CoP Strategy and Measurement, KM Approach, How to be a Good KM Manager, Creating the Discipline of KM

02-May-07 Archive of Weekly KM Blog by Stan Garfield

KM Question of the Week

Q: We are looking to implement a more formal strategy and evaluation plan for communities of practice. What do you have in place?

A: At HP, we have a strategy for communities that includes:

  1. Establish three tiers of communities: professions (the most formal — for our roles such as project manager), solution practice communities (for our service offerings), and specialty forums (for communities of interest).
  2. Nurture community leaders with regular con calls for idea sharing.
  3. Formally manage threaded discussion forums to avoid redundancy, weed out inactive ones, ensure growth in subscribers and posts, and monitor discussions to ensure that questions are answered.

The measurements established for professions are:

  1. Number of people enrolled
  2. Number of professional certifications
  3. Number of mentors and mentees
  4. Number of white papers published and read
  5. Number of training and community events
  6. Overall health rating (green, yellow, red)

We measure threaded discussion forums as follows:

  1. Number of Forums
  2. Number of Subscriptions
  3. Number of New Threads
  4. Number of Replies
  5. Total Number of Posts
  6. Number of Participants
  7. % of Population Participating
  8. Overall health rating (healthy, in danger, dead)

The moderators of forums in danger are coached on how to get their forums healthy. Dead forums (those with no activity for a month) are given one month to become active, and are deleted after two months of inactivity.

KM Blog of the Week

KM Apprentice by Gian Jagai

KM Approach

I’ve been asked to develop a plan for my KM strategy. So with lots of help I came up with the following.

  • Good KM Practices
  • Success Metrics
  • Keys to Success
  • First Year Objectives
  • 3 Month Objectives

Conclusion: My goal is at the end of 3 years, the separate groups will have incorporated the various processes and practices into their own methods. Also, KM would encompass other strategic initiatives, so that a formal corporate led KM initiative is no longer needed, but is self sustaining throughout the company.

KM Link of the Week

Cal State Northridge Master’s Program in KM

A growing number of private sector and nonprofit organizations are implementing Knowledge Management (KM) programs. Consequently, there are a growing number of career opportunities in this innovative field. To meet this need for trained professionals, California State University, Northridge previously offered a challenging Distance Learning (DL) master’s degree program for professionals currently employed in the public, private, or nonprofit sectors who wish to acquire the skills and abilities required in this emerging field.

One of the faculty members was Allan Crawford who posted the following in the actKM Discussion List on how to be a good KM manager:

At a minimum I would say you need to be a good KM manager in order to be successful at KM.

An effective KM manager needs to:

  • Grasp the business issues — and develop a plan for using the variety of KM tools and processes will allow the organization to use what they know to more effectively create value
  • Understand the value proposition of KM tools and processes (what do they cost in terms of time and dollars, what to they return in terms of time, dollars, quality)
  • Maximize output of the people and KM systems they manage — apply the resources to the right projects at the right time
  • Optimize costs/expenses of the KM program to deliver maximum benefit to the organization
  • Ensure that the right KM tools and processes are applied to solve the appropriate organizational issues

In order to help leverage what the organization knows (i.e., apply appropriate KM tools and processes) to

  • Keep Problems/Defects as low as possible
  • Help the organization sale more units, save more lives, deliver a high quality product that meets the needs of the customer
  • Meet the organizational goals

So that you can leverage what the organization knows to create a sustainable competitive advantage.

KM Book of the Week

Creating the Discipline of Knowledge Management: The Latest in University Research by Michael Stankosky

In this book Dr. Michael Stankosky, founder of the first doctoral program in knowledge management, sets out to provide a rationale and solid research basis for establishing Knowledge Management (KM) as an academic discipline. While it is widely known that Knowledge is the driver of our knowledge economy, Knowledge Management does not yet have the legitimacy that only rigorous academic research can provide. This book lays out the argument for KM as a separate academic discipline, with its own body of knowledge (theoretical constructs), guiding principles, and professional society.

In creating an academic discipline, there has to be a widely accepted theoretical construct, arrived at by undergoing scholarly scientific investigation and accompanying rigor. This construct becomes the basis for an academic curriculum, and proven methodologies for practice. Thus, the chapters in this book bridge theory and practice, providing guiding principles to those embarking on or evaluating the merits of a KM program.

As a methodology itself for undertaking the development of a body of knowledge, a KM Research Map was developed to guide scholars, researchers, and practitioners. This book presents this map, and showcases cutting-edge scholarship already performed in this nascent field by including the dissertation results of eleven KM scholar/practitioners.

Highlights:

  • First book to provide cutting-edge research from new scholars in Knowledge Management
  • Provides a rationale and research base for establishing knowledge management as an academic discipline
  • Research from the first doctoral program in knowledge management in North America, at George Washington University

Table of Contents

  1. Advances in Knowledge Management: university research toward an academic discipline, Editor: Michael A. Stankosky, D.Sc.
  2. The Early Pathways: Theory to Practice: A Continuum, Francesco A. Calabrese, D.Sc.
  3. Developing A Foundation For A Successful Knowledge Management System, Charles H. Bixler, D.Sc.
  4. An Empirical Study of Organizational Culture Types and their Relationship with the Success of a Knowledge Management System and the Flow of Knowledge in the U.S. Government and Nonprofit Sectors, Juan Roman-Velazquez
  5. Building a Knowledge-Centered Culture: a Matter of Trust, Vincent M. Ribière, D.Sc.
  6. The State of Knowledge Management Practice in Taiwan, William D. Schulte, Ph.D. and Po Jeng Wang, D.Sc.
  7. Relationship between Knowledge Management Technologies and Learning Actions of Global Organizations, Juan Pablo Giraldo, D.Sc.
  8. Leveraging Knowledge Management Technologies to Manage Intellectual Capital, Kevin O’Sullivan, D.Sc.
  9. Knowledge Management Technology and Organizational Culture, Heejun Park, Ph.D.
  10. Knowledge Management in a Military Enterprise: A Pilot Case Study of SPAWAR, Captain Mickey V. Ross, USN, D.Sc. and Dr. William Schulte
  11. Knowledge Management Criteria, Dr. Vittal Anantatmula
  12. A Framework of Intangible Valuation Areas (FIVA), Dr. Annie Green