6. knowledge management —workshop 余文德中華大學營建管理研究所副教授...

6. Knowledge Management—Workshop

余文德中華大學營建管理研究所副教授營建管理博士、土木技師

© 2003 Robert J. Osterhoff

Acknowledgements

The material presented here was originally

prepared by:Robert J. Osterhoff (2003)

• www.osterhoff.com


Agenda•Workshop Discussion: Participant Expectations

• Background to Knowledge Management

• Purpose and Outcome of KM Project

• KM Methodology:

Phase I – Design and Implementation

Phase II – Total Integration

Phase III – Return on Investment

• Workshop Discussion: Current State Assessment of KM Activities

• Workshop Discussion: Selection of Pilot Project

• Characteristics of Effective KM Implementation

• Workshop Discussion: Developing a Project Implementation Plan

• Workshop Discussion: Key Success Factors

• Next Steps: Implementation and Evaluation

Knowledge

Management


Knowledge

Management

Workshop Discussion: Participant Expectations


Knowledge

Management

Background to Knowledge

Management


“The process through which organizations generate value from their intellectual and knowledge-based assets.”

-- Knowledge Management Research Center

Knowledge

Management

KM: A Definition


The term “knowledge assets” refers to the accumulated intellectual resources of your organization. It is the knowledge possessed by your organization and its employees (staff) in the form of information, ideas, learning, understanding, memory, insights, cognitive and technical skills, and capabilities. Employees (staff), software, patents, databases, documents, guides, policies and procedures, and technical drawings are repositories of an organization’s knowledge assets. Knowledge assets are held not only by an organization but resides within its customers (patients), suppliers, and partners as well.

-- 2003 Baldrige Criteria

Knowledge

Management

Knowledge Assets


Knowledge assets are the “know how” that your organization has available to use, to invest, and to grow. Building and managing its knowledge assets are key components for your organization to create value for its stakeholders.

-- 2003 Baldrige Criteria

Knowledge

Management

Knowledge Assets


42%26%

20%12%

Employee Brains

Paper Documents

Sharable ElectronicKnowledge

Base

ElectronicDocuments

Source: Survey of 400 Executives by Delphi

Knowledge

Management

Where Organizational Knowledge Resides


5% 2%24%

17%52%

Personal Experience OTJ

Training

Structured Knowledge Base

for Sharing

Other Formal Training

Source: Survey of 400 Executives by Delphi

Knowledge

Management

Primary Means of Knowledge Transfer


Knowledge

Management

Data

Unorganized Numbers,

Words, Sounds, Images

Information Knowledge

Data Arranged / Processed

Into Meaningful

Patterns

Information Put Into

Productive Use, Made Actionable

Knowledge is Different from Data and Information

Source: E & Y


Knowledge

Management

KM is Different from Information Management

Knowledge Management Information Management

Emphasizes Adding Actionable Value to Content by Filtering, Synthesizing, Interpreting, Adding Context

Balanced Focus on Technology and Culture/Work Practice

Requires Ongoing Human Inputs and Linkage to Worker Communities

Emphasizes Delivery and Accessibility of Content

Heavy Technology Focus

Assumes Information Capture can be Standardized and Automated

Source: E & Y


Framing Knowledge Management. . . 10 Domains

Arthur Andersen

Chevron

Dow

Hughes

Kaiser

NSA

Pricewater.

Sequent

Skandia

TI

USAA Microsoft

E&Y

Teltec

British Pet.

Monsanto

Hoffman LR

Bechtel

Accenture

Booz AllenCapturing &

Reusing PastExperiences

Capturing &Reusing PastExperiences

InstillingResponsibility for Knowledge Sharing


Sharing Knowledge & Best Practices


Mapping Networksof Experts


HP

Building & Mining Customer Knowledge

Bases


Bases

Driving KnowledgeGeneration for

Innovation


Innovation

Understanding & Measuring the Value of

Knowledge


Knowledge

Leveraging Intellectual Assets


Producing Knowledge as a

Product


Product

Source: Xerox

Embedding Knowledge in Products, Services,

Processes


Processes

Xerox


Sequent

Our Focus

Arthur Andersen

Chevron

Dow

Hughes

Kaiser

NSA

Pricewater.

Skandia

TI

USAA Microsoft

E&Y

Teltec

British Pet.

