Directory of KM Principles - Knowledge Management · Knowledge Management (The 9 step KM process)....

Copyright Knowledge Associates International Ltd 2006

Directory of KM Principles, Processes, Methods

and Tools

January 2006

Directory of KM Principles, Methods and Tools

Copyright Knowledge Associates 2006

1.0 INTRODUCTION .......................................................................................................................................... 3

2.0 CATEGORISED LIST OF KM PRINCIPLES, PROCESSES, METHODS AND TOOLS ................... 4

3.0 THE BIG PICTURE ...................................................................................................................................... 6

4.0 THE KM PRINCIPLES, PROCESSES, METHODS AND TOOLS......................................................... 9

E0 KM EDUCATION............................................................................................................................................... 9 E1 KM Executive briefings.............................................................................................................................. 10 E2 KM Workshops .......................................................................................................................................... 11 E3 & E4 KM Conferences, books, papers and websites .................................................................................... 11 E5 KM Principles............................................................................................................................................ 11 E6 4 Dimensions of KM Implementation ........................................................................................................ 12

C0 KM CONSULTING............................................................................................................................................ 13 C1 KM Consulting Methodology..................................................................................................................... 13 C2 KM Strategy............................................................................................................................................... 17 C3 K-Asset Schema ......................................................................................................................................... 17

R0 KM ROLES AND RESPONSIBILITIES ................................................................................................................. 18 R1 Chief Knowledge Officer ........................................................................................................................... 19 R2 Knowledge Base Owner............................................................................................................................. 19 R3 Knowledge Manager.................................................................................................................................. 19 R4 Knowledge Worker .................................................................................................................................... 19 R5 KM Consultant........................................................................................................................................... 19

P0 KM PROCESSES, TECHNIQUES AND METHODS ................................................................................................. 20 P1 The 7 Logical steps to KM Implementation ............................................................................................... 21 P2 Knowledge Plan......................................................................................................................................... 22 P3 The 9 Step KM Process.............................................................................................................................. 23 P4 Capturing new learnings, ideas, insights................................................................................................... 33 P5 Peer Assist (Before) ................................................................................................................................... 34 P6 Learning Reviews (During) ....................................................................................................................... 34 P7 After Action Reviews (After) ..................................................................................................................... 34 P8 Lessons Learned Workshop Technique...................................................................................................... 38 P9 Knowledge Nominations............................................................................................................................ 39 P10 The Knowledge Base Process ............................................................................................................... 42 P11 Knowledge Worker Competency Plan .................................................................................................. 43 P12 Expert Locator/Who’s Who................................................................................................................... 53 P13 Knowledge Mapping ............................................................................................................................. 54 P14 K-Leaving interview.............................................................................................................................. 55

N0 KNOWLEDGE NETWORKS ........................................................................................................................... 56 N1 Communities of Practice (COP) ............................................................................................................... 57 N2 Communities of Interest (COI) ................................................................................................................. 57 N3 & N4 Knowledge Forums and Knowledge Café’s ................................................................................ 57 N5 Knowledge Teams...................................................................................................................................... 57 N6 & N7 Unstructured and Structured Discussion Forums ....................................................................... 58 N8 Storytelling............................................................................................................................................ 58

T0 KM TECHNOLOGIES........................................................................................................................................ 59 T1 Knowledge Portal ...................................................................................................................................... 60 T2 Knowledge Profiles.................................................................................................................................... 60 T3 Collaborative workspaces ......................................................................................................................... 60 T4 Urgent requests.......................................................................................................................................... 61 T5 Document Libraries ................................................................................................................................... 61 T6 Knowledge Server and services ................................................................................................................. 61 T7 Knowledge Bases ....................................................................................................................................... 62

M0 KM MEASURES .......................................................................................................................................... 63 M1 Knowledge Orientation Matrix ............................................................................................................. 64 M2 KM Maturity Model .............................................................................................................................. 68 M3 Number of new learnings and ideas...................................................................................................... 68 M4 Number of new knowledge creations .................................................................................................... 68 M5 Number of K-base accesses................................................................................................................... 68 M6 Levels of Knowledge working competencies......................................................................................... 68



1.0 INTRODUCTION

This Directory is the first release of a description of the key KM principles, processes, methods and tools to be considered for selection within a Knowledge Management Implementation initiative.

Firstly, the Directory contains a categorised list, followed by a ‘Big Picture’ which illustrates and

suggests how these principles, processes, methods and tools support the overall process of better

Knowledge Management (The 9 step KM process).

There then follows, for each item, a brief description and where possible, further references and,

where appropriate, some templates, instructions and measurement criteria for evaluation and

implementation.

As new Knowledge Management processes, methods, tools and techniques are emerging rapidly,

this Directory is considered to be the first of several regular releases.

The aim is to provide the KM consultant, KM Practitioner and Organisation who are about to

embark on a KM initiative with a framework and practical tools to assist with a successful

implementation.



2.0 Categorised List of KM Principles, Processes, Methods and Tools

E0 KM Education

E1 KM Briefings and Seminars

E2 KM Workshops

E3 KM Conferences

E4 KM Books, Papers & Web-Sites

E5 KM Principles - virtuous circle

E6 Four Dimensions of KM Implementation

C0 KM Consulting

C1 KM Consulting Methodology

C2 KM Strategy

C3 K-Asset Schema

R0 KM Roles & Responsibilities

R1 CKO

R2 K-Base Owner

R3 K-Manager

R4 K-Worker

R5 KM Consultant

P0 KM Processes, techniques and methods

P1 From Strategy to reality – 7 logical steps

P2 Knowledge Plan

P3 The 9-Step KM Process

P4 Capturing new learning, insights and ideas

P5 Peer Assist (Before)

P6 Learning Reviews (During

P7 After Action Reviews (After)

P8 Lessons Learned Workshop Technique

P9 Knowledge Nominations

P10 Knowledge Base Process

P11 Knowledge Worker Competence Development Plan

P12 Expert Locator / Who’s Who

P13 Knowledge Mapping

P14 K-Leaving Interview

N0 Knowledge Networks

N1 Communities of Practice

N2 Communities of Interest

N3 Knowledge Forums

N4 Knowledge Café's

N5 Knowledge Teams

N6 Discussion Forums (Unstructured

N7 Discussion Forums (Structured)

N8 Storytelling



T0 KM Technologies

T1 Knowledge Portals

T2 Knowledge Profiles

T3 Collaborative Workspaces

T4 Urgent Requests

T5 Document Libraries

T6 Knowledge Server & services

T7 Knowledge Bases

M0 KM Measures

M1 The KM Maturity Model

M2 Knowledge Orientation Matrix

M3 Number of New Learnings, Ideas and Insights

M4 Number of new knowledge creations

M5 Number of K-Base accesses

M6 Levels of Knowledge worker competencies



3.0 The Big Picture

Knowledge Management

This section provides a ‘big picture’ of the 9 key steps and activities that need to be performed

for the better capturing, storing, sharing, collaborating, collecting/harvesting, creating and

applying improved knowledge bases, developing better specialists/experts, and measuring and

maintaining the lifecycle of knowledge.

As a guide to effective KM implementation, the 9 key steps illustrated in the diagram below are

then followed by suggested listings of methods, tools and techniques, contained in this Directory,

that will best support the effective implementation of each step. A detailed explanation of the 9

step KM process is contained in Section 4.

9. Manage

8. Measure

7. Best

Specialists

6. Best

KnowledgeB

anks

5. Collect /

Harvest

4.

Collaborate

3. Share

& Apply

2. Store

1. Capture

KM Strategy



The following table positions each KM technique, tool, method and process against each of the 9

steps in the KM process.

KM Strategy

C1. KM Consulting Methodology

C2. KM Strategy

E0. KM Education

E2. KM Workshops

E5. KM Principles

E6. The 4 Dimensions of KM

P1. The 7 steps from concept to reality

P2. Knowledge Plan

P3. The 9-Step KM Process

C3. The Knowledge Asset Schema


1. Capture

P4. Capturing new learnings and ideas

P5. Peer Assist

P6. Learning reviews

P7. After Action reviews

P8. Lessons learned workshop

P14.Knowledge-Leaving interview

N6. Discussion Forums

2. Store

T1. Knowledge Portal

T5. Document Libraries

T6. Knowledge Server

3. Share/Apply

T1. Knowledge Portal

T7. Knowledge Bases


T5. Document Libraries

T6. Knowledge Server

T3. Collaborative Work Spaces

T2. K-Profiles

T4. Urgent Requests

N8. Storytelling

4. Collaborate

N1. Communities of Practice


P5. Peer Assist


T4. Urgent Requests

Manage

Measure

eXpert

eBank Harvest

Collaborate

Share

Store

Capture

KM Strategy

Manage

Measure

eXpert

eBank Harvest

Collaborate

Share

Store

Capture

KM Strategy

Manage

Measure

eXpert

eBank Harvest

Collaborate

Share

Store

Capture

KM Strategy

Manage

Measure

eXpert

eBank Harvest

Collaborate

Share

Store

Capture

KM Strategy

Manage

Measure

eXpert

eBank Harvest

Collaborate

Share

Store

Capture

KM Strategy



5. Harvest

P4. Capturing new learnings and ideas

P5. Peer Assist

P6. Learning reviews

P7. After Action reviews

P8. Lessons learned workshop

P14.Knowledge-Leaving interview

P9. K-Nominations

6. Best Knowledge Bank

P9. K-Nominations

P10 K-Base Process

T7. Knowledge Base

7. Best People Knowledge

E1. KM education and executive briefing

E2. KM workshops

E3/4 KM Conferences, books, websites

E5. KM Principles

P12 Expert Locator (Who’s Who)

