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Re: Perspectives on KMWorld conference
#research
#periodicals
#KMWorld
Thomas Blumer
Hi Allan,
Thank you for the great summary. I missed a final word from you on the video :-) Some of the notes I took are: -Combination of semantic, personalized and social search approaches -The hidden value of emails and how to harvest them -Build (KM) reputation based on value and actions and not credentials or titles -How to ask questions without losing face within a company -KM for KM folks (best practices and learning) I seemed to me that the (vendor driven) message of the KM World was "use social media and KM will work." As the statements from Allan's interview indicated, the new tools will not solve the fundamental issues KM has to overcome. The new tools have to show business value to be successful and the psychological aspects that enable knowledge transfer and allow identifying experts will be the key ingredient. Best regards, Thomas
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Re: Perspectives on KMWorld conference
#research
#periodicals
#KMWorld
Allan, Thanks for sharing these insights. It is great to see a strong emphasis on people (and therefore behavior and social interactions) in every one of the responses. I also enjoyed seeing names of people I have had similar discussions with in the past and that some of them have shifted their thinking (or at least emphasis), even though they have changed roles/organisations (or perhaps because of this). More on this in my Feb webinar. Arthur Tweeting as Metaphorage
On 10/12/2009, at 6:00, <allancrawford@...> wrote:
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Re: Perspectives on KMWorld conference
#research
#periodicals
#KMWorld
Murray Jennex
I want to second Arthur's observation! It appears to me that for once
academia and practice are in agreement as I know my journal, the International
Journal of KM, tends to a more people and organizational focus and the
conference track I chair at the Hawaii International Conference for System
Sciences, HICSS, titled Knowledge Management Systems, primarily focuses on
organizational and people issues (as well as technical issues). I do think
we are in a time where technology is catching up to what we need it to do for us
to further develop KM, but it will still be the organizational and people issues
that will be the hardest to solve.....murray jennex
In a message dated 12/9/2009 6:35:45 P.M. Pacific Standard Time,
arthur@... writes:
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Perspectives on KMWorld conference
#research
#periodicals
#KMWorld
Allan Crawford
I had the chance to interview Stan and a few others at the end of the
recent KM World conference. The interview
question was simple -- what was your main take away from the
conference.
Here are a few of the
responses:
The consistent themes appear to be that KM is about connecting people to people...KM is social... and success is dependant upon behaviors. Even with the emergence of E2.0...techology is an important enablor for the connections ("YouTube has changed KM")...but is not the center of KM. Something that many members of the SIKM group have been saying for a long time. You can see the video complication of these interviews at www.kmisalive.com
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Re: Employee Contributions to KM Initiatives: Participation Targets Established?
#metrics
Allan Crawford
As others have said...I have not worked in an organization
that established participation targets. Although we certainly tracked use
of various systems such as our knowledge asset respository and our discussion
forums. What we did do was target programs and projects where we felt KM
could make the biggest difference and then "measured the results" by collecting
stories and asking the teams and the managers..."what's working, what could be
going better...and what can be done to have a greater impact on the busienss
outcomes." By systematically doing this we were able to show the benefits
of the program to Senior Management...which allowed us to not only to sustain,
but grow the program.
Allan Crawford
CSUN Master's in KM program From: sikmleaders@... [mailto:sikmleaders@...] On Behalf Of bill@... Sent: Tuesday, December 08, 2009 12:44 PM To: sikmleaders@... Subject: RE: [sikmleaders] Employee Contributions to KM Initiatives: Participation Targets Established?
Short answer: We never established participation targets..better, we believe, we established the types of information and experience that we wished to capture for reuse which was tied to our strategy and performance goals and that of our customers..the reasoning is that participation leading to capture and reuse of critical knowledge (information + experience) will be dependent on the value that people derive from participation, pushing or pulling knowledge, and how that knowledge is used and for what purpose when retrieved.
Bill
BillKaplan CPCM
a service disabled veteran owned small business
571.934.7408 (o) 703.401.4198 (c)
http://www.linkedin
From: sikmleaders@
Have you established employee participation targets in your knowledge management initiative? We are trying to determine an appropriate levels of participation and knowledge contribution within Cisco's services division. Please specify how you are defining participation - i.e. is it creating best practice white papers, leveraging knowledge base, contributing to communities, adopting a tool, uploading content, etc.) and whether the target is a based on a % of employees, # of actions/behaviors, or something else. Thanks very much.