Monsanto

Hoffman LR

Bechtel

Accenture










HP


Bases


Bases


Innovation


Innovation


Knowledge


Knowledge




Product


Product

Source: Xerox


Processes


Processes

Xerox


Knowledge

Management

What? How?

ArthurAndersen

Chevron

Dow

Hughes

Kaiser

NSA

Pricewater.

Sequent

Skandia

TI

USAA Microsoft

E&Y

Teltec

British Pet.

Monsanto

Hoffman LR

Bechtel

Accenture






SharingKnowledge & Best

Practices


Practices



HP

Building & MiningCustomer

Knowledge Bases


Knowledge Bases


Innovation


Innovation

Understanding &Measuring the Value

of Knowledge


of Knowledge

LeveragingIntellectual

Assets


Assets

ProducingKnowledge as a

Product


Product

Sources: Xerox

Embedding Knowledge in: Products, Services,

Processes


Processes

Xerox

Process and Tools

Learning

Communication

Measurements

Recognition and

Reward

World Class KM

Environment

Transition and

Behavior Manageme

nt

123

4 5 6

Translating Theory into Action


Knowledge

Management

Why KM: The Benefits

• Encourages innovation within a sharing environment

• Respects employee knowledge and therefore value of your people

• Creates processes which reduce redundancy and eliminates waste

• Creates value by better knowing your customers and their requirements

• Avoids solving the same problem twice


Knowledge

Management

Purpose and Outcome of KM

Project


Knowledge

Management

Purpose of KM Project

• Provides an understanding of the concept of Knowledge Management (“learn by doing”)

• Effectively translates theory into action

• Creates an environment to experiment (pilot)

• Delivers immediate value to your organization


Knowledge

Management

Criteria for Project Selection

• Contributes to organizational improvement

• Recognized as a need by your people

• Project fully supported by senior leadership of the organization

• Capable of implementation (driven by scope of project)


Knowledge

Management

Project Output

• At least one (1) deliverable identified that can contribute to improved results

• Deliverable is documented and supported by an Action Plan

• Project can be measured against established success factors

Clear measurements identified


Knowledge

Management

KM Methodology: Phase I – Design and

Implementation


Knowledge

Management

World Class KM Environment

Transition and Behavior

Management

Process and Tools

Learning

Communication

Measurements Recognition and Reward

KM Cycle of Implementation

“Desired State”


Knowledge

Management

Process and Tools

Measurements

3

Communication

2

World Class KM Environment

Transition and Behavior

Management

1

Learning

4 5

Recognition and Reward

6

KM Cycle of Implementation


Knowledge

ManagementTransition and

Behavior Management

1

• Two components to Step 1:

Transition Behavior Management

• Driven by Culture of Organization

1 2

Infrastructure to put a Plan in

place

Interventions to change behavior


Knowledge

Management

Transition

• Secure senior management support and participation

• Establish a team to create a KM core competency

• Ensure a means of implementation assessment

• Identify critical success factors for implementation


Knowledge

Management

Behavior Management

• Senior management serves as role models for KM

• Create an environment where employees can question existing methods of operation

• Encourage employees to “experiment” in new techniques

• Behaviors of KM match the culture

Alternative is to introduce interventions (coaching)


Knowledge

Management

Organizational Implications

• Rigid structure ~ hierarchy?

• Inflexible leadership?

• Open to change?

• Validate that your organization is ready for KM implementation


Knowledge

Management Communication

2

• Inform all employees of KM (what, why, when, how)

• Be clear in your definition

• Explain employee relevance

• Put in print, video, Intranet

• Include organizational model of KM


Knowledge

Management

Communication

• Media use is critical, but….

….Behaviors are the most effective communicator

• Reinforced

• Continuous


Knowledge

Management Process and Tools

3

• The core of Knowledge Management:

Internal sharing

IT tools

Communities of Practice (CoP)

Design and use of the Internet / Intranet


Knowledge

Management

Process and Tools• Internal Sharing:

Create the physical environment for the exchange of knowledge (facilities modification)

Creation of “Knowledge Network”

Sharing of “best practices”

• Linked to self-assessment

• “Open sharing” system

• Seminars and forums


Knowledge

Management

Process and Tools

Source: APQC

Self Service

Facilitated Transfer

Networks

Resources Required

Explicit

Tacit

Results

Best Practice Sharing


Knowledge

Management

IT Tools

• Guided and supported by professional IT suppliers

MS Share Point

Smart KM

• ShareWare (Lotus Notes, NetMeeting)

• Data Mining

Knowledge of your customers

Use as sales/marketing tool


“In an organization, a community of practice is a group of people who care about a common set of issues, share and develop knowledge in that domain, and thus steward a competence critical to the success of the organization.”