N1. Community of Practice

N2. Community of Interest

N3/4 Knowledge Forums/Café’s

N5. Knowledge Teams

N6/7 Discussion Forums

N8. Storytelling

P11 Knowledge Worker Competencies

R1. CKO

R2. Knowledge Base Owner

R3. Knowledge Manager

R4. Knowledge Worker

R5. Knowledge Consultant


8 Measure

M1. Knowledge Orientation Matrix

M2. KM Maturity Model

M3. No. of new learnings & ideas

M4. No. of knowledge creations

M5. No. of Knowledge bases and accesses

M6. Knowledge Worker Competencies

9. Maintain/Improve

Content Management system

EDRM System

Metadata & archiving

Manage

Measure

eXpert

eBank Harvest

Collaborate

Share

Store

Capture

KM Strategy

Manage

Measure

eXpert

eBank Harvest

Collaborate

Share

Store

Capture

KM Strategy

Manage

Measure

eXpert

eBank Harvest

Collaborate

Share

Store

Capture

KM Strategy

Manage

Measure

eXpert

eBank Harvest

Collaborate

Share

Store

Capture

KM Strategy

Manage

Measure

eXpert

eBank Harvest

Collaborate

Share

Store

Capture

KM Strategy



4.0 The KM Principles, Processes, Methods and Tools

E0 KM Education

KM Solutions Overview

KM Executive Briefings, Master Classes and

Workshops

Stage 1 - KM Strategy Planning & KM Audit

Stage 2 - Develop the K Based Organisation

Knowledge Asset Measurement System

High level Frameworks & Portals

KM Process/Applications/Components Library

Knowledge Server

KM Team Roles & Responsibilities

Critical K Worker skills

What?

Why?

How?

How?

Who?

Where?

When?

KM Consulting

KM Systems & Tools

K Worker Training

KM Education

It cannot be overemphasized nor repeatedly stated enough, that the most powerful ingredient of a

successful KM initiative is proper KM education.

Without proper KM education, user perceptions and expectations will be varied and, invariably,

wrong. There will be different, and often conflicting, definitions of what KM is and what it can do

for the organisation. It will be impossible to develop and implement a coherent KM Strategy and

Implementation plan nor will it be possible to develop meaningful KM pilots and measures.

Furthermore, in a climate of ‘performance targets to be met’ and ‘not enough time in the day’,

unless the individual has a very clear vision and understanding of the significant personal benefits

that KM will bring to his/her daily work, it will not be deemed important enough to make the

necessary change and KM will be perceived, at best, as another initiative and something that

might be worth trying sometime in the future

KM Education has to be the number one priority for any KM initiative. It is one of the key critical

success factors. Organisations must continually challenge themselves and ask:

Q1 Do we have a clear understanding of KM and its benefits for the organisation, the team and

the individual?

Q2 Do we have a compelling business improvement case for the implementation of KM for the

organisation, the team and the individual?

Q3 Do we have a shared vision and purpose for the implementation of KM that is acceptable to

senior management and all individuals involved in the KM initiative



KM Education is normally best achieved using the following methods and tools:

E1 KM Executive briefings

Normally of one to three hours duration for better executive and senior management awareness

and understanding.

The Knowledge Management Executive briefings are a very powerful tool for ensuring proper

awareness and understanding. They will include topics such as:

Introduction

• Different Perspectives on Knowledge Management

• Knowledge Era

• Knowledge Based Economy

• Knowledge Based Organisations

• Knowledge Working

• KM Solutions Overview

Why KM?

• Knowledge Workforces in Europe, USA and Asia

• Key Benefits of KM

• Consultants amongst the pioneers of KM

• Returns beyond expectations

What is KM?

• Generations of KM

• Knowledge Spectrum

• Types of Knowledge

• Accelerated Knowledge Transfer

• Narrative and storytelling

• KM Definitions by leading practitioners

• 9 Step KM process

• KM is a holistic process

How to implement KM

• Critical success factors

• Knowledge Sharing

• Fear vs Trust

• KM Principles

• How to Implement - 7 steps

• KM Vision Development

• Knowledge Assessment

• KM Strategy Development

• Business case support

• New Roles and Responsibilities

• New KM Processes and Technologies

• Measure and Improve

• Starting the KM Initiative



E2 KM Workshops

To enable teams to start to implement the KM strategies and methods. Common examples are

workshops to develop:

a) The KM Vision

b) The Key Knowledge Areas and knowledge assets

c) Cultural readiness workshops

d) KM maturity measures

E3 & E4 KM Conferences, books, papers and websites

E5 KM Principles

KM Virtuous Circle

Communicate Learn

ShareTrust

It has often been quoted by KM practitioners that 70% of the KM implementation is concerned

with cultural issues. A critical success factor for successful KM is to develop a natural knowledge

sharing culture. How can knowledge be ‘naturally shared’?

The KM Principles tool is used in briefings and workshops to present and discuss the natural

underlying progression of principles from developing:

1. Sufficient ‘Trust’ which will naturally lead to a desire to

2. More openly and frequently ‘Communicate’ which will lead to a natural desire to

collaborate and

3. Enable faster ‘Learning’ and development of competence and confidence which will

naturally lead to a desire to

4. Share knowledge



E6 4 Dimensions of KM Implementation

4 Dimensions of KM

KM

Vision

1.Communication

Generation 1

2. Collaboration

Generation 2

3. KM Processes

Generation 3

4.Enterprise Integration

Generation 4

The 4 Dimensions of KM Implementation tool is used in KM briefings and workshops to do two

things. Firstly, to present and discuss the 4 Dimensions of KM as:

1. Personal KM

2. Team KM

3. Organisational KM

4. Inter-Organisational KM

Secondly, to present and discuss the 4 levels of implementation as:

1. Effective Communications and Information Management

2. Effective Collaboration

3. Effective introduction of KM Processes

4. Effective Integration of KM across the Organisation



C0 KM Consulting

C1 KM Consulting Methodology

The KM Consulting Methodology has been designed to ensure a proper, comprehensive, systematic and consistent approach to successful knowledge management. It embraces a holistic approach to the strategic, cultural, people, process and technology issues.

In particular, it ensures proper attention is given to the critical success factors in successfully

implementing knowledge management programmes which are, at least:

▪ Proper KM education

▪ Senior Management engagement and commitment

▪ Identification of the critical knowledge areas/assets

▪ A shared KM vision and strategy linked to the business objectives

▪ A knowledge sharing culture

▪ Robust KM-enabled processes that harvest and leverage the knowledge

▪ Natural and flourishing knowledge-led communities

▪ Enabling knowledge technologies

▪ Aligned rewards and recognition

▪ Critical knowledge worker skills training

▪ Defined and effectively managed Knowledge Worker competence level

▪ Measures to gauge the business and KM benefits



The KM Methodology proposes the below-mentioned phased approach (see also Figure 1) to

enable both creative and structured thinking, planning, and implementation for a knowledge

management project:

▪ Awareness about the benefits of knowledge management and its relationships to strategic

as well as operational and day-to-day issues in the business environment.

▪ Stage I: Plan refers to the Knowledge Management Strategic Planning phase.

▪ Stage II: Develop is the phase in which an organisation transforms itself to a KM enabled

company based on the company-specific KM value proposition derived in Stage I.

▪ Stage III: Operate is the phase in which an organisation rolls-out a company-wide

implementation plan with a holistic approach to KM.

▪ Measurement of the level of leveraging of knowledge assets with a KM effort.

▪ Training of both the knowledge workers to the new processes and technologies as well as

of the staff to take up new knowledge-related roles

The method is designed to be modular so that an organisation can choose to start at different

levels depending on its readiness, needs and requirements.

Figure 1 – KM Consulting Methodology

To ensure a proper focus on the critical knowledge areas and assets, and to ensure the correct

relationship between the constituent parts of the KM implementation initiative, a holistic

knowledge asset centric framework is used, as below in Fig 2.



Figure 2 – Holistic Knowledge Asset Framework

Stage I - Plan In Stage I of "Strategic Planning for Knowledge Management" an organisation determines:

• The vision and readiness for a knowledge management initiative; and

• The scope and feasibility of the project.

1. Providing leadership

5. Develop the KM case

6. Obtain top management approval

2. Link KM strategy with corporate strategy

3. Perform knowledge analysis

4. Assess change readiness

Fig 3: Strategic Planning for Knowledge Management



Stage II - Develop

In Stage II of "Developing the Knowledge Enabled Organisation" the structure and the design of a

holistic solution (that covers processes, people, technology and content) are iteratively developed,

tested and reviewed.

Figure 4 – Stage II – KM enabling the Organisation

Figure 4 – Stage II – KM enabling the Organisation

Stage III – Operate and Measurements

Stage III is the company-wide implementation of the KM initiative, while the Measurement part

of the method aims to provide consistent support for measuring the creation, sharing and use of

knowledge assets within the company.

There are 2 key areas to consider when measuring the success of your KM implementation:

1. The KM enabled area (process, project, Community)

2. The KM competencies of the people

Integrate the KM Architecture

Analyse

Business

Processes

Leverage

the

Technology

Analyse

the

Technology

Analyse

Knowledge

Networks

Leverage

Knowledge

Networks

Leverage

Knowledge

in Business

Develop the K Asset Schema

Develop Knowledge Asset Measures



C2 KM Strategy

The key deliverable, from applying a Knowledge Management Consulting Methodology, is the

KM Strategy. This should:

• Link the key knowledge areas to the Business Objectives

• Provide a KM Vision

• Provide a compelling Business Case

• Assess Current Readiness, key issues and possible obstacles

• Identify the key Strategic Imperatives, Objectives and Performance Indicators for

successful implementation

• Provide a Resources and Implementation Plan

• Provide business benefit and KM measurements

C3 K-Asset Schema

A key deliverable, from applying the Knowledge Management Consulting Methodology, is a

Knowledge Asset Schema.

