What's new in Knowledge Management?
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The document discusses knowledge management (KM) principles and how KM can be applied throughout the project lifecycle. It contains summaries of KM principles such as having clear objectives for KM, developing definitions of knowledge and KM, and distinguishing KM from information management. It also discusses creating different working environments for different types of knowledge work. The document then covers how KM can be embedded in each stage of the project lifecycle from initiation to benefits realization. It emphasizes planning KM activities tailored to each project stage.
What's new in Knowledge Management?
- 1. WHAT’S NEW IN KNOWLEDGE MANAGEMENT? Judy Payne @judypayne linkedin.com/in/judypayne Dr Steve Simister Henley Business School stephen.simister@henley.ac.uk Eileen J Roden eileen.roden@chalk.house LEAPING INTO PRACTICE
- 2. PLAN 10.30 -10.50 Overview of what’s new in KM and KM principles mashup Judy Payne 10.50 -11.00 KM through the project lifecycle Steve Simister 11.00 -11.10 Portfolio-wide KM Eileen J Roden 11.10 - 11.20 The KM context: what really matters in project work Judy Payne
- 3. May 2019November 2018 May 2019 NEW!
- 5. KM-SPECIFIC REQUIREMENTS INTHE STANDARD Human interaction Representation Combination Internalisation and learning knowledge conveyance and transformation knowledge development KM enablers KM culture Acquiring new knowledge Applying current knowledge Retaining current knowledge Handling outdated or invalid knowledge Human capital Processes Technology and infrastructure Governance KM culture
- 8. USINGTHETHREE PUBLICATIONS As a guide to the essential elements of KM in any organisation. As an informal checklist.What’s missing? For internal or external audit. For certification (in theory…) For deeper understanding of KM. For deeper understanding of KM in project work. As a guide to building KM into a single project. As a guide to building KM into portfolios. For understanding of key project management concepts. As a reference to the project management body of knowledge. As a taxonomy – a shared language for project management. For the fundamentals basics of KM in project work.
- 10. PRINCIPLE #1: BE CLEAR ABOUTWHAT YOUWANTTO ACHIEVEWITH KM Knowledge itself has no inherent value. It is valuable only when it contributes positively to something that matters to an organisation, project or other entity – for example to goals, performance or solving problems. KM is a way of unlocking the potential value of knowledge by making sure knowledge contributes to the things that matter. KM is a means, not an end. It follows that we should be clear about what we eant to achieve with KM – and that we should assess the value KM adds by focusing on its impact: the effect it has on things that matter. In the standard:Guiding principles b) Value and c) Focus
- 11. TWOWAYS KM ADDSVALUE create new knowledge use existing knowledge nature of work brainstorming ideas for a new product generating project options understanding project outputs following a project plan using guidance documents repeat projects © Judy Payne, Steve Simister and Eileen Roden, 2019
- 12. PRINCIPLE #2: DEVELOPWORKING DEFINITIONSOF KNOWLEDGEAND KM Knowledge is intangible and complex. It is created by and exists in people. It can be tacit and difficult to express (e.g. insights) or explicit and easy to express (e.g. a formula). There are many different perspectives and definitions of knowledge and KM.To avoid confusion, we recommend that organisations develop working definitions for knowledge and for KM to create a shared understanding of what the terms mean for them. In the standard: Guiding principle a) Nature of knowledge and d) Adaptive
- 13. THREE PERSPECTIVES ‘THING’ THINKING ‘KNOWING’ THINKING ‘DOING’ THINKING knowledge is: a resource that can be captured and shared a process of knowing that happens when people interact the part of knowing that comes only from practical experience approach to KM: capture knowledge and disseminate it encourage people to build relationships, networks and trust bring people from different disciplines and backgrounds together to solve problems © Judy Payne, Steve Simister and Eileen Roden, 2019
- 14. PRINCIPLE #3: BE CLEAR ABOUTTHE DIFFERENCE BETWEEN KM AND IM One of the main sources of confusion in KM is the difference between KM and IM.The confusion arises because knowledge is often codified to make it easy to share. Once knowledge is codified, it is subject to IM processes such as storage and retrieval. It is also part of KM, where the focus is on ensuring shared understanding , good decisions and effective action. On its own, codifying and sharing (e.g. in documents) is IM, not KM. IM can be used to support KM. In the standard:Guiding principle e) Shared understanding; Annex B Relationship between knowledge management and adjacent disciplines
- 15. THREE PERSPECTIVES ‘THING’ THINKING ‘KNOWING’ THINKING ‘DOING’ THINKING knowledge is: a resource that can be captured and shared a process of knowing that happens when people interact the part of knowing that comes only from practical experience approach to KM: capture knowledge and disseminate it encourage people to build relationships, networks and trust bring people from different disciplines and backgrounds together to solve problems information management knowledge management © Judy Payne, Steve Simister and Eileen Roden, 2019
- 16. PRINCIPLE #4: CREATE DIFFERENTWORKING ENVIRONMENTS FOR DIFFERENT KINDS OF KNOWLEDGE WORK Knowledge is intangible, so cannot be managed directly. KM is concerned with creating a working environment that encourages people to create, share and use knowledge. Culture is a key part of the working environment. Work focused on using existing knowledge is most effective in an environment of standard processes, control and order. Work focused on creating new knowledge requires an environment of shared purpose, autonomy and trust. Project work includes the use of existing knowledge and the creation of new knowledge.The way projects and knowledge are managed strongly influences the working environment. In the standard:Guiding principles f) Environment and g) Culture
