Knowledge Management Class09

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Knowledge Management Class09

• Knowledge management cases
• Student group KM case deliverable and discussion
  due) O13-17R4
• Cases major and minor
• Detailed examples of KM in practice
• Organizations at the cutting edge of knowledge
  management KM leaders
• Specific examples

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Specific Examples

• Public and government KM
• Military KM
• The U.S. Army (Army After Action Review (AAR))
• Harley-Davidson
• Mitre Corporation
• Chrysler Corporation (DaimlerChrysler
  Corporation)
• Xerox Corporation
• Chevron Corp.
• Buckman Laboratories
• British Petroleum

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More Specific Examples

• Big 5 (plus) consulting firm efforts
• Accenture
• Arthur Anderson (before the 'fall')
• Ernst and Young
• IBM
• KPMG
• J.D. Edwards

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Part 4 Reports From The Front Lines Pioneer
Case Studies
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O13 The View From the Top

• Buckman Laboratories
• Texas Instruments
• World Bank
• Sequent Computer
• What do they have in common?
• What is different among them?

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O14 Buckman Laboratories Empowered by K'Netix
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O15 TI's Best Practice Sharing Engine
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O16 Becoming a Knowledge Bank"
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O17 Sequent Computer's Knowledge Slingshot"
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R4 Knowledge Management Success Stories

• The quest to become knowledge masters at
  Hewlett-Packard Consulting
• Becoming a learning organization at British
  Petroleum also see Gorelick, Milton, and April,
  2004
• Looking at critical success factors (CSF)

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Critical Success Factors (CSF)

• Something that must go right so that the intended
  goal can be met.

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Hewlett-Packard Consulting

• Project OWL (pilot) Orchestrating Wisdom and
  Learning

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Hewlett-Packard Consulting

• Learning community informal groups that cross
  organizational boundaries and meet to discuss
  best practices, issues, or skills that the group
  wants to learn about
• Project snapshot session designed to collect
  lessons learned and materials from a project team
  that can be reused by future project teams Army
  After Action Review-AAR)
• Knowledge map a process for identifying
  knowledge and skills needed to sell or deliver a
  solution living map
• Focus is on valuable knowledge

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The Least You Need to Know

• A successful KM program usually takes many years
• Formulation of a vision and strategy is important
• You need to market your program internally
• Strong leadership support is critical
• Good programs focus on business results
• It usually is best to use multiple approaches and
  tools

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British Petroleum (BP)

• ODell and Grayson, pp. 204-205
• Dixon, 14, 24, 124, AAR 38-39, 45-47, Central KM
  Team 115, Connect Network 134, FO 50,
  Knowledge Assets 100-101, 103-105, 111-113, 115,
  119-120, 155-156, 164, Peer Assist Program
  77-82, 8-11, Venezuela asset 99-102, 121,
  Virtual Team Network 10

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ODell and Grayson, pp. 204-205

• 1994 British Petroleum Exploration (BPX)
• Launched a virtual teamwork program
• Designed to create effective ways for members of
  teams to collaborate across different locations
• Gave employees access to other employees tacit
  knowledge
• Did not capture and codify knowledge
• BPX Change Management Team (CMT)
• Collaborative computing (GSS)
• Half the effort coaching (training) on
  technology personal touch
• CMT became the Knowledge Management Team (for
  scale-up)

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Rumizen BP (pp 43-44)

• Learning Organization
• Drilling
• 42 separate units
• Share best practices via collaboration-virtual
  teams
• 13 million pilot project
• Initially 5 different communities

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Goals

• Improving decision making
• Reducing costs
• Collaborating to creatively solve problems

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Teams Achieved

• Reductions in travel expenses
• Productivity improvements
• Less miscommunication
• Reduced cycle times
• Reduced costs overall
• Then established the KM Task Force

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BP

• Learn Before
• Learn During
• Learn After

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Learn Before

• Stop before doing
• Ask others if theyve done this before
• Learn from them
• Includes the Peer Assist Program
• Peer Assist (workshops with people who have
  solved the problem before and can find them
  through Yellow Pages)

