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Lessons Learned Plan, Design, Execute . . . Reap? 93 • Business case—While creating a business case for any initiative, take time to understand what management will ultimately look for in the system. Even if the system is a management mandate, make sure measures are in place. If possible, leverage other larger strategic initiatives in the organization by integrating the effort as part of the larger initiative. • Design and development—Spend time on identifying the appropriate user representatives, and gather detailed requirements. Not involving the end-user is the primary cause for the initiative to fail, other than running out of money. If implementing a content management system, then conduct a content audit, and delete outdated or unused content. The more current the content, the more people will use it. If the system is being implemented enterprise wide, rollout should be in phases, which will provide value through lessons from the previous phase. A steering committee (group of executives who believe in the idea), when involved in the creation of the business case, is instrumental in breaking down barriers encountered during design and development. • Communication—Do not over promise. Be realistic about what the system can do. • Resources—Commit resources to the initiative. There must be at least one full-time employee who manages the whole initiative or else time lines will be difficult to meet due to lack of accountability. • Change management—An organization’s culture will not change because of the network. Design the system to match the culture as much as possible. Go with the people who support the effort, and the others will come along as positive results are reported. Also, always provide support. Support needs are generally high right after launch, but it is critical that users feel supported at this time. Good customer support will lead to avid evangelists who will market the system for you freely. Conclusion What Did the KSN Provide for APQC? • A strong technical infrastructure to build on • A repository of all APQC research and tools • A personalized experience for registered users • A tangible deliverable for membership • A new content taxonomy • A strong search engine • A work flow to streamline the process for posting content to the repository • The ability for employees to post content to the site by decentralizing content submission • The ability to display targeted marketing content to viewers based on area of interest to generate leads What did APQC do right while implementing the KSN? • Vendors were fired when it was apparent the relationship was not going to work. • Customers were asked what they wanted to see.
94 Knowledge Management Tools and Techniques • APQC hired a consultant with experience in application deployment who had not bid on the job. • An executive sponsor was completely involved in the project. • The project had dedicated resources. • The integrator’s deployment methodology was closely followed. • The team made decisions regarding functionality based on cost, time frame, and customer priorities. • Numerous customer announcements forced the team to meet all deadlines. • Projects were delivered on or under budget. • Marketing was involved and had the ultimate say in the look and positioning of products and services. • The team that gathered requirements represented departments across APQC, yet decisions were made only by three people. That avoided analysis paralysis. In closing, the best advice may be not to get overwhelmed by the extent of the task, but to break it down into manageable segments and get started. Unless you get the ball rolling, many months will be wasted in contemplation. With technology, every month brings in massive changes in market players and functionalities. The longer you wait, the tougher the decisions will be.
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Knowledge Management Tools and Tech
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Knowledge Management Tools and Tech
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Contents Preface ..................
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Contents vii 13 Hewlett-Packard: Ma
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Contents ix Part III 29 Tools for T
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Preface xi The first book in this s
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To the struggle for knowledge, peac
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Overview: The Social Life of KM Too
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This book is not intended to provid
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“Knowledge sharing can be hampere
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Figure 1.1 Interface for rating kno
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Actually, the concept of KM can be
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Senior VP for communications and In
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Literature Review The rapid adoptio
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“Just as no company will probably
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Allee uses a “holo-mapping” tec
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A true EKP would record the history
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A pilot deployment is highly recomm
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Though IT-based tools for KM can de
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Table 1.2 Properties of Knowledge A
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Table 1.4 continued Overview: The S
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Table 1.7 Overview: The Social Life
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Table 1.8 continued Knowledge Porta
Page 58 and 59: Table 1.11 Roles and Tools for Onli
Page 60 and 61: have also been delivered to the bot
Page 62 and 63: Fuji-Xerox The growth of IT-based t
Page 64 and 65: funnel, and creativity sessions are
Page 66 and 67: Part III: Vendor Reports Expertise
Page 68 and 69: Online CoPs have been deployed at D
Page 70 and 71: Overview: The Social Life of KM Too
Page 72 and 73: Capacity Create and circulate adequ
Page 74 and 75: secure company secrets or confident
Page 78 and 79: KM Metrics Overview: The Social Lif
Page 80 and 81: Table 1.14 KM Metrics (1) Scope of
Page 84 and 85: Figure 1.4 Knowledge Management for
Page 88 and 89: Interview: Knowledge Management at
Page 90 and 91: Part I
Page 92 and 93: Knowledge Management at Accenture*
Page 94 and 95: Figure 2.1 The evolution of Accentu
Page 96 and 97: subject matter experts. “Communit
Page 98 and 99: • Discovering, researching, and u
Page 100 and 101: Figure 3.1 May-Sept 2001 Oct-Dec 20
Page 102 and 103: edesigning, retesting, and then dep
Page 104 and 105: Figure 3.2 Pro-forma social & intel
Page 106 and 107: Plan, Design, Execute . . . Reap? 9
Page 110 and 111: 4 Power to the People: Supporting C
