Post on 09-Mar-2018
Copyright © Graham Durant-Law
Knowledge Management in a Knowledge Management in a Public Sector OrganisationPublic Sector Organisation
by
Graham Durant-LawBSc, MHA, MKM, Grad Dip Def, Grad Dip Mngt, Grad Cert Hlth Fin, psc.
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Presentation ObjectivesPresentation Objectives
Provide a short discourse on:– data, information and knowledge, and– knowledge management
Present a model of knowledge management.
Present a case study of knowledge management in a large and complex organisation within a government department.
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What is Knowledge?What is Knowledge?
‘Knowledge is of two kinds. We know a subject ourselves, or we know where we can find information upon it.’
Samuel Johnson, 1709-1784, English Lexicographer
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Data and InformationData and Information
Data is a set of discrete, objective facts existing in symbolic form that have not been interpreted.
Information is data with a message, and therefore has a receiver and sender. It is data with relevance and purpose that is useful for a particular task and is meant to enlighten the receiver and shape their outlooks or insights.
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KnowledgeKnowledge
Knowledge is a fluid mix of data, experience, practice, values, beliefs, standards, context, and expert insight that provides a conceptual arrangement for evaluating and incorporating new data, information and experiences.
Knowledge is therefore processed information in context and in action. It is descriptive, predictive and adaptive and can be applied to many situations.
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Codification & Diffusion TheoryCodification & Diffusion Theory
The Knowledge ConduitThe Knowledge Conduit
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Copyright © Graham Durant-Law
What is Knowledge What is Knowledge Management?Management?
‘I don’t know what the hell this knowledge management stuff is but I sure as hell want some!’
(with apologies to General George Patton)
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The Context for All InitiativesThe Context for All Initiatives
Program, Policy andEconomic Context
OrganisationalSetting
Business Processes
TechnologySolutions
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A Systems ViewA Systems View
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The Essential ComponentsThe Essential Components
People
Process
Content
Technology
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An Applied Knowledge An Applied Knowledge Management Case StudyManagement Case Study
Capability Systems Division’s TARDIS
Capability Systems Division coordinates and manages capability change through change vehicles called projects
InformationManufacturer
InformationSuppliers
InformationCustomers
Future Warfare
RAN, ARA RAAF
Strategy
Government
CapabilitySystems Division
DMO
TCA
ADFWC
Industry
Data
Information
Documents
Data
Information
Documents
Data Manipulator
ChangeCoordinator
ChangeCustomer
ChangeMaker
The core product Capability Systems Division manufactures is information on current and future capability requirements and the
FIC element changes required to transition between the two
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First Pass Process CommencedOptions begin development at -4 yrs 8 mths
Tenders Close at -11 mths 3 wks
Capability Development Process 2004 Specific Capability Project Timelines
(Project Already in DCP)
Second PassAcquisition Business CaseApproved by NSC time 0
First Pass Options Approved by Troika (CCDG, HCS, FASCIR) no later than -3 yrs 11 mths before.
0
Second Pass Documentationto DCC Secretar iat at -6 mths2 wks
Tender Assessment Completed at -8 mths 2 wks
Second Pass Approval by DCC at -5 mths 1 wk
Second Pass Documentation Start Multiple Sign-Offs at -7 mths 2 wks
Second Pass Documentationto CDB at -8 mths
RFT/RFP Released at -1 yr 4 mths
First Pass Documentationto DCC Secretar iat at -2 yrs 10 mths
First Pass Approval by DCC at -2 yrs 9 mths
First Pass Documentation Start Multiple Sign-Offs at -2 yrs 11 mths
First Pass Documentationto CDB at -3 yrs
-3 yrs -2.5 yrs-4 yrs
First Pass Initial Business Case Approved by NSC -2 yrs 4 mths
For each approved option write/refine:A. Op Concept DocumentB. Functional Perf StatementC. Preliminary Test and Evaluation ConceptThen develop RFT/RFP
Develop First Pass Sponsors Paper:A. Preliminary Op Concept DocumentB. Project Management PlanC. For each option write IBC
Scope OptionsWrite First Pass Project Management PlanDevelop PDF RequestDevelop Acquisition AgreementStart POCD development
Develop Second Pass Sponsors Paper:Prepare CDD including:A. Latest Op Concept DocumentB. Functional Performance StatementC. Project Management PlanD. Testing and Evaluation ConceptFor each option write ABC
-4 yrs 9 mths
RFT/RFP development starts at -2 yrs 3 mths
-0.5 yr-1.5 yrs -1 yr
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The ProblemThe Problem
46% of the staff had spent less than 12 months in their job, and only 22% had been in their job for more than 24 months.
There is a 50% turnover of staff per annum.
About 45% of CSD staff believe they are employed on non-core tasks between 11% and 50% of their time.
