Knowledge Management and Information Governance
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Selected slides from the presentation for ARMA Chicago March 2016 lunch meeting and seminar. The group exercise is omitted.
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Knowledge Management and Information Governance
- 1. Knowledge Management and Information Governance: IncorporatingInformationGovernanceandKnowledgeManagementin OrganizationalLearningProgramsandImplementations Valeria L. Hunter, Principal Consultant Hunter Knowledge and Insights, LLC March 8, 2016
- 2. Personal Context • Experience: 30+ years in energy and/or consulting, 10 years in Knowledge Management/Organizational Learning • One year: Hunter Knowledge and Insights, LLC • Eighteen years: Amoco Pipelines, BP Pipelines, BP Alternative Fuels (Hydrogen Refueling), and BP Refining Technology • Eight years: Battelle Memorial Institute, Pacific Northwest National Laboratory • Four years: Westinghouse Hanford Company, Rockwell International • Two years: Detroit Edison
- 3. Discussion Context • Business Segments using these practices • Downstream businesses (Refining) • Upstream businesses (Exploration and Production) • Organizational Learning vs. Knowledge Management Capital Projects !
- 4. Simple questions - only one right answer: Best practice Question example: What safety inspection should be conducted on “x” piece of equipment? Response example: Create Q+A (expert) database or checklist or new Standard Operating Procedure 1 Complicated questions - better or worse answers: Better Practice Question example: What is the best way to stop duplication of effort on technical projects? Response example: Create a lessons learned portal or decision map or “expert search” 2 Complex questions - no apparent right answer: Emergent Practice Question example: Why is demand dropping in “x” and “y” markets? Response example: Engage a Community of Practice or Action Learning event 3 Fundamentally Undefined Questions: Novel Practice Question example: What disruptions will this organization need to respond to in 2025 and what do we need to do in order to be prepared? Response example: Convene a Knowledge Hacking event 4 © K3Cubed Ltd. 2014 www.k3cubed.com Developed by D. Griffiths, PhD © K3Cubed Ltd. 2015 Questions drive knowledge acquisition, storage, sharing and development KC Questioning Gap-Response
- 5. Governance Considerations • Align KM governance with organizational strategies, goals, and objectives • KM governance strategy starts from the first day of the employee’s life in the organization • Follow a holistic KM governance model, develop and execute a well designed plan • Organizational knowledge • Organizational culture, values, and behavior • IT systems
- 6. Knowledge Management System Solutions Technology systems available to practitioners Document Repository Local Lessons Repository Q&A Forum Self-service library of tools, templates and examples Lessons from organization events. Locally validated. Lessons of enterprise significance. Promoted from local organizations. Q&A Discussion Forum – Ask questions, provide responses. Supported by virtual community membership. Expertise Locator – Individual profiles and virtual community memberships. SME Locator Shared Learning Repository
- 7. Simple questions - only one right answer: Best practice Question example: What safety inspection should be conducted on “x” piece of equipment? Response example: Create Q+A (expert) database or checklist or new Standard Operating Procedure 1 Complicated questions - better or worse answers: Better Practice Question example: What is the best way to stop duplication of effort on technical projects? Response example: Create a lessons learned portal or decision map or “expert search” 2 Complex questions - no apparent right answer: Emergent Practice Question example: Why is demand dropping in “x” and “y” markets? Response example: Engage a Community of Practice or Action Learning event 3 Fundamentally Undefined Questions: Novel Practice Question example: What disruptions will this organization need to respond to in 2025 and what do we need to do in order to be prepared? Response example: Convene a Knowledge Hacking event 4 © K3Cubed Ltd. 2014 www.k3cubed.com Developed by D. Griffiths, PhD © K3Cubed Ltd. 2015 Questions drive knowledge acquisition, storage, sharing and development KC Questioning Gap-Response
- 9. Toolkit Repository • Find tools, templates, and examples in the toolkit repository • Submit the tools, templates, and examples that you find useful at your site to share with colleagues.