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(Event) Digital Asset Management: Free webinar series January 14 - February 4
#webinar
Seth Earley
Hi there,
I met a number of folks at the SIKM dinner in San Jose a few weeks back. It was nice to put faces with names.
I mentioned to some of you that we were running another of our free conference call series in January and promised to post the details when available.
This series is on Digital Asset Management. Feel free to forward to colleagues. (These are educational calls – not vendor pitches. We will likely have a sponsor or two but separate the commercial message)
DAM implementations are typically associated with non text content – images, video, illustrations, marketing assets, etc. Some people treat these the same as usual content management applications (after all, aren’t all electronic assets “digital”?) but DAM presents a unique set of challenges in organizations of all types.
-----------------------------
Earley & Associates presents a free
4-part Jumpstart webinar series dedicated to the strategic, organizational and
technological challenges of Digital Asset Management (DAM). The series of
90-minute weekly webinars begins with laying the groundwork for building the
business case for DAM, and subsequent sessions tackle marketing resource
management, optimizing creative workflows, and the impact of taxonomy on asset
reuse. We will close with an overview of the DAM vendor landscape, including
tool selection considerations and the vendor selection process.
Seth Earley President EARLEY & ASSOCIATES, Inc. Email: seth@...
Follow me on twitter: sethearley
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Re: Employee Contributions to KM Initiatives: Participation Targets Established?
#metrics
Matt Moore <innotecture@...>
Doug, I reckon the answer is that old favourite: it depends. It depends on: - What the initiative is (is it writing a manual, creating a domain community, etc). - What the goals of the initiative are (& therefore how many people have to be involved). Observations: - Setting a baseline & then building on that is often better than a target per se. However you may not be able to get away with this for political reasons. - Setting targets can drive some really weird behaviours. Two stories: - When I was working a CoP programme at an Australian Federal Govt Dept, we measured participation levels over time in terms of attendance at comunity meetings (email lists were a little technologically advanced for this org, so it was all F2F & video conferencing). We took continued attendance as a proxy for perceived value.. This was more about setting a baseline than looking for a total figure. We calculated that about 60% of staff had been involved in one of our sessions. - When I worked for a large, international services firm as an Asia-Pac KM person, there was a big global push to sign people up to the global KM database - participation targets. I was asked why so few Japanese people had signed up. I told them it was because most of the Japanese staff didn't speak English, they had their own Japanese-language databases and the global one had no Japanese content in. I was told this wasn't a good enough reason. Targets had been set. It was suggested that the invitation email be translated into Japanese. I replied that this was all very well but what would happen after the Japanese staff logged on and found nothing there for them? I suggested that all Japanese staff automatically be set up with database accounts and then left alone. Targets met, everyone happy. N.B. We did looked at alternative channels to engage the Japanese part of the business with global KM activities - but not through database spamming. Matt
From: doug To: sikmleaders@... Sent: Wed, December 9, 2009 6:45:31 AM Subject: [sikmleaders] Employee Contributions to KM Initiatives: Participation Targets Established? Have you established employee participation targets in your knowledge management initiative? We are trying to determine an appropriate levels of participation and knowledge contribution within Cisco's services division. Please specify how you are defining participation - i.e. is it creating best practice white papers, leveraging knowledge base, contributing to communities, adopting a tool, uploading content, etc..) and whether the target is a based on a % of employees, # of actions/behaviors, or something else. Thanks very much.
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Re: Employee Contributions to KM Initiatives: Participation Targets Established?
#metrics
Short answer: We never established participation targets..better, we believe, we established the types of information and experience that we wished to capture for reuse which was tied to our strategy and performance goals and that of our customers..the reasoning is that participation leading to capture and reuse of critical knowledge (information + experience) will be dependent on the value that people derive from participation, pushing or pulling knowledge, and how that knowledge is used and for what purpose when retrieved.
Bill
BillKaplan CPCM
a service disabled veteran owned small business
571.934.7408 (o) 703.401.4198 (c)
http://www.linkedin.com/in/ckobill
From:
sikmleaders@... [mailto:sikmleaders@...] On Behalf
Of doug
Have you established employee participation targets in your knowledge management initiative? We are trying to determine an appropriate levels of participation and knowledge contribution within Cisco's services division. Please specify how you are defining participation - i.e. is it creating best practice white papers, leveraging knowledge base, contributing to communities, adopting a tool, uploading content, etc.) and whether the target is a based on a % of employees, # of actions/behaviors, or something else. Thanks very much.