11%
35%
7%25%
22%
less than 6 months 6 to 12 months 12 to 18 months18 to 24 months more than 24 months
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The Problem The Problem (continued)(continued)
More than 85% of CSD staff rate the management of information within CSD as fair or worse than fair.81% of the staff did not have a comprehensive audit trail of the decisions in their project.Inconsistent management processes from project to project, and branch to branch were evident.
3% 10%
61%
23%3%
excellent good fair poor very poor
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The RequirementThe RequirementPerformance data/information relates to objectives, tasks/functions, constraints, solutions, and many miscellaneous issues. It includes the inter-relationships between all these areas.
Schedule data/information relates to the “timings” for delivering solutions that perform tasks against objectives
Cost data/information relates to the “cost” of delivering solutions that perform tasks against objectives
Performance
ScheduleCost
Capabilities
Projects
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The Requirement The Requirement (continued)(continued)
A Horizontal View
KnowWhy
KnowWhat
KnowWhere
KnowWhen
KnowHow
KnowHow Much
KnowWho
Portfolio-
StrategicDCPP
Program-
OperationalBranch
Project-
SystemDesk Officers
A Vertical View
KnowWhy
KnowWhat
KnowWhere
KnowWhen
KnowHow
KnowHow Much
KnowWho
Portfolio-
StrategicDCPP
Program-
OperationalBranch
Project-
SystemDesk Officers
Knowledge Productivity
Knowledge Model
Soft KMHard KMCreates the environment
for the conduct of
Defines the techniques to be used for
Defines the interrelationships in
Creates and provides the basis of metrics for Provides the framework
and defines the outcomes for
Creates and encourages
Knowledge Productivity
Enabling Environment
Knowledge Productivity
Manufacturing Process
Architectural Framework for
Knowledge Productivity Specific
to a Context or OrganisationCopyright © Graham Durant-Law
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The SolutionThe Solution
TARDIS Database
TARDIS Electronic Files
TARDIS Financials
TARDIS Hard Copy
TARDIS Interfaces
TARDIS Process & Training
TARDIS Reports
TARDIS Schedules
TARDIS Web
TARDIS Working Groups
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Requirement forSolutions Pivot/Solutions Process to
Change Solution
Capability Dimension
Change Vehicle Dimension
CMMI
CSLCMG
PMMv2
ISO 9000
Environment
FunctionsTasks
OutcomesObjectives
Solutions
Solutions Projects
Constraints
Know How
Know When
Know What
Know What
Know Where
Know Where
Know Who
Know Who
Know Why
Know Why Know
How Much
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Common output based taxonomy
Ontology aligned to CSD Structure
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Standard workbook names in a known
directory
These workbooks roll up to this
workbook
These workbooks roll up to this
workbook
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Decision Details
Recorded in Project Diary
Identifies Document Electronic Location
DocumentAssociated
WithDecision
Recorded In
E-Mailwith Attachment
T-EF
Detach DocumentPlace in T-EF
T-HC
Print andPlace in T-HC
T-DPIL
RecordDocumentin T-D PIL
T-DProjectDiary
Record Decisionin T-D PD
Identifies Document Hard Copy Location
E-mail from Executive sent to Desk Officer with Committee Decision/Outcome Attached
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ConclusionsConclusions
Everything has both intended and unintended consequences. The intended consequences may or may not happen: the unintended consequences always do.
Dee Hock – Founder VISA International
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The ProblemsThe Problems
Knowledge is not a static stock to be managed like an inventory item. It can and does degrade over time.Knowledge is only created in individuals.Organisations can only magnify the efforts of individuals if the individuals are willing to share.What may be useful to one person in one part of an organisation may be useless to someone else in another department.The real difficulty is to get people to change their work habits!
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Essential UnderstandingEssential Understanding
What the components of knowledge are.What the organisation knowledge goals are.Where knowledge resides in an organisation, and its forms.What knowledge components must be intensely managed.User and stakeholder requirements.Above all else the central role of individuals.
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Required Success FactorsRequired Success Factors
Solve a problem, or problems, for people!Take into account user and stakeholder requirements. Align the solution the business strategy. Deliver tangible benefits to the organisation, or a sub-set of the organisation.Establish clear achievable goals.Fit technology solutions to people.Keep it simple - start small, grow large
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The Final WisdomThe Final Wisdom
The grand trap for a knowledge management initiative is to introduce information management tools and think you have a knowledge management system.
It is relatively easy to catalogue and retrieve enormous amounts of explicit data from data bases. It is much harder, and more valuable, to retrieve and enable the tacit knowledge in employees’ heads.
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Questions?Questions?
‘It is better to know some of the questions than to think you know all of the answers.’
James Thurber, 1894-1961, American Humorist.