-- The Communities of Practice Consortium

Knowledge

Management

Community of Practice: A Definition


Knowledge

Management

Communities are Different from Groups/Teams

Communities Workgroup / Teams

Emerges Through Interaction

Can be Detected and Supported

Shared Interests, Practice

Legitimate Peripheral Participation, Apprenticeship

Technology Supports Legitimate Access, Membership and Peripheral Awareness

Created to do Tasks

Can be Designed and Created

Shared Responsibilities, Plans

Team Participation and Leadership

Technology Supports the Execution of Cooperative Tasks

Source: E & Y


Knowledge

Management

Communities are Different from Groups/Teams

Communities Teams

Driven by deliverables• Shared goals and results• Value defined by charter• Value in result delivered

Defined by task• Interdependent tasks• Clear boundaries

Develop by workplan• Everyone contributes• Managed by goals & plan• Team leader or manager

Bound by commitment• Mutual accountability for subtasks• Trust based on explicit agreement• Sense of achievement

Source: The CoP Consortium

Driven by value• Shared domain of practice• Value discovered / evolves• Value in ongoing process

Defined by knowledge• Interdependent knowledge• Permeable boundaries

Develop through learning• Variable contributions • Managed by making connections• Coordinator with core group

Bound by identity• Mutual accountability for the

domain • Trust based on reciprocity• Sense of belonging


… spend time together doing, thinking, talking

… help each other solve problems

… share information, insight and advice

… create shared artifacts

• over time, they developover time, they develop a shared historya shared history

• a communal identity around a shared passion

• relationships, roles, and ways of interacting

• common knowledge, practices, and approaches

Members of a community of practice typically …

CoP: Typical Activities



The functional The functional organizationorganization

The team-basedThe team-basedorganizationorganization

The multimembershipThe multimembershiporganizationorganization

The market-orientedThe market-orientedorganizationorganization

Communities of practice weave the organization around competencies without reverting to functional structures.

Communities of practice weave the organization around competencies without reverting to functional structures.

CoP: An Evolution in Organizational Design



• Within business units and projects

• Across business units and projects

• At the boundaries of organizations

• Across distinct organizations

CoP: Organizational “Fit”



Knowledge

Management

CoP: Pitfalls to Avoid

• An interim step is required (i.e. establishment of a team-based structure)

• Restrictive by management

• Working environment not ready


Knowledge

Management

Use of the Internet/Intranet

• Data base (mapping) of “experts”

• Inventory of best practices within the organization

What is incentive to populate data base?

What is incentive to use the stored knowledge?

How is it maintained?


Knowledge

Management

Process and Tools

• Process Documentation (mapping and flowcharting) essential:

How to “share” knowledge

How to become a member of a CoP

Guidelines for use of the Intranet


Knowledge

Management Learning

4

• Create an awareness of Knowledge Management concepts

• Integrate KM with current training programs

• Train “masters” of Knowledge Management


Knowledge

Management

Learning

• Formal training vs. “learning” Traditional classroom vs. virtual

• Create curricula pertinent to KM strategy of the organization

Concepts of KM that are “trainable”


Knowledge

Management Measurements

5

• In-process measurements vs. results

• Intranet “hits” growth

• Number of CoP’s as % of population

• Best practices adapted

• Staff turnover

• Revenue growth

• Staff morale

• Customer loyalty

• Return on Assets


Knowledge

Management

Business Objectives: Leverage expertise and experience Leverage lessons learned Increase productivity and efficiency Improve quality and speed of technical decisions about product development Reduce product development/maintenance lifecycle Reduce total ownership cost Improve business intelligence Increase customer satisfaction Improve management of risk Leverage capabilities and expertise of suppliers and partners (and customers) Foster innovation/improve product innovation

KM Initiatives System Measures Output Measures Outcome Measures Communities of Practice Real time collaboration

Latency (response times) Number of downloads Number of hits to the site Dwell time per page or section Usability survey Frequency of use Navigation path analysis Number of help desk calls Number of users Frequency of use Percentage of total employees using

system Number of contributions Frequency of update Ratio of the number of members to the

number of contributors (conversion rate)

