1 Knowledge Management Knowledge Technologies Conference Austin, Texas March 7, 2001 Charles H....

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Knowledge ManagementKnowledge Management

Knowledge Technologies ConferenceAustin, Texas

March 7, 2001

Charles H. Bixler, [email protected]

Creating a Dynamic Knowledge Management System for Increased Enterprise Performance and Innovation

© Copyright Charles H. Bixler 2001

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Agenda

Knowledge Management

Defined

The Drivers

Application

Architecture

Body of Knowledge

Conceptual Framework

KM Research

KM Implementation

Knowledge Management Enterprise Framework KM-EF


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Introduction

Knowledge is information that has value relevant, current, and applicable to meeting performance goals

The key to unlocking the value of information and knowledge is "action” - it must be dynamic!

The active and dynamic implementation and management of knowledge is critical to enabling:

problem solving decision-making organizational learning

"Knowledge is information that changes something or somebody -- either by becoming grounds for actions, or by making an individual

(or an institution) capable of different or more effective action."

"Knowledge is information that changes something or somebody -- either by becoming grounds for actions, or by making an individual

(or an institution) capable of different or more effective action."

Peter F. Drucker


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Knowledge Management Defined

The systematic, explicit, and deliberate building, renewal, and application of knowledge to maximize an enterprise's knowledge-related effectiveness and returns from its knowledge assets. Karl Wiig 1997

Managing the leadership, organization, technology and learning aspects of internal and external intellectual assets through retention and collaborative sharing of knowledge for the purpose of improving performance and inspiring innovation throughout an enterprise. Charlie Bixler 2001

KM


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Knowledge Management - the DriversNeeds in Today’s Enterprises

Preservation of Intellectual Capital Enable the ability to sustain and grow the knowledge and skill

base Benefit and Optimize Information Technological (IT) and

Communication Technology progress Recently evolved and revolutionized the way information is

processed and stored New global economy and global proliferation

Ability to deal with global geographical dispersion Competitive Environment

Need for performance improvement Need for innovation and technology/process breakthrough

The level of sophistication of the client and their expectations Significantly increased


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An Example of KM Application The Department of the Navy’s Vision

“Knowledge Management is critical

to achieving our IM/IT vision” Alex Bennet, Deputy CIO

• Integrated, Results-oriented Navy and Marine Corps Team Characterized by strategic leadership, ubiquitous communication, and invisible

technology

• Effective, Flexible, and Sustainable DON Enterprise-wide Information and Technology Environment

Enabling people to make and implement efficient and agile business decisions

• A Knowledge-Centric Culture Where trust and respect facilitate information sharing and organizational

learning

“Knowledge Superiority”


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M U L T I P L E D I S C I P L I N E S

KNOWLEDGE MANAGEMENTThe Architecture of Enterprise Engineering

Systems Engineering Organization Development Organization BehaviorSystems Management

E-mailData WarehousingSearch EnginesDecision SupportProcess ModelingManagement ToolsCommunications

TECHNOLOGY

TECHNOLOGY

BPR - Processes - ProceduresMetricsMBOTQM/LWorkflowCommunications

ORGANIZATION

ORGANIZATION

Business CultureStrategic Planning - Vision and GoalsClimateGrowthSegmentationCommunications

LEADERSHIP

LEADERSHIP

IntuitionInnovation vs. InventionLearning CommunityVirtual TeamsShared ResultsExchange ForumsCommunications

LEARNING

LEARNING

Environmental Influences

Social

Political Governmental

Economic

Knowledge Management Architecture StrategyDr. Michael Stankosky’s (GWU) - Four Pillar Approach


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The Knowledge Management Body of KnowledgeThe George Washington University Institute for Knowledge Management

Implementation

ExchangeProtocols

Inference

Assessment

Artifacts

KNOWLEDGEUTILIZATION

KNOWLEDGETRANSFER

KNOWLEDGETRANSFORMATION

KNOWLEDGEREPRESENTATION

Metrics

Sharing

Innovation

Mental Models

Control

Culture andBehavior

SocialStructures

Discovery

Ontology

Identification &Authentication

KNOWLEDGEASSURANCE

Non-Repudiation

IntegrityConfidentiality

Conceptual Structures

ExternalInterfaces

Valuation

Dissemination

Reasoning

Semiotics

Availability

Levels of the KM Theoretical and Conceptual Frameworkdeveloped by Art Murray, Ph.D.