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Learn During

• Actually, immediately after
• AAR
• More later

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Learn After

• Review projects over a long period of time
• Examination
• Reflection
• Outcome recommendations for action for either
  teams that follow-up the project, or others in
  the organization

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Dixon (BP)

• At BP, knowledge sharing is making connections
  between people
• BP has created such processes as AARs, Peer
  Assists (Far Transfer, Dixon, pp 77-82), and
  virtual teaming via videoconferencing

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Dixon AAR After Action Reviews (BP)

• Middle step of
• Learning before
• Learning during
• Learning after
• Ask questions
• What was supposed to happen?
• What actually happened?
• What worked well?
• What did not work well?
• Knowledge specialists from the Central KM Team
  utilize the Learning History Process

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Strategic Transfer (BP)

• Cut costs of BP Venezuela operations from 70 to
  40 million
• Learned from the Columbia operations (well run
  plus could ask what they could have done to make
  it work even better)
• pp 99-102
• Used the BP Knowledge Assets Repository

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• Knowledge Assets (may not be best practices)
• Initially unstructured
• Became structured (categorization)
• KA sections include
• Business context
• Guidelines
• Links to people
• Performance histories
• Artifacts and records of relevance
• Created via CoPs and facilitators

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BP Many more details in

• Gorelick, Carol, Nick Milton, and Kurt April,
  Performance Through Learning Knowledge
  Management in Practice, Elsevier,
  Butterworth-Heinemann, Burlington, MA, 2004.
• Chapters 7, 9
• Appendix C

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Appendix C Knowledge Management Processes

• AAR After Action Reviews
• How to Create a Knowledge Asset
• Learning Histories
• Peer Assists
• Retrospects

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AAR After Action Reviews

• Short, focused meeting (1 hour) for a small team
• Conducted by the team
• Allows the team to capture useful operational
  knowledge that is of immediate short-term benefit
  and can be plowed back into the next shift or the
  next days operation
• Can make course corrections during the activity
  based on what youve learned
• Can address and optimize the way a team works

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Four Questions

• What was supposed to happen in the activity we
  are reviewing?
• What actually happened?
• What were the positive/negative things that
  contributed to the result?
• What have we learned from this?

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AAR Some Details

• Invite everyone who was involved
• Perform AARs on site right after the event

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How to Create a Knowledge Asset

• Knowledge Asset a way of summarizing and storing
  the lessons from past experience
• Provide a central repository for knowledge pools

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Knowledge Asset may contain

• Guidelines or checklists (of best practices)
• Illustrations from past history and experience
• Names and contact details of people with
  experience
• Artifacts and records of relevance (project
  plans, solution examples, photos, videos)
• References (Web sites, internal documents)

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Steps to Create a Knowledge Asset

• Define the scope of the knowledge asset
• Ensure that the CoP owns the KA
• Collect the material
• Describe the context for the KA
• Develop general practices describing the activity
  or task being addressed

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• Provide information about the KA owner
• Provide the date the KA was created (and updated)
• Validate the content with community members
• Put the KA into an appropriate medium for
  distribution
• Launch the KA
• Keep the KA relevant (alive and update it)

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Learning Histories

• The knowledge from a major project compiled
  through individual interviews with the people
  involved
• Use when the team cannot be pulled together to
  create a KA
• Single interviewer (or a small team)
• Free-flowing interviews with key team members
• Analysis and synthesis of results

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Peer Assists

• Process for bringing knowledge into a project at
  initialization
• Meeting with experienced people to share their
  take on your problem
• Few hours to a few days
• Need clear objectives and deliverables

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Retrospects

• Very effective
• Captures lessons learned from a project team when
  the project ends
• Facilitates dialogue with the whole team
• Face-to-face (or videoconference) meetings right
  after a project is completed
• .5 to several days
• A very complete AAR

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Max Beckmann, Acrobat on the Trapeze, 1940
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END OF PPT PRESENTATION

• END OF PPT PRESENTATION

Max Beckmann, Dream of Monte Carlo,1940-43