Number of members

Usefulness survey Anecdotes Attrition rate for members

versus non-members Number of “apprentices”

mentored by experienced colleagues

Savings and/or improvement in organizational quality and efficiency

Captured organizational memory Reduced attrition rate for community

members

Source: U.S. Dept. of the Navy Study

Measurements


Knowledge

Management

KM Initiatives System Measures Output Measures Outcome Measures Special Interest Group Common Measures

Number of contributions Frequency of update Ratio of the number of members to the

number of contributors (conversion rate)

Number of members

Common Measures Attrition rate for members

versus non-members Number of “apprentices”

mentored by experienced colleagues


Captured organizational memory Reduced attrition rate for community

members

Expertise Directory Common Measures Number of contributions Frequency of update

Common Measures Time to find relevant expert


Lessons Learned Database Lessons about “doing the work”

Common Measures Number of contributions Frequency of update

Common Measures Time to find relevant expert


Portal Common Measures Searching precision and recall Usage of personalization features Frequency of general search versus use

of predefined links Number of users with the portal as

their “home page”

Common Measures Printed communications cost

(reduced costs for printed newsletters)

Time spent “gathering” information

Reduced time to find relevant information

Reduced training time or learning curve (if portal is used to integrate multiple separate systems)

Collaborative Systems For design Including shared work repositories

Common Measures Network reliability/quality of service Number of patents/trademarks

produced Number of articles written plus

number of conference presentations/employee

Common Measures Number of projects

collaborated on Time lost due to program

delays Number of new products

developed Value of sales from products

created in the last 3-5 years Average learning

curve/employee Proposal response times Proposal “win” rates

Reduced cost of product development, acquisition and/or maintenance

Reduction in the number of program delays

Faster response to proposals Reduced learning curve for new

employees


Measurements


Knowledge

Management

Example of a Flow Framework for a Community of Practice


Measurements


Knowledge

Management Recognition and Reward

6

• Develop an incentive for sharing knowledge

• Develop a disincentive for hoarding knowledge

• Emphasize sharing in organizational meetings and forums

• Recognize behaviors and activities


Knowledge

Management

Recognition and Reward

• Sharing forums (booths)

• Discussion forums for use and re-use of knowledge

• Integrated as part of normal recognition and reward scheme

• Recognize behaviors and activities

• Customer, supplier, partner events


Knowledge

Management

KM Methodology: Phase II – Total

Integration


Knowledge

Management

• Internal assessment system reflects knowledge management

• Multiple knowledge management projects in place and successful

• There is an organized forum for sharing knowledge

• A high level award/recognition includes knowledge management accomplishments

Characteristics of Total Integration


Knowledge

Management

• Performance appraisal evaluation includes knowledge management accomplishments

• Highly visible knowledge management projects aggressively communicated

• Tools and technology in support of knowledge sharing appropriately displayed and supported by collateral material

• Studies on knowledge management pervasively shared with others



Knowledge

Management

• Pay and recognition systems reflect Knowledge Management

• Customer events, executive keynote speeches, customer advertising and public relations support Knowledge Management



Knowledge

Management

KM Methodology: Phase III – Return on

Investment(Payback)


Knowledge

Management

KM Return on Investment

• Difficult to quantify

• Longer term payback horizon

• Certain trust level needed by management

• …but the impact is experienced by customers, employees and stakeholders


low

Knowledge Sharing Intensity

Cos

ts

high

Investments in Knowledge Management

low


Cos

ts

high

Costs Incurred Because

Knowledge is Not Shared

low


Cos

ts

high

o

AA

BB

CCA. Investments are required to achieve higher

levels of Knowledge Management effectiveness and pervasiveness.

B. As Knowledge Management intensity and effectiveness increases, costs incurred due to lack of Knowledge Management are reduced.

C. An optimal investment in Knowledge Management can yield significant benefits in reduced “Total Costs” and improved results.

