KM 2 – KM Processes 1

Debrief Knowledge and Transfer KM processes: a powerful toolbox and how to organize itCodify / Deepen / Distribute & Network KnowledgeLocate Knowledge and Learn

Masterclass KM – SlideShare contribution, June 2014 http://de.slideshare.net/HoferAlfeisJ/presentations

Dr.-Ing. Josef Hofer-AlfeisConsulting on Knowledge & Innovation Managementjosef.hofer-alfeis@amontis.com

Design: Ron Hofer

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 2

KM Masterclass – Preface

The Masterclass Knowledge Management (KM) is a set

of six presentations describing and explaining KM via

definitions, concepts, instruments and many practical

examples, insights, stories and exercises as well as

links and references.

The material is the result of 25 years of research,

consulting of challenging clients, discussions with

appreciated peers and communities as well as ten

years of lecturing on KM at various universities in

Germany and Austria including discussions with many

inspiring students, e.g.: Zeppelin University, Friedrichshafen University of the German Army, Munich University of Applied Science, Munich University of Applied Sciences for Economics and

Management, Munich Donau University Krems, Austria University Augsburg

Contents:

KM 1 – Knowledge and KM

KM 2 – KM Processes 1

KM 3 – Soc.-t. KM Systems 1 / Processes 2

KM 4 – Socio-technical KM-Systems 2

KM 5 – Plan & Control Knowledge & KM

KM 6 – KM and Idea / Innovation Mngt.

Any questions, remarks and ideas for

modification or improvement are appreciated –

please contact me, see slide „contact“ at the

end of the presentations.

Munich, May 2014, Josef Hofer-Alfeis

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 3

Focus: Debrief Knowledge and Transfer

• Leaving Expert Debriefing• Team Debriefing and more transfer processes• Lessons Learned Sharing

KM processes: a powerful toolbox and how to organize it

Codify Knowledge / Deepen Knowledge

Distribute and Network Knowledge

Focus: Locate Knowledge and Learn

Agenda

delicious tags: LXD inWGebVernetzen-ZusArbeiten story-telling WVerteilen-Vernetzen WKodifizieren socialnetworking AgingSociety

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 4

How critical is the „leaving knowledge“? How to transfer?

individual & exclusive case-specific transfer measures

distributed, complementary

& exclusive relationships & specific transfer

measures

distributed & collective overview and access

codified overview, access, … eventually rework

________________________________

Leaving Expert Debriefing process

taylored knowledge transfer

plan and execution

Classic KM task: Leaving Expert Debriefing

delicious tags: LXD AgingSocietysee reading material:

LeavingExpertDebriefing JHA JKM2008-04.pdf

practice examples: • successors‘ complaints: „still a gap after

12 months“ … „massive word files and no systematics – not useful“ …

• selfmade expert for sliding lacquer• champaign cellarmaster after 30 years• knowledge grave in public services• move of production to another site

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 5

responsibilites | k. areas

uKM process Leaving Expert Debriefing k. = knowledge

other Knowl.Stakeholders

LeavingExpert Successor(s) Manager

ModeratorModerator

institutionalize Leaving Expert Debriefing

0 prepare LXD workshop

k. transferaction list

actionplan

k. portfolio,maps & models

relationship map

Lessons Learned

3 identify business-critical codified k. assets -define k. transfer actions

2 identify & evaluate business-critical relationships -define k. transfer actions

4 capture lessons learned / advice and define transfer

5 consolidate, prioritize and plan transfer actions

1 identify business-critical k. areas -define transfer actions for exclusive knowledge

successstories

execute transfer actions;verify and communicate results

driv

ing

role

LXD

wor

ksho

p

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 6

[0] Map of responsibilities

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 7

uStructure template to map knowledge areas (KA)

Value adding process of the customer / service receiver

KA’s concerning business/task background

KA’s concerning product/service/delivery ofknowledge owner

KA’s concerning production/supply …

KA’s concerning relationship mngt. (clients, partners, …)

KA’s concerning additional mngt. and support …

Layers of business-specific KA‘s with decreasing (direct) importance for the customer / service

receiver

A knowledge area is described appropriately by anaction-object space, e.g.develop utility vehicleor sell luxury car

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 8

[1] Map of business-relevant knowledge areasExample: „leaving expert“ for Vendor Management (VM)

Value adding process of the customer / service receiver KA’s concerning

“Product/ Service” of VM

“Production/Supply” von VM

Partner relation-ships of VM

Mgt. & Supportin VM

Business background of VM

Vendor relations mngt.

Contract Mngt. Vendor selection & evaluation

Process Mngt. Project Mngt.

Inter-cultural collaboration

Understanding telecom business & techniques

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 9

Knowledge Portfolio definition and evaluationExample: expert for Vendor Management

low high current business impact

fut

ure

busi

ness

impa

ct

lo

w

hig

h

Process Mngt.

Project Mngt.