This is a simple hierarchical list of the Key Knowledge Assets, within each Key Knowledge Area,

that are in existence in the organisation and which can be measured and reported. Knowledge

Assets are broadly categorised as:

Human Knowledge Assets - the people and networks of people (the valuable hidden tacit

knowledge)

Structural Knowledge Assets – the valuable explicit knowledge that is contained in structured and

codified databases and knowledge bases. Eg Best Practices, Process Knowledge, Policies and

Procedures. Skills databases.

Social/Market Knowledge Assets – brands, copyrights, patent rights etc

The Knowledge Asset Schema provides a bridge between the high level KM Strategy and

Business Objectives and the practical daily implementation principles, processes, methods, tools

and techniques.

The Knowledge Asset Schema is a very useful tool to provide the design and navigation criteria

for knowledge assets within the Knowledge Portal.



R0 KM Roles and Responsibilities

KM Roles & Responsibilities

R1 CKO

R2 K Base Owner

R3 K-Manager

R4 K-Worker

R5 KM Consultant

To efficiently and effectively implement the KM Strategy and to perform the new KM processes,

some new roles and responsibilities are required. These new roles and responsibilities may be

absorbed within existing roles and/or they may be created as separate roles, depending on the

scope, size and duration of the KM initiative.

Some organisations have created dedicated roles, for example, a ‘Chief Knowledge Officer’

permanently, others have created the role for a few years until KM has become embedded

throughout the organisation, as part of its culture, and others have chosen not to introduce these

new roles and responsibilities at all. The evidence shows that the most admired and successful

KM initiatives have been those where these new roles and responsibilities are recognised and

performed.

A ‘knowledge worker’ is not so much a new role, although it may be for certain organisations, but

is considered to be a recognition of a new responsibility for knowledge management and new

personal knowledge management skills that all workers are expected to develop.



The new key roles and responsibilities are:

R1 Chief Knowledge Officer

• Able to place KM within a theoretical and historical context

• Able to critically appraise KM solutions

• Able to manage organisational knowledge effectively, as a strategic asset, to further the

organisations objectives

• Able to manage organisational knowledge effectively

R2 Knowledge Base Owner

• Responsible for conducting the best Knowledge process

• Reviews new knowledge nominations (expert)

R3 Knowledge Manager

• Aware of the central importance and strategic benefits of KM

• Understands the underlying principles, processes, enabling tools and technologies

• Aware of the critical success factors, organisational and individual

• Able to better manage knowledge effectively at an organisational and team level

- Responsible for harvesting knowledge, ideas generated

- Responsible for submitting to the Knowledge Base Owner

• Able to identify and critically assess the value of knowledge in the organisationAware of

how the new communications, collaboration and information technologies effectively

support the KM processes, within and between organisations

R4 Knowledge Worker

• Able to better manage knowledge effectively at an individual and team level

• Able to manage information, time, tasks/processes and goals

• Able to better access, filter, analyse, synthesise, accumulate, store, communicate and

apply knowledge

• Able to better collaborate in a dynamic, virtual team environment

• Able to use communication, collaboration and information management technologies

effectively to navigate the information and knowledge environment

R5 KM Consultant

• Able to conduct change readiness and knowledge sharing risk assessments

• Able to audit existing KM processes and intellectual capital

• Able to develop KM objectives and strategy to support inter-organisational and

international organisation KM processes

• Able to educate and coach management and facilitate the change to a knowledge based

organisation

• Able to understand the creativity and innovation process in terms of team collaboration

and organisational KM



P0 KM Processes, techniques and methods

Tacit to Explicit Explicit to Explicit

Explicit to Tacit Tacit to Tacit

Externalization

Internalization

Combination

Socialization

Source: The Knowledge Creating Company

Nonaka & Takeuchi

Knowledge

Amplification

Effective KM is certainly not achieved through a ‘cookbook’ approach with the standard

implementation of processes, techniques and tools. Indeed, each organisation and, especially,

each work team should together examine and discuss its current work processes, methods and

practices, ideally with the help of with knowledge management consultants and, together, design

and develop improvements that may well be unique to that work practice.

However, over a period of time, KM consultants have observed that several organisations have

developed similarly improved processes, techniques and methods that could be used as generic

improvements and/or templates for improvement across all organisations.

It should be stressed that a new KM process, technique or method that is introduced without the

full buy-in, consultation and collaborative development of new business and work practice

improvement of the work team involved, could fail or produce mediocre results at best. Full team

acceptance and ownership in the new work methods is critical to successfully changing and

implementing improved work practices.

In its ideal, it is the nature of natural knowledge working to ‘volunteer’ to share and improve

knowledge. It is not in the nature of knowledge workers to be ‘conscripted’.



P1 The 7 Logical steps to KM Implementation

There are 7 logical steps to turn new KM concepts into practical day to day knowledge working

reality for everyone. The same seven steps apply to all levels in the organisation.

Step 1- Awareness and Understanding

First and foremost, make people aware of the KM discipline, strategies, processes and tools, and

the benefits it has brought to other leading knowledge driven organisations.

Identify the true value that KM will bring to all individuals, teams, organisation and inter-

organisation with clients, key stakeholders and partners.

Step 2 – Identify the Critical Knowledge Areas

For each of the Organisational objectives and Business priorities, identify the ‘critical knowledge

areas’ that, if better managed, would make a significant difference in performance and enable the

objectives to be even better achieved and/or exceeded.

Step 3 – Develop Knowledge Bases and Knowledge Networks

For each identified Critical Knowledge Area, create a ‘Critical Knowledge Base’ to better manage

the ‘explicit’ structured and codified knowledge, and develop a ‘Knowledge Network’, which is a

group of experts and/or Community of Practice, team(s) to better surface and capture the ‘tacit’

unstructured knowledge.

Step 4 – Knowledge enable the Knowledge Bases and Knowledge Networks

Introduce the ‘9 Step KM Process’ into each Critical Knowledge Base and Knowledge Network,

which ensures effective knowledge enabling at all levels.

Continually measure and assess the level of effectiveness of implementing each of the 9 steps in

the KM Process for each Knowledge Base and Knowledge Network.

Step 5 – Implement the steps in detail

Implement the best methods, tools and supporting technologies to support each of the steps in the

KM Process

Step 6 – Develop the Knowledge Worker Competencies

For each of the steps in the KM Process, develop associated Knowledge Worker Competencies.

Step 7 – Measure the results and continuously improve

Use the measurement tools for each step to measure results, evaluate progress, review and plan to ensure continuous improvement.



P2 Knowledge Plan

For each new project, a Knowledge Plan should be formulated. This plan should be treated as

seriously as all the other expected outputs, outcomes and/or deliverables from the project work. It

should focus, define, prioritise and plan to obtain new valuable knowledge that would be highly

valuable to the project and similar future projects and the organisation. For example,

a. specific new industry sector knowledge

b. specific new client knowledge

c. specific new and better ways to perform the process

It is more likely that the new knowledge will be sought and captured if it is first, proactively,

identified, valued and defined, than otherwise left to chance. It is even more likely to succeed if

the Knowledge Plans are evaluated and rewarded and recognised, as part of the competence

development, appraisal and remuneration system.



P3 The 9 Step KM Process

What is it?

� The KM process is concerned with the best ways to effectively capture (elicit), store, share,

apply, improve, measure and maintain the knowledge in a process.

� There are 9 key steps to making this happen.

� Although they are listed separately and sequentially, they are in fact, highly inter-dependent

and, for example, improvements in any one step will bring about improvements in a number

of other steps simultaneously. Therefore, in considering the associated tools and techniques,

bear in mind, that they apply to several steps, even though they are initially listed in one step.

Definition of the 9 Step KM Process

If the above 9 steps are formally and systematically conducted within a business process, project

or work practice, then this will better ensure that the best knowledge is being created, stored,

applied, leveraged and measured more effectively.

Below is a short description of each step.

1. Capture

3. Share/Apply

2. Store

1. Capture

5. Harvesting /

Collecting

6. Develop Best Knowledge Bases

8. Measure

7. Develop best

People (specialists

/ eXperts)

9. Maintain /Improve

9 Step KM Process

4.

Collaborate



This step, usually the first step of the KM process, looks at capturing new knowledge created

when carrying out our daily work. This means that we are making a conscious effort to identify

and capture this new knowledge, with the aim to share it with colleagues. New knowledge can be

in many forms, such as new learnings, ideas, problems/mistakes, people, expert, new method for

conducting project work, insights, new gained knowledge from reading books, journals, articles

etc. In fact, the knowledge that you are making a conscious effort to identify and capture, is any

knowledge that is new to you.

2. Store

Having identified this new knowledge, you will then need to store it systematically, so that you

can retrieve it for reuse later. There are 2 ways that you may want to store your new knowledge,

one is at a personal level, whereby you develop you own method of categorisation of knowledge

and where you store it for your own personal reuse. The second way of storing knowledge is with

your colleagues/peers. In this way, your organisation should have created a clear taxonomy and

systems, for you to easily store and share your knowledge.

3. Share/Apply

For that knowledge which has been assessed to be of benefit to be shared, this third step looks at

placing the knowledge in sharable spaces. This normally requires collaborative and knowledge

sharing technologies, such as shared drives, knowledge banks/bases and knowledge servers.

