KnowledgeManagement

PARTNERSHIPS!

The holy grail of development!

Well, when you bother about collaborative approach that is. And some prefer to use partners for results rather than relationships. But for any development organisation with the right frame of mind, partnerships are central. Only it tends to be a lot of discourse and perhaps not enough action.

Let me offer, in this shoot post, a few ideas to work practically with partners.

This excellent video explains the Knowledge Management program at the Olympic Games. The first part of the video explains the scale and complexity of the Games, then from 7:20 you get a short overview of the Olympic Knowledge Transfer program.

Just some random links to information pertaining to Knowledge Management..

According to Wikipedia.com, Knowledge management (KM) comprises a range of strategies and practices used in an organization to identify, create, represent, distribute, and enable adoption of insigh...

Typical components of an enterprise knowledge management portal:
KM consists of:

In organizations most employees didn’t want to share information they thought was essential to protect their jobs, reputation or too time-consuming to funnel into a corporate database and this behavioural problem was often too much to overcome. Now, people share everything via today’s social networks. Information-sharing has become second-nature in our personal and professional lives via Facebook, Twitter, WordPress, Blogspot, Youtube and LinkedIn.

Mobile games are transcending their screen-only roots. Developers are bringing the action into the real world.

Business process management (BPM) systems can touch the entire range of enterprise information systems, supporting an organization's strategic goals such as expanding into new markets or improving customer service. More limited workflow products can be used to support focused, tactical objectives such as expediting IT services or onboarding new employees. Those applications typically can be implemented quickly and empower the organization in significant ways

Been a while since I last properly ‘took stock’ of a specific topic in my knowledge garden. The last one about storytelling. But I’ve recently been working again on one of my pet topics: assessing knowledge work, so a good stock-taking exercise will be really handy for upcoming work, and hopefully for you too!

1) Graduates need induction into the company Knowledge Management framework and how to use it, including the location of the knowledge stores, and the communities of practice, to avoid the default of cursory use of search engines.
2) If graduates default to online search, then there needs to be a knowledge base for them to find; even if it is just an index of "people to contact"
3) New graduates need, as part of their induction, to be introduced to as many people as possible, in order to start building the social networks that can replace online search.
4) They need to be inducted into the relevant communities of practice, as in the office world, 80% of the knowledge is undocumented, and will never be found through online search.

Earlier this week my friend Doris Reeves-Lipscomb invited me into a conversation with Suzanne Daigle to explore options for including online/distributed participation in the upcoming Open Space on ...

With an estimated 2.5 quintillion bytes of data each day, according to IBM estimates, new rules for healthcare records and the need to quickly search growing amounts of data, new records management technologies and techniques are emerging to answer those challenges.

Beyond the IBM research, a recent report from the Association for Information and Image Management (AIIM) shows that despite all the discussion of movement to electronic records, the volume of paper records is increasing in 42 percent of organizations and decreasing in 34 percent.

Although many companies are stuck in old methods of paper or electronic records management, some companies are making significant strides in that area.

TheCube host Dave Vellante was joined by guests Dorothy Ortale, Knowledge manager, Ricardo Chavira, IT Director, and Rick Smith, Director of Metrics & Quality Assurance with Yale University, to talk about the way practitioners are using ServiceNow at the recently concluded Knowledge13 conference.

Chances are that you hear the phrase “knowledge management” every day of the business week. But what does it mean? Where did it come from? We sat down with Bill Ives, a partner with the Merced Group, who’s been working in the field of knowledge management since the 1980s, including for Accenture, and who has written the blog Portals and KM for ten years.

 

n de open vormingen die ik geef krijg ik vaak de vraag: "hoe overtuig ik ons topmanagement van Kennismanagement?" Probeer eens deze dialoog:

Geloof je dat onze topexperts het verschil kunnen maken bij het oplossen van complexe vraagstukken, of het ontwikkelen van innovatieve producten en diensten?Zo ja, moeten we dan niet zorgen dat ze geen tijd verliezen aan routinekenniswerk, zoals steeds dezelfde vragen beantwoorden, steeds dezelfde soort brandjes blussen… ?Zo ja, dan geven de methodes van Kennisbeheer aan hoe we dit doen.

KM tools for identifying experts and expertise include communities of practice, discussion forums, searchable profiles, blogs, wikis, and social networking.

I should come clean here and admit that I don’t much like the term ‘Knowledge Management’ (KM), which is an instant turn-off for many people, particularly those that have had Knowledge Management ‘done to them’. They’ve perhaps been sucked into a corporate strategy to become a ‘learning organisation’ that was heavy on vision and messages, but light on “what does it mean for me?” Or maybe they’ve lived through the hype and legacy of the snake-oil salesmen that pedalled instant technology solutions that would solve all of their organisation’s information problems.

“Knowledge can only be volunteered, it can’t be conscripted”. A quote from the redoubtable Dave Snowden. But is the same true for collaboration? If people are given the right tools and the right environment, will they spontaneously collaborate and share knowledge? Why do some people find it difficult to share and collaborate? Would incentives and rewards make a difference?

The Guide to the Project Management Body of Knowledge (PMBOK® Guide) has been built around the same set of Knowledge Areas for most of its existence, but this reticence to change has been overcome and the current edition has added a Stakeholder Management area. Given this breakthrough and the current advances in project management concepts and techniques, it is time to review whether the set of Knowledge Areas is still well-suited to modern practice in general and the needs of PMOs in particular.

There is a clear need by PMOs for a Performance Management Knowledge Area within the PMBOK® Guide, in order to ensure coordinated planning, monitoring and change management of scope, resources, time and cost. There may be a case for extending this idea to Program and to Portfolio Management if integrated time and cost tracking tools are available in these domains.