Contract Mngt. Inter-culturalcollaboration

Understanding telecombusiness & techniques

Vendor selection& evaluation Prio by

successor

knowledge area with deep exclusive knowledge

Vendor relationsmngt.

…

k. area, where successor is already proficient in

Prio by manager

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 10

http://www.knoco.com/knowledge-scan.htm 2014/04

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related approach

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 11

The art of transferring deep exclusive individual knowledge Examples: appropriate models … collaboration … story telling* …

processmodeltimeline

product model

good questions for business stories:• what is / has been very critical or exciting?• to do‘s and not to do‘s in this context?• successes, fiascos, lessons learned – why?• …*see e.g. http://blog.slideshare.net/2014/04/30/learn-storytelling-from-the-masters/

+ business stories + …

+ business stories + …

Mix of subjectand processknowledge ina knowledgemodel / map – example: howto dress a salad

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Dr.-Ing. Josef Hofer-Alfeis, 2014 - 13

[2] Knowledge map of relationships

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 14

[2] Knowledge map of relationships – example

„ask first, but be well prepared for critical,

useless (?) questions“

„has rather close connections to CTO“

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 15

[1-4] Knowledge transfer action plan – example LX = Leaving Expert

# Decided /planned kowledge transfer actions prio responsible due

1 Transfer actions in the exclusive knowledge area …:Discussion ... lecture ... practice ... joint project ...

1 Successor /LX

[date]

2 Transfer actions for relationship knowledge:Discussion ... introduction to ... joint visit ... collaboration ...

1 Successor /LX

ok

3 Transfer actions for codified / documented knowledge:Introduction and access to workspace of a team or community of practice, other collaboration & document management platforms, Website (intranet or internet), weblog, wiki, … document, catalogue, flyer, guideline, handbook, patent, standard, ... books, library, … content structure, taxonomy, folder system, tag cloud, ... model, instrument, software, app, workflow, knowledge base, ... private notes, descriptions, scientific papers, …

1 Successor /LX

…

Location and access to the LX‘s „Heritage Archive“: selected presentations / publications /scientific papers / ...

2 LX ...

4 Transfer actions for Lessons LearnedInformation of ... discussion with ... communication action ...

1 Manager, Moderator

...

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 16

[4] Table of lessons learned and other advices - example

Lesson Learned / Advice Target group

Never capitulate because of burocracy Successor

Vendor managers need a lobby – strengthen the CoP VM Role

Spend on travel and dinner more and less in IT Manager

... Team

... Organizational Unit

Implement an expert career system … Top Management

... …

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 17

... too much load? time for a group exercise with a „real“ leaving expert

source:Only in Russiahttp://www.powershow.com/view/2640e7-YzRjO/Only_in_Russia_powerpoint_ppt_presentation

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 18

prepare LXD workshop around 2 hours

LXD workshop (planning around 2-6 hours (depending on range, knowledge transfer actions) level and complexity of expertise)

executing knowledge transfer actions typically 1-30 days

success measurement very often none,if not driven by the LXD

moderator

LXD: how it would have been run typically in practice

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 19

Lessons Learned from various Leaving Expert Debriefings

Management:

plan how you will cooperate with the LX after he has left

start LXD early, but the successor should be already involved

Management und Moderator:

approach the LX in a sensible trust-building way with the right wording („loss of experience“ …“chance to let the successor start better“)

focus on needs and objectives of the current and future business

Moderator:

if possible define some critical questions for the LX with related colleagues in advance

be open for new and winding directions of the discussion, but care then for the LXD structure again

pose open questions to enhance communication and revealing of tacit knowledge

eventually audio-record and offer revising the transscription by the participants

check LXD effect after 2-3 months and get feedback about the proceeding

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 20

Invite the experts with business-critical knowledge for

regular information service Micro-Blog, Blog, Newsletter, …

presentations and trainings internal conference, webinar, training material,

publications … lecturing internal academy … FESTO: employee help service

mentoring … internal consulting BOSCH: wiki Q&A for juniors and senior experts

regular expert debriefing ELEKTROBIT: „Expert Reflection“ every 3-5 years

guideline ... handbook … workflow … standard … expert system

integration into team debriefings, lessons learned processes, peer reviews/assists,

project/program coordination, community management … expert career role responsibilities

e.g. CONTINENTAL, O2

LXD is the last chance option – how to retain expert knowledge continuously? Examples

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 21

„Alumni service“ for >5k former employee expertshttp://www.yourencore.com/

NOVARTIS invites and supports their retired experts to collaborate here

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Dr.-Ing. Josef Hofer-Alfeis, 2014 - 22

Group exercise After Action Review (AAR) / Lesson Learned Workshop

Topic: Our last group exercise on LXD

The four AAR questions:

1. What have we planned (expectation)?

2. What has actually happened (perception)?

3. Why are there deviations (as-is vs. to-be comparison and cause analysis)?

4. What can be learned / improved? Improvement ideas? (change)

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 23

Focus: Debrief Knowledge and Transfer

• Leaving Expert Debriefing• Team Debriefing and more transfer processes• Lessons Learned Sharing

