edrms underpinning the move toward better knowledge management gavin eiloart august 07

EDRMS underpinning the move toward better Knowledge

Management

Gavin Eiloart

August 07

2

Session Agenda

• Introduction

• The discipline of Knowledge Management

• Approach to Knowledge Management at LINZ

• EDRMS implementation

• Improving Knowledge Management practices

EDRMS underpinning the move toward better Knowledge Management – Gavin Eiloart

3

Land Information New Zealand

• Government Agency

• Hold authoritative information on Land and Survey ownership

• Oversee buying and selling of crown land

• Ensure a fair and consistent rating and valuation system

• 500 staff in 6 offices


4

KM focussed on value

Data

Information

Knowledge

Decisions

Actions

BusinessOutcomes!

accu

mul

atin

g bu

sine

ss v

alue

...


5

Organisation’s value proposition

Customer

Intimacy

Value

Client Product

Leader

Operational Operational

ExcellenceExcellence

Personalization

Approach

Personalisation

Approach

Balance between

Personalization &

Codification

Balance between

Personalization &

Codification

Codification

Approach

Codification

Approach

We must look at ourselves from the perspective of our

most important stakeholders


6

KM ContinuumPersonalisation Codification

High levels of initiative – non compliance with rules & disciplines

Reliance on tacit knowledge & informal networks

relationship based customer focus

Need for customised research Improved quality of market

intelligence & primary research

Reusability of collateral to achieve service line efficiency

Increased business volumes required greater operational efficiency

Need to access best practice Codification of customer data

supports relationship management


7

LINZ KM Vision

“Knowledge management is a set of deliberate efforts to maximise LINZ performance through creating, sharing and leveraging knowledge and experience from internal and external sources”


8

The move to better KM at LINZ

EDRMS

BusinessStrategyReview

KM Capability

TacitKnowledge

Review

Climate Survey

InformationManagement

Review

KMStrategy

KM Initiatives


9

IM Review

• Unreliable information.

• Duplicated information

• Poor access to information

• Inconsistent classification

• Need an EDRMS!


10

EDRMS

• Objective selected

• May 04-Dec 04 – Scoping

• Jan 05-Jul 05 – Design, Build, Implement

• Benefits achieved


11

Develop the KM StrategyBusinessStrategyReview

KM Capability

TacitKnowledge

Review

Climate Survey

KMStrategy

EDRMSInformation

ManagementReview


• Re-build and re-focus team

• Review business strategy with KM filter

• Where is our knowledge?

• Staff views on collaboration and innovation etc.

12

KM at LINZ 2006Strategy People Process Technology

Level 5 – A Knowledge-centric organisation

Business strategy is continuously adjusted to reflect new learning.

Organisation able to plan and anticipate future skill needs through a culture that encourages free flow of knowledge and learning.

Communities of practice* formally linked.

IT infrastructure integrated KM both internally and externally.

Level 4 – A Knowledge-organisation

KM strategy in place. Accountability present. Sufficient resources available.

Broad-based core competencies exist across organisation.

KM processes, practices and measures formalised and aligned with business processes.

Portals and groupware (i.e. intranet, discussion forums, wikis, blogs).

Level 3 – A Knowledge-enabled organisation

KM strategy defined, but no accountability.

Knowledge creation, sharing and reuse are rewarded.

KM processes integrated into business processes.

Data warehouse and DM in place.

Level 2 – A Knowledge-aware

Leadership recognises importance, but not yet ready to integrate KM.

Aware of some KM capabilities, but do not perceive as important.

Limited KM processes exist. Basic KM enablers (e.g. email).

Level 1 – An Industrialorganisation

Corporate strategy is internally focused and knowledge has no impact on direction.

Resistance to change, and evidence of knowledge hoarding.

No processes for creating, sharing and applying knowledge.

Does not enable KM principles.


LINZ KM Focus

• Lack of transparent process

• Need evidenced based decision making

• Not sticking to our knitting

Improved Process Management

• Process Mgmt/mapping tools

• Move toward managing process not people

• Silo’d working

• Competing initiatives

• Group not enterprise initiatives

Improved Collaboration• Endorse collaboration at planning stage

• Expertise Locator

• After Action Reviews

• Communities of Practice

• Reinventing the wheel

• Need challenging mindsets

• Determine the best skills for the future

Move toward aLearning Organisation

• After Action Reviews

• Re-focus performance measurement and incentivisation

• Fullfil promise of Lominger

• Make good practice available

Current state KM Focus Possible solutions


14

KM Initiatives in 2006/7

• Introduced LMS and off the shelf e-learning courses

• Introduced Process Management tool & practices

• Improved Induction process


15

EDRMS Initiatives

• EDRMS Integration– Overseas Investment Office Application– Landonline?

• Making better use of EDRMS– Locating &Tracking Paper Records– Scenario Planning database– Approvals processes– Workflow processes– Historical Images


16

Questions?


17

Biography

• Gavin has been a Management Consultant for the past 9 years working with KPMG in London and then Bearingpoint in Wellington New Zealand. Gavin has worked on a variety of IT related projects with particular focus on Knowledge and Information Management technologies. For the past 3 years Gavin has been independently consulting to Land Information New Zealand during which time he project managed the implementation of Objective in 2004/5. He is now the Programme Manager for the LandonLine 100% e-lodgement programme.

edrms underpinning the move toward better knowledge management gavin eiloart august 07

Documents