Agile Knowledge Management
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The document discusses an Agile approach to knowledge management (KMAgile) that focuses on rapidly implementing pilot projects to deliver quick business value. It involves assessing knowledge and business requirements, conducting sprints to apply knowledge management practices and measure impacts, and using lessons learned to continuously refine the KM strategy over 12 weeks. The goal is to satisfy clients through early results, welcome changing needs, and build the KM framework through collaboration with key stakeholders and work teams.
Agile Knowledge Management
- 1. Agile Knowledge Management (KMAgileTM) SIKM Feb 2016 1 (c) Working KnowledgeCSP and Greenes Consulting Bill Kaplan Kent Greenes
- 2. (c) Working KnowledgeCSP and Greenes Consulting Challenges in Making the KM Business Case 2 • Business/Operational Environment (BOE) • Operational Tempo (Op Tempo) • Change challenges of KM • Knowledge use and flow challenges • Focus on continually increasing performance • Doing a lot more with less (resources and time) • Leadership attention span and expectations • WIIFM?
- 3. (c) Working KnowledgeCSP and Greenes Consulting Business Case Build KM Strategy and KM Capability While Delivering Measurable Results Quickly Making KM “Stick” 3 #1 Learning Results Change Behavior
- 4. (c) Working KnowledgeCSP and Greenes Consulting Assessment KM, Business & Operational Requirements (Environments) Traditional KM Strategy and Framework Development 4
- 5. (c) Working KnowledgeCSP and Greenes Consulting Assessment Analysis KM, Business & Operational Requirements (Environments) Understanding the KM Environment (Current State) Traditional KM Strategy and Framework Development 5
- 6. (c) Working KnowledgeCSP and Greenes Consulting Assessment Analysis Design KM, Business & Operational Requirements (Environments) Understanding the KM Environment (Current State) Gap Analysis (Future State) Traditional KM Strategy and Framework Development 6
- 7. (c) Working KnowledgeCSP and Greenes Consulting Assessment Analysis Design KM, Business & Operational Requirements (Environments) Understanding the KM Environment (Current State) Gap Analysis (Future State) Traditional KM Strategy and Framework Development Roadmap KM Strategy & Framework 6-12 months 7
- 8. (c) Working KnowledgeCSP and Greenes Consulting Assessment Analysis Design Program KM, Business & Operational Requirements (Environments) Understanding the KM Environment (Current State) Gap Analysis (Future State) Perform Traditional KM Strategy and Framework Development Roadmap KM Strategy & Framework 6-12 months 6+ months 8
- 9. (c) Working KnowledgeCSP and Greenes Consulting KMAgile • Plan, develop, and execute an organizational KM framework through the rapid use of carefully selected pilot projects focused on delivering the highest business value in the shortest time • Rapidly and repeatedly evaluate practically applied KM concepts, strategies, and implementing practices in real time • Continuously refine a context relevant KM strategy and operating framework as the pilot’s progress • 12 weeks 9
- 10. (c) Working KnowledgeCSP and Greenes Consulting KMAgile Principles • Satisfy the client through early delivery of a sustainable KM Framework • Welcome changing requirements at any time • Co-delivery of the KM project • Build the KM framework around early adapter organizations • The primary measure of progress is the ability to quickly leverage knowledge to solve business or operational challenges • Continuous attention to culture and workforce dynamics enhances sustainable KM framework success • Simplicity is essential • Technology is an enabler, never the solution • Reflect regularly and adjust team behavior and execution accordingly 10
- 11. (c) Working KnowledgeCSP and Greenes Consulting New Possibilities New Mindsets New Capabilities •Learn before doing •Engage key stakeholders and pivotal work teams •Create awareness •Identify, select and agree on quick wins •Train on the job •Apply proven practices for fast learning, sharing and transfer •Measure and socialize impacts •Generate and capture key learnings •Identify better & next practices •Revise KPIs •Align key stakeholders New Way of Performing and Learning Multi-Year KM Strategy and RoadmapWeeks 1 – 3 Sprint 1 Weeks 4-9 Sprint 2 Weeks 10-12 Sprint 3 •Project Planning •Advance Research •Logistics ATP + Planning KMAgile KM Results KM Strategy Development | Renewal 11
- 12. (c) Working KnowledgeCSP and Greenes Consulting Planning Phase • ATP • Acquire background information • Identify key stakeholders, thought leaders, pivotal work teams for interviews • User Stories provide context for problems and challenges that drive pilot selection • Begin to understand change challenges • Draft survey instrument for Sprint 1 Outcome: Quick start; Understand Business Operating Environment (BOE); Understand Knowledge Management Environment (KME) 12
- 13. (c) Working KnowledgeCSP and Greenes Consulting Sprint 1 • Engage with key stakeholders and pivotal work teams • Make case for KM impacts to performance • Gain commitment (License) up and down • Leverage KF&U survey • Conduct targeted interviews • Integrate Client KM Team/KM POC • JIT KM Training • ID quick wins/pilots and success measures • Daily scrums Outcome: Clear line of sight between KM, work, and valueWeeks 1 – 3 Sprint 1 13
- 14. (c) Working KnowledgeCSP and Greenes Consulting Sprint 2 • JIT KM Training • KM practice application as part of work processes (e.g. Action Reviews) • Knowledge is shared, transferred and applied • Results are becoming visible; value and trust increase Weeks 4-9 Sprint 2 Outcome: Changes in thinking about KM; Changes in knowledge sharing behavior 14
- 15. (c) Working KnowledgeCSP and Greenes Consulting Sprint 3 • Generate and capture key learnings from pilots (Retrospects) • Sense making and characterization • Shared learnings “in context” integrated with consultant experience and relevant benchmarks • (Re)Design and development of KM Strategy, Framework, success measures • Findings and recommendations shared and socialized in form of realistic KM roadmap and timeline Outcome: Framework -- People/Culture, Processes, Enabling Technology, and Content 15
- 16. (c) Working KnowledgeCSP and Greenes Consulting KMAgile Tradeoffs • People and practices over high-level processes and tools • Performing and learning over strategy in a vacuum • Collaboration over traditional consulting • Responding and adapting to change over following a perfect plan 16
- 17. (c) Working KnowledgeCSP and Greenes Consulting KMAgile Advice • The organization sets the priorities based on culture, workforce dynamics, and the business or operational problem to be addressed where leveraging knowledge will have a measurable difference in business performance or mission outcome. • KM consultants work side-by-side with the organization’s KM practitioners to determine the most effective way to deliver the highest value business outcomes through the evolving KM framework in the shortest amount of time. • Results change mindsets and behaviors • Tie KM strategy to organization mission and strategy 17
- 18. 18 Bill Kaplan Kent Greenes www.workingknowledge-csp.com www.greenesconsulting.com bill@workingknowledge-csp.com kent@greenesconsutling.com 571.234.5942