Great Ideas often have 3 stages of reaction: first. Its crazy and dont waste my time Second. Its possible, but its not worth doing. And finally. I ve always said it was a good idea
A. C. Clarke
INF 5190
[Knowledge Management]
Agenda
Infrastructure Infrastructure Evaluation Evaluation KM KM System System Analysis, Analysis, Design Design & & Development Development Deployment Deployment Evaluation Evaluation
[Knowledge Management]
4 Audit Existing Knowledge Assets and Systems 5 6 7 Design the KM Team Create the KM Blueprint Develop the KM System
8 Deploy, Using the Results-driven Incremental Methodology 9 10 Evaluate Performance, Measure ROI, Incrementally Refine the KMs
Aurelie Aurilla Arntzen
[Knowledge Management]
Infrastructure evaluation
1
The greatest difficulties lies not on persuading people to accept new idea , but persuading to abandon the old Aurelieones. Aurilla Arntzen
[Knowledge Management]
Understand the role of your company's existing networks, Intranet and extranets in knowledge management.(data
platform independance)
Legacy Systems Obsolete Systems Macintosh iMACs
The Internet
Archives Proprietary Tapes DOS and Windows PCs Aurelie Aurilla Arntzen Linux Systems
PalmOS data
[Knowledge Management]
Intelligent Agents and Network Mining Push agents Pull agents Data and text mining Web farming technologies Information indexing and classification Information clustering and lumping
[Knowledge Management] Analyze the existing infrastructure (3) Workflow Document Management Transparent Capture Tools Croosspads
Informal Capture
Telephones
Watercoolers
Conversation
Problem Solving
Intranets GroupWare
Data Warehouse
Digital Whiteboards
Data Mining Data Cleansing Validating Independent Thought Mind Maps Visual Thinking Tools
Notes
[Knowledge Management]
Understand how knowledge servers work and help in enterprise integration. Perform an analysis of business needs that match up with relevant knowledge server choices.
[Knowledge Management]
Integrate existing Intranets, extranets and GroupWare into your knowledge management system. Understand limitations of implemented tools and identify gaps in the existing infrastructure of the company. Take concrete steps to leverage and build upon existing infrastructural investments.
10
[Knowledge Management]
11
[Knowledge Management]
Knowledge Server
Intelligent Agent Support Indexing Common Search Gateway Cache Input from K-admin staff working for the CKO
Notes dBs
Operational databases
Web
12
[Knowledge Management]
Infrastructure evaluation
1 Analyze the Existing Infrastructure Phase 1 : Infrastructure Evaluation 2 Align KM and Business Strategy
13
[Knowledge Management]
14
[Knowledge Management]
[Knowledge Management]
Market Leader
Advanced
Capable competitor Straggler
Risky player
[Knowledge Management]
Strategic context
Product/Service Markets/customers Ressource allocation
influences Enables
impacts
KM strategy
Role of IT Innovation Competitive advantage KW mapping
Enables
KM Technology
infrastructural investments
Aligns
Process of creating a well articulated link between business strategy & knowledge Strategy
Create an internal knowledge map to identify what you need to know Choose either codification/personalization or Personalization/codification as your KM focus Create a knowledge map for each key competitor Create a knowledge map for your industry Assess your and your competitions learning capabilities Assess how your internal/external knowledge gap Influences your current and futur business strategy Determine the balance between exploitation and exploration that you want your knowledge strategy and KMS support
Feedback Aurelie Aurilla Arntzen
18
[Knowledge Management]
Determine the right diagnostic questions to ask. How can we turn KW we have into something that adds value to the markets in which we operate? What do we know or think we know about different aspects of customers? Can we cut costs, reduce time- to market, improve customer service, or increase margins by more effectively sharing KW? .. Diagnose and validate your strategy-KM link. Articulate a clear strategy KM link is not easy.Use process flow method (slide 18)
Aurelie Aurilla Arntzen 19
[Knowledge Management]
20
10
[Knowledge Management]
Strategic imperatives for a successful KM system: There is no one right way Reach a working definition of knowledge Focus on process and not just technology The 24 Live with vague knowledge measure critical Stability necessitates demonstration of short term success impact factors in 6. Count in tacit knowledge KM initiative 7. Create a shared context 8. Begin with what you have (1). 9. Accommodate Reasoning & assumptions 10. Future think 11. Minimize routing retransmissions 12. Give incentives, not faster computer
Aurelie Aurilla Arntzen 21
1. 2. 3. 4. 5.
