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Figure 23.5 Instant messaging and chat Figure 23.6 E-mail Collaboration Software: Evolution and Revolution 299 Synchronous/real-time communication (Source: Ovum) Synchronous/real-time communication Whiteboarding Application and screen sharing Asynchronous communication (Source: Ovum) Message boards Asynchronous communication Broadcasting Video and audio conferencing the content of the teams’ collaborative activities are not compromised. This is particularly important where collaboration is being executed across corporate boundaries. The range of functions that are required is shown in Figure 23.7. The Future for Collaboration Software Subscriptions and alerting Discussion threads The roots of collaboration software can be traced back to the launch of Lotus Notes in 1989, which more or less kick-started the “groupware” market. However, the concept of collaboration has long been praised and less often implemented. During the 1990s, actual deployments of Notes and its competitors grew slowly. The mid-1990s saw further expansion due to Microsoft’s entry into the corporate email market and the new impetus given to Lotus after its acquisition by IBM. In the late 1990s, it was given another push by the emergence of Internet e-mail, the growing interest in knowledge management, and by the development of corporate intranets. This period saw new entrants into the market, such as Open Text and Intraspect, which offered to fill the gaps in the offerings from IBM Lotus and Microsoft. The extension of Internet technologies has provided further impetus to these developments in recent years and has offered new dimensions to collaboration in the form of Web-based environments, instant messaging, and peer-to-peer communication. Vendors such as eRoom (since acquired by Documentum), Groove Networks, WebEx,
300 Knowledge Management Tools and Techniques Figure 23.7 Figure 23.8 Bottom-up/ practice-driven/ informal collaboration Source: Ovum Group/role management Management functions (Source: Ovum) Management functions Site management Archiving and auditing The evolution of the enterprise collaboration platform Synchronous/ asynchronous messaging Team rooms Desktop document management Enterprise portals Expertise location Next-generation enterprise collaboration platforms Production document management/ workflow Top-down\process-driven\formal collaboration and Placeware (acquired by Microsoft) emerged to provide additional approaches to collaboration. Lotus has also developed its own offering in this area with QuickPlace and Sametime. At one level, the collaboration market has gone through significant consolidation, with IBM Lotus and Microsoft battling between themselves for the dominance of the enterprise messaging market. At other levels, however, the market is more dynamic and fragmented than ever before, with not only a host of start-ups in the market, but also the entrance of bigger players such as Oracle and Documentum.
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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
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Table 1.11 Roles and Tools for Onli
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have also been delivered to the bot
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Fuji-Xerox The growth of IT-based t
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funnel, and creativity sessions are
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Part III: Vendor Reports Expertise
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Online CoPs have been deployed at D
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Capacity Create and circulate adequ
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secure company secrets or confident
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KM Metrics Overview: The Social Lif
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Table 1.14 KM Metrics (1) Scope of
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Figure 1.4 Knowledge Management for
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Interview: Knowledge Management at
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Part I
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Knowledge Management at Accenture*
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Figure 2.1 The evolution of Accentu
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subject matter experts. “Communit
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• Discovering, researching, and u
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Figure 3.1 May-Sept 2001 Oct-Dec 20
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edesigning, retesting, and then dep
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Figure 3.2 Pro-forma social & intel
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Plan, Design, Execute . . . Reap? 9
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Lessons Learned Plan, Design, Execu
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4 Power to the People: Supporting C
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was established, leading to a full-
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Supporting Collaborative Behaviors
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Figure 4.1 Actual meetings by month
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ABB’s tool of choice to fulfill t
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Figure 4.4 Features of the e-Meetin
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exist. Only by creating an adequate
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A Work in Progress: The Phoenix K-e
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Figure 5.1 The Phoenix K-ecosystem
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Figure 5.3 CMDB The Phoenix K-ecosy
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a single page, enables the global t
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ERP Path Traditional ERP software p
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Schemes and Tools for Social Capita
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Table 6.1 Schemes and Tools for Soc
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Table 6.2 CoP participation Company
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Figure 6.2 Figure 6.3 Inferred rela
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Figure 6.4 NetMap Solutions FM Coal
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Schemes and Tools for Social Capita
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eporting through the use of tools f
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Knowledge Management in Practice: M
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Making Technology Work at DaimlerCh
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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
Page 264 and 265: A Day in the Life of a Rolls-Royce
Page 266 and 267: Several expert “people pages” h
Page 268 and 269: depending on the type of knowledge
Page 270 and 271: Creativity, the Knowledge Connector
Page 272 and 273: Figure 20.1 Contract gate The innov
Page 274 and 275: The Creativity Awareness Model The
Page 276 and 277: Creativity, the Knowledge Connector
Page 278 and 279: Figure 20.3 A snapshot from TechOpt
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Page 282 and 283: Structures Creativity, the Knowledg
Page 284 and 285: URDV Team Award Creativity, the Kno
Page 286 and 287: our greatest assets.” The fact is
Page 288 and 289: Figure 21.1 HR’s intranet: YourNe
Page 290 and 291: Promoting Empowerment and Knowledge
Page 292 and 293: manager to control the hiring proce
Page 294 and 295: Thus, this proxy of a directory of
Page 296 and 297: Part II
Page 298 and 299: “A Fool with a Tool Is Still a Fo
Page 300 and 301: Tools for Knowledge Codification Th
Page 302 and 303: certain configuration with other to
Page 304 and 305: Table 22.2 Multidimensional Matrix
Page 306 and 307: Techbuck Score Card Noted underworl
Page 308 and 309: Collaboration Software: Evolution a
Page 310 and 311: ensuring the right level of manager
Page 312 and 313: Figure 23.3 Synchronous/ real-time
Page 316 and 317: Over the next two years, we will co
Page 318 and 319: Complementary Partners, Reinforcing
Page 320 and 321: the mission of remaining aware and
Page 322 and 323: 9. Counterintelligence and informat
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Page 326 and 327: Evolution of Knowledge Portals* Hei
Page 328 and 329: pleted to finish the task. You can
Page 330 and 331: sales force automation (SFA), or su
Page 332 and 333: Figure 25.1 General Portals Excite.
Page 334 and 335: tional efficiency. The goal was to
Page 336 and 337: Introduction Stories that describe
Page 338 and 339: From e-Learning to e-Knowledge 323
Page 340 and 341: • Next generation Internet techno
Page 342 and 343: core to the way we learn and develo
Page 344 and 345: Social Network Analysis in the KM T
Page 346 and 347: goals and uses of analyzing the con
Page 348 and 349: Using a Network Map for Diagnosis a
Page 350 and 351: 7. Target areas where insufficient
Page 352 and 353: Figure 27.4 The resulting survey ne
Page 354 and 355: Figure 27.5 Network analysis showin
Page 356 and 357: Figure 27.7 A focused view into gro
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Page 360 and 361: Trends in Social Software Social Ne
Page 362 and 363: 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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