- 10. Governance Considerations • Define review and retention guidelines. • Ensure that knowledge is retained and removed in compliance with retention guidelines. • Establish clear decision authority
- 11. Simple questions - only one right answer: Best practice Question example: What safety inspection should be conducted on “x” piece of equipment? Response example: Create Q+A (expert) database or checklist or new Standard Operating Procedure 1 Complicated questions - better or worse answers: Better Practice Question example: What is the best way to stop duplication of effort on technical projects? Response example: Create a lessons learned portal or decision map or “expert search” 2 Complex questions - no apparent right answer: Emergent Practice Question example: Why is demand dropping in “x” and “y” markets? Response example: Engage a Community of Practice or Action Learning event 3 Fundamentally Undefined Questions: Novel Practice Question example: What disruptions will this organization need to respond to in 2025 and what do we need to do in order to be prepared? Response example: Convene a Knowledge Hacking event 4 © K3Cubed Ltd. 2014 www.k3cubed.com Developed by D. Griffiths, PhD © K3Cubed Ltd. 2015 Questions drive knowledge acquisition, storage, sharing and development KC Questioning Gap-Response
- 13. Question and Answer Forum Question and Answer Forums • Tool that allows access to employee and contractor voluntary knowledge and expertise through threaded discussions • Has searching capability to all previously asked questions • Also searches the Shared Learning Repository as well as the Document Library which contains information already validated by subject matter experts.
- 14. Introduction to Q&A Forum • The Q&A Forum is a web-based collaboration tool for the enterprise that allows individuals to access peoples' voluntary knowledge and expertise through threaded discussions • Participation in a Q&A Forum provides you with access to the knowledge and experience of others and also allows other members to benefit from your experiences. It provides a powerful mechanism to proactively seek early input into potential issues or opportunities, and to improve planning and execution activities in our Operations • Although the distribution lists for categories have SMEs as members it is important to remember that you have the responsibility to ensure the responses are appropriate before acting on them • Not only do the Q&A Forums provide you with the capability to search all previously asked questions it also searches the Shared Learning System as well as document libraries which contains information already validated by SME’s. Forum leadership is continually looking at ways to improve these linkages and thereby increase technical knowledge
- 16. Purpose • Allows staff to identify other people with particular interests and experience and contact them as appropriate • As the approved Community tool, it is the central on-line place for a community to come together, collaborate and share their knowledge in a positive and focused environment. Connect Communities support Forum and Wiki functionality to enhance knowledge sharing within communities. How can this help? • Helps staff network with others who have similar roles and varying levels of experience so they can identify other people who might help How can this support be accessed? • Available on the intranet • Employees keep the system effective by updating their own page.
- 17. Connect profile
- 18. Connect
- 20. Sharing and searching • Lessons are searchable locally • Lessons may be searched globally • Global searches also reach into the discussion forum
- 21. Local Lessons Repository Q&A Discussion Forum
- 23. Governance Considerations • Define quality for lesson acceptance and use quality management tools • Create style sheets and/or templates • Consider technical writers and/or editors • Use workflow tools to manage content • Avoid knowledge proliferation • Periodically review knowledge for accuracy and relevance • Define and implement a review process • Define guidelines for content creators • Provide a consistently high quality user experience • Establish clear decision-making authority and escalation procedures • Manage policy violations • Resolve conflicts on a timely basis.
- 24. Content: Quality Lessons A Quality Lesson . . . includes . . . is NOT . . . has structure • a factual statement / factual description of a set of events • a specific recommended action / set of actions • a reference to the relevant existing Standard, Practice, or process so it can be updated • an emotive or subjective view or opinion related to an event • what results from failure to follow an existing standard practice or process • a set of opinions or feedback on vendor performance • Expectation • Actual Event • Difference • Learning • Recommendation(s) Lessons follow the Quality Lesson format
- 25. Governance Considerations • Periodically review knowledge for accuracy and relevance • Define and implement a review process • Avoid knowledge proliferation (in discussion forums) • Define policies for responses • Define guidelines for content creators • Provide a consistently high quality user experience