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Re: Employee Contributions to KM Initiatives: Participation Targets Established?
#metrics
Celia Bohle
Hi Doug,
toggle quoted messageShow quoted text
See also "The 90-9-1 Principle": http://www.90-9-1.com/ Best regards, Celia Mark May schrieb:
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Re: Employee Contributions to KM Initiatives: Participation Targets Established?
#metrics
Mark May
Hi, Doug. We have not set targets within IBM. But a guideline that I reference in internal discussions about vitality and community health is Gartner's study from last year on "How to Determine Levels of Engagement for Generation Virtual." http://www.gartner.com/it/page.jsp?id=721008 The study said:
The study was done for marketing organizations, but I think the result can be applied to KM initiatives too. Best regards, Mark
Have you established employee participation targets in your knowledge management initiative? We are trying to determine an appropriate levels of participation and knowledge contribution within Cisco's services division. Please specify how you are defining participation - i.e. is it creating best practice white papers, leveraging knowledge base, contributing to communities, adopting a tool, uploading content, etc.) and whether the target is a based on a % of employees, # of actions/behaviors, or something else. Thanks very much. ------------------------------------ Yahoo! Groups Links <*> To visit your group on the web, go to: http://groups.yahoo.com/group/sikmleaders/ <*> Your email settings: Individual Email | Traditional <*> To change settings online go to: http://groups.yahoo.com/group/sikmleaders/join (Yahoo! ID required) <*> To change settings via email: sikmleaders-digest@... sikmleaders-fullfeatured@... <*> To unsubscribe from this group, send an email to: sikmleaders-unsubscribe@... <*> Your use of Yahoo! Groups is subject to: http://docs.yahoo.com/info/terms/
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Employee Contributions to KM Initiatives: Participation Targets Established?
#metrics
doug <dmadgic@...>
Have you established employee participation targets in your knowledge management initiative? We are trying to determine an appropriate levels of participation and knowledge contribution within Cisco's services division. Please specify how you are defining participation - i.e. is it creating best practice white papers, leveraging knowledge base, contributing to communities, adopting a tool, uploading content, etc.) and whether the target is a based on a % of employees, # of actions/behaviors, or something else. Thanks very much.
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KM Master's Degree program - deadline for registration
#learning
Allan Crawford
The purpose of this post is to let the SIKM group know
more about the online Master's degree program in KM at Cal
State Northridge...and to let you know the next cohort starts
in February with the application deadline of December 23. If you know
of people that may be interested in this program...please this along to
them....
And I applogize to those of you that are on both this
list and ACTKM for the cross posting.....
-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
With
the recent passing of Dr Vaine (if you are
not familar with this tongue in cheek character...and Patick Lambe's alter
ego...check out Green Chameleon
site) - and Dave Snowden's admonishment that KM is Dead - we would
like to let you know that KM is alive in California - and that you can get a
degree in KM at Cal State University Northridge...
The
CSUN online Master's in KM program has been in existence for just over 4 years
and we are in the middle of our 3rd cohort. The next program begins in February
2010 - with registration closing Dec 21. The program is open to all
students with an undergraduate degree from an accredited
university.
The
program is an alternative to a traditional MBA. It is a two year,
entirely online, degree program tailored to the working
mid-career adult. The focus is on developing leaders that are equiped
with the knowledge and the skills to help organizations leverage and build
on what they know in order to thrive in today's hyper competitive knowledge
based world.
Students take two classes a semester with three semesters per
year. Lectures are asynchronous and online. We use social
media tools including microblogs, wikis, blogs, discussion forums and tools such
as skype and go-to-meeting for a rich online experience.
The
program brings together faculty from the academic and practitioner
worlds. Students come from a wide variety of backgrounds and
locations around the globe.
Courses include:
For
more information on the program, the faculty and registration see the
website at http://tsengcollege.csun.edu/kmdl/index.htm and
feel free to contact me via e-mail or phone.