KM processes: a powerful toolbox and how to organize it

Codify Knowledge / Deepen Knowledge

Distribute and Network Knowledge

Focus: Locate Knowledge and Learn

Agenda

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 24

projectclosing

order projectstart

project planning project execution

uTeam Debriefing – identifying knowledge assetsand examples for established team debriefings

criticalactivities

knowl.assets

tops & flops &

Lessons Learned

International flights management – duties for the

pilots to minimize risks:• Briefing: routine discussion/information before• Debriefing: discusion/reflection after

(unexpected events, failures and difficulties …)

Automotive Industry:

short team debriefing ... briefing with shift handover (

blog)

IOC – 4-years-routine (not always an advantage for

the hosts)

see backup slide

moderator

challenge

completingtaskdescription& discussion …

peer assist with former project team … wiki page template

do not declare „started“ before ...

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 25

The International Olympic Committee's (IOC) Olympic Games Knowledge Management (OGKM) program plays an important role in the organization of each edition of the Games by ensuring that future host cities have access to the latest knowledge that has been gained from the hard work and experience of the previous Games hosts.

The program was created during preparations for the Sydney 2000 Olympic Games and since then has evolved into an integrated platform of various knowledge services, which assists organizers in their Games preparations, helps them to compare their progress and success, and allows them to define the future of their own Games.

Gilbert Felli, the IOC Executive Director for the Olympic Games, said: "Managing knowledge is at the core of our mission. Carefully documenting what Games organizers do, sharing best practices and making available everything we've learnt from the recent past has become an invaluable support to the OCOGs and their partners. Successful knowledge management and transfer are about checking there is always enough high-quality oil in your engine. It enables you to perform and it contributes largely to organizational excellence.”

An integral element of the OGKM platform is the IOC Observer Program, which allows future Games organizers to attend an Olympic Games and observe the operational demands of hosting such an event. This experience represents one of the key components of the knowledge transfer process, providing a unique opportunity to live, learn and observe real Olympic Games operations through a number of visits to various Olympic sites during Games-time.

The program allows each future Organizing Committee to not only observe how things are done, but also study specific areas so that they can learn and improve upon those subjects within their own organizational and cultural context.

During the Sochi 2014 Olympic Winter Games, the Observer Program will involve more than 300 participants from three Organizing Committees of the Olympic Games (Rio 2016, PyeongChang 2018, and Tokyo 2020) and five Applicant Cities for the Olympic Winter Games in 2022 (Krakow, Oslo, Almaty, Lviv and Beijing).

Olympic Games Knowledge Management Programhttp://www.knowledgebusiness.com/knowledgebusiness/Templates/ReadKnowledgeLibrary.aspx?siteId=1&menuItemId=34&contentHeaderId=7750 02/04/2014

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Dr.-Ing. Josef Hofer-Alfeis, 2014 - 26

Focus: Debrief Knowledge and Transfer

• Leaving Expert Debriefing• Team Debriefing and more transfer processes• Lessons Learned Sharing

KM processes: a powerful toolbox and how to organize it

Codify Knowledge / Deepen Knowledge

Distribute and Network Knowledge

Focus: Locate Knowledge and Learn

Agenda

Corporate Knowledge Management 2010 © Continental AG

KM within Research & Development and Project Management

ProjectRealization

ProjectAcquisition

& Definition

ProjectCompletion

ProjectPlanning

Project Evaluation & Transfer

PROJECT MANAGEMENTCommunity

Lessons learnedfrom other projects• Concepts• Plans• Known Problems /

Risks

Lessons learnedfor new projects

•After Action Review•Learning summary•Selected results /

documents

Urgent requests• Requirements• Problems

Adhoc responses• Direct support• Experiences• Contacts• Documents

Example CONTINENTAL – where Lessons Learned are typically created and applied

Corporate Knowledge Management 2010 © Continental AG

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Corporate Quality and EnvironmentContinuous ImprovementRonald Breitkopf – Lessons Learned Program Managerlessonslearned.conti.de

many companies agree on the importance of Lesson Learned Sharing, but actually do not manage it successfully

Corporate Quality and EnvironmentContinuous ImprovementRonald Breitkopf – Lessons Learned Program Managerlessonslearned.conti.de

Result of Evaluation

Implementation Responsible

evaluates impact on

processes and instructions

uLessons Learned – Generic Workflow

To assure high quality the proposal has to be evaluated by a specialist

Steered distribution

and mandatory

implementation

feedback lead to

new / updated

processes and

documents

Every employee can create a Lessons Learned Proposal to document positive or negative experiences with proven solutions (e.g. 8D, Project Report, Lessons Learned Workshop...)

