Aligning people process and technology in km sikm presentation

Aligning People, Process and Technology in Knowledge Management

SIKM Community Teleconference

February 21, 2012

© Missing Puzzle Piece Consulting, 2012 1

Agenda

• Introduction

• Approach

• Roadmap

• Technologies

• Case Studies


Who am I?

• Accountant and IT Management by education

• KM consultant by choice • Chief Chaos Organizer at

Missing Puzzle Piece Consulting, Knoco franchisee

• 4 yrs KM Program Manager in HP

• 8 yrs as consultant to a variety of companies including BMO, HSFO, Kodak, HP, Zenon Environmental, OSC, CIBC

• Based in Toronto


Knowledge Management

Definition

• Connecting people to the knowledge they need to do their jobs whether that knowledge is tacit or explicit


Approach


People

Process Technology

Business-IT Alignment


Collect:

•Business Processes

•Information Flows

•Organization Strategy and Plan

•IT Strategy and Plan

Analyze:

•Human, Social, and Intellectual Capital Best Practices

Resolve:

•Policies

•Knowledge & process flows

•Metrics

•Strategic Goals

•Governance

Select technology

Design/ Develop/ Test

Implement

•Change Mgmt

•Processes

•Metrics

Use

Evolve

Knowledge Management Roadmap


Which technology to pick?

• What problem are you trying to solve?

• What challenge are you trying to overcome?


Categories of KM Technologies


Unstructured Knowledge

•Domain Knowledge Wikis

•Blogging

•Communities of Practice

•Collaboration

•Document and Content Management

•Portal

Semi-structured Knowledge

•Lessons Learned Database

•Yellow Pages/ Expertise Location

Structured Knowledge

•Configuration Management Database

Search

Business Intelligence/ Data Warehouse

Co

nte

xt

Organization/ Enterprise

Group/team

Individual

Scan, Map

Capture, Create

Package, Store

Share, Apply

Transform, Innovate

Learning Management/eLearning

ECM Component Content

Management Portal

Records Management

Document Capture

Communities of Practice, Expertise location

Social Media

Adapted from: Knowledge Managements by Despres and Chuvel, Journal of KM, vol 3, no. 2 1999, p119.

Knowledge Management Technology

Collaboration

CRM, Contact Centre, Incident Management/Helpdesk

eDiscovery

Search


Enterprise Technologies, Structured and Unstructured Knowledge


Business

Intelligence and

Data Warehouse

Customer

Relationship

Management

Contact Centre Incident

Management/

Helpdesk

Learning

Management

System/ eLearning

Expertise Location

Common

business problem

solved

Better decisions

making at all

levels: strategic,

operational, and

tactical

Ensure sales staff

have current

information for

customer

interactions

Standardize and

streamline sales and

marketing processes

Track and analyse

marketing

campaigns

Improve

customer

experience for

service and

support

Improve

customer

loyalty

Reduce cost of

customer

support

Enable IT to quickly

identify and resolve

service outages

Establish a historical

record of service

outages and

incidents as well as

their resolutions for

reuse and analytics

Provide single point

of contact

Tracks IT efforts

and provide

visibility into service

support

Administer and

track employee

training records

Deliver training and

test participant

learning

Locate experts

within the

organization and

enable them to

collaborate

Reduce duplication

of effort

Reduce the threat

of communication

breakdown

Reduce time to find

Subject Matter

Experts (SME’s)

Enterprise Technologies, Unstructured Knowledge


Records

Management

Component

Content

Management

Content/

Document

Management

(ECM)

Imaging,

Forms,

Document

Capture

Search Portal Workflow eDiscovery

Common

business

problem

solved

Compliance

Management

Productivity

enhancement

Risk

Management

Improve

document

quality,

consistency, and

standardization

Increase

productivity in

creating content

Streamline

document/cont

ent update

process

Central place to

go for

documents

Improve

accessibility

regardless of

location

Improve

document

lifecycle

management

Increase reuse

of documents/

information

Reduce paper

Reduce storage

costs of paper

Standardize

data collection

(through forms)