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Organization Leadership LearningTechnology

Enterprise Innovation

KM and KMS Development and Integration

Knowledge Management Conceptual Framework in Relation to the Four KM Pillars of an Organization

Enterprise Performance

Knowledge Utilization

Knowledge Transfer

Knowledge Representation

Knowledge Transformation

Knowledge Assurance


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KM VALUE: Identification of problems

within a technical enterpriseapplicable to a KMS

KM VALUE: Identification of problems

within a technical enterpriseapplicable to a KMS

KM BENEFIT:Identification

of the benefits of a KMS

KM BENEFIT:Identification

of the benefits of a KMS

Quantifiable Results for a Valid KM / KMS

Foundation

Quantifiable Results for a Valid KM / KMS

Foundation

KM Research

KM INITIAL REQUIREMENTS:

Resource requirements for establishing a KMS

KM INITIAL REQUIREMENTS:

Resource requirements for establishing a KMS


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Implement

Category 1Highest Problem

Area for KMS Value

Category 1Highest Problem

Area for KMS Value

Proposal / Document Development

ID of best practices

Stimulate Innovation

Product/Process Planning

Continuous Improvement

Product/Process Build

Strengths and Weaknesses (external)

Decision Making

Risk Management

Understanding competition

Deployment of resources

KMS Value: A Set of Problems a KMS Could Help Resolve

Evaluatefor

Implementation

Category 2Moderate Area for

KMS Value

Category 2Moderate Area for

KMS ValueQuality Management

Strategic Planning

ID business opportunities

Training

Problem Diagnosis

Monitoring CSP

Client Satisfaction Assessment

Strength and Weakness (internal)

Client Interaction

ID Mgt and Leadership

Financial Management


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Category 1Very Highly Necessary

Category 1Very Highly Necessary

Organizational buy-in and support

Leadership involvement

Allocating necessary resources

KM distribution effectiveness

KM repository and database

Category 2Highly Necessary

Category 2Highly Necessary

Gathering and formalizing internal knowledge

KM advocates and champions

Promoting collaboration and sharing

Gathering and formalizing external knowledge

ID core competencies (domains)

Outside the box thinking

Continuous education

IT infrastructure improvements

KMS Initial Requirements and Conditions: Resource requirements for establishing a KMS

Must Have

ShouldHave


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Category 3Nominal Value

Benefit Expectation

Category 3Nominal Value

Benefit Expectation

Enhanced client relations

Develop an entrepreneurial culture

Stimulate and motivate employees

Category 1High Value Benefit

Expectation

Category 1High Value Benefit

Expectation

Formalized knowledge transfer system

Enhance the transfer of knowledge

Improve overall performance

ID best practices

Enhance problem solving

Category 2Some Value

Benefit Expectation

Category 2Some Value

Benefit Expectation

Enhance strategies

Enhance innovation

Better on-the-job training

Enhance and streamline internal admin processes

KMS Benefits:Identification of the benefits of a KMS


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Group Differences - Exploratory Study

Enterprise Group

Analysis

Enterprise Group

Analysis

Large

Small

Enterprise Size

Service

Product

Enterprise Orientation

Middle

Executive

Management Level

Line/Operational

Support

Management Area

• Overall Group differences were less than expected

• Most significant differences were in Management Area

Significant differences in KMS expectations between support managers and operational mangers

5% 16%

9%4%


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Quantifiable Business Results

Quantifiable Business Results

KM / KMS Planning KM / KMS Planning

KMS Management

KMS Management

KMS Solutions

KMS Solutions

Plan - Build - Manage Approach to Developing a Complete KM / KMS Solution Provide a KMS with Quantifiable Business Results

Plan - Build - Manage Approach to Developing a Complete KM / KMS Solution Provide a KMS with Quantifiable Business Results

BuildBuildManageManage

PlanPlan


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KM / KMS Strategy

Codification

Personalization

KM / KMS Planning

Functional Requirements

KMS Architecture

Integration

IT Infrastructure

Security Assurance Assessment

KMS Design

K-Mapping

K-Objects

Standards

Prototype

KM / KMS Metrics

Cost-Benefit Analysis

KM / KMS Strategy

Codification

Personalization

KM / KMS Planning

Functional Requirements

KMS Architecture

Integration

IT Infrastructure

Security Assurance Assessment

KMS Design

K-Mapping

K-Objects

Standards

Prototype

KM / KMS Metrics

Cost-Benefit Analysis

Business &IT ConsultingBusiness &

IT Consulting

PlanPlan

KM / KMS Plan PhaseKM / KMS Plan Phase

BuildBuildManageManage

KMSManagement

KMSManagement KMS

SolutionsKMS

Solutions

KM / KMS Planning and Analysis

KM / KMS Planning and Analysis

PlanPlan


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KMS Planning Strategy considering the Technology enablers

