Project Management for KM Engagements
Kate Cain, Winston & Strawn LLP
Risa Schwartz, Cisco Systems, Inc.
Agenda
Learning ObjectivesLearning Objectives
Common MythsCommon Myths
Case I: WestKM ImplementationCase I: WestKM Implementation
Case II: Experience DatabaseCase II: Experience Database
Segment I: Winston & StrawnSegment I: Winston & Strawn
Drivers & ApproachDrivers & Approach
Case I: Integrating KM in Legal DeptCase I: Integrating KM in Legal Dept
Case II: Transaction RepositoryCase II: Transaction Repository
Segment II: Legal Department and Law Firm KMSegment II: Legal Department and Law Firm KM
Case III: Content & CollaborationCase III: Content & Collaboration
Learning Objectives
Incorporate communication plans into PM process to reach target audience
Identify PM documentation needed to keep on track
Tailor PM processes to fit specific needs of KM projects
ProcessProcess
Communicate the value of applying PM processes and tools
DocumentationDocumentation ValueValue CommunicationCommunication
Take goals, objectives and motivation into account
MotivationMotivation
Project Management Myths
ProcessProcess DocumentationDocumentation ValueValue CommunicationCommunication MotivationMotivation
• Project Management adds time not value
• Project Management = Paperwork
• Benefits of PM and KM are obvious
• If we build it, they will come
PM Myths:
Case I: WestKM Implementation
Original Scope: We bought it…go implement it!
PM Alarm: • What is the business goal?
• Who are the stakeholders?
• Who are the decision makers?
• What problem are we solving?
• How will people use it?
• Why should people care?
• WHAT ARE WE DOING?WHAT ARE WE DOING?
Case I: WestKM Implementation
Original Scope: We bought it…go implement it!
PM Solution: • "Charter Light" Project Definition
– Business Goal
– Business Objectives
– Decision Makers
– Contributors
Exam
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Not enough to go on!
Case I: WestKM Implementation
Original Scope: We bought it…go implement it!
PM Solution: • "Charter Light" Project Definition
PM Impact: • Clarified problem being solved
• Provided road map for technical configuration decisions
• Identified real benefits for target audience
• Established common vocabulary
Not enough to go on!
Case I: WestKM Implementation
Original Scope: We bought it…go implement it!
PM Solution: • Communication Plan
– Support preparation
– Roll out training
– Announcements
– Follow up
– Continuing education
– Schedule
Not enough to go on!
Case I: WestKM Implementation
Original Scope: We bought it…go implement it!
PM Solution: • Communication Plan
PM Impact: • United resources from multiple departments
• Focused on benefits to tailor message to specific groups
• Expanded audience reach by engaging practice leaders
• Captured more attention with variety of media
Not enough to go on!
Case II: Experience Database
Project Scope: Capture transaction information in a database
PM Alarm: • Who will use the information?
• Who will input the information?
• How much effort is required?
• Why would someone take the time to input information?
• WHAT ARE WE DOING?WHAT ARE WE DOING?
Case II: Experience Database
Project Scope: Capture transaction information in a database
• Project Definition:
– Business Objectives
– Development Requirements
Not enough to go on!
PM Solution:
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Case II: Experience Database
Project Scope: Capture transaction information in a database
• Project Definition
Not enough to go on!
PM Solution:
PM Impact: • Identified opportunities to improve usability
• Leveraged data available from other sources to ensure consistency
• Created opportunity for positive reinforcement to encourage contributions
Common Myths• Project Management adds time not value
• Project Management = Paperwork
• Project & Knowledge Management benefits are obvious
• If we build it, they will come
Common Myths• Project Management adds time not value
• Project Management = Paperwork
• Project & Knowledge Management benefits are obvious
• If we build it, they will come
PM Processes and Tools add value by:• Focusing efforts on providing real value by solving business
problems• Saving time by avoiding confusion, distractions and re-work• Keeping technical resources, contributors and decision
makers on "same page"• Creating common vocabulary to unite communication efforts
BUSTED!
Case I: WestKM Implementation
PM Solution: • "Charter Light" Project Definition
– Business GoalBusiness Goal
– Business Objectives
– Decision Makers
– Contributors
Business Goal:
Improve ability to service clients by connecting attorneys across practice and geographic boundaries.