[Knowledge Management]
13. Allow everyone access & to contribute 14. Allow confidentiality 15. Allow access anytime,anywhere 16. Update automatically The 24 17. Supply resource maps to ease navigation critical 18. Use other databases in addition to corporate best success practices factors in 19. provide management support KM 20. Support informality initiative 21. Remember less is more (2). 22. Provide logical business extension 23. Determine your knowledge delivery world view 24. Focus on technology & internal consulting support for collaboration
Aurelie Aurilla Arntzen 22
11
[Knowledge Management]
4 Audit Existing Knowledge Assets and Systems Phase 2 : KM System Analysis, Design and Development
23
[Knowledge Management]
24
12
[Knowledge Management]
[Knowledge Management]
13
[Knowledge Management]
Create knowledge tags and attributes: Domain, form, type, product/service, time and location tags Identify the right mix of components for searching, indexing and retrieval.
[Knowledge Management]
Externalisation
Tacit ->Explicite
Process Capture Tools Traceability Reflective Peer-to-Peer networks Expert Systems Discussion platform
I I I
I E C I
G I
S Internalisation I
Explicit -> Tacit
Combination
Explicit -> Explicit
Collective Knowledge Networks Notes Databases/ Org Memory Pattern Recognition Neural Networks
Systemic Knowledge Tools Collaborative Computing Tools Intranets, Groupware Discussion Lists Web Forums Best Practice Databases
G I
14
KM Processes
Knowledge Processes Develop Knowledge
[Knowledge Management]
Apply Knowledge
Review Reviewquestions questions Find Findthe theappropriated appropriated technologies/tools technologies/toolsfor foreach each process process
Assess Knowledge
Knowledge Assets
Preserve Knowledge Transform Knowledge
Update Knowledge
Aurelie Aurilla Arntzen
Transfer Knowledge
29
Apply Knowledge Search , retrieval & storage tools to help organize & classify both formal & informal KW, etc
15
[Knowledge Management]
31
[Knowledge Management]
4 Audit Existing Knowledge Assets and Systems Phase 2 : KM System Analysis, Design and Development
32
16
[Knowledge Management]
Understand the purpose of a knowledge audit provide value when companies are doing on or more of the following:
Planning to build a KMS Planning research and development Seeking to leverage its peopleassets Seeking to leverage what it already knows Attempting to assess the value of the enterprise as whole
[Knowledge Management]
Name
Complete ignorance Awareness Measure Control of the mean Process capabiliy Process characterization Know why Complete KW
Comment
Nothing known Resemble pure art Is pretechnological feasible scientific method A local recipe exists Tradeoff to reduce costs are known Takes on the form of science Nirvana
Typical form of KW
Doent exist anywhere KW is primarily tacit KW is primarily written Written & embodied in Hw Hw and operating manuals Empirical equations Procedures, methodologies, algoritms Never happens, but you can always hope for it
17
[Knowledge Management]
Financier
ability to value and attach a fair euro figure to KW asset
IS/IT expert
brings in kw , skills, expertise for mobilizing the technology implementation aspects of your km strategy.
[Knowledge Management]
36
18
[Knowledge Management]
Whats the best profit Figure on Sales? What will you Measure Against?