- 17. DIFFERENTWORKING ENVIRONMENTS create new knowledge use existing knowledge nature of work standard processes control order shared purpose autonomy trust © Judy Payne, Steve Simister and Eileen Roden, 2019
- 18. PRINCIPLE #5: FOCUS ONTHE BIG KM PICTURE RATHERTHANTHE DETAILEDTOOLS AND TECHNIQUES KM is much more than adding a few activities to project work. When planning KM activities, consider the bigger KM picture. More important than specific tools and techniques are KM roles and responsibilities, knowledge structures such as standard terminology and policies, and the high level characteristics of different KM practices. In the standard:Guiding principle e) Shared understanding
- 19. CHARACTERISTICS OF KM PRACTICES SUPPLY DRIVEN Initiated by a desire or requirement to impart knowledge, often at a defined point in a project Populating a lessons learned database, conference presentations DEMAND DRIVEN Initiated by a need for knowledge, often a request for advice or need to creat knowledge Peer assist sessions, access to subject matter experts for advice ABOVETHE FLOW Takes people away from everyday work Attending a conference, writing an article INTHE FLOW Built in to everyday work Daily project meetings, open collaboration platforms LOW COMMUNICATION RICHNESS Typically asynchronous practices that connect people to information Email, shared drives HIGH COMMUNICATION RICHNESS Typically synchronous practices that connect people to other people Face-to-face workshops, online meetings with multiple communication tools LOW INTERACTION Little or no opportunity for people to interact Lectures, one-way webinars HIGH INTERACTION People encouraged to contribute and interact Facilitated workshops, brainstorming sessions © Judy Payne, Steve Simister and Eileen Roden, 2019
- 20. PRINCIPLE #6: EXPERIMENT, USE FEEDBACK AND ADAPT KM is complex and can be difficult to get right first time. Using feedback generated by experimentation helps you adapt KM activities to make sure they are effective – and develops your understanding of KM principles and your KM context. In the standard: Guiding principle h) Iterative
- 21. KM AS AN ITERATIVE AND ADAPTIVE PROCESS © Judy Payne, Steve Simister and Eileen Roden, 2019
- 22. PRINCIPLE #7: BEWARE OF ELEPHANTTRAPS 1. Failing to appreciate the strategic value-adding purpose and importance of KM 2. Failing to create shared understanding of knowledge and KM 3. Confusing KM with IM or bundling them together without distinguishing between the two 4. Focusing on KM activities without considering the working environments that support different kinds of knowledge work 5. Losing sight of the KM wood by focusing on the KM trees 6. Being impatient or falling into habitual project management process thinking without using feedback to find out what works in practice © Judy Payne, Steve Simister and Eileen Roden, 2019
- 24. KM CONTEXT –THE SINGLE PROJECT • A core feature of a project is its lifecycle, the stages it goes through as it progress from beginning to end. • KM needs to be embedded throughout the project lifecycle. • Each project stage has different KM purposes, so need tailored KM activities to suit the characteristics of that stage. • Ensuring KM is planned into each stage from the outset means the right people are involved from the outset. • Knowledge boundaries exist mainly at stage gates as the project passes from one stage to another. The most significant boundary is at handover and closeout. 24
- 25. KMTHROUGHTHE PROJECT LIFECYCLE 25 Strategic need Initiation Planning Execution Handover and closure Benefits realisation Plan future KM (working environment and activities) DO KM (working environment and activities) Figure 4.2 KM through the project life cycle. In: Payne, J., Roden, E. & Simister, S. (2019) Managing knowledge in project environments. Abingdon: Routledge Potential knowledge boundaries 25 © Judy Payne, Steve Simister and Eileen Roden, 2019
- 26. KM CONSIDERATIONS • In the early stages emphasis is on understanding of need and how project will fulfil this, ensuring the project is founded on solid organisational requirements. KM should be built into the business case and project management plans as part of the ‘plan future KM’. • In later stages plans are put into place during execution. Typically people involved in these stages will have had limited involvement in earlier stages. An appropriate working environment will support KM here e.g. a workshop rather than email exchange. • KM planning can reduce but not remove Knowledge boundaries. The major Knowledge boundary is at handover as the project team handover the project to the operational team. 26
- 28. PORTFOLIO WIDE KM Portfolio-levelPMO Business as usual Project Project Project Project Project Sub- Project Sub- Project Programme Programme Project Project Portfolio Strategic objectives and targets Strategic knowledge needs knowledge flow contribution liaison © Judy Payne, Steve Simister and Eileen Roden, 2019
- 29. DRIVERS FOR PORTFOLIO-WIDE KM Big Failure Big Success Systemic Issues ?
- 30. INTRODUCING PORTFOLIO-WIDE KM The Business Case Barriers Approach
- 31. THE KM CONTEXT:WHAT REALLY MATTERS Judy Payne
- 32. THE KM CONTEXT project delivery method governance and assurance knowledge boundaries culture knowledge perspective physical and virtual environments KM practices KM roles & responsibilities KM structures strategic KM purpose project type KM objectives and outcomes strategic knowledge needs © Judy Payne, Steve Simister and Eileen Roden, 2019