This step also looks at applying the best explicit codified knowledge that has been developed, as

described in Step 6 below. Therefore, rather than having to begin tasks from beginning, i.e.

reinventing the wheel and repeating the same mistakes, you can now access the best codified

knowledge databases, to search for knowledge that will help you do your tasks better, more

quickly and produce outputs and deliverables to a higher standard than before.

4. Collaboration

In order to better create new knowledge, collaborative techniques can be used to facilitate this. It

is well proven that by regularly discussing each other’s ideas, problems, goals, tasks, learnings,

etc, a far better quality of output and new knowledge creation is achieved. The results from

conducting a brainstorming exercise with a team of people in solving a problem, is far more

valuable than one person addressing the problem. In light of new developments in KM, this step

requires collaborative technologies to support and facilitate the process of collaboration, such as

threaded discussion forums, virtual meetings etc.

In addition to the above forms of collaboration, electronic collaborative project workspaces are

also a key technique in facilitating this collaborative step in KM. These collaborative project

workspaces, allow team member to confidently work and share all project work, on a daily basis.

This means that all team members have access to the project’s work-in-progress, correspondence,

project tasks, focussed discussion forums and document libraries to provide the ability to

continuously work on the project, in particular if your teams are located in various locations and

time zones. Project spaces, also provide for more targeted capturing of ideas, learnings and

problems.



5. Harvesting/Collecting

Harvesting/Collecting is the technique of identifying and eliciting the best and critical new

knowledge, which will improve the currently defined best explicit knowledge banks/bases. As

mentioned earlier in the ‘Capture’ step, individuals look to identify new knowledge, however, this

new knowledge, which is new to them may not be new or relevant to improving the current best

explicit knowledge banks. Therefore, there needs to be a new knowledge harvesting/collecting

process by the team leader or project manager, to identify what will add value to the current best

explicit knowledge in the organisation. In this step you need to identify the key sources and best

techniques of harvesting/collecting.

6. Develop Best Knowledge Bases

A Knowledge Base is the current best explicit knowledge available to the organisation for a

particular key knowledge area or in order to conduct a process or project. Developing the Best

Knowledge Base involves a process which enables the current explicit knowledge to be

continuously improved. This means, for example, that the first version of the Best Knowledge

Base for a process, may consist of few steps and definitions, but as individuals regularly and

systematically harvest/collect new ideas and new learnings, they will further develop the Best

Knowledge Base . Individuals can then feel more confident that they are applying collective and

more evidence based knowledge in their daily work, not repeating the same mistakes as regularly,

or reinventing the wheel.

7. Developing Best People (or specialists/experts)

Although the knowledge worker must be encouraged to first access the best codified Knowledge Base as a first step (Step 6), there will be times, when the required knowledge is not codified and/or not known explicitly in the organisation. Therefore, this step is to enable knowledge workers to better locate the best experts who may have this knowledge in their heads (tacit knowledge). Developing Best People is the ability to identify and capture experts details in a central repository (often called an expert locator). By sharing to the appropriate people in the organisation who the experts are, this will then provide a valuable indication of where the tacit knowledge lies. This step will require capturing the details of expert individuals, such as contact details, the expert’s key expertise, skills and knowledge, project/work experiences etc. This will provide individuals with a useful resource of who can provide them with the relevant knowledge. The expert locator, does not have to be limited to experts within the organisation, but could include external experts, such as customers, suppliers, Communities of Practice, Communities of Interest, etc, which can be valuable sources of knowledge. 8 Measure Like all projects and initiatives, it is critical to be able to measure the impact of KM on the organisation. There are at least 4 ways at measuring KM effectiveness as follows:

1. High level business measures – measures to determine if the implementation of KM is helping the organisation in better achieving its business objectives.



2. KM Effectiveness measures – this measures how effectively the organisation are

knowledge enabling a business process, i.e. are the 9 steps of the KM process being effectively conducted in a business process or project?

3. Knowledge Worker Competence Development – measures how competent the

knowledge workers are in conducting the 9 steps of the KM process, in order to be able to knowledge enable a process or project.

4. Knowledge Asset reporting – this identifies and reports the critical knowledge

assets of the organisation and measures their increase/decrease. This can also measure both the ‘stocks’ of knowledge assets and the knowledge flows.

9 Maintain

This step is concerned with maintaining the explicit knowledge within your system. All knowledge has a lifespan. Some knowledge may become obsolete more quickly than other knowledge. This step is concerned with maintaining knowledge by incorporating a process that can identify ‘old’ knowledge, which requires improving or replacement. This step often embraces ‘Content Management’ and ‘Document Management’systems.



Measuring the KM Process (The KM Maturity Model)

This KM technique should enable you to start measuring how effectively you are implementing

the 9 step KM process within your team.

What is it?

� The Maturity Model measures how effectively your organisation is implementing the 9 steps

of the KM process.

� This will provide the organisation with a measurement tool to identify where it is in applying the 9 steps and how much further it needs to go, in order to have a fully KM enabled process.

� This also allows the organisation to focus on steps which require more attention. In order to identify whether we are effectively demonstrating KM and we need to ensure that we

are executing all 9 steps in the KM process as best we can. In particular we need to ask the

following questions, for each step:

1. Are we effectively capturing information about new people/experts, project work, new

learnings, new ideas, insights?

2. Are we effectively storing information about new people/experts, project work, new


3. Are we effectively sharing/applying the best knowledge we have about new

people/experts, project work, new learnings, new ideas, insights?

4. Are we effectively collaborating and discussing problems, issues, new ideas, learnings

insights and, therefore, amplifying our new knowledge creation?

5. Are we effectively harvesting/collecting new learnings, new ideas, insights?

6. Are we effectively developing and applying our Best explicit knowledge, contained

in Knowledge Bases, consistently across the organisation

6. Are we effectively developing the knowledge of our people, (best experts/specialists)

and capitalising on networks of knowledge (Communities of Practice etc)

7. Are we effectively measuring the above KM activities?

8. Are we effectively maintaining the system?



The ‘KM Maturity Model’, in Figure 2 below, provides an evaluation of the progress of a KM initiative. Each step is evaluated against a weighted figure, which is in context to all 9 steps, to give an indication of the relative importance of each of these steps. It should be noted that the weighted figures can be changed according to the organisations specific KM strategy and approach.

Successful completion of steps 1-3 indicates, at least, effective information management and

improved communications.

Successful completion of step 4 indicates effective collaboration using both physical and/or

shared electronic spaces is taking place.

Successful completion of steps 5-7 and 9 indicates effective knowledge management is taking

place.

Successful completion of step 8 reports effective business value derived from knowledge

management.

Against each of the weighted steps, a score is assigned based on how effectively the organisation

feels that it is progressing. The next column gives a simple Yes/No summary of whether the step

has been achieved and completed satisfactorily and if not, ‘Next Steps’ are suggested to improve

the progress further.

As a guideline, the KM Maturity Model should be reviewed and scores assigned on a monthly

basis, to track a six month KM pilot initiative and thereafter, on a quarterly/six monthly or annual

basis, as appropriate.



Figure 2 KM Maturity Model Template

Process:

Monthly

Score

Target

Achieved Next

Steps Questions

Target

Score

1 2 3 4 5

1 Are we effectively capturing new

people/experts, project work, new learnings,

new ideas, insights?

15

2 Are we effectively storing new



5

3 Are we effectively sharing/applying new



15

4 Are we effectively collaborating and

discussing problems, issues, new ideas,

learnings insights through a shared

Knowledger space?

30

5 Are we effectively harvesting new

skills/competences, new learnings, new ideas,

insights?

20

6 Are we effectively developing and applying

our best explicit knowledge through

Knowledge Bases

30

7 Are we effectively developing and utilising

best experts/specialists and capitalising on

knowledge networks such as Communities

of Practice?

50

8 Are we effectively measuring the above KM

activities? 25

9 Are we effectively maintaining the system? 10

Total 200



Maturity Model Scoring Criteria Recommendations

1. Capture (max 15 points)

1. Defining areas of knowledge capture max 2 points

(must at least capture learnings, ideas, project work, who’s who)

2. Identify and understand techniques and processes to facilitate

capture max 2 points

3. Training of K workers to capture knowledge max 2 points

4. Starting the knowledge capture max 3 points

5. Continuous knowledge capture (1 point per period of measure) max 6 points

2. Store (max 10 points)

1. Define and implementing the Taxonomy max 1 point

(should be predefined)

2. Assigned the role and trained a Knowledge Administrator max 1 point

3. Implementing the right technology that enables the 9 steps max 3 points

4. Knowledge workers understand how to use the systems max 5 points

3. Share/apply (max 15 points)

1. All knowledge workers trained to apply the knowledge max 3 points

2. Users viewing the KM system regularly max 2 points

3. Applying knowledge to daily work, understand how to apply max 5 points

4. Continuous application of knowledge max 5 points

4. Collaboration (max 30 points)

1. Establishing methods and areas of collaboration max 5 points

▪ Has the team contract be agreed and established?

2. Training knowledge workers to collaborate max 5 points

▪ Do all members of the team adequately understand

the pre-requisites of effective team working?

▪ Is there adequate understanding of the shared

vision, mission and objectives?

▪ Does everyone understand who the team members are,

together with their roles and responsibilities?