Select Audit Method Selecting the Audit Method Select Aspects of the audit Perform Audit Performing the Knowledge Audit Knowledge Assets
37
[Knowledge Management]
38
19
4 Audit Existing Knowledge Assets and Systems Phase 2 : KM System Analysis, Design and Development
39
[Knowledge Management]
Knoweledge Evangelist
Project Sponsor
Marketing
Kw manager Kw analyst
Finance
Information system
Human ressources
Human ressources
Aurelie Aurilla Arntzen 40
20
[Knowledge Management]
Structure the knowledge management team: organizationally, strategically and technologically. Balance technical and managerial expertise, manage stakeholder expectations. (not only a technical project) Resolve team-sizing issues (KM is a self-eliminating field) Identify critical points of failure: requirements, control, management buy-in, and end user buy-in.
41
4 Audit Existing Knowledge Assets and Systems Phase 2 : KM System Analysis, Design and Development
42
21
[Knowledge Management]
43
[Knowledge Management]
22
[Knowledge Management]
4 Audit Existing Knowledge Assets and Systems Phase 2 : KM System Analysis, Design and Development
45
[Knowledge Management]
46
23
[Knowledge Management]
Develop the middleware and legacy integration layer to connect mainframe legacy. data, incompatible platforms, inconsistent data formats and retired systems Integrate and enhance the repository layer. Apply DMA (document management Alliance) and WebDAV standards to explicit content and documents. Advance the system from a client/server to Aurelie Aurilla Arntzen
47
Deployment
8 Deploy, Using the Results-driven Incremental Methodology
[Knowledge Management]
Phase 3 : Deployment
48
24
[Knowledge Management]
Make an informed decision about the need for a pilot knowledge management deployment. Select the right, nontrivial and representative pilot project. Identify and isolate failure points in pilot projects. Understand the knowledge management system life cycle.
49
[Knowledge Management]
Identify and avoid the traps in the RDI methodology to maximize payoff.
50
25
Deployment
8 Deploy, Using the Results-driven Incremental Methodology
[Knowledge Management]
Phase 3 : Deployment
51
[Knowledge Management]
Understand how a CKO is related to the CIO, and CEO. Decide whether your company needs to have an actual CKO at all. Understand the successful CKOs technological and organizational functions.
Aurelie Aurilla Arntzen 52
26
[Knowledge Management]
Manage and implement cultural change and process triggers to make knowledge management succeed.
53
[Knowledge Management]
Evaluation
10
Phase 4 : Evaluation
54
27
[Knowledge Management]
Calculate returns-on-investment (ROI) for knowledge management investments. Evaluate benchmarking as a comparative knowledge metric. Evaluate knowledge management ROI by using the Balanced Scorecard (BSC) method. Use Quality Function Deployment for creating strategic knowledge metrics.
55
[Knowledge Management]
Classify and evaluate processes using The APQC Process Classification Framework.
Review and select software tools for tracking complex metrics, QFDs and BSCs.
56
28
[Knowledge Management]
At Last
Three beggars were begging in New York City, each with a small cup in his hand. The first one wrote beg on his broken steel cup and he received 10 bucks after one day. The second one wrote beg.com on his cup and after one day he received hundreds of thousand dollars. Someone even wanted to take him to NASDAQ. The third one wrote e-beg on his cup. Both IBM and HP sent vice presidents to talk to him about a strategic alliance and offered him free hardware and professional consulting while Larry Ellison claimed on CNBC that ebeg uses 95% Oracle technology and i2 announced ebeg Trade Matrix, a B2B industry portal to offer supply chain integration in the beggar community.
Exhibit 8 - 1 Anonymous e-Mail Dot-Com Joke
Aurelie Aurilla Arntzen 57
[Knowledge Management]
At last ..
the knowledge management toolkit, by Amrit Tiwana: Practical techniques for building a knowledge management system i
58
29
Distribute knowledg e
Share knowledge
[Knowledge Management] Word Processing Word Processing Desktop Publishing Desktop Web Publishing Publishing Electronic Web Publishing Calendars Electronic Presentations Calendar Presentations Groupware Intranets Networks E-mail
Groupware Groupware Intranets Intranets Networks Networks E-mail E-mail
Capture knowledge
Apply knowledge
59
30