km webinar

KNOWLEDGE MANAGEMENT

A Performance Based ApproachAugust 31, 2011

2

Agenda

• Introductions and housekeeping• Key terminology and concepts• A new approach • Case study example• Questions

3

Today’s topic

• A performance based approach to knowledge management is based on identifying the foundational elements of data and information required to achieve organizational objectives and what knowledge is created by that process

4

Housekeeping

5

Objectives

• At the end of this session you will be able to:– Explain the difference between:

• Information, data and knowledge• Tacit and explicit knowledge

– Apply a performance based approach to identify critical job outcomes, knowledge needs and sources

– Learn the various tools and methods to help map job outcomes, knowledge needs and sources

– Define the appropriate performance portals needed in a knowledge management system

6

Discussion

• How many of you are familiar with and/or have participated in any of the ASTD HPI courses?

• How many of you work for an organization that currently has a knowledge management strategy and/or tool in place?– What results or changes has your organization’s

knowledge management strategy or tool brought to the organization?

• Does your organization have a social networking strategy?

7

KEY TERMINOLOGY

8

Key Terminology & Concepts

• Knowledge vs. Information– Knowledge consists of facts, truths and beliefs,

perspectives and concepts, judgments and expectations, methodologies and know-how

• Knowledge is accumulated and integrated and held over time to solve specific challenges and handle specific situations

– Information consists of facts and data organized to describe a particular situation or condition

• Knowledge is applied to interpret information about the situation and how to handle it

9


• Knowledge need– Knowledge and information required to produce a job

outcome• Knowledge source

– From where the knowledge or information is obtained– Knowledge sources can be explicit or tacit sources

• Explicit vs. Tacit knowledge– Explicit knowledge is often times documented knowledge

and information that can be accessed and stored easily– Tacit knowledge is undocumented experiential knowledge

that exists within people’s heads


• Human Performance Improvement– The theory of human performance improvement (HPI)

focuses on the outcomes, results and accomplishments achieved by a person, group or organization

• Outcome– The output or end result of a set of actions by a performer

that is directly linked to producing a desired business result– Sample outcomes are:

• A strategic plan• A quarterly report• A succession plan• A successful proposal

11


• ExampleOutcome Knowledge Need Knowledge Source

Current news

24/7 Crisis Travel Service

Overseas Security Advisory Council

Project staff

Department of Defense

Department of State

Industry groups

Security briefings

Critical current security information

Regulations on security industry operations

12


• Performance portal– An integrated knowledge solution that allows

users to leverage, capture and share knowledge in the context of their performance on the job

13

QUESTIONS?

14

A NEW APPROACH

15

A new approach

• A performance based approach to knowledge management that links people directly to the knowledge needs and source they need to produce critical job outcomes

• The direct organizing framework is first on what the performer is trying to achieve in order to add value for the organization

16

A new approach

• A Learn – Do – Share paradigm• INSERT IMAGE

17

Social media is nothing - an oxymoron at best: media are simply media, incapable of being at all social. People are social. Information isn't social either - but it is everything. With that in mind, it's important to understand what information people need and how they access that information in order to achieve results.Adapted from Phil BaumannSocial Media Anxiety DisorderNext Gen Pharma

18

BUILDING A PERFORMANCE BASED KNOWLEDGE MANAGEMENT SOLUTION

19

A 4-step process

• Identify critical job outcomes, knowledge needs and knowledge sources from across the organization– Using a structured interview process and Performance

DNA desktop• Create knowledge maps for each job role/function• Develop an organizational knowledge map to identify

to knowledge needs and sources and map the flow and exchange of knowledge

• Analyze results and identify major centers of performance, i.e. Performance Portals

20

Identify critical job outcomes

• Outcomes link activity to business goal• Identify outcomes using a structured interview

process• Sample questions

– What do you produce in your job that is the most important?

– When your day (and job activities) has gone very well and everything has fallen into place, what do you leave behind when you are done with everything?

21

Identify critical job outcomes

• Sample outcomes– Business development

• A completed proposal• An organizational business plan• A bid/no bid decision

– Project Director• A strategy paper• An analysis of current trends• A successful country strategy

22

Identify knowledge needs and sources

• Using the critical job outcomes – – Identify the knowledge needed to produce each

outcome – Identify the source from which that knowledge is

obtained

Outcome Knowledge Need Knowledge SourceCurrent news

24/7 Crisis Travel Service

Overseas Security Advisory Council

Project staff

Department of Defense

Department of State

Industry groups

Security briefings

Critical current security information

Regulations on security industry operations

23

VOLUNTEER

24

Create knowledge maps

• Knowledge maps provide visual representation of:– The outcomes, knowledge needs and sources for a

given job role– Complex relationships

• Use a tool like NodeXL to– Build the organizational knowledge map to map the

flow and exchange of knowledge– Identify the top knowledge needs and sources– Identify the major centers of performance produced