Initiation of implementation

request(s) to recommend

systemic prevention

Valuable Lessons are published in

the Lessons Learned Database Benefit from Lessons Learned via pull & push

Benefit from Lessons Learned automatically

Ca. 50 LL-Manager in the business sectors

Example HP SERVICE PROJECTS – alter-native approach: provide project profiles, powerful search & expert networking

Example CONTINENTAL

Corporate Knowledge Management 2010 © Continental AG

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Dr.-Ing. Josef Hofer-Alfeis, 2014 - 32

KM reflection on the process group

Debrief and transfer

knowledge

Leaving Expert Debriefing Team Debriefing

Lesson Learned Sharing Best Practice Sharing

Next Practice Sharing ??Example GOOGLE: shaping circumstances for positive change / ideas etc. by offering a 'deviant office day' when staff can 'work

on whatever they want‘ K. Culture in KM4 KM6 KM & Innovation Mngt.

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 33

Focus: Debrief Knowledge and Transfer

KM processes: a powerful toolbox and how to organize it

Codify Knowledge / Deepen Knowledge

Distribute and Network Knowledge

Focus: Locate Knowledge and Learn

Agenda

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 34

process … business process

three major types of business processes

management / planning processes efficiency / value-adding processes (focus) support processes

„knowledge intensive“ processes

KM processes (activities … instruments … proceedings … „tools“)

Processes – what do we talk about

delicious tags: Instrument ProcessMngt

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 35

Create IdeaConcept

Idea conceptcreated

Check IdeaBusiness

Relevance

BusinessRelevancesufficient

Check IdeaFeasibility

Feasibilitysufficient

Level: 3

Ideapostponed

Idearejected

PlanIdea

Idea readyfor

definition

PlanIdea

Ideapostponed

Idearejected

Process modelling – exampleIdea Management process (section)flow and input-output model

c

o

Innovation / value-added strategy

o

o

Level: 3

c

e

Idea Concept

InventionDisclosure

Check IdeaFeasibility

Guideline forIntellectual Property

Requirements

Idea Creator

DomainExpert

Status Feedback toIdea Creator

Guideline forFeasibility Check

Idea Concept

Idea ManagerTechnology &competence

analysis

o

Level: 3

feasibility evaluated

this is codification of operational knowledge

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 36

KM Support Org.

Improve / adaptKM system

Socio-technical KM system: Have we the right KM systems and do they work well?

KM System

uKM core processesThree process groups of BITKOM WM-Prozess-Systematik*Free download: http://www.bitkom.org/de/themen/54938_61676.aspx

Knowledge and KM:Do we focus on the business-critical knowledge and the right KM?

Management

Plan & control strategically Knowledge and KM systems

Improve / adapt knowledge quality

X noKnowledge

as-is

Knowledgeto-be

Knowledge Worker

yes

Knowledge :available in adequate quality

(depth, distribution/networking,codification)?

Action (process, proceeding, activity, …), requiringknowledge (capability for effective action) before-during-after

* BITKOM: German association of companies in IT, telecommunication and media WM-Prozess-Systematik: systematics of KM processes (in German, 2007/2009)

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 37

BITKOM guidelineWM-Prozess-Systematik*

Free download: http://www.bitkom.org/de/themen/54938_61676.aspx

• 1st version posted:May 2007

• 2nd completely revised version posted: November 09

• >225 KM processes (instruments/tools/…)grouped in process classes

• until 2014: about 3k downloads

* BITKOM: German association of companies in IT, telecommunication and media WM-Prozess-Systematik: systematics of KM processes (in German, 2007/2009)

see reading material:BITKOM WM_Prozess_Systematik 2009.pdf

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 38

There are several other well-kown models for KM processes, e.g.from Ikujiro Nonaka, described in The Knowledge-Creating Company

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Dr.-Ing. Josef Hofer-Alfeis, 2014 - 39

uKM detail processes for Improve/adapt knowledge quality:Instrument sets (“toolboxes”) for any knowledge worker

• deepenknowledge (K)

• codify K

• distribute & network K

• locate Kand learn

• debrief Kand transfer

• network and collaborate in knowledge area

mu

lti-

D

o

ne-

D

Example: LeavingExpert Debriefing

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 40

Focus: Debrief Knowledge and Transfer

KM processes: a powerful toolbox and how to organize it

Codify Knowledge / Deepen Knowledge

Distribute and Network Knowledge

Focus: Locate Knowledge and Learn

Agenda

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 41

develop content

structures / models

consolitate content structures

equivalent structures in all repositories, e.g. Windows Browser, Outlook folders,

paper folders, … ? Links in Internet-Browser? Better tagging, e.g. in delicious?

write down your insights and experiences, e.g. blog, micro-blog, … Haiku book

write down story, micro-article , glossar , report, guideline, webinar , …

jointly develop concepts … content … knowledge area, e.g. in a wiki, see KM4

…

uCodify knowledge – define, structure, describe, … – examples

delicious tags: WKodifizieren socialnetworking conceptmapping visualization Blog-Wiki Maps InfoMngt DokMgt

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 42

What you do in EXACTLY 7 words!