3. Have team tasks been adequately defined and allocated? max 2 points

4. Tasks and responsibilities allocated on a continuous basis max 6 points

5. Continuous collaboration – project work max 6 points

6. Continuous collaboration – discussions max 6 points



5. Harvesting/Collecting (max 20 points)

1. Identify all the critical knowledge harvesting sources max 5 points

2. Harvesting process defined, understood and trained max 4 points

3. Harvesting from various sources max 5 points

4. Continuous harvesting of the sources max 6 points

6. Develop Best Knowledge Bases (max 30 points)

1. Trained in the process (K workers, K manager, KBO) max 3 points

2. Developing the explicit Best Knowledge process max 13 points

� Defining Best eKnowledge process (1 point)

� Improving with Knowledge nominations (6 points)

� Improving on a continuous basis (6 points)

3. Applying the Best eKnowledge Process max 14 points

▪ Initial application (2 points)

▪ Team wide application for every project (12 points)

7. Developing Best People (max 50 points)

1. Identification of Best experts/specialists and 2. development of an expert locator system max 5 points 3. Continuous identification over time max 12 points

4. Establishing Communities/Networks max 5 points

5. Naturally thriving Communities max 12 points

6. Development of experts/specialists max 16 points

• Defined personal development programme (4 points)

• Continuous development of experts (12 points)

8. Measurements (max 25 points)

1. Defined and agreed Business performance measures max 2 points

2. Defined and agreed KM Maturity Model Scoring max 2 points

3. Defined and agreed Knowledge assets max 2 points

4. Continuous measurement and report of max 3 points

Business performance measures

5. Continuous measurement and report of max 6 points

KM Maturity Model Scoring

6. Continuous measurement and report of Knowledge Assets max 6 points

7. Improvement of Knowledge Assets Measures max 4 points

9. Maintain (max 10 points)

1. Identify what knowledge needs to be maintained max 2 points

2. Assigning a content management process max 3 points

3. Assigning responsibilities and training max 2 points

4. Continuous maintenance max 3 points



KM Maturity Model Example

Score Target

Achieved Next

Steps Questions

Target

Score

Month

1

Month

2

1 Are we effectively capturing new

people/experts, project work, new


15 5 7

2 Are we effectively storing new

people/experts, project work, new


5 2 2

3 Are we effectively sharing/applying

new people/experts, project work, new


15 5 7

4 Are we effectively collaborating and

discussing problems, issues, new ideas,

learnings insights through a shared

Knowledger space?

30 10 15

5 Are we effectively harvesting/collecting

new skills/competences, new learnings,


20 7 10

6 Are we effectively developing and

applying best Knowledge Bases 30 5 10

7 Are we effectively developing and

utilising best experts/specialists and

capitalising on knowledge networks

such as Communities of Practice?

50 5 7

8 Are we effectively measuring the above

KM activities? 25 0 0

9 Are we effectively maintaining the

system? 10 2 2

Total 200 41 60



P4 Capturing new learnings, ideas, insights

There are many ways to capture new learnings, ideas and insights. As new emerging technologies

emerge, even more possibilities will exist.

Personal capture tools

� Memory

� Notepad

� Personal paper based organisers

� Personal Digital Assistant (PDA) notes and don’t forget

� Personal Computer – email, notes, documents, databases

� K-logs (Blogging)

� Camera

� Camcorder

� Voice recorder

� Scanner

Collective capture tools

� Corporate Network

� Corporate Intranet(s)

� Internet and Websites

� Collective k-logs (team blogs)

� Corporate telephone system

� Audio conferencing

� Video conferencing

Ideally, personal capture tools should be integrated with corporate capture tools e.g. a PDA

synchronised with a PC and a Corporate Intranet/Knowledge Portal

Naturally, electronic tools are much preferred to paper based tools for less risk of omission, speed

and accuracy.

New learnings, ideas and insights can be captured onto simple documents capturing, for example:

� The date and time

� The person capturing the learning/idea

� The situation

� The Project or work (code)

� The Client or customer (code)

� The Location

� The context

� The new learning or idea or insight

� The next step/action



P5 Peer Assist (Before)

Without better knowledge worker training, we tend to rush into our work and then once we come

up against a problem, we ask ‘Who might know about this problem? Who might have done this

before?’ The end result is that we quite often reinvent the same wheel, which can be very costly

and time consuming.

Provided the work we are undertaking is of a sufficient size and value, it makes more sense to

research beforehand who might have worked on a similar problem/project and bring them

together with the new team to a ‘Peer Review ‘ session before the new work starts. This

immediately gives new team members better information and knowledge and, often, valuable new

insights emerge.

The term ‘Peer Review’ sessions was used at BP and is well described with examples and team

experiences in their KM book ‘Learning to Fly’.

P6 Learning Reviews (During)

P7 After Action Reviews (After)

Without better knowledge worker training, we tend to review what we may have learned, from

time to time, in an effort to improve the way we do things the next time. Hopefully, we do this at

the end of each project or milestone or event. The end result is what we call an ‘episodic’

approach to learning and improvement. This is not at all effective because many of the best new

learnings, ideas and insights occur during the early stages of the project and/or regularly

throughout the project and the average human memory is not very good at remembering them all.

As a result, most valuable new learnings never get captured and used.

In practicing effective knowledge management, we move from ‘episodic improvement’ to

‘continual improvement’ in a much more regular, collective and systematic way.

Team leaders and project managers are taught how to ask for and capture any new learnings, ideas

and insights gained regularly on a weekly basis.

The objective is to capture new learning and creative insights ‘during’ the project far more

effectively.

The ‘Learning Review’ is often the name given to this practice ‘during’ and the ‘After Action

Review’ is often the name given to the final review, ‘after’ the event. However some

organisations prefer to use the term AAR (After Action Review) for all reviews both during and

after the event.

A sample template is given below:



What is it?

� A Learning Review (LR) or an After Action Review (AAR) is a review process that is

conducted during and after a course of action has taken place.

� The review process, whilst focussing on the objectives of the particular course of action, is to

elicit and capture new learnings, ideas and problems.

Instructions for use

An After Action Review (AAR) Template is enclosed below.

There are 3 sections to the AAR template as follows:

Section 1 – Meeting/Participant Details

Complete the fields as appropriate with:

� Facilitators name

� Names of all participants

� Indicate the purpose of the AAR and the project/process it is linked to

� Timing and date of meeting

Section 2 – AAR Questions

� Follow and ask the questions as defined and capture responses. If you require more space to enter the comments either enlarge the boxes or if you are using hard copy to use additional paper.

� Numerically number the points for each question. Try to ensure that the

numbered points are consistent for each question, to ensure that you can relate the learnings etc, to the relevant objective. You may find that you have generic learnings etc that relate to all, where you need not number them. (The purpose of doing this, is so that the harvesting/collecting process becomes easier.)

This AAR template can be used at a personal and team level.

� All completed AAR’s should be stored in a pre-defined central repository, whether this is

on a shared drive, through an intranet, a collaborative workspace, knowledge portal etc.

Templates should be saved with the initials of the owner and date of the document, for

ease of reference.



After Action Review

Section 1 – Meeting/Participant details

Facilitator:

Participants:

Event:

Timing:

Section 2 – AAR Focused Questions (If you are using this form in hard copy, please use the Notes section for additional comments)

What were the Objectives? 1. 2. 3. What did we actually achieve? 1. 2. 3.

Why were there differences? 1. 2. 3. What can learn from this? 1. 2. 3.



What can we do better next time? 1. 2. 3.

What actions we take? (Include follow up actions and assign responsibilities, if appropriate)

1. 2. 3.

Can we celebrate progress/success? 1. 2. 3.



P8 Lessons Learned Workshop Technique

This workshop technique provides an effective way to capture new learnings and ideas conducted

in team projects and transfer them around the teams quickly.

There are 7 simple steps in the workshop :

1. Introductions and Agenda

Present the process for the day to the teams and take opportunity to remind them of some of the

key events, features and issues that were encountered on the project .

2. Creation of new learnings

Split the group into smaller teams and ask them to brainstorm within their workshop team and

then capture their personal learnings, ideas and insights onto ‘post-it notes’.

3. Cluster and abstract

Group all the learnings and issues on post-its into natural clusters or categories.

4. Discussion and Review

Discuss these key clusters and ask the questions:

Q1 What could we do better next time?

Q2 What else can we capture for the benefit of all future teams?

5. Rotate the Groups

Rotate the groups and allow others to comment and add to each teams findings.

6. Final Team Presentations

Each team prepares and makes a final presentation of their lessons learned and proposed actions

to improve.

7. Final Discussion

The workshop, as a whole, conduct a final discussion and create summary findings and agree

future actions.



P9 Knowledge Nominations

Some organisations do capture new learnings and ideas quite frequently but, unfortunately, do not

do much more with them. Creating Knowledge Nominations is a key part in the critical, regular

and systematic review process, normally undertaken by a team leader, knowledge manager or

equivalent, to determine if, in fact the new learnings and ideas are:

a) new to the person or team but not entirely new to the organisation (i.e. personal or

team development only) or

b) new to the organisation as well as new to the individual or team (not known

before)

In the latter case, these learnings and ideas become new ‘knowledge nominations’ for the

organisation that are then sent to the ‘knowledge base owner(s) for further critical review.

It is a good measure, in the early implementation of a knowledge management initiative to count

and publish the number of new learnings and ideas per project and the number of knowledge

nominations made. An organisation that is becoming more effective in KM will see a significant

increase in the quantity and quality of knowledge nominations developed and submitted for

further review.



Knowledge Nomination Template

What is it?

Submitting new Knowledge nominations is the ability to identify new knowledge from previously captured new learnings and ideas that could improve the existing explicit knowledge available in knowledge bases on a more formal, frequent and focussed basis. This new knowledge could be in the form of new learnings, ideas, identified problems/mistakes that have captured during daily work. It is then the responsibility of the Knowledge Manager/Project Leader to identify these new knowledge nominations and consider them as potential for improving existing knowledge. Below is an example of a Knowledge Nomination Template.

Instructions for use

� Identify the new knowledge nominations from your sources, which you feel is going to

improve the existing best knowledge.

