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

More documents

Recommendations

Info

Contents vii 13 Hewlett-Packard: Making Sense of Knowledge Management .........................................................................197 Bipin Junnarkar and Joan Levers 14 Knowledge Networking on a National Scale: A New Zealand Case Study ..................................................206 Paul Spence 15 Technology Applications of Communities of Practice: The Nursing Leadership Academy on Palliative and End of Life Care ...................................................................214 Cynda H. Rushton and Susan S. Hanley 16 KPMG: Leveraging KM Tools for Practice Areas and Clients..................................................................222 Hemant Manohar 17 Inter-organizational KM: The Experiences of Australia’s National Office of the Information Economy .......................227 Luke Naismith 18 Knowledge Strategy in Small Organizations: The Office of Small Business, Australia..................................................235 Christena Singh 19 A Day in the Life of a Rolls-Royce Knowledge Manager......246 Darius Baria 20 Creativity, the Knowledge Connector ...................................255 Nel M. Mostert and Hilbert J. Bruins Slot
viii Contents 21 KM Tools in Human Resource Systems at the World Bank: Promoting Empowerment and Knowledge Sharing ....270 Michele Egan Part II 22 “A Fool with a Tool Is Still a Fool . . .”................................283 Ritendra Banerjee 23 Collaboration Software: Evolution and Revolution ..............293 Eric Woods 24 Competitive Intelligence and Knowledge Management: Complementary Partners, Reinforcing Tools ........................302 Arik R. Johnson 25 Evolution of Knowledge Portals ...........................................311 Heidi Collins 26 From e-Learning to e-Knowledge..........................................320 Jon Mason 27 Social Network Analysis in the KM Toolkit .........................329 Patti Anklam 28 Self-organization: Taking a Personal Approach to KM.........347 Steve Barth
Page 2 and 3: Knowledge Management Tools and Tech
Page 4 and 5: Knowledge Management Tools and Tech
Page 6 and 7: Contents Preface ..................
Page 10 and 11: Contents ix Part III 29 Tools for T
Page 12 and 13: Preface xi The first book in this s
Page 14 and 15: To the struggle for knowledge, peac
Page 16 and 17: Overview: The Social Life of KM Too
Page 18 and 19: This book is not intended to provid
Page 24 and 25: “Knowledge sharing can be hampere
Page 30 and 31: Figure 1.1 Interface for rating kno
Page 32 and 33: Actually, the concept of KM can be
Page 34 and 35: Senior VP for communications and In
Page 36 and 37: Literature Review The rapid adoptio
Page 40 and 41: “Just as no company will probably
Page 42 and 43: Allee uses a “holo-mapping” tec
Page 44 and 45: A true EKP would record the history
Page 46 and 47: A pilot deployment is highly recomm
Page 48 and 49: Though IT-based tools for KM can de
Page 50 and 51: Table 1.2 Properties of Knowledge A
Page 52 and 53: Table 1.4 continued Overview: The S
Page 54 and 55: Table 1.7 Overview: The Social Life
Page 56 and 57: 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 76 and 77:
Page 78 and 79:
KM Metrics Overview: The Social Lif
Page 80 and 81:
Table 1.14 KM Metrics (1) Scope of
Page 82 and 83:
Page 84 and 85:
Figure 1.4 Knowledge Management for
Page 86 and 87:
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 108 and 109:
Lessons Learned Plan, Design, Execu
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 130 and 131:
Page 132 and 133:
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
Page 158 and 159:
combined with NDT (Non-Destructive
Page 160 and 161:
except in cases where the nature of
Page 162 and 163:
Ready for Take-off: Knowledge Manag
Page 164 and 165:
Knowledge Management Infrastructure
Page 166 and 167:
We started with daily news content,
Page 168 and 169:
that a KM system would bring (for e
Page 170 and 171:
Building and Sustaining Communities
Page 172 and 173:
assessment or preselect one vendor