Original Scope: We bought it…go implement it!Not enough to go on!
Case I: WestKM Implementation
PM Solution: • "Charter Light" Project Definition
– Business Goal
– Business ObjectivesBusiness Objectives
– Decision Makers
– Contributors
Business Objectives:
• Make it easier to locate previous work product addressing specific topic or area of law.
• Make it easier to locate a colleague with experience with a specific area of law, topic, issue, etc.
Original Scope: We bought it…go implement it!Not enough to go on!
Case II: Experience Database
Project Scope: Capture transaction information in a database
• Project Definition:
– Business ObjectivesBusiness Objectives
– Development Requirements
Not enough to go on!
PM Solution:
Business Objectives:
• Make it easier to submit a new entry
• Improve the quality of the search results
• Motivate attorneys to contribute
Case II: Experience Database
Project Scope: Capture transaction information in a database
• Project Definition:
– Business Objectives
– Development RequirementsDevelopment Requirements
Not enough to go on!
PM Solution:
Development Requirements:
• Streamline entry form and include explanatory text
• Normalize selection lists and pre-fill fields where possible
• Trigger notification announcing deal and acknowledging team
Drivers & Approach
ProcessProcess DocumentationDocumentation ValueValue CommunicationCommunication MotivationMotivation
• Alignment with business goals
• Manage cultural process
• Marketing
• Efficiency
• Cost savings
• Improved business agility
PM Drivers:
Drivers & Approach
ProcessProcess DocumentationDocumentation ValueValue CommunicationCommunication MotivationMotivation
DMAIC Project Lifecycle Methodology
• Prepare
• Plan
• Design
• implement
• Operate
• Optimize
PM Approach:
Case I: KM Integration
Challenge:Integrate KM group into corporate law department
PM Alarm: • Multiple groups starting to collide as KM group grew
- Learning & Development - Contract Architecture- Operations - Processes & Systems
• Groups functioning as silos despite related project efforts
• Missing opportunities to leverage expertise of each group
Case I: KM Integration
PM Solution: • Employ Project Life Cycle Methodology
– Identify projects and services
– Assign responsibilities
– Provide clear, flexible, manageable roadmap
Challenge:Integrate KM group into corporate law department
Case I: KM Integration
PM Solution: • Employ Project Life Cycle Methodology
PM Impact: • Identify and market KM and other services
• Leverage skills and experience across groups
• Distribute responsibility
• Now able to deliver complex projects that cross reporting boundaries
Challenge:Integrate KM group into corporate law department
Case II: Transaction Repository
Challenge:Need transaction repository for advance analytical reporting
PM Alarm: • Required data spanned multiple systems
- Financial - Document Management- Expertise - Time Management
• Data extraction and analysis managed manually by brute force
• Effort required ranged from painful to almost impossible
Case II: Transaction Repository
PM Solution: • Apply PM techniques individually to each stakeholder group
– Identify appropriate degree of PM documentation required to keep each portion of the team on track
Challenge:Need transaction repository for advance analytical reporting
Case II: Transaction Repository
PM Solution: • Apply PM techniques individually to each stakeholder group
PM Impact: • Hone project scope and prevent scope creep
• Market repository early in process
• Leverage input from key stakeholders
• Market KM
• Manage the unmanageable
Challenge:Need transaction repository for advance analytical reporting
Case III: Content & Collaboration
Challenge:Make it easier to collaborate across the organization
PM Alarm: • Needed to locate what we know and who knows what to collaborate on issues, cases and deals
• Information needs reached beyond legal to business units and service departments
• Aggregating information from multiple sources and locating key contacts efficiently was not an easy task
Case III: Content & Collaboration
PM Solution: • If you build it, they will come
• If you build it with them, they will come
– Set expectations
– Align with business processes
– Market KM and intranet early
Challenge:Make it easier to collaborate across the organization
Case III: Content & Collaboration
PM Solution: • If you build it, they will come
• If you build it with them, they will come
PM Impact: • Increase stakeholder collaboration
• Managed the cultural process
• Marketed new tools successfully
Challenge:Make it easier to collaborate across the organization
Lessons Learned
ProcessProcess DocumentationDocumentation ValueValue CommunicationCommunication MotivationMotivation
• Marketing
• Training
• Financial justification
• Leveraging expertise
• Evaluating what worked and what didn't
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