Knowledge Audits and Mapping

Knowing the what, where, who, how and why…

25 May 2007

What Is Knowledge?

Knowledge is defined (Oxford English Dictionary) variously as

1. Facts, information, and skills acquired by a person through experience or education; the theoretical or practical understanding of a subject;

2. What is known in a particular field or in total; facts and information; or

3. Awareness or familiarity gained by experience of a fact or

situation. WISDOM WISDOM

Knowledge Knowledge

Information Information

DATA DATA

Is Knowledge Manageable?

Knowledge itself is not manageable. What is manageable are the processes necessary to encourage the sharing of knowledge and the development of intellectual capital assets.

The implementation & management of processes requires a route map that may be used by all members of the organisation to understand their roles and responsibilities, their relevance within the organisation, and to access the knowledge available to carry out those roles.

26% 42% 20% 12%

Paper Employee’s Electronic Electronic

Documents Brains Documents Knowledge Base

Where Does Corporate Knowledge Reside?

Salamander Organization Workforce Survey*

Knowledge By Contemplation…

Don’t forget, knowledge can also be gained or enhanced by contemplation or introspection and by sharing content with others

KM is “the systematic processes by which knowledge needed for an organisation to succeed is created, captured, shared, and leveraged.”

Melissie Clemmons Rumizen

What Is Knowledge Management?

Knowledge management (KM) is defined as:

“A multi-disciplined approach to achieving organisational objectives by making the best use of knowledge“

Standards Australia HB275-2001.

KNOWLEDGE AUDITSPresenter - Colette Raison

What Is A Knowledge Audit?

“Systematic investigation, examination, verification, measurement and evaluation of explicit and tacit knowledge resources and assets, in order to determine how efficiently and effectively they are used and leveraged by the organisation”

Ann Hylton

“The systematic analysis of an organization's information and knowledge entities and their key attributes, such as ownership, usage and flows, mapped against user and organizational knowledge needs”

David Skyrme

Why Would You Conduct A Knowledge Audit?Helps identify knowledge needs to support organisational goals:

• Provides tangible evidence of the extent knowledge is effectively managed (shared, leveraged etc)

• Helps show what knowledge exists, where it is, and whether there are any duplication or gaps

• Reveals pockets of knowledge – e.g. untapped potential

• Shows knowledge sources and any sinks or blocks

• Provides information in order to tailor knowledge management initiatives

What we wanted… what we made…

How Do You Undertake A Knowledge Audit?1. Identify what knowledge exists

• Identify explicit knowledge (e.g. snapshots corporate information)• Identify tacit knowledge pools (e.g. knowledge networks)

2. Identify where that knowledge resides• Shared drives, paper records, local gurus • Determine sinks, sources, flows, blockages• Map knowledge processes (way it is captured, shared, used &

saved)

3. Identify what knowledge is missing• Assess corporate objectives, skills, competencies against best

practices• Perform a gap analysis - who needs the knowledge & why

4. Report and recommend suggestions for improvement

What Is The Context For A Knowledge Audit?

INITIATE PLAN CLOSE

SUCCESSMETRICS

REPORTING

Contract

Statement of Work (SOW)

Intent Statement

ABCD Document

Project Schedule

Interview questions

Workshop outline

Audit questionnaire

Observer hints & tips

Timesheets

Consulting Guidelines

AUDIT TEMPLATES

Audit Concept Map

Draft Audit Report

Final Audit ReportAUDIT DOCUMENTS

Stakeholder Meetings

Stakeholder Management

Interviews

Surveys

Analysis of results

Stakeholder Analysis

Fortnightly Status Reports

Finance & Invoicing

Executive BriefingCOMMUNICATION

Knowledge Transfer

Newsletter Content

Issues Register

Workshops

Observations

Content analysis

Knowledge Audit Champions

Knowledge Audit Checklist

Executive endorsement

Pilot concluded

All documents to Agency

Invoice Payment

Project Team Meetings

EXECUTE

KNOWLEDGEAUDIT

Risk Mitigation

People, Equipment & Tools

PROJECT

MANAGEMENT

How Long Does It Take To Conduct An Audit?

Unsurprisingly the time it takes for a Knowledge Audit depends on:

The size of the target population, their geographical location, and participation

The resources available (and their capability) to undertake the Audit

The budget allocated and the time allotted by Senior Management

The level of detail required

The focus required (e.g. current knowledge stocks and/or knowledge flows)

Answers to questions such as these also dictate the method/s to be used

As a guide – experienced and qualified knowledge auditors with an approved budget, a participatory target audience, and using a variety of methods, may take approximately 3 months to audit a branch < 50 people.

