BA and Beyond - Tom Colpaert - Knowledge management and knowledge transfers

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In an effort to close a gap within the majority of IT companies, I would like to present my vision on Knowledge Management and Knowledge Transfer Processes. With an emphasis on establishing a standardized way to acquire, document and share knowledge throughout a company, I hope to stress the importance of this aspect, especially for a business analyst. Based upon my personal experience as well as that from colleagues, I will provide an example case on: - How knowledge management can help companies - How a thorough knowledge transfer process enables these companies to better staff people, adapt faster to client needs and having new people contribute faster. The first part of my presentation will elaborate on the knowledge management practice in a company and in particular: - How to establish a knowledge sharing culture - What platforms can be used for this knowledge sharing - Best practices on how to acquire and share knowledge, like through active learning sessions, continuous contributions and attributing time & materials to maintain a knowledge sharing culture. The second part of my presentation will focus more on knowledge sharing processes and in particular: - The importance of an organized and uniform knowledge transfer process. - An elaborate overview of an example that I am working out at my client’s side. - Lessons learned throughout several missions concerning knowledge transfers. - A proposition on how a standardized knowledge transfer process can be created. I will conclude with the possible outcomes of creating a knowledge management culture applied to a few example cases.

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ba-beyond.eu — #BABeyond19
Tom Colpaert
Knowledge Management and
Knowledge Transfers

1
Knowledge Management
and Transfers
Tom Colpaert

2
Why knowledge management
▪ Knowledge is the primary asset for a business analyst
▪ Loss of knowledge in companies
▪ Knowledge is often existing but not available
▪ Processes to acquire this knowledge are often:
Not existing
Not up to date
Too generic Ad hoc
Time pressured
Last minute
Need for an organized way of transferring knowledge F.e.: Trade Finance Case

3
Most transfers are a combination of following situations
Types of knowledge transfers
Replacement
Orchestrator
Knowledge holder Knowledge receiver
Upstaffing
Orchestrator
Team members
Knowledge receiver
as a team member
Dividing
Orchestrator
One knowledge
holder
Multiple Knowledge
receiver
Combination
Orchestrator
Multiple knowledge
holders
One knowledge
receiver

Gathering
Maintaining
Identification
Processing
Knowledge Transfer Process

Workshop sessions
Define knowledge minimum
Define focus areas
Free up time Knowledge inventory
Sector knowledge
Technical skills
PM skills
Tasks
Role
Corporate processes
Release management
Detailed topic knowledge
Etc.
Company knowledge
Soft skills
Domain knowledge
Applicationknowledge
Organizationknowledge
Detailed Topics
Landscape knowledge
Identifying knowledge
Kick-off
Identifying expected knowledge: “shaping your receiver”

Identifying existing knowledge and knowledge gaps
Identify knowledge holders
Identify practitioners
Identify gaps
Knowledge inventory
Knowledge
contact list
GAP 1
GAP 2
External
No Action
Knowledge inventory
Identifying knowledge

Gathering knowledge
Knowledge location
Knowledge inventory + location
Set guidelinesMap out knowledge
holder channels
Use established
documents
Knowledge contact list
Knowledge inventory
SME
Document Digital
documents
External trainings/
knowledge
Documentation
standard
Storage
medium
GAP 1
GAP 2
Fill in location and channel

Processing knowledge
Establish knowledge process plan
Methods
Sharing
sessions
Test casesReading in Detailed
discussion
(f.e. new topics)
Brainstorming
sessions for
knowledge gaps
Availability Complexity Knowledge
gaps
Variety Prerequisites Urgency AccessibilityTime
Dependent on
Reverse
Engineering

Wrap-up: knowledge process plans
▪ Build up in increments
▪ State clear deliverables
▪ Keep in mind prerequisites
▪ Be flexible and open to changes
▪ Have retention for processing
▪ If possible, foresee multiple methods to process a topic
Processing knowledge

Maintaining knowledge
Maintaining and preparing for future knowledge transfer
Contributing
Knowledge
Maintain and
prepare KT
Receiving
Knowledge
Strengthen
existing/add
knowledge
Review
documents/
availability
Fill in gaps
Create
availability
Documentation
standard
Storage medium

11
Take-aways
▪ Identify the knowledge challenges in your company
▪ Be aware of bus-factors
▪ Information is available in multiple dimensions
▪ Knowledge management is an educational process
▪ Method before tools
▪ Knowledge management is a BAU activity

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