Examples of Investments• Communications • Learning Costs• K.S. Specialists• Systems Enhancements• Recognition Costs• Time To Share

Examples of These Costs• Lost Market Opportunity• Redo / Reinvent• Customer Dissatisfaction• Lost Productivity• Unsolved Problems• Reduced Customer Value

Cost of Sharing Cost of Not Sharing

o

Cost and Benefits of Effective Knowledge Sharing

Source: Xerox


Three Step Process to Improve Knowledge Management

11 Create an understanding and recognition that Knowledge Sharing investments are currently suboptimal and that an increase in Knowledge Sharing intensity will yield significant reductions in the “Costs Associated with Not Sharing Knowledge” (e.g., Reduced Customer Value, Lost Market Opportunity, Redo, Reinvention, Poor Business Results).

low


Cos

ts

high

o

Cost of SharingCost of NotSharing

low


high

o

Cost of SharingCost of NotSharing

22 Increase resources and investments in Knowledge Sharing (e.g., dedicated resources, communications, system enhancements, etc.) to significantly reduce the “Costs Associated with Not Sharing Knowledge” and therefore reduce the “Total Cost” and significantly improve results.

33 Find ways to reduce the cost associated with Sharing Knowledge to achieve higher levels of Knowledge Sharing at lower costs. This creates a new optimum point and lower the “Total Cost” even further. As the “Costs Associated with Not Sharing” increase with market demands and advances in competition, moving to higher levels of Knowledge Sharing becomes increasingly critical.

low


high

Cost of SharingC

ost of Not S

haringo

Source: Xerox


Knowledge

Management

Workshop Discussion: Current State Assessment

of KM Activities


Knowledge

Management

Workshop Instructions

1.Based on the background lecture of Knowledge Management, list your organization’s activities that could be classified under the definition of KM, if any.

2.Were any of these KM activities successful? Why or why not?


Knowledge

Management

Workshop Discussion: Selection of Pilot Project


Knowledge

Management

Project Selection Guidelines

• First priority: Current KM activities

• Determine scope of project:

Technology and/or cultural change

Budgetary constraints

Employee/staff engagement

Time limitations

Expanded participation (suppliers, etc.)

• Assess your process capability


Knowledge

Management

“Is there something missing from the

Domains listing that could be a potential

project?”

ArthurAndersen

Chevron

Dow

Hughes

Kaiser

NSA

Price Waterhouse

Sequent

Skandia

TI

USAA Microsoft

E&Y

Teltec

British Pet.

Monsanto

Hoffman LR

Bechtel

Accenture







Practices


Practices



HP


Knowledge Bases


Knowledge Bases


Innovation


Innovation


of Knowledge


of Knowledge


Assets


Assets


Product


Product

Sources: Xerox


Processes


Processes

Xerox


Knowledge

Management

Workshop Discussion: Developing a Project Implementation Plan


Knowledge

Management

• Be as specific as possible

• Don’t assume actions…document them!

• Ensure a method of inspection is in place

Monthly review of activities and milestones

Accountability challenged

Discipline towards implementation

Implementation Plan Guidelines


Knowledge

Management

Activity Means to Achieve Timeline Resources Responsibility Status

What do you expect to accomplish?

Implementation Plan Guidelines

What specific actions, listed in detail, must you complete?

What are your key milestones for completion, by date?

What man- power, IT, other investment is required?

Who, by name, is accountable for milestone success?

What in-process assessment steps are being taken?


Knowledge

Management

Key Success Factors

• Is the project results-driven?

• Does the outcome produce real value for the enterprise?

• Can the project be measured?

• Do you have support and acceptance of management?

• Is the project relevant to your enterprise?


Knowledge

Management

Workshop Discussion: Key Success Factors


Knowledge

Management

Workshop Instructions

1.Using the activities you identified in your Action Plan, what are your primary characteristics of a successful KM implementation?

2.What are the barriers to successful implementation? How can these barriers be overcome?


Knowledge

Management

Knowledge Management Resources


Knowledge

Management

Resources

• Internet

• Books The Knowledge Creating Company (Nonaka and Takeuchi)

The Social Life of Information (Brown and Duguid)

Smart Business (Botkin)

Intellectual Capital (Stewart)

If Only We Knew What We Know (O’Dell and Grayson)

• Periodicals (magazines and white papers)


Knowledge

Management


Knowledge

Management

Next Steps: Implementation and

Evaluation


Knowledge

Management

• Implementation

Follow the Action Plan!

Perseverance

• Evaluation

Review milestone progress monthly

Solicit feedback from KM consultant

Next Steps


Knowledge

Management

Thank You!

6. knowledge management —workshop 余文德 中華大學營建管理研究所副教授...

Documents

6. knowledge management —workshop 余文德中華大學營建管理研究所副教授...