Allan
Crawford
Academic Lead
CSUN
Master's in KM
310-994-1619
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Job Opening: Global Platform Manager, Collaboration
#jobs
If you are interested in this position or know someone else who might be, please directly contact Paul Maranville at 312-962-4765 or pmaranville@... LOCATION MILWAUKEE, WISCONSIN RESPONSIBILITIES The Global Platform Manager, Collaboration (GPMC) is an enterprise technology program manager with responsibility to gather requirements, develop technology strategy, manage vendor selection, develop implementation plans and drive adoption of collaboration solutions within the Global Enterprise. This role is considered an individual contributor with additional responsibility of managing two direct reports to support the development of collaboration solutions to meet defined business requirements. Under the general direction of the Director of Platform Management, the GPMC is responsible for strategic planning and guidance around the defined collaboration environment. The goal of the individual, and the team they manage, is to develop short term and long term strategies for the enterprise. They will work with business unit leaders to gather requirements for these technologies. Additional expectations include bench marking performance of technology and services against internal and external sources, the development of a compelling communication plan; as well as consistent use of "Best Business Practices" for ongoing year over year platform improvement. The Platform Manager will be responsible for the deployment of new services and platforms; including the successful hand-off to the Global Service Delivery Team leads for ongoing service and support. Additional expectations include the development, maintenance, and publishing of technology strategy documents, technology road maps, and platform technology presentation materials for consumption by, and presentation to, the enterprise. Specific and key responsibilities include: Identify key strategic business and functionality requirements from Business Units and regions of the world. Solicit input from outside industry experts on vision and direction. Team with strategic partners in defining solutions that meet business needs. Develop long term vision of platform technologies and solutions through collaboration with architecture leadership. Develop global priorities and business plan objectives. Select appropriate technology for deployment and application. Define the implementation plans (timing, sequence, etc.) of technology road maps. Ensure sustainable market-leading commercial structure through rigorous supply base management. Gather benchmarking data on platform technology and service delivery models. Develop and communicate business value of global programs. Prepare appropriate communication materials to present to business and IT leaders: (PowerPoint, Wiki, Portal Page Content). Collaborate with Global Service Delivery Managers to ensure consistent deployment and best practice sharing. Chair and facilitate the Global Platform/Program Office. Collaborate with the Global Program Office to maintain and deliver the Service Catalogs, and Global Score Cards. Recommend Enterprise IT Policies. Provide mentoring and leadership for Global Project Managers, ensuring the viability and completeness of platform visions and strategies. REPORTING STRUCTURE The Global Platform Manager, Collaboration will report to the Director of Platform Management who reports to the Global Infrastructure Vice President. This position will have two direct reports. THE SUCCESSFUL CANDIDATE MINIMUM EXPERIENCE 8 to 12 years experience with 4 to 8 years of related experience managing groups, projects, strategic planning, and technical services. EDUCATION Bachelor's degree in business, engineering, or computer science discipline. Master's degree is desirable. QUALIFICATIONS Strong background in Infrastructure services such as voice, data networking, client computing, collaboration and end user support services. Strong project management / program management skills. A proven track record of managing platforms or services through all life-cycle phases in accordance with established directions and standards. Proven ability to develop business cases for technology introductions. Ability to establish and maintain a high level of trust and confidence in the group's knowledge of, and concerns for, business needs. Ability to team with strategic providers in defining solutions that meet business needs. Experience in working with global teams, projects and implementations. Strong analytical skills to analyze system and application requirements and relate them to appropriate technology solutions. Proven ability to develop business cases for new technology introductions. A proven track record of managing technology through all life-cycle phases in accordance with established directions and standards. Outstanding technical and nontechnical communication skills; written, verbal, and presentation with proven applicability across all levels both inside and outside the company. Ability to establish and maintain a high level of trust and confidence in the group's knowledge of, and concerns for, business needs and requirements. Ability to team with strategic providers in defining solutions that meet business requirements. Experience in working with, and leading, global teams, projects, and implementations. Proven relationship development skills. Skilled at sophisticated decision making and problem solving. Can accomplish change management while tolerating ambiguity. Practices effective focus, priority, and timing and teaches these to the team. Unquestioned integrity, values, ethics, and trustworthiness. Proficient in Microsoft Suite Applications (Word, Excel, PowerPoint and Project).