� Enter this into the ‘Knowledge Nomination Template, as provided.

� Enter the source from where you obtained the knowledge nomination

� Enter the reason why you feel that it will improve the existing explicit knowledge and

identify, where possible, what business process step it will improve.

� Submit the form, as attachment in an email, to your Knowledge Manager/Knowledge Bank

Owner,

� The Knowledge Manager/K Base Owner will then make the decision to accept or reject the

knowledge nomination.

� All completed Knowledge Nomination Templates should be stored in the pre-defined

Knowledge portal, central repository, whether this is on a shared drive or through an intranet

or similar KM system. Templates should be with the initials of the owner and date of the

document, for ease of reference.



Knowledge Nomination

Knowledge

Manager:

Date:

Proposed Knowledge

Nomination

Where did the

knowledge come

from?

What process step

will it improve and

why?

Accept/Reject



P10 The Knowledge Base Process

The Knowledge Base Process is the culmination of a more regular, collective and systematic

process to better capture new learnings and new ideas and insights; critically review them to

determine if they are new organisational learnings; submit them as knowledge nominations to a

knowledge base owner(s) and to finally critically review and improve the knowledge base and

better apply the new knowledge.

The Knowledge Management Consulting Methodology helps identify the ‘Critical Knowledge

Areas and associated Knowledge Banks/Bases’ within an organisation, by using both the ‘top

down’ and the ‘bottom up’ approach.

The ‘top down approach’ involves first identifying the business objectives for each division

and/or section and then determining for each,

‘What are the critical areas of knowledge that we need to better manage, and if we did this well,

would make a significant difference to the business performance and help us to achieve or even

exceed our objectives?’

The ‘bottom up approach’ involves asking the people who work with this knowledge, during the

KM workshops, what they think themselves are the most important/critical knowledge areas to

manage.

The results can then be merged to then identify and determine where there are ‘common critical

knowledge areas’ and, therefore, common knowledge banks/bases, across the Organisation

The below diagram illustrates the cyclical review process for managing Best Knowledge Bases,

from knowledge harvesting, nomination and acceptance/rejection or re-work request.

V. 2002-1 © Knowledge Associates Ltd. 2002 5

REJECT

Learnings Problems, Opportunities,

Lessons Learned, Discoveries

Forward by KWs to KM For Screening

New K sent to KBOs For Review andAssessment

New Knowledge?

Improve Best eKnowledge?

K Base A, B, …….

Yes

Reworkable?

Yes

No

No

Yes

No

CAPTURE, STORE& SHARE

COLLABORATE

HARVEST

Reuse

Refer

KM Flowchart

Update K BaseK Base A, B, …….K Base A, B, C…….



P11 Knowledge Worker Competency Plan

Embedding a 9 step knowledge management process, or indeed any new and improved process

does not guarantee the improvement of business performance. What is critical is that the people

who are to perform the new process have developed the necessary competencies to do so.

To support the 9 step KM process, we have identified and developed each step as a knowledge

worker competence. For example, step 4 is ‘collect/harvest the new learnings and ideas’. The

knowledge worker competence for better harvesting teaches how to harvest new learnings and

ideas and what tools to use etc.

Enclosed below is a systematic knowledge worker competence development plan and suggested

templates. It is suggested that this plan be piloted for suitability and adaption to the organisation.

Ultimately, the knowledge competencies need to be integrated into a full competence

development plan (eg Personal Development System (PDS), Continuous Professional

Development Plan (CPD plan) and integrated into the rewards, recognition, appraisal and

performance systems.

Knowledge Worker Competence Assessment Plan The KM Consultant will help the organisation to define the knowledge competences required for the knowledge worker. Upon defining the knowledge competences, the KM Consultant will work with the organisation to define the appropriate level of competences.

Each knowledge worker will be assigned a personal competence plan to enable individuals to

view their own competence levels, and identify what is required to achieve further competences.

This could be offered through a ‘My Competences’ component within a knowledge portal. The

benefit of this is that not only can the individual view their personal progress, but also provides

the ability for their manager to be able to support, mentor and coach them, on a continuous basis,

by working together, virtually, through the knowledge portal, as well as face to face.

The following Competence Maps are typical examples of one way to illustrate an individual’s

progress – starting initially at low levels of competence (blue) and moving outwards to higher

competence levels (red line). The Competence Map on the left shows that of an individual and the

one on the right shows the overall competence of all individuals within the organisation.

Personal Knowledge Worker Competence Development

What is it?



� A personal competence plan for individuals to develop the critical skills required to become an effective knowledge worker, which will support the KM enabled process and KM initiative.

� The purpose of the Knowledge worker Competence Plan is to allow Team Leaders

and Managers the ability to track the development of the critical knowledge working skills, and for individuals to identify current levels of competence and to be better recognised, in terms of competence levels.

� Individuals must achieve certain levels of competence to become a proficient

knowledge worker � There are three basic levels of competence as follows:

o Level 1 – Awareness of the knowledge worker skill (achieve 2 points) o Level 2 – Applied practice of the knowledge worker skill (achieve 4 points)

o Level 3 – Demonstrated competence in the practice of knowledge worker skill

(achieve 4 points) Some knowledge driven organisations have introduced a fourth level of competence as follows:

o Level 4 – Able to teach others in this competence This additional level of competence helps to recognise and create a culture of ‘teachers’ in the organisation. After all, teaching is ‘knowledge sharing’. Some organisations have introduced higher levels of competence in recognition of thought leadership and even ‘world class competence’. The development of levels of competence become more effective when linked to an appraisal system and rewards/recognition system.



Developing and assessing Knowledge Worker Competencies

In this section we discuss:

1. Instructions for conducting the technique

2. Suggested Criteria for grading competence levels

3. Template for Personal Knowledge Worker Competence plan

4. Template for Group Knowledge Worker Competence plan

5. Evidence of Knowledge Worker Skills template

Instructions

Each individual is assigned a Personal Knowledge Worker Competence Plan.

Each Team/Group Leader needs to grade each individual on a regular basis against the pre-

defined criteria for each competence level. (See Criteria for Competence Levels Chart and

Grading requirements). Normally this might be 6 or 12 monthly, but for the duration of a short

KM pilot it needs to be weekly.

Each Individual records any evidence of skills in the ‘Evidence of Knowledge Worker Skills’

If the individual achieves a Competence Level, then this is entered into the appropriate column.

To highlight the achievement of competence level, it is advisable to shade it in grey.



Suggested Criteria for Competence levels

Level 1 Level 2 Level 3

Awareness Applied practice Competent

Understand what knowledge

needs to be captured

Understand the tools and techniques

used for capturing

Systematically capturing

knowledge on a daily basis

Understand why you are

capturing and impact it has on

you, your team and organisation

Actively apply the capture techniques

1. Capture

Actively identify knowledge to be

captured

Understand the purpose of

effectively storing information


used for storing

Systematically storing

knowledge on a daily basis

2. Store

Understand the categorisation of

knowledge

Actively store the captured knowledge

in the appropriate place.


effectively sharing knowledge


used for sharing and applying

knowledge

Systematically applying

explict knowledge to daily

work

Understanding how to apply

knowledge

Actively apply explicit knowledge in

daily work

3. Share/

Apply

Identify tacit knowledge sources of

knowledge


effective collaboration


used for collboration

Systematically and

competently work in team

spaces

Understand the benefits of team

collaboration

Actively participate in team spaces,

through sharing work in progress,

learnings

Competently manage a team

through a team space

Actively participate in discussion

forums

Understand the benefits from

participating in Communities

and Networks

Identify relevant Communities of

Interest and Practice

Systematically participate in

Communities to create new

knowledge

4. Collaborate

Actively participate in Communities

Understand the harvesting

process

Actively identify knowledge to be

harvested

Systematically harvesting

knowledge 5. Harvest

Understand the various sources

to harvest knowledge

Understand the Best Knowledge

process

Applies the appropriate Best

Knowledge process

Systematically submit

valuable knowledge

nominations that will

improve the Best

Knowledge Bases

6.Develop Best

Knowledge

Bases

7. Develop

Best experts

and specialists

Understands the knowledge

worker competence

development plan

Actively submit knowledge

nominations

Actively developing own personal

competence plan



Understands the purpose of

developing Best experts

Actively maintaining own personal

profile

Understands the value and

purpose of Best experts

Actively developing and participating

in value added Knowledge networks

and Communities of Interest and

Practice

Understand the benefits and

gains of participating

Communities


measurements

8. Measure

9. Maintain Understand the purpose of

maintaining knowledge

Actively maintain knowledge, assign

lifetimes to knowledge

Systematically maintaining

knowledge



Initial assessment by Group

Leader/Mentor who assesses the

individuals for first set of scores

Group Leader responsible for grading

over a regular basis the ability for the

individual to conduct the criteria of

each step.

Over a sufficient period the

individual has to be seen to

actively and proficiently

conduct the skills (points

assigned at the discretion of

the Group Leader)

Individuals must have a good

understanding of each KM

process step to achieve Level 1

competence, as follows:

Understanding the tools and techniques

(1 point) Starting to apply the

tools and techniques (1 point)

Consistently applying the skills (2

points)

Grading

requirements

1 point - individual has an initial

understanding 2 points –

individual has a good

understanding of what the

benefits are and why they need

to be doing it.

Max points

gained

2 4 4

Template for Personal Knowledge Worker Competence plan

Personal Competence Plan

Name:

Competence Level Knowledge Competence

M 1 M 2 M 3 M 4 M 5 Target for this month



1. Capture

2. Store

3. Apply

4. Collaborate

5. Harvest

6. Best Knowledge

7. Best People

8. Measure

9. Maintain



Example of Personal Knowledge Worker Competence Plan

Personal Competence Plan

Name:

Competence Level Knowledge

Competence M 1 M 2 M 3 M 4 M 5 Target for next month

1. Capture

Level 1 1 3 Has understood technique. Need to

focus on better identifying what

knowledge needs to be captured.

