Enterprise Knowledge Management

Transcription

1 Enterprise Knowledge Management What it is and how to do it Doug Kalish

2 Why KM has a lousy reputation To be useful, KM has to: To be successful, KM has to: cross functional boundaries engage the largest community capture and link to the broadest knowledgebase improve business process be departmental address a targeted audience collect and index limited assets not require behavioral change

3 Intranet Web Pages HR DB Projects DB

4 Portals Consolidating information from multiple sources Internal and external data sources Multiple windows Unintegrated information

5 Corporate Portal HR DB Projects DB Skills DB Documents DB

6 Enterprise Knowledge Management -An alternative view single corporate data model open architectures standard protocols merging of internet, intranet, extranet integration of internal and external data crossing functional boundaries

7 Enterprise knowledge management single definition of employee, client, role, skill, project objects throughout the enterprise normalized knowledge automatic generation of links automatically integrated communities functional view and search

8 HyperPortals Consolidating information from multiple sources Integrated internal data Single data views

9 HyperPortal Corporate Data Model HR DB Projects DB Skills DB Documents DB

10 Home Page

11 Web News Useful Knuggets Internal News Projects 11

12 12 Zone Shortcuts Contribute to The Zone Employee Profiles Find People / Rooms New Hire Checklist Customize The Zone SubZones

13 Location Finding Colleagues Peoplesoft Resume MS Outlook

14 Office Location

15 Colleague Profiles Profile Database Billing System Vendor Database

16 Find Colleagues with Similar Skills

17 Brings Us Back - Another Profile

18 All Colleagues in a Role

19 Finding Information Cool!

20 Project Dashboards

21 Online Training Registration

22 Neighborhoods 22

23 Neighborhood - Industry

24 Neighborhood - Specific Role

25 Neighborhood - Hot Topic

26 Use of the knowledge determines the view Market View Fin cl Svcs News Competitors Clients Projects Skills Project Assets External Sources Viewers Healthcare Telecoms Client View Client A Client B Client C Author View Author A Author B Author C

27 The Intranet, Extranet, and Website represent different levels of access, not different databases News Competitors Clients Projects Viewers Confidential Non- Confidential Intranet Extranet Skills Project Assets External Sources Public Website

28 Building a hyperportal A value chain approach allows you to find potential for leverage Examine the value chain of your organization Find the chokepoints Evaluate whether KM can make a difference Sign up the stakeholders in advance

29 Building a hyperportal Work backwards from the tasks most frequently performed by users: Find a person Get help on a particular technology or product Learn about a particular business or industry topic Get up to speed on an ongoing project Staff an engagement Answer a question regarding company policies and procedures Learn about a client, target, competitor, or vendor

30 Building a hyperportal Understand the flows of knowledge in the organization LEVERAGE Create new products, services Cross-sell, up-sell Build brand CREATE Learn from customers, training Identify best practices Perform internal research COLLECT Post questions to discussions Attend meetings/seminars Read news KNOWLEDGE PUBLISH Learning materials Call center/help desk Intranet Extranet/Public site PACKAGE Analyze data Categorize information Refine taxonomy/vocabulary Ensure consistent formats

31 Building a hyperportal Build a content strategy for both casual and frequent users Name Cognitive Model (business metaphor) Information Arch. Nomenclature/Navitorial Intranet Branded Name Employee Resource Center, HR Dept. Intranet Site Map with Sub Site Maps Section Titles, Navigation Wording Editorial Features Headlines, Features, Events, Custom Content Instructional Text Product Info FAQ s, Legal Terms, Privacy Policies Products and Services

32 An applications strategy integrates multiple technologies Building a hyperportal Subscription Change notification Customizable frequency Customized form of notification Routing to groups Delivery over multiple platforms Repository Sample documents Internal training resources External knowledge sources Document management Integration with imaging/ocr Search Personalized interface Occasionally connected users Full-text intranet search Metadata-enabled search Skills search Mail and local data search Multimedia search Team support Threaded discussions Group scheduling Shared whiteboards Annotation Collaborative filtering Methodology support Resources on Intranet Project management Workflow support Database support

33 Building a hyperportal Identify points of integration with pre-existing and planned systems Corporate Applications LOB Applications Knowledge Applications PeopleSoft Future LOB Apps The Corporate Portal Future Applications Corporate Infrastructure Engagement Support/Extension of Corporate Apps Client Site in a Box Office in a Box Innovation Framework (Core Engineering) Future Components

34 Building a hyperportal Create the technical architecture Personalized views Role 1 Role 2 Role 3 Role 4 Shared Internet / Intranet services Logging/Audit Services Index/Search Services Security Services (Single Sign-On) Load Balancing Services Personalization Services Directory Services (LDAP) Content Mgmt Services Meta Services Integration Database Services Intranet Services Role-specific Views Management and Tracking Tools Real-time Collaboration Learning and Dev. Resources Community- Building Tools Transaction Services Source Applications and Content Middleware Layer Source 1 Source 2 Source 3

35 Building a hyperportal Create the organizational architecture CKO Knowledge Applications Knowledge Services Knowledge Transfer IT Staff Publishing Business Analysis Course Development Program Facilitation

36 Time Building a hyperportal Establish organizational processes to keep knowledge flowing in the organization Define content workflow Refine knowledge requirements Create, collect, package, publish, leverage knowledge Monitor usage and impact Create knowledge map Refine knowledge map Research Track Choose Content Sourcing Strategy Influencer Track Develop & Deliver ekm Learning Resources and Internal Marketing

37 What KM delivers Productivity Quality work or goods produced per unit time easiest to measure improvement in Quality of results and Quality of life harder to measure (by nature, quality is qualitative) Innovation new ideas, new methods, breakthroughs, solutions where none existed before hardest to measure

38 Productivity Metrics Examples Decreased time to profile prospects Decreased time to write proposals Decreased project start-up time Decreased time to find product evaluations, citations, etc. Decreased admin and overhead project time

39 Caution! The Productivity Paradox In Professional Services, all other things being equal, increased productivity equals lower revenue KM delivers productivity; Operations delivers gross margin and profitability

40 Quality Metrics Examples Higher proposal acceptance rates Higher recruit acceptance rates Faster colleague promotion rates Earlier Breakeven Day for new and experienced hires Lower turnover of colleagues Higher client satisfaction rates

41 Innovation Metrics Faster transfer of knowledge from project to project Creation of Innovation Frameworks Strategies and Business Models Technology Architectures Implementation Guides Net knowledge contributions reuse content producer/consumer ratio contribution/reuse ratio

42 The Knowledge Value Chain Approach Develop a knowledge sharing infrastructure Understand the sources of value in your organization Find the knowledge bottlenecks Make the stakeholders agree on the value in advance Agree on the metrics in advance Engineer behavior as well as technology Communicate your successes

43 Enterprise Knowledge Management What it is and how to do it Doug Kalish