Best practices and Gartner contributions

A new vision of Information Technology to support UNESCO mission over the next four years and beyond

Best practices and Gartner contributions

Catherine Peyralbe, Managing Partner

Adrian Quayle, Vice President, Consulting

V2 – August 21, 2006

2© 2006 Gartner, Inc. All Rights Reserved.

Context

UNESCO asked Gartner early 2006 to assess its current portal environment, help define its associated strategy and also provide action-oriented recommendations to improve the current situation. The method for the project included a set of interviews to better understand the “business” objectives of UNESCO and their impact on the current system

As portals and document management solutions are frequently inter-twinned, Gartner has broaden its diagnosis and requirement elicitation to a larger portion of UNESCO IT. Gartner has previously worked on UNESCO telecommunications strategy. Adding this aspect to the project diagnosis provide a good visibility on UNESCO IT

The study concluded that a large portion of UNESCO’s IT needs to be urgently replaced and that a stronger integration of the existing systems will be needed to support the efficient replacement of the current systems

The identified IT solutions and the broader requirements are fully compatible with Knowledge Management (KM)

More generally the concepts of Knowledge Management (KM) and the same IT solutions can be applied by UNESCO both for:

- Improving internal efficiency and effectiveness- Managing external programs

As a consequence, UNESCO is considering the preparation of a budget estimation for the next billennium to:

- Change its processes and culture toward KM- Change its IT system and organization to support this change

This document is Gartner’s recommendations on the activities that would need to be performed till January 2008


UNESCO IT as a whole can be considered as a Knowledge Management solution


Knowledge Management strongly focuses on organization and processesIT technology is an enabler and less than 25% of the effort to embrace KM

Knowledge strategy and metrics

“To succeed at knowledge management, companies must do more than excel at investing and deploying IT. They must combine those capabilities with excellence in collecting, organizing, and maintaining information, and with

getting their people to embrace the right behaviors and values for working with information.”

Information TechnologyKnowledge Management

PracticesBehaviors and Culture

Marchand, Kettinger, Rollins, Sloan Management Review

The capability to effectively manage appropriate IT applications and infrastructure in support of operational decision making and communication processes

•IT for Operational Support

•IT for Business Process Support

•IT for Innovation Support

•IT for Management Support

The capability to manage knowledge effectively over its lifecycle

•Sensing

•Collecting

•Organizing

•Processing

•Maintaining

The capability to instill and promote behaviors and values in people for effective use of knowledge

•Integrity

•Formality

•Control

•Sharing

•Transparency

•Pro-activeness

Measures the capabilities of a company to effectively manage and use knowledgeLess than a

quarter of the effort

About three quarter of the

effort


A full change management program needs to be implemented to successfully embrace Knowledge Management

UNESCO Processes

Infrastructure

Architecture

Sourcing

People and Skills

Communicationand mobilization

Change management

Business cases, costs and benefits

Business Dimension

IT Dimension

HR Dimension

Change Management Program Management

Organization and Governance


IT DimensionThere is a need of a coherent integration and growth of today’s key systems

FABSSTEPS

SISTER

“Portal” Internet, Intranet, Extranet

UNESCO Knowledge

Management


IT DimensionExisting IT solutions will need to be replaced, other modified and other added

Collaboration Integration Up-to-date

information, knowledge, expertise & results sharing

Where ever

When needed

While keeping the memory of the

past

○○●● Global directory

○○●● Security and identity management

●●●● Financial and HR system

○●●● Connectivity and network

○●●● Programming and monitoring system

○○●● Portal for external users (general public access to knowledge and information) – Internet

○○○● Community portals for collaboration – Extranets and UNESCO Staff Intranets

○○○● IT Architecture

○○●● IT Organization and processes

○○●● IT Governance

●●●● OK○○○● High level improvement needed


From decision-making to operations in the KM contextA 3 phased-program

Executive sponsorshipCross-cutting initiative

For each, taking into account all aspects:

Management, HR, Technology

•Target definition•First budget estimation (IT, change, organization)•Gap analysis•Partner selection process

June 06 Jan 07 Jan 08June 07

•Migration plan design•Budget refinement (project + recurring costs)

KM Change Management Program implementation

Partnership and Contract and negotiation

Phase 1 Phase 2 Phase 3

Jan 09


Assumptions linked to UNESCO strategy definition and budgeting process

A KM program needs usually 2 to 3 years to provide full benefits 3 KM strategy scenarios associated to different budget orders of magnitudes

will be defined in Q4 2006 Based on these scenarios, a KM strategy will be validated by UNESCO

senior management The associated change management program, process re-design, IT

strategy, KM architecture, KM sourcing strategy will be defined for this strategy