2. Store

1 Level 1 1 Has understanding of tools for storing

techniques. Needs to focus on where

best to store knowledge.

3. Apply

1 Level 1 2 Needs to better apply the best explicit

knowledge bank to daily work.

4. Collaborate

0 Level 1 1 Understand the techniques and tools

but not put to practice.

5. Harvest

0 Level 1 2

6. Best Knowledge

0 1 Level 1

7. Best People

0 1 Level 1

8. Measure

0 1 1

9. Maintain

0 1 Level 1



Template for Group Knowledge Worker Competence plan

Group Competence Plan

Group:

Competence Level by IndividualKnowledge Competence

1. Capture

Level 1

Level 2

Level 3

2. Store

Level 1

Level 2

Level 3

3. Apply

Level 1

Level 2

Level 3

4. Collaborate

Level 1

Level 2

Level 3

5. Harvest

Level 1

Level 2

Level 3

6. Best Knowledge Banks

Level 1

Level 2

Level 3

7. Best People

Level 1

Level 2

Level 3

8. Measure

Level 1

Level 2

Level 3

9. Maintain

Level 1

Level 2

Level 3



Evidence of Knowledge Worker Skills template

Evidence of Knowledge Worker Skill

Name:



1. Capture

2. Store

3. Apply

4. Collaborate

5. Harvest

6. Best

Knowledge

7. Best People

8.Measure

9. Maintain





Initial assessment by

Group Leader/Mentor

who assesses the

individuals for first set

of scores

Group Leader responsible for

grading over a regular basis

the ability for the individual

to conduct the criteria of each

step.

Over a sufficient period

the individual has to be

seen to actively and

proficiently conduct the

skills (points assigned at

the discretion of the

Group Leader)

Individuals must have a

good understanding of

each KM process step to

achieve Level 1

competence, as follows:

Understanding the tools and

techniques (1 point)

Starting to apply the tools and

techniques (1 point)

Consistently applying the

skills (2 points)

Grading

requirements

1 point - individual has

an initial understanding

2 points – individual has

a good understanding of

what the benefits are and

why they need to be

doing it.

Max points

gained

2 4 4

Proposed

Timeframe



P12 Expert Locator/Who’s Who

This tool is a database of people that contains details of, at least:

a) roles and responsibilities

b) contact and location details

c) skills and competencies

d) industry and client experiences

e) significant project experiences

f) work interests

Some organisations develop a ‘Who’s Who’ database of all the people in the organisation and

some prefer a database of just the specialists or experts in a given area, eg. Industry sector

specialists

It is important to stress that this database is best updated by each individual, and that they take

personal responsibility for their own personal record, as opposed to a centralised updating and

maintenance process.




There are several knowledge mapping tools and techniques available.

The primary purpose should be to create a map of the knowledge sources, at least, where

knowledge resides (in systems and people), where knowledge is created, where knowledge is

distributed and where knowledge is applied.

Some organisations conduct detailed knowledge mapping exercises at the start of a KM initiative.

This can be very helpful in developing new and improved methods and practices of working with

knowledge. This can be time consuming and expensive.

Because KM is a new discipline, with some radically new methods and tools, it may be the case

that a detailed knowledge map is not needed initially but, instead, the advantage of a radical or

‘quantum leap’ approach is taken to improved work practices. In this case, it is recommended that

a ‘surface skim’ investigation with outline knowledge maps may be more productive, in the first

instance.

There are knowledge mapping tools to capture explicit knowledge in process maps and there are

knowledge mapping tools that illustrate and analyse the social networking knowledge across

people (Social Network Analysis). There are emerging tools that dynamically and intelligently

observe knowledge working behaviours in information and knowledge access and application

through intranets, and produce automatic knowledge maps, knowledge needs profiles and

common areas of interest and competence.



P14 K-Leaving interview

In an attempt to capture critical knowledge from employees and consultants who are leaving the

organisation, ‘Leaving interviews’ can be conducted. This can be useful if the structure, process

and questions asked during the interview are meaningful. On the basis that ‘any information and

knowledge is better than none’ it is very useful.

It is also valuable to use this technique when a team member is seconded to another team or part

of the organisation.



N0 Knowledge Networks

The most valuable and most up to date knowledge in an organisation is the collective knowledge

that is contained in the heads of the individuals (tacit knowledge).

This knowledge is continually being updated with new personal learnings, experiences, insights

and ideas on an individual by individual basis.

However, established ‘high performance team’ research has shown that, to the degree that

individuals can better communicate and collaborate, within a team, across teams and across entire

organisations and inter-organisations, even greater new knowledge, insights and ideas will be

created, transferred, shared, absorbed and leveraged at a much faster rate. New software,

primarily based on internet and world wide web technologies, now enables significantly expanded

networks of people to communicate and collaborate ‘virtually’ across teams the entire

organisation, across entire organisations and across the world, anytime and anyplace.

Knowledge Networks is the term given to different types of team or social communities that are

recognised, from a KM perspective, to add significant value to the creation, dissemination and

application of better knowledge at a much faster rate.



N1 Communities of Practice (COP)

The term ‘Communities of Practice’ (COP) describes what ideally should be a naturally

flourishing knowledge network of people with a high interest in learning, investigating,

developing and improving the knowledge subject matter and share common work goals. A COP

should be self directed, although it does requires good facilitation and moderator support.

Sophisticated software has been specially designed and developed to support Communities of

Practice, and/or some organisations have started the better support of an emerging Community of

Practice by using simple discussion forum technologies, as a starting point.

The activities of an effective Community of Practice will result in the surfacing of much more of

the hidden and locked knowledge that resides in our heads. An effective Community of Practice

will enable members to more quickly leverage the knowledge that exists in this knowledge

network.

N2 Communities of Interest (COI)

A Community of Interest (COI) is a Knowledge Network which is ‘looser’ than a Community of

Practice. It may well be much larger in membership than a more focused Community of Practice.

Nonetheless, it can significantly assist the knowledge worker in trying to obtain answers to

knowledge needs. COI’s can also be effectively supported by discussion forum and community

software technologies.

N3 & N4 Knowledge Forums and Knowledge Café’s

Recognising the value of social interaction and ‘face to face’ communications, Knowledge forums

and Knowledge Café’s have evolved and are social meeting techniques that can be organised

within and between organisations with a special interest in creating and leveraging specialist

knowledge.

N5 Knowledge Teams

In those organisations that, by the nature of their work, are highly knowledge driven and

intensive, the term Knowledge Team has been developed to recognise and focus, more

specifically, on the knowledge they are seeking to create, improve and more effectively apply.

Such Knowledge teams tend to use tools and techniques such as the ‘Knowledge Plan’ as

described in section 4 above. Knowledge management is seen to be ‘the primary work’ of team

members.



N6 & N7 Unstructured and Structured Discussion Forums

Most people today are familiar with participating in ‘unstructured discussion forums’ which

normally take the form of a bulletin board, chat lines, simple discussion threads and forums on the

web. They can be very useful, but quite unmanageable, knowledge networks.

A structured discussion forum, however, may use the same discussion forum software technology

to support it, but is managed with a facilitator/moderator who ensures specific goals, actions and

outputs are discussed and agreed within specific timeframes. A structured discussion forum is the

virtual team equivalent and extension to structured and well managed / well chaired face to face

meetings.

N8 Storytelling

From times ancient, humans have discovered and realised that one of the most powerful

techniques of transferring knowledge from person to groups is through the art of effective

storytelling. Human beings are ‘wired for pictures and stories’ and the richer the communication

is, through engaging all of our senses in the imagination to see, hear, feel, touch taste and smell,

the more effectively we will transfer and remember the important information and knowledge

contained in well structured stories.

Several organisations have focused and recreated the communication skills behind storytelling

and built them effectively into their information and knowledge communication plans. A key

example of this approach is the World Bank who engaged several professional storytellers to

teach these communication skills and this resulted in the organisation more effectively

disseminating its critical knowledge through improved communication processes.



T0 KM Technologies

Knowledge Management requires technologies to support the new strategies, processes, methods

and techniques to better create, disseminate, share and apply the best knowledge, anytime and

anyplace, across the team, across teams, across the organisation and across several organisations,

especially its clients, customers, partners, suppliers and other key stakeholders.

The key technologies are communication and collaboration technologies that are web based for

internet and intranet usage, as well as mobile technologies such as PDA’s, PC’s, telephone and

videoconferencing. New technologies are rapidly emerging that act as intelligent agents and

assistants to search, summarise, conceptualise and recognise patterns of information and

knowledge.

For an effective KM initiative, there needs to be in place, at least:



T1 Knowledge Portal

There is often confusion between the terms ‘information portal’ and ‘knowledge portal’.

An information portal is often described as a gateway to information to enable the user to have

one, more simplified way of navigating towards the desired information.

However a ‘knowledge portal’ is far more than an information portal because, as well as

information navigation and access, it contains within it software technologies to, at least, support

the processes of virtual team communication and collaboration and software technologies to

support the 9 step process of managing knowledge. Furthermore, it contains intelligent agent

software to identify and automatically distribute information and knowledge effectively to

knowledge workers based on knowledge profiling.

T2 Knowledge Profiles

Within the knowledge portal, each knowledge worker can update and maintain a personal

‘knowledge profile’ which identifies his/her specific knowledge needs, areas of interest and

frequency of distribution.

