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1
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
2
Agenda
Knowledge Management
Defined
The Drivers
Application
Architecture
Body of Knowledge
Conceptual Framework
KM Research
KM Implementation
Knowledge Management Enterprise Framework KM-EF
© Copyright Charles H. Bixler 2001
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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
© Copyright Charles H. Bixler 2001
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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
© Copyright Charles H. Bixler 2001
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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
© Copyright Charles H. Bixler 2001
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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”
© Copyright Charles H. Bixler 2001
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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
© Copyright Charles H. Bixler 2001
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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.
© Copyright Charles H. Bixler 2001
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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
© Copyright Charles H. Bixler 2001
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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
© Copyright Charles H. Bixler 2001
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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
© Copyright Charles H. Bixler 2001
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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
© Copyright Charles H. Bixler 2001
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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
© Copyright Charles H. Bixler 2001
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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%
© Copyright Charles H. Bixler 2001
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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
© Copyright Charles H. Bixler 2001
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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
© Copyright Charles H. Bixler 2001
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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
© Copyright Charles H. Bixler 2001
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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
© Copyright Charles H. Bixler 2001
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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
© Copyright Charles H. Bixler 2001
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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
© Copyright Charles H. Bixler 2001
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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
© Copyright Charles H. Bixler 2001
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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
© Copyright Charles H. Bixler 2001
23
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
© Copyright Charles H. Bixler 2001
24
Thank you for your time and attention
Questions