Quelle:

http://www.linkedin.com

/groupAnswers?viewQu

estionAndAnswers=&di

scussionID=38899025&g

id=1851951&commentID

=37440755&goback=.gd

e_1851951_member_388

99025&trk=NUS_DIG_DI

SC_Q-ucg_mr#comment

ID_37440755

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Dr.-Ing. Josef Hofer-Alfeis, 2014 - 43

Concept modeling – example http://cmap.ihmc.us/

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 44

Structure:

topic – short charactarization of the content by the headline

story - short description of the actual situation / circumstance

insights / experiences

(conclusions)

(open questions)

more (in German): http://www.wikiservice.at/gruender/wiki.cgi?MikroArtikel

Micro-Article (according to a proposal from H. Willke)

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 45

D-A-CH WM-Glossar – Gemeinschaftsprojekt der sechs wichtigsten WM-Communities in deutschsprachigen Raum

http://tinyurl.com/dach-wissensmanagement-glossar

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Dr.-Ing. Josef Hofer-Alfeis, 2014 - 46

The solutions to all our problemsmay be buried in PDFs that nobody reads www.washingtonpost.com/blogs/wonkblog/wp/2014/05/08/the-solutions-to-all-our-problems-may-be-buried-in-pdfs-that-nobody-reads/

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any idea about the reasons? summarizing responses May 30:

Rethinking knowledge products after the 'PDF shock': Make them leaner, faster, and never without the communityhttp://jschunter.blogspot.com/2014/05/rethinking-knowledge-products-after-pdf.html

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 47

learn from any knowledge source, e.g. expert, community, journal/book, … … via learn platform, webinar , …, e-learning, e.g. new@SIEMENS (2010)

... via good questions (make clear your objective and context) plus

active listening (collaterally reflecting and restating)

"learning by teaching" technique (letting trainees teach the stuff they are supposed

to learn and the experts are part of the audience, too), see http://en.k-at-r.com

... by doing, e.g. anticipating … experiments … prototyping … research …

... via knowledge acquisition, e.g. hiring an expert, consultant, …

... via creativity tools , idea workshops / customer learning, …

uDeepen knowledge … learn

delicious tags: WVertiefen-Lernen Elearning InnovationMngt persönlichesWM Weiterbildung WLokalisieren-Aufnehmen

my personal KM favourites:client projects & communities lecturestwitter, outlook/file repository, OneNote,social bookmarking, classic paper notebook

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 48

Webinar - example Collaboration Mapping von USAID/Rwanda (Juni 2013)  https://ac.usaid.gov/p98631577/?launcher=false&fcsContent=true&pbMode=normal | https://ac.usaid.gov/p98631577/

Webinar portals for personal

development, e.g. http://developer-media.de/webinare

/

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 49

open educational ressources (OER)and massive open online courses (MOOC)• iTunes U• MIT http://ocw.mit.edu/index.htm

• many universities …

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 50

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Dr.-Ing. Josef Hofer-Alfeis, 2014 - 51

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synchronous chat!

example MOOC

asynchronous video!

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 52

Creativity tools, e.g. the six think hats from deBono

white yellow red

blue green black

Information Benefit Feelings

Control Creativity Caution several creativity tool collections can be found in

the internet

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 53

Focus: Debrief Knowledge and Transfer

KM processes: a powerful toolbox and how to organize it

Codify Knowledge / Deepen Knowledge

Distribute and Network Knowledge

Focus: Locate Knowledge and Learn

Agenda

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 54

face-to-face: body language ... conversation* … presentation …

discussion ... collaboration … co-design …

virtually: podcast, videocast, screencast, webcast, lecturecast, … **

distributing expertise, e.g. job rotation, expert sharing, reorganization, …

distributing and networking information, e.g.

dropbox www.dropbox.com … SlideShare http://de.slideshare.net/HoferAlfeisJ

micro-blogging, weblogging , … see KM4

…

uDistribute and Network Knowledge – examples

delicious tags: Wverteilen-Vernetzen socialnetworking inWGebVernetzen-ZusArbeiten InfoMngt DokMgt

** many simple tools for free, e.g.

audacity, camstudio,

…*more about organizational conversation: iKnow The Magazine for Inno-

vative Knowledge Workers : May 2014 Ed. - Organizational Conversation http://www.gurteen.com/gurteen/gurteen.nsf/id/iknow-organizational-conversation?open

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 55

slideshare is a lively placeto share presentations and learn

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 56

Example: weblogging GfWM-Blog (German society for KM)topic: BITKOM KM process systematics http://www.gfwm.de/node/269

Seite 56

Start June 06 | Dec 13: ~7700 views

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Dr.-Ing. Josef Hofer-Alfeis, 2014 - 57aus Vortrag P. Heisig, KM Egypt Kairo 2010

Example:Connecting /networkingexpertise

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 58

Focus: Debrief Knowledge and Transfer

KM processes: a powerful toolbox and how to organize it

Codify Knowledge / Deepen Knowledge

Distribute and Network Knowledge

Focus: Locate Knowledge and Learn

Agenda

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 59

1) first own attempts

2) gardener book

3) ask friend

4) ask gardener shop assistant

5) search for expert communities and ask

best advice(change water every 2nd day)

image source found via google images: http://www.websitepark.de/link_36339249_text_51206982_deutsch.html

personal experience: searching for knowledgehow to cultivate watercress

1 3 4

25

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 60

… or often typical German engineer approach: do not search, develop by yourself …

