Knowledge Management Tools and Techniques ... - Index of - Free

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Online communities, 132 of practice, 11–12 KM tools and, 59 versus offline communities of practice, 42 roles and tools for, 43 Online conferencing technology, supporting collaborative behaviors for KM with, 95–108 Online knowledge centers, rural, growth path and evolution of, 70 Online reporting and timesheeting at Phoenix K-Ecosystem at Cable & Wireless, 114 Operational barriers preventing rollout of ideas, creativity and, 265–266 Operational/performance benchmarking, competitive intelligence and, 306 Operation units, knowledge assessment and, 194–195 Opportunities, maximizing, competitive intelligence and, 305 Optimizing intelligence systems, competitive intelligence and, 307–308 Organik, 159 Organization(s) for the Advancement of Structured Information Standards (OASIS), 320 knowledge dynamics of, knowledge assessment program for visualizing, 185–196 large, KM tools and, 59 small, KM tools and, 59 Organizational boundaries, tools for extending KM across, 20 Organizational change, KM tools and, 57–58 Organizational communication, KM tools and, 58 Organizational enablers for creativity, 266–267 Organizational Network Analysis (ONA), 344 Organizational reflex, social network analysis as, 343 Organizing information and ideas, self-organization and, 357 Ovum model for collaboration software, 296–297 P Pajek, social network analysis and, 338, 344 Palliative and End of Life Care, Nursing Leadership Academy on. See Nursing Leadership Academy on Palliative and End of Life Care Palliative care challenge of integrating, into daily practice, 215–216 history of, 215 Paperless office at easyJet, 148 Parallel competitors, competitive intelligence and, 306 Path to Growth, 268 Pay-per-view model, knowledge-sharing network and, 84 People, Employee Knowledge Network and, 375–376 People Pages, 277–279 at Rolls-Royce plc, 250–251 People Roles at Hewlett-Packard, 200–201 Peripheral specialist, definition of, 344 Personal development skills, perspectives in, self-organization and, 353 Personal knowledge, 352 Personal knowledge in collaborative work, self-organization and, 351–352 Personal Knowledge Management (PKM), 50, 347 case study of, 357–359 framework for, 354–355, 356 self-organization and, 350–351 Pervasive ICT, e-learning and, 325 P&G. See Procter & Gamble Pharmacy industry, knowledge management tools and techniques in, 10–11 Phoenix central knowledge repository at Phoenix K-Ecosystem at Cable & Wireless, 113 Phoenix K-Ecosystem, 109–122 business intelligence path, 121 collaboration centric in, 114–115 company profile of, 110, 111 creating knowledge in, 116 documentation centric in, 112–113 document management path in, 120 ERP path in, 121 evolution of, 111–115 future plans of, 115 GroupWare Path in, 120 key requirements for, 110–111 KM architecture paths in, 119–120 KM context at, 110, 111 KM Suite Path in, 121–122 knowledge centric in, 113–114 lessons learned in, 119 management aspects of, 115–118 managing knowledge in, 116–117 portal path in, 121 purging knowledge in, 118 Index 433
434 Index Phoenix K-Ecosystem (Continued) recommendations for KM practitioners in, 119 return on investment in, 118–119 using knowledge in, 117–118 PKM. See Personal knowledge management Point of reference, single, at Phoenix K- Ecosystem at Cable & Wireless, 110 Policy deployment at Ford Motor Company, 182 Portal path at Phoenix K-Ecosystem at Cable & Wireless, 121 Portals enterprise, 12–13 at Ford Motor Company, 182–183 knowledge. See Knowledge portals knowledge-sharing network and, 90 Porter Five Forces Model, competitive intelligence and, 305 Post-engagement, professional services and, 385, 389 Practice, communities of. See Communities of practice Practitioner reports of KM tools in action, 44–49 Pre-engagement, professional services and, 385, 386–387 Presenting the results, social network analysis