within the organization

25

Sample knowledge map

• Sample knowledge map for a given job

Datatracker*

Size and scope ofbid

Datatracker*

Cost of bids

Datatracker*

Amount of timespent on bids

Datatracker*

Number of bids

Datatracker*

Win-rate

Analysis to developthe business plan

Research*

Networking/Intelligence*

Competitorinformation and

performance

Briefing book

Local partners andtheir networks

Partner intelligence

Countryvisits*

Trip reports

Circumstances invarious countries

An actionable set ofbusiness intelligence

data

Externalpublications*

Industry events

Practice AreaLeads


Knowledge of whatis going on ingreater world


Relationships withofficials

Current legislationand budgets thataffect foreign aid

Effective externalrelations

Personalexperiences from

the field

Program results

StrategicPlan*

Fact sheetsTargeted/strategiccommunications

Practice AreaLeads


Research*

Forward thinking

Division leadsDivision goals

StrategicPlan*

Strategic goals

An organizationalbusiness plan


Chances of winning

PPR*

Past success rate

Win-rate

A weightedprobability

Externalpublications*

Expert

External literaturereview

Countryinformation*

Competitor analysis

Research*

Briefing book

Division leads*Personnel capacity

Proposal tracker

Division leads*

Personnelavailability

RFP*Complexity of

project

RFP*Requirements from

RFP

A well informedproposal team

HRTalent resources

available

Proposal tracker Win-rate

Size and scope Profitability

StrategicPlan*

Fit to Creative'sstrategic priorities

and how will projectadvance technical

goals

PPR*Past performance in

topic area

HR*

Resource database

The right staff


Existing partners

The right partners

Research*


Analysis of thecompetition


Release date

USAIDforecast*

Size and scope

USAIDforecast*

Type of instrument -contract, grant,

DOD, IDQ

BD staff Who is managing

ProjectDirectors

Practice AreaLeads

USAID strategydocument

Regional and localinformation

ProjectDirectors

Practice AreaLeads


Field intelligence

FinanceCompetitive pricing

strategy

Experience After action review

Project staff

Completed projects

PPR

ProjectDirectors

Practice AreaLeads


Research*

A strong technicaldesign/approach

ProjectDirectors

Practice AreaLeads


HR*

A qualified COP


Countryvisits*

USAID missionpreferences

ProjectDirectors

Practice AreaLeads

Countryvisits*

Country information

ProjectDirectors

Practice AreaLeads


Research*

Competitorinformation

ProjectDirectors

Practice AreaLeads


Research*

Business intelligence

BusinessDevelopmentA successful

proposal

A bid/no bid decision

An up to date tracker

Jerrold KeilsonEllen Giordano

Alex Dunlop

26

Organizational knowledge map

27

QUESTIONS?

28

CASE STUDY

29

Case StudyThe Challenge Facing the challenge of capturing, storing, and reusing critical

knowledge assets, Beacon Performance Group was approached by a mid-size international development organization whose major commodity is thoughts, solutions and ideas that help people around the world realize the positive changes they desire in their everyday life.

The knowledge within the organization and important ideas generated often have implications far beyond the numbers on the balance sheet; they often mean changes in the fundamental quality of life of entire communities or in some cases the difference between life and death

The Solution & Approach

In order to identify and harness the critical knowledge and information requirements within the organization, a performance based approach to knowledge management was applied.

This performance based approach focuses first on understanding the important outcomes that are produced by employees within specific roles across the organization and second, on identifying the important knowledge requirements and sources of that knowledge, employees need access to, to be able to produce those outcomes effectively.

30

Case Study

• Knowledge needs– Knowledge needs align with important

performance portals• Finding and winning new business• Implementing and supporting current programs• Developing and advancing the organization’s

intellectual position within the market• Managing and supporting the business• Managing my career (for internal employees)• Working with the organization (for external partners)

31

Case Study

• Additional findings– Evidence suggests that generally staff are not aware of the knowledge

available to them• Most notable example is Past Performance Reports (PPRs)

– Roughly 27% of the knowledge sources are tacit knowledge sources• People rely on other individuals for their knowledge based on past experiences and

their individual expertise in order to– Develop a technical approach for a proposal– Locate information on past projects– Assess what is going on in a country

– Some tacit knowledge sources can easily be transformed into explicit knowledge sources

• Examples– Trip reports– Knowledge of staff education, credentials, past experiences, published articles or papers

32

Case Study

• Results– A performance based knowledge management

system based on:• Defined set of employee and organizational

performance requirements• A detailed map of the flow and exchange of knowledge

throughout the organization– Top knowledge needs and knowledge sources identified– Identified choke points to the flow and exchange of information

• A Learn – Do – Share paradigm• SharePoint 2010

33

Additional considerations

• An environment that supports knowledge sharing has the following characteristics– Reward structure – recognition for knowledge

sharing with peers– Openness/transparency – no hidden agendas– Sharing supported – communication and

coordination between groups– Trust – shared objectives– Top management support – upward and downward

communicationMishra, J. K. 2009. Knowledge Management Complexity, Learning & Sustainable Innovation. Global India Pubns.

34

QUESTIONS?

km webinar

Education

key terminology

organizational

performance

knowledge

concepts knowledge

knowledge

information

performance