Case Study A – Large Organisation

Case Study A – Large Organisation

Large Government Department Branch About 100 people (mainly QLD and ACT) who fulfil various administrative design roles (internal consultancy).

The challenge was to:

Complete a KM audit to identify the essential knowledge elements to support a knowledge strategy; and

Highlight existing knowledge assets and thereby make them accountable and relevant to organisational performance

The methods used were:

Initial research – Intranet & shared drive

Leveraged work by RMIT on a Government Senior Executive Survey and

used results from Senior Executives

‘Tick & flick’ electronic survey

Semi-structured individual interviews and observations

Case Study A – Large Organisation (FINDINGS)The findings were:

Support for existing knowledge sharing & support initiatives

Need for additional ‘cross-team’ sharing

Need for improved tacit knowledge capture from leavers

Need for improved targeted training

Need for improved access to ‘experts’ and artefacts

Need for clarity of roles & responsibilities Need for improved systems for collaboration,

version control, archival procedures.

Case Study B – Small Department

Small specialised team in a Government Department seen as a pilot site for Knowledge Management

The challenge was to:

Complete a Knowledge Audit to identify gaps that could be addressed by a knowledge strategy and some politically driven initiatives (e.g. CoPs)

Undertake the audit without using ‘Knowledge Management jargon’

Case Study B – Small Department

The methods used:

Established Project Management procedures - scope, reporting, conceptsUndertook preliminary research & later Industry researchDeveloped and tested survey instrumentsConducted ‘As is - To Be’ workshopsAdministered electronic questionnaireConducted individual semi-structured interviewsAnalysed results (including performing a gap analysis)Mapped processes & knowledge sources, sinks, flows

The findings were:Demonstrated support for a culture of knowledge sharing

Good personal knowledge networks – but not team ones

Some documentation of knowledge processes

Some problems associated with explicit knowledge (information) management - version control, access, archival, search, publication, catalogues

Case Study B – Small Department (FINDINGS)

KNOWLEDGE MAPSPresenter – Grant Brodie

What Are Knowledge Maps (K-Maps)?

Sometimes undertaking a Knowledge Audit is simply not enough. You also need to VISUALISE the content in a meaningful (useful and useable) way for both senior management and staff who are tasked with undertaking the work.

People often need to delve deeper and understand the importance and impact of knowledge flows on business outputs and outcomes, they need to look at the organisation’s processes and visualise the relationship with the final business goals.

K-Maps help people understand and analyse the current state and ask the important questions before moving forward. Questions like:

Does the current structure support active knowledge sharing?

- Are there information silos within the business?

- Is there evidence of duplication of effort within the business?

- Who are the subject matter experts and how can I find them?

- What should we be doing that we currently are not doing?

Why Would You Build A Knowledge Map?

The goals of knowledge maps are to:

Set out how outcomes are achieved (how things get done!)

Provide a simple common user experience of how business is organised - how things operate at the all important task, activity, function levels - how they provide the building blocks for delivering outputs and outcomes

Help people understand their roles and responsibilities - help to make business lines ‘join up”

Make workflows visible to both managers and staff;

Deliver self service functionality to clients over the Intranet; and where appropriate

Deploy a quality system for quality standards accreditation to satisfy - audit requirements as established by Government and / or legislation.

How Do I…?

Sources Of Knowledge

Corp. Systems

BusinessOutcomes

K-Mapping

Access Right Application When I Need To

Understand How & Where This Application Helps Me To Achieve The Outcomes

Access To Associated Resources

Understand How & Where The Correct Resource Helps Me To Achieve The Branch Outputs

Understand What Is Best PracticeFor Achieving The Branch Outputs

Understand How The Branch OutputsFeed Into The Corporate Picture

In its simplest form K-Mapping is the process of analysing tasks, activities, functions, outputs and outcomes of an organisation or of a particular area of an organisation and understanding the dependencies that exist.

TASK

TASK

TASK

TASK

TASK

TASK

TASK

TASK

TASK

What are the benefits?

Enables a common language across agencies

Assists you to decompose outcomes

Draws an explicit link between activities you undertake with the outcome being delivered

Identifies efficiencies, deficiencies and implications

Functions are the largest unit of business activity.

They represent major responsibilities that are managed by an organisation/area.

Activities are the major tasks which support and assist in achieving the work function.

An outcome is the end result derived from the output.

Tasks are the lowest level of effort they breakdown the activities.