Streamline

processes

Improve

information

retrieval

Central place to

go for

information and

access to

systems

Improve

compliance to

processes

Improve

efficiency

through

consistency

and

standardiz-

ation

Improve the

ability to

execute

administrative

and

compliance

processes

consistently

Reduce

process

execution

time

Improve

security of

information

Reduce

litigation

costs

Reduce risk

Social Media and Collaborative Technologies


Blogs Micro-

blogging

Social

Networking

Collaboration

Instant

Messaging

Document

Mgmt

Wiki Virtual

Meeting

Community of

Practice

Common

business

problem

solved

Communica-

tion across

functions,

teams,

depts,

stakeholder

groups

Quick,

status-type

communicati

on across

functions,

teams,

departments

, stakeholder

groups

Communica-

tion

Sharing/

finding

expertise

Quick,

immediate

communicat

ion among

colleagues

Everyone

who should

have access

to a

document

has access

Reduces

confusion

caused by

emailing

documents

Sharing

information

Timely

creation and

updating of

information

Everyone

who should

have access

to the

information

has access

Reduces

confusion

caused by

emailing

documents

Sharing

information

Timely

creation and

updating of

information

Facilitating

global/ virtual

teams

Reducing travel

costs

Organizational

learning

Sharing

expertise

Collect:

•Business Processes

•Information Flows

•Organization Strategy and Plan

•IT Strategy and Plan

Analyze:

•Human, Social, and Intellectual Capital Best Practices

Resolve:

•Policies

•Knowledge & process flows

•Metrics

•Strategic Goals

•Governance

Select technology

Design/ Develop/ Test

Implement

•Change Mgmt

•Processes

•Metrics

Use

Evolve

Knowledge Management Roadmap


CASE STUDIES


Case Studies 1/2


Case Study KM Technology KM Implementation Results, if known

Automotive Manufacturer Knowledge Base Successful Improved product quality

Reduced structural costs

Improved time to market

Commercial OTS system provided

functionality, and other requirements

specified

Bovis Lend Lease Hybrid of Expertise

Location and Knowledge

Base

Successful Saved money and mitigated risk

Improved the sales process

Better integration of the company’s global

operations

ConocoPhillips Communities of Practice Successful Functional excellence, including safety,

decreased environmental impact, reduced lost

production

Environmental Company Document Management Unsuccessful and then

successful

Increased number of users using the system

by 50%, saved their million dollar investment

Financial Institution, IT Department Document Management Unsuccessful Lost VP support, project shelved

High Technology Company #1 Enterprise Content

Management

Successful Significant ROI on technology investment,

validated by external 3rd party

6500+ employees participating in knowledge

sharing

Case Studies 2/2


Case Study KM Technology KM Implementation Results, if known

High Technology Company #2 Portal Unsuccessful Marketing process aligned with portal design,

but lost management support and not

implemented.

ICICI Bank Enterprise Content

Management

Successful KM processes became the way they worked.

Multinational Fast Moving Consumer

Goods Company

Communities of Practice Successful In the first five years sales in the small retail

sales channel in the 12 emerging markets

trebled, while profits have more than

doubled.

Osler, Hoskin & Harcourt Portal Successful User acceptance of the platform because they

were involved at each step of the process and

a technology was selected that met their

requirements.

Ontario Council of Agencies Serving

Immigrants

Enterprise Content

Management and

Collaboration

In progress Making progress implementing the strategy,

but constrained by resources.

Pharmaceutical Company Portal Unsuccessful Project failed due to alienation of stakeholders

and lack of participation of users.

Professional Services Firm Enterprise Content

Management,

Communities of practice,

CRM

Unsuccessful Project failed because management could not

accept that technology wasn’t the answer,

that people and process needed to be

integrated into the solution.

Thank You!
