Knowledge Management in a Public Sector Organisation Management... · Knowledge Management in a...

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.

Copyright © Graham Durant-Law 2

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.


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


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.


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.


Codification & Diffusion TheoryCodification & Diffusion Theory

The Knowledge ConduitThe Knowledge Conduit



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)


The Context for All InitiativesThe Context for All Initiatives

Program, Policy andEconomic Context

OrganisationalSetting

Business Processes

TechnologySolutions


A Systems ViewA Systems View


The Essential ComponentsThe Essential Components

People

Process

Content

Technology


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


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



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


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


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


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


Enabling Environment


Manufacturing Process

Architectural Framework for

Knowledge Productivity Specific

to a Context or OrganisationCopyright © Graham Durant-Law


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

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


Common output based taxonomy

Ontology aligned to CSD Structure


Standard workbook names in a known

directory

These workbooks roll up to this

workbook

These workbooks roll up to this

workbook


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



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


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!


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.


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


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.


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.

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