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Dr.-Ing. Josef Hofer-Alfeis, 2014 - 61

Expert / community / expertise locating

via knowledge map, skill database, social networking or profiles

knowledge mining in information … KM & Big Data, see KM1, Walmart example

information locating / search - externally:

Information / search abonnements, alert services

web crawler service for person-related data

google and additional interesting search sevices

information locating / search - internally:

desktop search

enterprise search

uLocate Knowledge and Learn – examples

delicious tags: Maps suche WLokalisieren-Aufnehmen

* Information/KM – Peter Senge probably makes the distinction best in his classic, The 5th Discipline:“Sharing knowledge is not about giving people something, or getting something from them. That is only valid for information sharing. Sharing knowledge occurs when people are genuinely interested in helping one another develop new capacities for action; it is about

creating learning processes.”

Chris Collison, 14.10.12, in http://www.linkedin.com/groups/Article-knowledge-mismanagement-1539.S.174008141?view=&gid=1539&type=member&item=174008141&trk=eml-anet_dig-b_nd-pst_ttle-cn

… and learn completing the KM process

Information Mngt KM*

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 62

UNICEF social pro-files system

source: [km4dev-l] Staff profiles, Mai 2010; Ian Thorpe [ithorpe@unicef.org]

„Part of a broader intranet web 2.0 community of practice platform.We deliberately chose not to merge our system with our HR system (in which all data on experience, skills etc. needs to be fully validated), to allow staff themselves to manage their pages“

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 63

intelligent search(experts & topics)

centrally organized taxonomy

interactive dynamicnetwork display

quality viauser feedback

XING-oriented design

user care for actual content

Expert Finder software fromfinebrain AG www.finebrain.com

B. BRAUN Melsungen AG: Expert Findersource: Wissensmanagement, Sonderausgabe Best Practices 2009/10, S. 14-15

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 64

Traditionally, employees have relied on their personal networks, word of mouth, and perhaps a corporate directory to find colleagues with the expertise or specialized knowledge to answer questions and provide advice. This is still true in many organizations, but others have implemented more formal expertise location approaches over the past 20 years, ranging from discussion forums to profiles listing employees’ areas of expertise. More recently, social networking and advanced analytics have opened new doors in terms of surfacing knowledgeable people and connecting them to colleagues with questions or challenges.Given all these changes, APQC was curious about how many organizations have adopted formal expertise location, which techniques they are using, and whether employees see those techniques as effective. To find out, we asked the audience on our January 2013 Knowledge Management (KM) Community Call about their employers’ expertise location practices. This article summarizes their responses.

Locating experts and expertise – Survey 2013http://www.apqc.org/survey/expertise-location

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Dr.-Ing. Josef Hofer-Alfeis, 2014 - 65

experts feel shortchanged („who pays for that extra-consulting?“)

managers feel left out („they detract my expert for their project“)

profiles self-generated by the expert:

how to check profile quality? better use existing „official“ profiles, e.g. consultant profiles for project acquisition

(DETECOM Consulting) better generate (much richer) profiles semi-automatically use Q&A or member profiles of communities of practice

or equivalent social networking services – eventually in vital social networks the profile quality is reasonable (checked by other members)

Rich discussions about expert locator systems in LinkedIn groups, e.g.: Gurteen KM Community, March 2014: http://www.linkedin.com/groups/Expertise-Locator-Tool-1539.S.5831711119806337024?view=&srchtype=discussedNews&gid=1539&item=5831711119806337024&type=member&trk=eml-anet_dig-b_pd-ttl-hdp&fromEmail=&ut=2Bqm_VatCBQ641

uExpert / expertise locators – lessons learned

the internet does not forget ??

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 66

Information / search abonnements, alert services

... via Web-Alerts

... via RSS Feeds

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 67

web crawler service for person-related data

strange findings in the web

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 68

Google your own name – top ten for JHA, Okt. 2012

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 69

Use google professionallye.g. http://www.techradar.com/news/internet/web/101-google-tips-tricks-and-hacks-462143

… simple trick to exploit the PDFs (and other kind of files): when doing a google search, simply add the extension of the files you are looking for, for

instance .PDF or .DOCX or .XLSX etc. …[km4dev-l] PDFs that nobody reads, May 2014

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 70

• https://duckduckgo.com • www.bing.com • www.alltheweb.com

Meta-Search:• www.mahalo.com • www.metacrawler.de • www.ixquick.com

additional services:• cuil.com• grokker.com• exalead.com• A9.com• answers.com • paperball.de

Additional interesting search sevices - exampleshttp://search.yippy.com generating content clusters

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https://duckduckgo.com – search service not capturing your search data and history + duck-duck-goodies, e.g. weather …

