Reich EURAM 2010
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Transcript of Reich EURAM 2010
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Presentation at EURAMMay 2010
Dr. Blaize Horner Reich
Dr. Andrew Gemino
Dr. Chris Sauer
Exploring the Impact of
Knowledge Management on
Business Value in IT Projects
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Research Team
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Dr. Blaize Horner ReichRBC Professor of Technology and
InnovationSFU Business
Dr. Andrew GeminoAssociate Professor, Assoc Director,
Surrey Campus
SFU Business
Dr. Chris SauerFellow, Sad Business School,
Oxford
Research AssistantsSiew Yong Wee, PMP
Steven Toy, BBA
Supported by the Social Sciences and HumanitiesResearch Council of Canada
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Agenda The Knowledge/Business Value Approach
Theoretical Model
Knowledge Management
Knowledge Alignment
Results of a Pilot Survey
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When is Knowledge Important?
Project Complexity
Goal Uncertainty
External Uncertainty/Volatility
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Project as Knowledge Process In a complex/uncertain IT project, everyone
is sharing knowledge and acquiring newknowledge:
Sponsor Project Manager Vendors/Consultants Project team members
Seen through the K lens, the job of the PM isto facilitate the knowledge practices so thatlearning happens
At the right time For the right price
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Evidence of importance of KM
Executive Sponsor impact Sponsors may lack the K to lead a project
Volatility impact Loss of K as people leave the project
Expertise Coordination impact Strong positive correlation but we dont know how
We fail often at learning from projects No learning in, very little out of a project
Knowledge of the Team When K is high, PM and Sponsors do more KM
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Importance of Business Value
Senior PMs told us about BV Reich & Sauer (CACM, forthcoming); Sauer & Reich
(IJPM, 2008)
Some academic work has been done Earned value,
But this doesnt get at the business value, just theattainment of targets
Research has not defined theconstruct of BV
Gemino (et al, in review) starts this discussion 7
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RESEARCH MODEL
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What is our goal?
Explore how KM may impact Business
Value Recognizing that there are multiple
influences on BV
Increase the R - the ability to explainProject Performance
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Attaining Business Value
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BusinessValue
ITArtifact
BusinessValue
ITArtifact
Through a KM Lens..
KnowledgeMgmt
KnowledgeAlignment
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KNOWLEDGE MANAGEMENT
Using the term very very broadly.
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Knowledge Management
Project Managers must:
Create the enablingenvironment
Acquire andmaintain the K
stocks Manage the Kpractices
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EnablingEnvironment
KnowledgePractices
KnowledgeStocks
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Knowledge Management
Enabling Environment Technological support for KM
Cultural support for learning and KM
Channels (e.g. co-location, prior collaboration)
Knowledge Stock
Existing K, Capacity to learn, K networks
Knowledge Practices Knowledge Mapping,
K sharing (formal and informal)
K Risk Mgmt (backup roles, incentives) 13
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Connecting Knowledge Mgmtwith Business Value
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Business
ValueAttained
Knowledge AlignmentKnowledge Mgmt
EnablingEnvironment
KnowledgePractices
Knowledge
Stocks
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KNOWLEDGE ALIGNMENT
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Three Types of Knowledge
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Organizational Solution
Business Value
Desired
Project Based Knowledges
Business
Value
Attained
Technical Solution
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Why Separate Knowledges?
Publications are largelyfocused on the technical
solution K
We are pushing beyondtargets to BV
The 3 knowledges are
largely developed bydifferent teams
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Alignment of Knowledges
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Alignment of
Project Based
Knowledges
Business Solution
Technical Solution
Business Value
Project Based Knowledges
Business
Value
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Impact of KM on Business Value
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Alignment ofProject BasedKnowledges
Technical Solution
Organizational Solution
Business ValueDesired
Project Based Knowledges
BusinessValue
Attained
Knowledge Management
Knowledge Alignment
EnablingEnvironment
KnowledgePractices
KnowledgeStocks
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PILOT SURVEY RESULTS
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The Survey Process Items to measure each model element
Items to identify project and PM types
Designed survey
5 PMs beta tested a paper copy
Made changes based on their feedback Adding BU focus
Asked Society of PMPs and ISSIG ofPMI to pilot
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Survey demographics
N = 25
Averages with (and without) outlier Duration 19.5 mo, (15.2)
Budget $22.7M ($1.1M)
261 person months (48)
8 IT people, 11 business people on team
Majority were in-house, custom builds
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What we could test:3 initial regressions
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Enabling
Environment
KnowledgePractices
KnowledgeStocks
BusinessValue
Attained
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2
3
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Knowledge Stock Test
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Construct Variable Sig.
Knowledge
Stock
IT Team Knowledge (3 items) Not Sig.
Business Team Knowledge (3 items) Not Sig.
Governance Team Knowledge
(3 items)Not Sig.
External Network (2 items) Not Sig.
Absorptive Capacity (2 items) Significant
Previous Collaboration (3 items) Not Sig.
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Enabling Environment Test
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Construct Variable Significance
Enabling
Environment
Governance Team Promotion ofLearning Environment (1 item) Not Sig.
Project Team Knowledge and
Learning Orientation (1 item) Significant
Co-Location (4 items) Not Sig.
Technology (2 items) Not Sig.
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Knowledge Practices Test
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Construct Variable Significance
Knowledge
Practices
IT Team Expertise Coordination(3 items)
Not Sig.
Business Team Expertise
Coordination (3 items) Not Sig.
Cross-Team Expertise
Coordination (5 items) Not Sig.
Formal Knowledge Practices (4
items)Not Sig.
Cross-Team Knowledge Sharing
(2 items)
Significant
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Final Regression
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EnablingEnvironment
KnowledgePractices
KnowledgeStocks
EnablingEnvironment
Business
Value
R2
= 62 % (of the variance in
Satisfaction with Business
Value is explained).
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AConclusion Expertise does not matter to BV
The lifecycle matters:
Hire those willing to Learn and Share
Develop a Learning Culture Try, learn, share
Create Knowledge SharingOpportunities
Meetings, status reports, social gatherings)
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Next Steps
Analysis and refinement of survey -
DON
E Global Survey IN PROGRESS
Cases - Fall 2010
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Presentation at EURAMMay 2010
Thanks !
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Supported by the Social Sciences and Humanities
Research Council of Canada