A cluster of tasks may often seem unrelated.

Tasks can exist in several clusters at the same time.

TASK

TASK

TASK

ACTIVITY

ACTIVITY

ACTIVITY

ACTIVITY

ACTIVITY

ACTIVITY

FUNCTION

FUNCTION

OUTPUT OUTCOME

An output is the deliverable from the function/s.

The following example highlights how K-Mapping (analysing tasks, activities, functions and outputs) helps us to understand the dependencies that exist at each level which support the achievement of a particular outcome (eg: maximising the re-sale value of a car).

TASKS ACTIVITIES FUNCTIONS OUTPUTS OUTCOMES

Change oil and water

Check air in tyres

Replace worn tyres

Replace headlight bulb

>

> Clean the car

Replace faulty or worn

parts

>

>

>>

Service the car

Maintenance

Presentation

>

>Speedometer Cable

A car that is:

Well maintained;

well presented; and

mechanically sound

Car re-sale value is maximised

Change spark plugs

Clean windows

Wash wheels

Vacuum interior

Polish paintwork

InvestBanking

1: PROFIT - Increase profit growth (increase after tax profit) 2: EPS GROWTH - Increase earnings per share (Increase share price) 3: DIVIDEND GROWTH - Increase ordinary dividends (returns to shareholder)

Funds Mgt

Treasury &Commod

EquityMarkets

Investment

Capital Management

EquityCapital Markets

CorporateRestructures

Takeovers

Mergers &Aquisitions

ProjectFinancing

ExternalManag. Funds

Internal Manag. Funds

Hedge Funds

SecuritiesTrading

Risk Management

Trading

EquityFinance

SecuritiesLending

Foreign Exchange Trading & Struct.

Interest Rate & Credit DerivativesStruct. & Trading

Structuring& Placement

Debt Arrangements

Futures, ExecutionAnd Clearing

Commodity, Energy& Finance. Prod

Physical & DerivativesStruct & Trading

TreasuryOperations

Commodity &Energy Finance

Security OfRetail Financial

Services

Wheelchair Access Taxi Service

Credit Cards

Mortgage Origination& Funding

InvestmentLending

Personal Loans

RelationshipBanking

Real Estate

OnlineStockbroking

Strat. FinancialPlanning

Private PortfolioManagement

Full ServiceStockbroking

Executive Wealth Management

PrivateBanking

FinancialServices

InvestmentPlanning

MACQUARIE BANK BUSINESS OUTCOMES

(1,2 & 3)

Banking &Security

Advisory Services

BankingSolutions

Financing& Leasing

RiskManagement

Specialized Leasing

Specialist FundsManagement

SpecializedInfrastructure

Manufact. & Distribut.Of Wholesale & Retail Financial

Products

AssetFinancing

Stockbroking

EquitiesResearch

Provision Invest & Develop. Finance

Develop. OfJoint Ventures

Debt / TransactionStructuring

Management & Develop Assets

Foreign SponsoredTrust Listings

Management Institution Funds

WholesaleProperty Invest

WholesaleEquity Raising

Advisory &Research

Developments &Asset Management

Project Financing & Securitisation

Listed & Unlisted Funds

New SectorInnovation

Internat. Funds MgtJoint Ventures

Corp, Super & IndivFunds Management

Global FundsManagement

Infrastruct. & PrivateEquity Funds

Cash, Fixed Income, Currency & Prop. Funds

PerformanceIncentive Funds

Brand & Marketing

Internal CommsMarketing

E Commerce

Reputation & BrandProtection

Macquarie BankFoundation

Macquarie BankSports

Community Relations

Media Relations

GovernmentRelations

CorpComms

DeploymentNew Technologies

DeploymentNew Systems

Delivery New Systems

Develop. Existing Business Systems

InfrastructureSupport

TechnologyInfrastructure

Deployment Of New Services

CorpComms

MACQUARIE BANKHIGH LEVEL K-MAP

Invest.Banking

K-Maps And Future State Scenarios…

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CORE BUSINESS – systems and tools using the Intelligence Management framework to support our decision making

INFORMATION / CONTENT / DOCUMENT MANAGEMENT – architecture and repositories comprising the Intelligence Management framework

INTELLIGENCE MANAGEMENT

FUTURE STATE SCENARIO

VERSION 0.9

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TREATMENTRISK ASSESSMENTIDENTIFICATION

Simon the Identification Analyst

Brian the Analyst

Brian Timmons is an Analyst within the xxx Taskforce.

Brian the Analyst

QUESTIONS?