A first high level KM budget for 2008-2009 will be defined for mid November 2006

The next billennium KM budget will be refined till March 2007 The KM budget will be defined and engineered as part of the Program

budgets without any % impact of DIT budget versus UNESCO budget Clear financial rules and associated governance mechanisms for this future

KM budget will be defined in Phase 1 and tested till March with all the appropriate stakeholders


Phase 1Defining UNESCO KM and its budget

A typical process for budget scenario definition including a RFI (request for information) stage can last up to 5 months

To meet the different budget deadline, we suggest an iterative approach with a first estimation and associated principles for November and then a refinement of these for March 2007

The November version will be best endeavor ranges of costing leveraging only Gartner best practices, experience and benchmarking databases; the second version will be based on a set of RFIs

The work should be a succession of preparations both by Gartner and UNESCO and workshops from September to March

The first step is to define UNESCO’s KM- Through workshops, Gartner will present different KM scenarios and will work with UNESCO to validate the

principles and identify the consequences for each scenario on its business, process, people IT

In a second step, from these 3 definitions, activities and high level budget scenarios will then be derived based on Gartner

- The budgeting scenarios will be discussed/validated in a second set of workshops- UNESCO will then have 3 budget scenarios, ranges of costing for each of the KM definition that will be usable

in the initial stage of its budgeting process Senior management validation will be needed at several point this year and next

- KM strategy- Process impact- Financial engineering rules and budget


Phase 2Contracting for the first implementation cycle

Based on the KM scenarios and all the other definitions/principles validated in Phase 1, the following steps need to be performed- KM and Change Management Program definitions’ refinement based on

UNESCO budget confirmation

- Financial engineering adjustment and validation

- One or several RFP (request for proposal) design

- RFP(s) sent to the set of suppliers defined in Phase 1

- Suppliers answers’ evaluation

- Partnerships and contracts negotiation to begin in January 2008


Phase 1 and 2 process and timeline

KM strategy definition

Business process design

IT strategy and KM Architecture definition

KM Sourcing strategy definition

Data collection and data base comparisons

Financial engineering

March 07Feb 2007Jan 2007Dec 2006Nov 2007Oct 2006Sept 2006

Change Program definition V1

KM strategy update

This timeline is based on the

assumption that high level internal

discussions within UNESCO are taking place

in August (DIR/BPI; DIR/DIT;

DIR/ODG)

RFI

Deliverable


Phase 1 and 2 process and timeline (2)

April 2007 May 2007 June 2007 July 2007 August 07 Sept 2007 Oct 2007 Nov 2007 Dec 2007

RFP(s) design

RFP(s) answer evaluation

Supplier selection

Contract negotiation

Partnership negotiation

Suppliers are

answering

Change Program definition V2

Deliverable


Gartner team for UNESCO

The following competencies are needed for Phase 1 and 2- Knowledge Management- Organization and change management- IT management (budget definition, processes, etc.)- IT architecture re-engineering- Sourcing

The team will be lead by Adrian Quayle, specialist in IT management and organization Adrian will be assisted by:

- Christer Forsberg, architecture specialist- Grégoire Blet, protal and collaboration specialist (who worked on the portal engagement for

UNESCO)- Martin Stacey, sourcing expert- David Felstead and Jonathan Clift, benchmarking experts

Adrian will also leverage the experience of Gartner Knowledge Management analysts Catherine Peyralbe will perform Quality Control for the engagement and provide her

expertise of change management and organization to the team, as well as help with her knowledge of UNESCO.


Principles for succeeding in Knowledge Management

Prioritize efforts according to biennium cycles, costs and benefits Dedicate UNESCO team, time and effort to organization change

management- High level (long term) sponsorship- 1 manager of the change management initiative- 1 leader per work stream- Strong focus on awareness building and staff education

Achieve balance between studying the problem to death and jumping to build a solution- Work in parallel on People, Organization, Process, IT solutions- Iterative approach but with a clear vision of the long term KM scenario =

Iterative “implementation” of the full transformation


Appendix - Phase 3A typical high-level Change Management full project timeline

Baseline current environment Research best practices Define high level

requirements Develop & review vision

(scenario based) Develop costing and

business cases to discriminate among scenarios

Content management strategy & processes

Gap analysis Architecture re-definition Blueprint design

Implement new processes and IT solutions

Migration plan Continue to pilot, develop &

implement collaborative capabilities, web applications & web services

Knowledge ManagementStrategy

DesignDeployment &

Migration

Organization change management (Communication, training and governance programs)

Infrastructure upgrade (content management, front-end solution, network)

Documents

Best practices and Gartner contributions