Codification Strategy

Knowledge Assets / Intellectual Capital Management

• Document Management Systems • Data Mining Systems• Knowledge Inventory Systems (Search

Engines, Knowledge Mapping, and Information Retrieval Systems)

• Data/Information Knowledge Repositories (Best Practices, Story Telling, and Lessons Learned)

• Online Training Systems Intranet CBT / IETM / Web-based Training (WBT)

• Electronic Performance Support Systems (EPSS)

• Database Management System (DMS) (Oracle, SQL)

Personalization Strategy

Knowledge Empowerment and Collaboration Management

• Help Desk Applications • Online Workflow / Document Tracking• Email and Messaging Systems• Groupware (asynchronous)• Group Decision Support Systems • Yellow Pages - Directory of Knowledge Sources and

Thought Leaders• Communities of Practice (Online Chat / Electronic

Meeting) • Communities of Purpose (Online Project/Task

Management Meeting)• Real-Time (synchronous) Data Conferencing Video /

Teleconferencing) • Customer Relations Management (CRM)• Financial Management Systems• Marketing Information System


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KM Technology and Process Requirementsto support the enablers

Technology Improvements IT Infrastructure Communication Systems Internet / Extranet Servers Application Software Knowledge Nets and Portals Data Warehouses Multimedia Repositories Front-end User Interfaces Business Objects

Rules, Formulas

Process Improvements IT Standards KM Mapping / Indexing Content Management Content Integrity and Assurance Forms Processing Workflow / Tracking Processing Collaboration Systems Processes Analysis Systems Processes Automation (CRM) Training of K-Workers


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KMS PlanningKMS Planning

PlanPlan

ManageManage

KMSManagement

KMSManagement

BuildBuildBuildBuild

KMS Solutions

KMS Solutions

KM / KMS Build Phase: KMS Solutions

KMS System Build and Deploy Intranet Based Web Based

Codefication KM Systems Document Management

Systems, Data Repositories, On-Line Training, Database Management Systems

Personalization KM Systems Groupware, Electronic Meeting,

Yellow Pages, E-Mail, Group Decision Support Systems, Help Desk, Video/Teleconferencing

KMS System Integration


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ManageManage

KM / KMS PlanningKM / KMS Planning

PlanPlan

BuildBuild

KMS Solutions

KMS Solutions

ManageManage

KMS Management

KMS Management

KMS Management Phase

KMS Management I.e., Data Warehouse

Management and Maintenance

KMS Security Assurance, Integrity

Content Management Content, Relevance,

Updates

KMS Validation and Testing

KMS Performance Measurement and Assessment


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Knowledge Management Enterprise Framework (KM-EF™)

Developing a KM Framework for the Future

“If you don’t know where you are going, you could end up somewhere else” Yogi Berra

• Formal Framework Model Systematic and Organized Approach to

KM / KMS Enables the Assessment of an

Enterprise’s KM Focus

KM-EF TM and Copyright: Charles H. Bixler 2001

Level 1Initial KM System

Level 2Established KM System

Level 3Distributed KM System

Level 4Dynamic KM System

Level 5Integrated

Self-RegeneratingKM System

K M In itia tive 1 : K now ledge M anagem ent S ys tem (K M S ) In fras truc ture In itia ted K M In itia tive 2 : In troduction of S pec ific K M S Tools K M In itia tive 3 : IT In fras truc ture to S upport K M S In itia ted K M In itia tive 4 : O rganic Learn ing S ystem In itia ted K M In itia tive 5 : S hared P rob lem S olv ing Focus K M In itia tive 6 : In itia tion o f a K M S B enchm ark ing P rogram

K M In itia tive 1 : Form al E s tab lished K M S S ystem in P lace K M In itia tive 2 : IT In fras truc ture to S upport K M S Fu lly D ep loyed K M In itia tive 3 : D em onstra ted E nterprise-W ide C om m itm ent to K M K M In itia tive 4 : K M S S upports E nterprise-W ide P roblem R eso lu tion K M In itia tive 5 : Innovation and C ontinuous Im provem ent Focus K M In itia tive 6 : K M S U se R ew ard and Incentive P rogram E stab lished