T3 Collaborative workspaces

Within the knowledge portal, shared work spaces can be set up for each new team or project.

These will become knowledge repositories from which new knowledge will be distilled regularly

and systematically and shared across other teams in the organisation. Within the shared and

collaborative workspace, at least, the following communication and collaboration functions could

be performed:

� Shared vision and mission

� Specific team objectives

� Knowledge Plan

� Team members roles and responsibilities

� Team contract

� Best Knowledge Banks

� Expert locator

� Task management

� Shared Calendar management

� Meeting management

� Document libraries

� Discussion forums

� Centralised email

� Capturing of new learnings and ideas

� Peer reviews, learning reviews, after action reviews

� New knowledge nominations



T4 Urgent requests

Within the knowledge portal, it is very useful to have a facility and underlying process to enter

any ‘Urgent Request’ into the portal and receive back any responses from across the organisation.

Rather than needing to know ‘who might know’ the request is entered blindly and responses will

be made if it is known in the organisation and people are willing to support and respond to this

activity. This is a very effective way of better leveraging the knowledge across the organisation.

T5 Document Libraries

The document library is typically the location where all documents are stored. The library should

be context relative and allow the ease of control over any document type. Many organisations

now employ an Electronic Document and Records Management System (EDRMS) for this

requirements but the integration of the EDRMS with all other relevant information and

knowledge sources is imperative.

T6 Knowledge Server and services In order to foster knowledge networking across the entire organisation and support knowledge

processes for creating, retaining, leveraging, reusing, measuring and optimising the use of the

organisational knowledge assets, a centralised knowledge server is required that will:

• manage the communications and collaboration between networks of people

• enable the access, creation and sharing of knowledge between them

The centralised knowledge server will manage the processes and knowledge services that

generate and disseminate knowledge assets.

The key components of a generic knowledge server are:

• a knowledge portal interface designed around a knowledge asset schema (see KM

consulting section) as a gateway to user access, security and applications

• Knowledge banks

• Advanced search capabilities

• collaboration services

• search and discovery services

• publishing services based on user knowledge needs and knowledge profiling

• a knowledge map (taxonomy)

• knowledge repository for information and process management

• Text summarising and conceptualising

• Intelligent agentware

• an Intranet infrastructure for integrated email, file servers, internet/intranet services



T7 Knowledge Bases

For each key knowledge area identified, there needs to be a Knowledge Bank.

A Knowledge Bank contains:

• both structured and unstructured discussion forums

• rich ‘knowledge objects’ that have been designed for the efficient and effective transfer of

knowledge using

o multimedia, video, audio

o embedded communications theory (eg storytelling)

• KM processes to:

o critically review knowledge nominations and turn them into improved knowledge

o automatically find and publish knowledge to users according to users knowledge

profiles

o transfer knowledge effectively



M0 KM Measures

There are many established and emerging KM measures. Three of the best sources of further

measures are:

1. APQC The American Productivity and Quality Centre published works on KM

Measures

2. BSI The British Standards Institute, KMS/1 Knowledge Management published

KM measures

3. Sveiby Karl Eric Sveiby published KM measures

The above six measures, M1 to M6, are designed to identify and determine the overall

perspective, current status and potential for improvement in effective KM.

• The M1 Knowledge Orientation Matrix can be used to assess the current and continuing

perceptions of KM in the organisation at all levels.

• The M2 KM Maturity Model can be used to assess the current level and potential for

implementing the 9 step KM process.

• The M3 measure will indicate the number of formally captured new learnings, ideas and

insights that are occuring in the organisation

• The M4 measure will indicate, from a critical review of new knowledge nominations, the

number of new knowledge creations that have been approved

• The M5 measure will indicate how effectively people are actually accessing and using the

best knowledge available.

• The M6 measure will identify the levels and rate of development of knowledge working

competencies



M1 Knowledge Orientation Matrix

Web based Knowledge Survey Knowledge Orientation Matrix is is a simple web based knowledge survey tool to assess the

knowledge orientation of an organisation and figure out how advanced an organisation is in

knowledge management.

There are three distinct stages in the knowledge management journey of an organisation - still at

the base camp, knowledge aware and knowledge leveraging. Each stage has its own

characteristics and resource requirements.

The web based survey poses some questions to assess where you might be positioned in this

model. The questions are divided under three broad headings - Critical success factors for KM,

Knowledge management infrastructure and Knowledge networking levels. The presence or

absence of these three parameters tells a lot about the extent to which an organisation is

leveraging its knowledge. A company that has the technology for knowledge management but

very low awareness is not optimally leveraging its knowledge. It can improve further by

increasing the awareness about knowledge management in the organisation. The model is

designed to indicate the areas in which the company should focus.

Each question is scored by clicking on one of the scores which assigns the following points to

each question:



Score Points

N/A (Not

applicable)

0

1 1 point (To a degree or less than a third - 33.3%)

2 2 points (To a stronger degree or 33.3% - 66.6%)

3 3 points (Very strong or 66.6% - 100%)

Once you have completed all the 46 questions to your satisfaction, the web based survey tool will

present you with your personal results chart. Your input will then be added to the total responses

and averaged and the total results will be presented back to you in the Knowledge Management

Workshop.

Example web based questionnaire

Critical Success Factors

Awareness

1. People at all levels in the organisation have a general understanding

of the concept of "knowledge management"

NA 1 2 3

2. People at all levels recognise knowledge as a key resource

3. People in the organisation are aware of the need to proactively

manage knowledge assets

4. There is a board level representation for KM NA 1 2 3

5. Top management in the firm is committed to knowledge

management

6. Top management recognises KM as an important part of the

business strategy

7. Recording and sharing knowledge is routine and second nature

8. Failure is seen as an opportunity to learn

9. Change is accepted as part of working life

10. All employees are co-operative and helpful when asked for some

information or advice

11. Knowledge sharing is seen as strength and knowledge hoarding as

a weakness

12. Intellectual assets are recognised and valued

13. There is a senior level on going review of the effectiveness of

knowledge management to the whole company

14. Knowledge is considered to be the key strategic asset

Incentives and rewards for knowledge sharing

15. Good knowledge management behaviour like sharing, reusing



knowledge is actively promoted on a day to day basis

16. Bad knowledge management behaviour is actively discouraged

17. Individuals are visibly rewarded for knowledge sharing and reuse

Strategy

18. Knowledge management is a vital part of the business strategy

19. There is a vision for how KM should integrate into the business

20. There are defined responsibilities and budget for KM initiatives

21. There is a clear ownership of KM initiatives either by business

units or by the whole business

22. The organisation hones its skills for generating, acquiring and

applying knowledge by learning from other organisation's learning

processes

23. The organisation systematically assesses its future knowledge

requirements and executes plans to meet them

Processes

24. Key knowledge assets such as customer knowledge is identified

and preserved and maintained

25. Effective cataloguing and archiving procedures are in place for

document management (not necessarily electronic)

26. Intellectual assets are legally protected

27. Training and development programs in knowledge management

behaviour are undertaken from point of recruitment

28. There is hardly any duplication of effort in the organisation

29. In the day-to-day work, it is easy to find the right information

30. When a team completes a task, it distils and documents what it has

learned

Structure

31. There are specified roles and responsibilities for knowledge

management activities in the organisation

32. Formal networks exist to facilitate dissemination of knowledge

33. Internal staff rotation is actively encouraged to spread best

practices and ideas.

Systems

34. Technology is a key enabler in ensuring that the right information

is available to the right people at the right time

35. There are systems in place to facilitate effective communication

across boundaries and time zones



36. Information retrieval is effective

37. There are complete IT security procedures in place (backup,

recovery etc)

38. Individuals are committed to continual improvement and are

constantly generating new ideas within the organisational context

39. Resources are committed for ongoing training and development of

individuals

Team

40. The teams in the organisation are effective, self managed teams

composed of individuals capable of learning from each other

41. There is good intra-team communication and sharing of knowledge

42. Virtual or remote teams are supported effectively in terms of access to networks or knowledge

43. Multi-disciplinary teams are effectively formed and managed

44. There is participative goal setting, measurement and feedback

Inter – organisation

45. Technology is shared with clients and suppliers where appropriate

to enhance relationships

46. Ideas for alliances and joint ventures are constantly reviewed and

acted on when necessary



M2 KM Maturity Model

The templates, process and measurement criteria for the KM Maturity Model is detailed in P0

KM Processes, Techniques and Tools under ‘P3 the 9 step KM process’.

M3 Number of new learnings and ideas

There are no specific templates for this measure, but a simple monthly, quarterly and annual count

of the new learnings and ideas documents contained within the knowledge portal is a good start.

M4 Number of new knowledge creations


of the new knowledge nomination documents approved by the knowledge base owner, contained

within each knowledge base within the knowledge portal is a good start.

M5 Number of K-base accesses


of the unique web accesses/visits to Best knowledge documents approved by the knowledge base

owner, contained within each knowledge base, within the knowledge portal is a good start. Most

standard web statistics software technologies will automatically count the number of unique

accesses and visits to a particular web document.

This measure is particularly revealing in the earlier stages of the KM initiative to see how well

people are actually referring to best knowledge. In the early stages it is often the case that the

number of new knowledge nominations is high and the number of prior access low, indicating

that the knowledge is in the organisation but people are not using it effectively.

It is also revealing when people are effectively accessing Best knowledge first, that the number of

new knowledge nominations decreases, indicating a more effective use of the knowledge in the

organisation.

M6 Levels of Knowledge working competencies Types of knowledge working competencies, specific levels of competence and templates to

manage competencies are detailed in Section 4, P11, ‘Knowledge Worker Competency Plan’.

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