizing content
Acting as a documentation consultant to help devise
methods for capturing knowledge
30. The Technical Writer may be the only one
around who understands:
Styles and standards in a team environment
Working with very long documents
Managing large numbers of documents
31. The Technical Writer is highly focused on the
actual content captured in the KM system
Not as easily distracted with:
The technology behind the system
The narrow interests of highly specialized subject
matter experts (whose unique needs can
sometimes inadvertently sabotage the grand
plan)
32. The Technical Writer may be the only one really
thinking about the audience
Clearly identifying the audience/user
Understanding the specific question or problem being
addressed
Adapting the content to serve as information
(answering a specific, known question)
Adapting the content to enable advancement of
knowledge (to support a future, unexpected question)
Instead of just slapping content together and
publishing it
33. The Technical Writer asks “people” and
“workflow” questions that might otherwise
get overlooked by developers
Organization/architecture of information
Writing and review process
Publication process
▪ Simple (one click) or Complex (generate PDF, check
in/out)
Archival and versioning process
Maintenance and update process
34.
35. In addition to being a member of a full-fledged
KM initiative, the Technical Writer can make a
difference by volunteering to solve these
common business challenges:
Reduce “lost file” syndrome (network folders)
Improve email productivity (memos, rules)
Improve writing productivity for non-writers
(templates)
Help develop Internal tools
Write internal communications that help “sell” new
management initiatives
36. Use your normal projects as a showcase for your
strict attention to best practices
Content-centric perspective
▪ Never forget the audience
▪ Adapt content for re-use, rather meeting a one-time need
▪ Never let tools distract you from (or compensate for) creating
good content
Document management perspective
▪ Pay strict attention to basic document conventions
▪ File names
▪ Versioning
▪ Never let tunnel vision from one SME implement changes
that affect bigger picture
37. Knowledge Management has a spotty track
record, but it is not going away
In fact, KM is gaining in importance
To succeed, a KM initiative must focus heavily
on the people and processes
38. The Technical Writer can make a valuable contribution to
knowledge management projects
Intense focus on the actual content that is being preserved
Less susceptible to distractions related to tools and
technologies
Less susceptible to distractions from the narrow needs of
particular SMEs
Continually monitoring the overall structure of information
Willing and able to help management craft the communications
that are critical to achieving buy-in from key players
• Acutely aware of basic writing conventions that can make-or-
break a document
39. Finally, the Technical Writer can play a
significant role in establishing an
environment in which SMEs can focus more
of their time on transferring knowledge to
paper and less time on
editing, formatting, retrieving, and publishing
documents
40. Koplowitz, R., and Owens, L. “SharePoint: the backbone of your
information architecture.” KMWorld, June 2009.
Frappaolo, C. (2006) Knowledge Management.
Harvard Business School Press (1998), Harvard Business Review on
Knowledge Management.
Introduction to Knowledge Management
<http://www.unc.edu/~sunnyliu/inls258/Introduction_to_Knowledge_Ma
nagement.html>
Rumizen, M.C. (2002), The Complete Idiot’s Guide to Knowledge
Management.
Snowden, D. (2002), “Complex Acts of Knowing: Paradox and Descriptive
Self-Awareness”, Journal of Knowledge Management, Vol. 6 No. 2.
Wilson, T.D. (2002), “The nonsense of ‘knowledge
management’”, Information Research, Vol. 8 No. 1.
Wikipedia <http://en.wikipedia.org/wiki/Knowledge_management>