and, 338–341, 342 Privacy, KM tools and, 58–59 Problem Manager, 263 Problem understanding, contact centers and, 407 Processes, Employee Knowledge Network and, 376–377 Procter & Gamble (P&G), 365, 373, 377 Product development, leveraging content in enterprise knowledge processes and, 402 Product/service sales and marketing support, competitive intelligence and, 306 Professional service firms, KM in, 51 Professional services, effective knowledge management for, 384–392 Professional services engagement cycle, role of KM in, 385–389 Pro-forma social and intellectual capital report, 86, 127 Proxy for intellectual capital measures, social capital measurement as, 123–136 Pulsetaker, definition of, 344 Q Quality Assurance Institute (QAI), reports of KM tools in action at, 49 Quality of KM tools, 57 Quantum, 380 Quickplace as collaboration tool, 168–169 at Ernst & Young’s Center for Business Knowledge, 169–171 R Rapid market changes, Entopia and, 380 R&D department, knowledge assessment and, 193–194 Real-time communication in stopping of virus outbreak, 95, 98–99 Real-time KM, 392 Reflex, organizational, social network analysis as, 343 Regional KM, 31–32 Regulatory compliance, leveraging content in enterprise knowledge processes and, 402–403 Reporting at Phoenix K-Ecosystem at Cable & Wireless, 111 RepTools, social network analysis and, 338 Resource, managing knowledge as, selforganization and, 349–350 Results business, target interventions for, social network analysis and, 342 presenting, social network analysis and, 338–341, 342 scanning, social network analysis and, 337, 339 Retrieval leveraging content in enterprise knowledge processes and, 395 supercharging, 397–398, 399, 400, 401 Return on investment (RoI) knowledge-sharing network and, 91–92, 93 at Phoenix K-Ecosystem at Cable & Wireless, 118–119 Richly structured data, leveraging content in enterprise knowledge processes and, 394 Rich Site Summary (RSS), 309 Risks, minimizing, competitive intelligence and, 304–305 Roger’s Diffusion of Innovation theories, 172–173 RoI. See Return on investment Roles, people play in networks, social network analysis as, 344 Rollout of ideas, operational barriers preventing, creativity and, 265–266 KM tools and, 58
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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
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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
Page 398 and 399: Integrated KM Solutions: The Experi
Page 400 and 401: Effective Knowledge Management for
Page 402 and 403: Relationship knowledge also comes i
Page 404 and 405: There are two technologies in commo
Page 406 and 407: Effective Knowledge Management for
Page 408 and 409: Leveraging Content in Enterprise Kn
Page 410 and 411: From Transactional to Knowledge Wor
Page 412 and 413: Leveraging Content in Enterprise Kn
Page 414 and 415: Figure 32.1 A visualization can pro
Page 416 and 417: Figure 32.3 The document level view
Page 418 and 419: customers, or to retain or destroy
Page 420 and 421: Structured Knowledge: The Key to Op
Page 422 and 423: The Key to Optimal Contact Center E
Page 424 and 425: The Key to Optimal Contact Center E
Page 426 and 427: About the Contributors Patti Anklam
Page 428 and 429: About the Contributors 413 has co-a
Page 430 and 431: About the Contributors 415 Stephen
Page 432 and 433: About the Editor Madanmohan Rao, a
Page 434 and 435: Index A ABB. See Asea Brown Boveri
Page 436 and 437: CNA insurance, 365, 369 Cohesion, d
Page 438 and 439: personnel rotation around strategic
Page 440 and 441: Finding versus using, leveraging co
Page 442 and 443: Intraspect, 351 Investment, return
Page 444 and 445: frameworks of, 33-44 at Fuji-Xerox,
Page 446 and 447: Legal discovery, leveraging content
Page 450 and 451: Rolls-Royce plc, 246-254 benchmarki
Page 452 and 453: Time changes in social network evol
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