Page 112 and 113: was established, leading to a full-
Page 114 and 115: Supporting Collaborative Behaviors
Page 116 and 117: Figure 4.1 Actual meetings by month
Page 118 and 119: ABB’s tool of choice to fulfill t
Page 120 and 121: Figure 4.4 Features of the e-Meetin
Page 122 and 123: exist. Only by creating an adequate
Page 124 and 125: A Work in Progress: The Phoenix K-e
Page 126 and 127: Figure 5.1 The Phoenix K-ecosystem
Page 128 and 129: Figure 5.3 CMDB The Phoenix K-ecosy
Page 134 and 135: a single page, enables the global t
Page 136 and 137: ERP Path Traditional ERP software p
Page 138 and 139: Schemes and Tools for Social Capita
Page 140 and 141: Table 6.1 Schemes and Tools for Soc
Page 142 and 143: Table 6.2 CoP participation Company
Page 144 and 145: Figure 6.2 Figure 6.3 Inferred rela
Page 146 and 147: Figure 6.4 NetMap Solutions FM Coal
Page 148 and 149: Schemes and Tools for Social Capita
Page 150 and 151: eporting through the use of tools f
Page 152 and 153: Knowledge Management in Practice: M
Page 154 and 155: Making Technology Work at DaimlerCh
Page 156 and 157: Figure 7.2 CoPs/Tech Clubs Challeng
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combined with NDT (Non-Destructive
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except in cases where the nature of
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Ready for Take-off: Knowledge Manag
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Knowledge Management Infrastructure
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We started with daily news content,
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that a KM system would bring (for e
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Building and Sustaining Communities
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assessment or preselect one vendor
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Figure 9.1 Guest/ User Expert User
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161 Table 9.1 KM Program 2002-2005
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Experiences with Knowledge Communit
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how people share knowledge seems to
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While John Peetz, Ralph Poole, and
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unique to Quickplace, but whatever
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• Staff can log in to demonstrati
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technology. A key step in the chang
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Knowledge Management Processes and
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Knowledge Management Processes and
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Figure 11.1 Typical structure of a
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Phase 3 By 1999, the number of CoPs
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segments of the U.S. Navy. Although
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The Knowledge Assessment Program fo
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a for each department in a company
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The Knowledge Assessment Program 18
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The Knowledge Assessment Program 19
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Figure 12.5 Examples: Two Typical C
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From the KM Architecture Model surv
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Hewlett-Packard: Making Sense of Kn
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Hewlett-Packard: Making Sense of Kn
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Figure 13.4 outcome Technology enab
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Figure 13.5 Hewlett-Packard: Making
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• Engage business leaders—Your
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Most of New Zealand’s small techn
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Figure 14.1 Electronic forums at th
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material that they would normally b
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The Way Forward A New Zealand Case
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The Nursing Leadership Academy on P
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The Nursing Leadership Academy on P
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Figure 15.1 The Nursing Leadership
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3. Design your user interface for t
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KPMG: Leveraging KM Tools for Pract
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Knowledge Toolkit This knowledge or
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17 Interorganizational KM: The Expe
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The Experience of Australia’s NOI
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Two knowledge management tools are
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The Experience of Australia’s NOI
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Knowledge Strategy in Small Organiz
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While the development of the strate
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The Office of Small Business, Austr
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of Small Business is represented by
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ather than culture based, in retros
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not solely the domain of large busi
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Rolls-Royce plc Rolls-Royce plc is
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A Day in the Life of a Rolls-Royce
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Several expert “people pages” h
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depending on the type of knowledge
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Creativity, the Knowledge Connector
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Figure 20.1 Contract gate The innov
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The Creativity Awareness Model The
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Creativity, the Knowledge Connector
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Figure 20.3 A snapshot from TechOpt
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ativity sessions is best reflected
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Structures Creativity, the Knowledg
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URDV Team Award Creativity, the Kno
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our greatest assets.” The fact is
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Figure 21.1 HR’s intranet: YourNe
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Promoting Empowerment and Knowledge
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manager to control the hiring proce