- 26. Simple questions - only one right answer: Best practice Question example: What safety inspection should be conducted on “x” piece of equipment? Response example: Create Q+A (expert) database or checklist or new Standard Operating Procedure 1 Complicated questions - better or worse answers: Better Practice Question example: What is the best way to stop duplication of effort on technical projects? Response example: Create a lessons learned portal or decision map or “expert search” 2 Complex questions - no apparent right answer: Emergent Practice Question example: Why is demand dropping in “x” and “y” markets? Response example: Engage a Community of Practice or Action Learning event 3 Fundamentally Undefined Questions: Novel Practice Question example: What disruptions will this organization need to respond to in 2025 and what do we need to do in order to be prepared? Response example: Convene a Knowledge Hacking event 4 © K3Cubed Ltd. 2014 www.k3cubed.com Developed by D. Griffiths, PhD © K3Cubed Ltd. 2015 Questions drive knowledge acquisition, storage, sharing and development KC Questioning Gap-Response
- 28. Community Model Industry1/General Communities • Ensure community activities address business issues • Ensure there are clearly stated goals • Ensure high levels of sponsor expectation • Engage members in developing good practice • Improve the usefulness of tools provided • Promote CoPs ability to help employees solve daily work • Provide funding for face to face events • Provide CoP leader training • Ensure CoP leaders are given sufficient time in role Enterprise Communities • Model is federal by nature and so aligned with the revised performance contract • The way for the enterprise to leverage its technical knowledge across the organization • Consistent messages about the Community role: • Connectivity across business units and center • Improve efficiency by copying what’s already done • Sharing best practices and efficiently documenting our knowledge • Opportunity to standardize on an “enterprise way” over longer term • Supporting short term plant issues, a virtual knowledge pool 1. Data from Communities of Practice Benchmarking Report – Using CoP’s to improve individual and organizational performance, Knowledge & Innovation Network, Warwick Business School, 2006. Survey of 1286 CoP members, across 10 global organizations including 3 Oil & Gas companies
- 30. Peer Assists and Peer Reviews • Peer Assist • Individuals or teams request support or assistance from any employee in the company • The horizontal part of the “T-shaped management approach“ where teams share knowledge freely across the organization • Peer Reviews • Required reviews conducted as input to the decision to move projects into future stages • Incremental funding is contingent on successful peer review results • Other incentives can be made contingent on successful peer review
- 31. Governance Considerations • How do you manage expert judgement? • How do you provide transparent mechanisms for risk management, evaluation and measurement without discouraging participation?
- 32. Simple questions - only one right answer: Best practice Question example: What safety inspection should be conducted on “x” piece of equipment? Response example: Create Q+A (expert) database or checklist or new Standard Operating Procedure 1 Complicated questions - better or worse answers: Better Practice Question example: What is the best way to stop duplication of effort on technical projects? Response example: Create a lessons learned portal or decision map or “expert search” 2 Complex questions - no apparent right answer: Emergent Practice Question example: Why is demand dropping in “x” and “y” markets? Response example: Engage a Community of Practice or Action Learning event 3 Fundamentally Undefined Questions: Novel Practice Question example: What disruptions will this organization need to respond to in 2025 and what do we need to do in order to be prepared? Response example: Convene a Knowledge Hacking event 4 © K3Cubed Ltd. 2014 www.k3cubed.com Developed by D. Griffiths, PhD © K3Cubed Ltd. 2015 Questions drive knowledge acquisition, storage, sharing and development KC Questioning Gap-Response
- 33. Global and Regional F2F • Working conferences • Global and/or regional face-to-face meetings (organized by CoP) • Advisor taught training courses
- 34. Governance Considerations • How do you manage expert judgement? • How do you provide transparent mechanisms for risk management without discouraging participation and innovation?
- 35. Resources Prokesch, Steven E. 1997. “Unleashing the Power of Learning: An Interview with British Petroleum’s John Browne.” Harvard Business Review 75(5):147-168. Hansen, Morten T. and Bolko von Oetinger. 2001. “Introducing T-Shaped Managers: Knowledge Management’s Next Generation.” Harvard Business Review 79(3): 106-116. Archibald, Douglas, Richard McDermott, Paul Conville, and Andrew Parker. 2006. “Communities of Practice Benchmarking Report: Using CoPs to Improve Individual and Organisational Performance”. Knowledge & Innovation Network, Warwick Business School, University of Warwick. Rhem, Anthony. 2015. “The importance of KM Governance: Leveraging KM Governance, the road ahead”. Presentation to KM Chicago. http://knowledgemanagementdepot.com/2013/11/23/the-need-for- knowledge-governance/
- 36. Contact Valeria L. Hunter, Principal Consultant Hunter Knowledge and Insights, LLC (708) 330-5325 Business website and blog: http://www.valerialhunter.com Email: valeria@valerialhunter.com Twitter: @KnowMgr_Hunter KM and Org Learning content website: http://www.huntvale.info Higher Education blog: http://www.huntvale.info/blog