Page 174 and 175:
Figure 9.1 Guest/ User Expert User
Page 176 and 177:
161 Table 9.1 KM Program 2002-2005
Page 178 and 179:
Experiences with Knowledge Communit
Page 180 and 181:
how people share knowledge seems to
Page 182 and 183:
While John Peetz, Ralph Poole, and
Page 184 and 185:
unique to Quickplace, but whatever
Page 186 and 187:
• Staff can log in to demonstrati
Page 188 and 189:
technology. A key step in the chang
Page 190 and 191:
Knowledge Management Processes and
Page 192 and 193:
Knowledge Management Processes and
Page 194 and 195:
Figure 11.1 Typical structure of a
Page 196 and 197:
Phase 3 By 1999, the number of CoPs
Page 198 and 199:
segments of the U.S. Navy. Although
Page 200 and 201:
The Knowledge Assessment Program fo
Page 202 and 203:
a for each department in a company
Page 204 and 205:
The Knowledge Assessment Program 18
Page 206 and 207:
The Knowledge Assessment Program 19
Page 208 and 209:
Figure 12.5 Examples: Two Typical C
Page 210 and 211:
From the KM Architecture Model surv
Page 212 and 213:
Hewlett-Packard: Making Sense of Kn
Page 214 and 215:
Hewlett-Packard: Making Sense of Kn
Page 216 and 217:
Figure 13.4 outcome Technology enab
Page 218 and 219:
Figure 13.5 Hewlett-Packard: Making
Page 220 and 221:
• Engage business leaders—Your
Page 222 and 223:
Most of New Zealand’s small techn
Page 224 and 225:
Figure 14.1 Electronic forums at th
Page 226 and 227:
material that they would normally b
Page 228 and 229:
The Way Forward A New Zealand Case
Page 230 and 231:
The Nursing Leadership Academy on P
Page 232 and 233:
The Nursing Leadership Academy on P
Page 234 and 235:
Figure 15.1 The Nursing Leadership
Page 236 and 237:
3. Design your user interface for t
Page 238 and 239:
KPMG: Leveraging KM Tools for Pract
Page 240 and 241:
Knowledge Toolkit This knowledge or
Page 242 and 243:
17 Interorganizational KM: The Expe
Page 244 and 245:
The Experience of Australia’s NOI
Page 246 and 247:
Two knowledge management tools are
Page 248 and 249:
The Experience of Australia’s NOI
Page 250 and 251:
Knowledge Strategy in Small Organiz
Page 252 and 253:
While the development of the strate
Page 254 and 255:
The Office of Small Business, Austr
Page 256 and 257:
of Small Business is represented by
Page 258 and 259:
ather than culture based, in retros
Page 260 and 261:
not solely the domain of large busi
Page 262 and 263:
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
Page 280 and 281:
ativity sessions is best reflected
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 314 and 315:
Figure 23.5 Instant messaging and c
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
Page 324 and 325:
important if the scope will cover j
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
Page 358 and 359:
“outlier” from the team in the
Page 360 and 361:
Trends in Social Software Social Ne
Page 362 and 363:
28 Approach to KM* Selforganization
Page 364 and 365:
Table 28.1 Self-organization: Takin
Page 366 and 367:
At the University of California, Lo
Page 368 and 369:
Emotional Intelligence in the Workp
Page 370 and 371:
Table 28.3 continued Analyzing info
Page 372 and 373:
Self-organization: Taking a Persona
Page 374 and 375:
Self-organization: Taking a Persona
Page 376 and 377:
ing, collaborate with colleagues, a
Page 378 and 379:
Part III
Page 380 and 381:
Tools for Tapping Expertise in Larg
Page 382 and 383:
experiences and learning), and the
Page 384 and 385:
well an instrument works is typical
Page 386 and 387:
Figure 29.2 Tools for Tapping Exper
Page 388 and 389:
Tools for Tapping Expertise in Larg
Page 390 and 391:
Integration not only renders the EK
Page 392 and 393:
Mapping the EKN to relevant existin
Page 394 and 395:
Figure 30.1 Entopia Knowledge Locat
Page 396 and 397:
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 448 and 449:
Online communities, 132 of practice
Page 450 and 451:
Rolls-Royce plc, 246-254 benchmarki
Page 452 and 453:
Time changes in social network evol
show all

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

Create successful ePaper yourself

Delete template?

Save as template?