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 72

Search for websites with similar content

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 73

ConWeaver

Google Search Appliance (GSA)

SAP Netweaver Enterprise Search

IBM Omnifind Enterprise Search

FAST Enterprise Search Plattform (ESP)

SemanticMiner

…

Enterprise Search – examples

„A federated search can be a very effective and cost effective solution, but it happens far too often that its value is greatly diminished if it is not configured very carefully: you may end up with lots of non relevant results. Also, the speed of retrieval, security, and maintenance costs are important factors to keep an eye on. There are several players in the market, … most comprehensive solution by Autonomy... But beware the VERY high price tag, and its configuration can be a nightmare.Open source solutions: … Lucene Solr: ientirely free, … need someone to install and configure it, … Funnelback … with a company that backs its development and provide support for a very reasonable fee. They have a large number of customers, including Oxfam Australia, and they told me they are very happy with it.“

[km4dev-l] Res: Federated Search – Gabriele Sani [gabrielesani@gmail.com] 28.5.2011

check advice inCoP discussions - example

see reading material:Intelligent-Search-and-Information-Access-May-2014_4504

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 74

Gartner‘s Magic Quadrant for Enterprise Searchhttp://www.gartner.com/technology/reprints.do?id=1-1F7LZKJ&ct=130426&st=sb April 2013

The enterprise search market is being reshaped by new consumer experiences and shifts in vendors' strategies, such as Microsoft's decision to tie search technology more closely to SharePoint. Gartner compares 15 vendors to help search managers and information architects make the right choice.

Vendor overview (2013, in German):http://www.wissensmanagement.net/fileadmin/backend_upload/Anbieteruebersicht/Anbieter_PDF/2013_02_Anbieteruebersicht_E-Search.pdf

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Dr.-Ing. Josef Hofer-Alfeis, 2014 - 75

ranked according publication weighting enterprise search

exampleConWeaver

http://www.conweaver.de

searching in databases of research organization

Fraunhofer Gesellschaft

experts

organizations

departments

documents

projects

webpages

menu offering similar terms

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 76

Please discuss in small groups,

which KM processes / instruments

are rather interesting for you

you want to apply in the next time

you use already,but have not yet been discussed here

Group exercise

meh

r-D

ei

n-D

• deepenknowledge (K)

• codify K

• distribute & network K

• locate Kand learn

• debrief Kand transfer

• network and collaborate in knowledge area

mu

lti-

D

o

ne-

D

KM3

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 77

Debrief Knowledge and Transfer

• Leaving Expert Debriefing• Team Debriefing and more transfer processes• Lessons Learned Sharing

KM processes and its systematics

Codify Knowledge / Deepen Knowledge

Distribute and Network Knowledge

Locate Knowledge and Learn

Summary & discussion

"A fool with a tool is still a fool." (Grady Booch)

KM processes living KM systems

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 78

Contact

Dr.-Ing. Josef Hofer-AlfeisConsulting for Knowledge and Innovation Management

Josef-Sterr-Str. 4, 81377 München, GermanyT   +49 89 85661623M  +49 173 9775943Email josef.hofer-alfeis@amontis.com

Skype JHofer-AlfeisBrainGuide http://www.brainguide.de/dr-ing-josef-hofer-alfeis/persondetail,1,,,,,69354.html

XING https://www.xing.com/profile/Josef_HoferAlfeis

Public Maven profile: http://www.maven.co/profile/5Anc2u3D

Twitter HoferAlfeisJBookmarking http://del.icio.us/HoferAlfeisJ

Facebook http://www.facebook.com/profile.php?id=1800807835#!/

yasni http://person.yasni.de/josef-hofer-alfeis-17021.htm

PartnerCompetence Center Knowledge | Innovation | Intellectual Capital Mgt.Amontis Consulting AGKurfürsten Anlage 34D-69115 Heidelbergwww.amontis.com

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 79

Recommended KM Sources Dr.-Ing. Josef Hofer-Alfeis, 2014

BOOKS:

Hofer-Alfeis, J.: Entwicklung und Umsetzung einer Wissensstrategie. In: Pircher, R. (Hrsg.): Wissensmanagement, Wissenstransfer, Wissensnetzwerke - Konzepte, Methoden und Erfahrungen. Publicis Publishing Books, new edition 2013

Boisot, Max H.: Managing Knowledge Assets – Securing competitive advantage in the information economy. New York: Oxford University Press, 1998, ISBN: 0-19-829607-X

Learning to fly: practical knowledge management from leading and learning organisations – Nov 2004, Chris Collison, Geoff Parcell, ISBN: 1841125091

Doz, Yves, et al: From Global to Metanational. Harvard Business School Press, 2001. ISBN: 0-87584-870-2

Davenport, T. H., Probst, G.: Knowledge Management Case Book. Publicis Corp. Publishing ,2002. ISBN: 3895781819

Auer, T.: ABC der Wissensgesellschaft, Doculine-Verlag D-72766 Reutlingen, ISBN  978-3-9810595-4-0