K M In itia tive 1 : K M S D is tribu ted Throughout the E nterprise K M In itia tive 2 : K M S Form ally D ocum ented K M In itia tive 3 : K M P rocesses E stab lished D ocum ented K M In itia tive 4 : K M S S tandard ized and P re lim inary M etrics in P lace K M In itia tive 5 : Form al K M S Tra in ing P rogram E stab lished K M In itia tive 6 : K M S S upport Team in P lace

K M In itia tive 1 : K M S P rov ides D ynam ic K now ledge and G row th K M In itia tive 2 : K M S is M ajor E nterprise Focus K M In itia tive 3 : K M S Fu lly Functional Throughout E nterprise K M In itia tive 4 : E nterprise-W ide K now ledge S haring and C ollaboration is the N orm K M In itia tive 5 : Innovation is A pparent as a R esult o f K M S C ollabora tion K M In itia tive 6 : Form al K M S M etrics in P lace

K M In itia tive 1 : K M S is Fu lly In tegra ted K M In itia tive 2 : K M is an E nterprise C ore C om petency K M In itia tive 3 : E nterprise-W ide Innovation is N ow Inherent K M In itia tive 4 : K M S is S elf-R egenerating K M In itia tive 5 : K M S is C ontinuous ly Im prov ing K M In itia tive 6 : K M S M etric Feedback S ystem E stab lished


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KM Enterprise Framework

KM Enterprise Framework

KMS Metrics

KMS Metrics

KMS ToolsKMS Tools

KMS in Government

Organizations

KMS in Government

Organizations

KMS Process and Practice

Areas

KMS Process and Practice

Areas

Further Research

Level 1Initial KM System

Level 2Established KM System

Level 3Distributed KM System

Level 4Dynamic KM System

Level 5Integrated

Self-RegeneratingKM System

K M In itia tive 1 : K now ledge M anagem ent S ystem (K M S ) In fras truc ture In itia ted K M In itia tive 2 : In troduction of S pec ific K M S Tools K M In itia tive 3 : IT In fras truc ture to S upport K M S In itia ted K M In itia tive 4 : O rganic Learn ing S ystem In itia ted K M In itia tive 5 : S hared P rob lem S olv ing Focus K M In itia tive 6 : In itia tion o f a K M S B enchm ark ing P rogram

K M In itia tive 1 : Form al E stab lished K M S S ystem in P lace K M In itia tive 2 : IT In fras truc ture to S upport K M S Fu lly D ep loyed K M In itia tive 3 : D em onstra ted E nterprise-W ide C om m itm ent to K M K M In itia tive 4 : K M S S upports E nterprise-W ide P roblem R eso lu tion K M In itia tive 5 : Innovation and C ontinuous Im provem ent Focus K M In itia tive 6 : K M S U se R ew ard and Incentive P rogram E stab lished

K M In itia tive 1 : K M S D is tribu ted Throughout the E nterprise K M In itia tive 2 : K M S Form ally D ocum ented K M In itia tive 3 : K M P rocesses E stab lished D ocum ented K M In itia tive 4 : K M S S tandard ized and P re lim inary M etrics in P lace K M In itia tive 5 : Form al K M S Tra in ing P rogram E stab lished K M In itia tive 6 : K M S S upport Team in P lace

K M In itia tive 1 : K M S P rov ides D ynam ic K now ledge and G row th K M In itia tive 2 : K M S is M ajor E nterprise Focus K M In itia tive 3 : K M S Fu lly Functional Throughout E nterprise K M In itia tive 4 : E nterprise-W ide K now ledge S haring and C ollaboration is the N orm K M In itia tive 5 : Innovation is A pparent as a R esult o f K M S C ollabora tion K M In itia tive 6 : Form al K M S M etrics in P lace

K M In itia tive 1 : K M S is Fu lly In tegra ted K M In itia tive 2 : K M is an E nterprise C ore C om petency K M In itia tive 3 : E nterprise-W ide Innovation is N ow Inherent K M In itia tive 4 : K M S is S elf-R egenerating K M In itia tive 5 : K M S is C ontinuous ly Im prov ing K M In itia tive 6 : K M S M etric Feedback S ystem E stab lished


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Final Conclusions

KMKMSKMS

KM as a practice will enable the formalizing and integrating of experience, knowledge, and expertise

within an enterprise

KM as a practice will enable the formalizing and integrating of experience, knowledge, and expertise

within an enterprise

Results: Improved enterprise performance, Innovation, Enhanced customer value


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Thank you for your time and attention

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