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Thus, this proxy of a directory of
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Part II
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“A Fool with a Tool Is Still a Fo
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Tools for Knowledge Codification Th
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certain configuration with other to
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Table 22.2 Multidimensional Matrix
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Techbuck Score Card Noted underworl
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Collaboration Software: Evolution a
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ensuring the right level of manager
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Figure 23.3 Synchronous/ real-time
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Figure 23.5 Instant messaging and c
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Over the next two years, we will co
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Complementary Partners, Reinforcing
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the mission of remaining aware and
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9. Counterintelligence and informat
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important if the scope will cover j
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Evolution of Knowledge Portals* Hei
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pleted to finish the task. You can
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sales force automation (SFA), or su
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Figure 25.1 General Portals Excite.
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tional efficiency. The goal was to
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Introduction Stories that describe
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From e-Learning to e-Knowledge 323
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• Next generation Internet techno
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core to the way we learn and develo
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Social Network Analysis in the KM T
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goals and uses of analyzing the con
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Using a Network Map for Diagnosis a
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7. Target areas where insufficient
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Figure 27.4 The resulting survey ne
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Figure 27.5 Network analysis showin
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Figure 27.7 A focused view into gro
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“outlier” from the team in the
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Trends in Social Software Social Ne
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28 Approach to KM* Selforganization
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Table 28.1 Self-organization: Takin
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At the University of California, Lo
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Emotional Intelligence in the Workp
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Table 28.3 continued Analyzing info
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Self-organization: Taking a Persona
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Self-organization: Taking a Persona
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ing, collaborate with colleagues, a
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Part III
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Tools for Tapping Expertise in Larg
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experiences and learning), and the
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well an instrument works is typical
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Figure 29.2 Tools for Tapping Exper
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Tools for Tapping Expertise in Larg
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Integration not only renders the EK
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Mapping the EKN to relevant existin
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Figure 30.1 Entopia Knowledge Locat
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Space and Naval Warfare Systems Cen
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Integrated KM Solutions: The Experi
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Effective Knowledge Management for
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Relationship knowledge also comes i
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There are two technologies in commo
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Effective Knowledge Management for
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Leveraging Content in Enterprise Kn
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From Transactional to Knowledge Wor
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Leveraging Content in Enterprise Kn
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Figure 32.1 A visualization can pro
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Figure 32.3 The document level view
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customers, or to retain or destroy
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Structured Knowledge: The Key to Op
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The Key to Optimal Contact Center E
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The Key to Optimal Contact Center E
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About the Contributors Patti Anklam
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About the Contributors 413 has co-a
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About the Contributors 415 Stephen
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About the Editor Madanmohan Rao, a
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Index A ABB. See Asea Brown Boveri
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CNA insurance, 365, 369 Cohesion, d
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personnel rotation around strategic
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Finding versus using, leveraging co
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Intraspect, 351 Investment, return
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frameworks of, 33-44 at Fuji-Xerox,
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Legal discovery, leveraging content
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Online communities, 132 of practice
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Rolls-Royce plc, 246-254 benchmarki
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Time changes in social network evol
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