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Practical Knowledge Management – Leveraging People, Process & Technology to Ensure Business Value

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The presentation leverages several recent success stories from EK's client work to discuss current themes in Knowledge and Information Management systems design and development. It includes examples and discussion of Cloud, Agile, Taxonomy, and Change Management, amongst other themes.

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Practical Knowledge Management – Leveraging People, Process & Technology to Ensure Business Value

  1. 1. PRACTICAL KNOWLEDGE MANAGEMENT Leveraging People, Process, and Technology to Ensure Business Value @EKConsulting, @ZacharyWahl
  2. 2. Our Take on Knowledge Management Knowledge Management involves the people, culture, processes, and enabling technologies necessary to Capture, Manage, Share, and Find information. Knowledge and Information Management (KIM) efforts exist on the same spectrum, with knowledge moving from tacit to explicit, and then content moving from unstructured to structured. The most effective KIM efforts are those that are driven by “business” value and end user needs. 1
  4. 4. National Park Service Challenge: The NPS L&D Office needed a single system to provide access to all Park Service employees, providing consistent and intuitive access to Structured, Unstructured, and Social Learning. Solution: EK conducted a workshop methodology in order to understand business user needs and engage them in the design process. We leveraged WordPress to develop a comprehensive Learning Ecosystem, spanning multiple types of content and interactions. Results: The tool has quickly been adopted and has widespread support for iterative improvements, guided by strong change management and governance plans. 3
  5. 5. National Park Service KEY SUCCESS FACTORS User Engagement: The site replaced over 20 existing sites full of content. User buy- in was critical. We leveraged workshops from the outset to capture user feedback and design iteratively. Change Management: EK used our workshops to create a dialogue with NPS staff so that they feel part of the process. Measurable Success Criteria: Each area of the project has measurable success criteria to keep the project focused on the business needs. These measures also allow NPS to communicate the value of the new system. 4
  6. 6. Inter-American Development Bank (IDB) Challenge: IDB needed to roll out a new Document and Records Management solution for the entire organization. They needed Taxonomy, Governance, and Development Support. Solution: EK consultants held focus groups with IDB personnel from every department and country to develop a taxonomy that aligned with the business needs. EK also provided development services to implement the site. Results: IDB now has a best in class SharePoint/Office 365 implementation that supports content findability as well as Records Management. The SharePoint sites are designed to support IDB’s matrixed structure and can grow as the organization evolves. 5
  7. 7. Inter-American Development Bank (IDB) KEY SUCCESS FACTORS Taxonomy: EK facilitated workshops across every country and business unit to understand the organizational terms and to drive adoption. Automated Metadata: Content types were designed so that metadata is automatically assigned based on content owner and location. Cloud Technology: IDB is using Office 365 to minimize infrastructure support, simplify scaling, and lower O&M costs. 6
  8. 8. The World Bank Challenge: The World Bank Knowledge Exchange Group was seeking a lightweight Knowledge Management System (KMS) that could be deployed for government agencies with minimal burden and maximum customization. Solution: EK developed a workshop methodology to capture design requirements while conducting knowledge transfer and encouraging adoption alongside a cloud- based, open source solution. Results: Over the last year, EK has conducted workshops for eight agencies and deployed five instances of the KMS. Organizations including BNPB (Indonesia), NACO (India), and SBM (India) now have a simple tool to share knowledge and connect with experts. 7
  9. 9. The World Bank KEY SUCCESS FACTORS Agile Development: The “template” system was developed in three sprints (total of 11 weeks). Each subsequent system is developed over two sprints. Focused Functionality: The core system includes document uploading, tagging, expert profiles, favorites, and social interaction. Open Source Technology: The underlying technology is Alfresco. The system is designed for minimal administrative burden, but allows for customization and personalization. 8
  11. 11. Agile Design and Development ENGAGE, DESIGN, ASSESS, REPEAT Ensure engagement with the end users at every step in the process, for effective understanding of needs, knowledge transfer, and change management. Accompany approach with measurable success criteria to gauge effectiveness throughout the project. Deconstruct any KM initiative into its most granular components that possess business value. Pivot around each, assessing success and readjusting at every turn. 10
  12. 12. Benchmarking KNOW WHERE YOU ARE AND WHERE YOU’RE GOING Critical communications tool in order to obtain support and show/claim success. Supports concept of Agile iteration, addressing issues and making progress step-by-step. Provides important incentive for staff and executive team for budgeting and resource allocation. 11
  13. 13. Change Management ENGAGEMENT, COMMUNICATIONS, EDUCATION, AND MARKETING Engage end users and stakeholders from project outset onward. Formalize a communications plan to ensure multi-tiered, two-way “discourse.” May be integrated with Project and System governance plans to support “reacting” to inputs. Incorporate standard communications of Measurable Success Criteria, and stakeholder value statements. 12
  14. 14. QUESTIONS? Zach Wahl 571.403.1109 @EKConsulting, @ZacharyWahl