LINKS:

www.knowledgebusiness.com www.apqc.org/membership-knowledge-management www.pwm.at www.c-o-k.de/index.htm www.xing.com/net/pri3b94dax/knowledgemanagement/ www.xing.com/net/wm www.wissenmanagen.net/ www.cogneon.de www.eknowledgecenter.com Bookmark services from JHA:

JHAs 30 InnoLinks (regularily updated) http://delicious.com/hoferalfeisj/jhas-30-innolinks Important discussion forums for KM & Innovations Mngt. (selction):

http://delicious.com/hoferalfeisj/top_-_innom_-_wm_-_ foren

JOURNALS:

Wissensmanagement (Fokus Anwenndung, Beratung, Anbieter)

Journal of Knowledge Management (Fokus Forschung; englisch)

KM Review (Fokus Anwendung; englisch) http://www.melcrum.com/products/journals/kmr.shtml

COMMUNITIES OF PRACTICE / BODIES:

WIMIP – Community der KM Practitioners https://www.xing.com/net/wimip

Ges. für WM (GfWM); mit WM-Stammtischen zum Erfahrungsaustausch in vielen Städten,z.B. gfwm-regional München: http://www.gfwm.de/group/121

BITKOM ArbKreis Knowledge Management, organisiert die jährl. KnowTech-Konferenz

PAPERS, BOOK CONTRIBUTIONS, PRESENTATIONS FROM JHA:

Improving Knowledge Management for Service Organizations, Munich Re, Communities Meeting, Hohenkammer 2014

Wissensmanagement mit Twitter, gfwm-Knowl-edgeCamp, Karlsruhe, 2012, and more http://de.slideshare.net/HoferAlfeisJ/wissensmanagement-mit-twitter?from=new_upload_email

Hofer-Alfeis, J.: Wissensmanagement und Personalmanagement‑ Synergien, Projektbeispiele und Erfahrungen ‑ In: KnowTech Konferenzband 2011, www.knowtech.net

~: Firmeninterne Vernetzung und Zusammenarbeit der Innovations-Manager und –Haupttreiber. Und: Wissensvernetzung von Firmen und externen Forschern/Interessierten für Technologie-Innovation – „Technologie-Innovations-Communities“ gfwm-KnowledgeCamp, Potsdam, 17.9.2011, http://knowledgecamp.mixxt.org/networks/files/folder.10675

Hofer-Alfeis, J., et al: D-A-CH Wissensmanagement Glossar ... ‑ In: KnowTech Konferenzband 2009, www.knowtech.net

Hofer-Alfeis, J.: The Leaving Expert Debriefing to fight the retirement wave of the ageing workforce. Int. J. Human Resources Development and Management, Vol. 9, Nos. 2/3, 2009

~: Lässt sich der wirtschaftliche Erfolg von Wissensmanagement überhaupt nachweisen? Keynote zum Workshop " WIEM 2009 - Messen, Bewerten und Benchmarken des wirtschaftlichen Erfolgs von WM, WM2009, Solothurn

~: Das virtuelle Aktivitätstal bei sozialen Netzwerken - Diagnose und Therapie ‑ In: KnowTech Konferenzband 2008, www.knowtech.net

~: KM solutions for the Leaving Expert issue. JOURNAL OF KNOWLEDGE MANAGEMENT j VOL. 12 NO. 4 2008, pp. 44-54,

~: Was leistet WM? Wissensmanagement, Heft 1/2008, S. 38-39;

~, Keindl, K.: Die Prozess-Systematik im Unternehmenseinsatz. Wissensmanagement, Heft 2/2008, S. 38-39

~, Keindl, K. und BITKOM Ak KEM: BITKOM Leitfaden WM-Prozess-Systematik, 2007, http://www.bitkom.org/de/publikationen/38337_45785.aspx

~: Wissensmanagement im prozess-orientierten Unternehmen. Beitrag in: KnowTech Konferenzband 2006, www.knowtech.net

~: Mehrwert und Zukunft von Wissensmgt. liegen im trans-disziplinären Vorgehen. In: KnowTech Konferenzband 2005, www.knowtech.net

~: Effective Integration of KM into the Business Starts with a Top-down Knowledge Strategy. J. of Universal Comput. Science, vol. 9, no. 7 2003, 719-728

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Dr.-Ing. Josef Hofer-Alfeis, 2014 - 80

Analysis of KM / InnoM state and needs via interviews with key people and design of an inter-disciplinary KM / InnoM program

Moderation of developing a knowledge strategy with the business strategy by the management team

Support of KM strategy definition, KM implementation and controlling

Systematic and transparent design of expert career systems based on a knowledge strategy

Support with specific KM / InnoM instruments – examples:

Debriefing of teams or leaving experts

Development and improvement of communities of practice and other social networks

Coaching by development of an individual knowledge strategy / KM program

Dr.-Ing. Josef Hofer-Alfeis:Consulting Offerings for KM and Innovation Mngt. (InnoM)

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