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Michael Sampson's collaboration video
#video
#collaboration
Matt Moore <innotecture@...>
Hello,
We recorded Michael Sampson's session at the NSW KM Forum this week (well most of it). More here: http://vimeo.com/7991776 Many thanks to Michael & all the participants! Regards, Matt
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Performance Enhancing - Request for case studies / input
#books
#call-for
#case-studies
Matt Moore <innotecture@...>
Hello,
You may remember this article that I wrote with the help of many good people a while ago: http://innotecture.wordpress.com/2009/03/09/learning-knowledge/ Well it's going to become a book. Published by the prestigious Innotecture Press imprint. I'm on the look out for case studies, interviewees and chapter reviewers. Some more background: Title: Performance Enhancing Audience: KM, L&D and OL professionals Purpose: To examine the opportunities presented by combining knowledge management and organisation-based learning. Structure: Pt 1 - The Why - Theoretical, historical & professional issues Pt 2 - The How - Creating combined interventions to enhance performance (how do we do it better) Pt 3 - The Who - Case Studies Any help much appreciated. cheers Matt
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KMers Chat Schedule
#KMers
Robert Swanwick
This week's topic: "The relationship between Social Media and KM"
Next week's topic: "13 tips for KM" from Stan Garfield Chat's are Tuesdays at 12pm ET. View more information about this week's chat at http://bit.ly/83RWbZ Join any of the chats by pointing your browser to http://KMers.org/chat or use your favorite Twitter app with the hashtag #KMers Swan
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Re: KM queries: Governance, usage and metrics
#governance
Varol Onur Kayhan <onurk77@...>
Hi Jeevan, I am doing research concerning your first point (i.e., governance). Basically, I argue that there are two alternative modes of governance, expert-governance and community-governance, to ensure high quality knowledge in knowledge repositories. I am in the process comparing and contrasting them. I've talked with a couple of major organizations about these two mechanisms. If you are interested, I'd be happy to talk to you about my preliminary findings... Sincerely, Varol
From: jeevan kamble To: sikmleaders@... Sent: Fri, November 27, 2009 12:52:56 PM Subject: [sikmleaders] KM queries: Governance, usage and metrics Dear All, I am working on a presentation to cover some of the pointers on KM as listed below. Most of the answers are already available but thought to repeat the queries to know some unknown old and new experiences. Would like to know your valuable insights on:
Would be great if you could provide me the examples. Thanks &
regards Jeevan The INTERNET now has a personality. YOURS! See your Yahoo! Homepage.
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KM queries: Governance, usage and metrics
#governance
Jeevan Kamble
Dear All, I am working on a presentation to cover some of the pointers on KM as listed below. Most of the answers are already available but thought to repeat the queries to know some unknown old and new experiences. Would like to know your valuable insights on:
Would be great if you could provide me the examples. Thanks &
regards Jeevan The INTERNET now has a personality. YOURS! See your Yahoo! Homepage.
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Robert Swanwick
The Twitter Chat went really well. I know that we had several of the SIKMleaders members on the chat. Thank you for your support. Just like this community or any other, it is what the members put into it.
toggle quoted messageShow quoted text
Stan has been kind enough to reprise his 13 KM tips from KMWorld on a #KMers chat in Dec. Check http://KMers.org for details. Swan
--- In sikmleaders@..., "Swan" <swan_fun@...> wrote:
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Multiple portal/ECM job openings at Deloitte
#jobs
Deloitte has the following three roles available across the country, with multiple openings (by region) listed on the careers section at http://careers.deloitte.com/united-states/experienced-professionals/experienced.aspx . The key requirement is implementation experience with one or more portal and ECM platforms (SAP Portal/NetWeaver, Plumtree, Vignette, SharePoint, BEA Portal, Websphere Portal, Documentum, FileNet, Hummingbird, Open Text, iManage, eiStream, Captiva). Consulting experience is also key.
Senior Managers in the Web Channel Solutions practice are required to have: · 10 years of relevant consulting or industry experience · At least 4 years of experience managing large technology engagements · A minimum of 6 full life cycle implementations · A willingness to travel 80 - 100% of the time · Experience managing Portal implementation projects · A minimum of 5 years experience with one or more Portal capabilities such as Security, Search, Personalization, Internationalization, Categorization, Taxonomy, Messaging, Collaboration, and Publishing · A minimum of 5 years experience with one or more Portal and ECM platforms: SAP Portal/Netweaver, Plumtree, Vignette, SharePoint, BEA Portal, Websphere Portal, Documentum, FileNet, Hummingbird, Open Text, iManage, eiStream, Captiva, Vignette · A minimum of 4 years experience developing statements of work and/or client proposals · Ability to architect a portal solution and provide optimization recommendations to portal managers · Ability to recommend platform selection and application integration options to clients Managers in the Web Channel Solutions practice are required to have: · 8 years of relevant consulting or industry experience · At least 2 years of experience managing large technology engagements (with team sizes ranging from 10-25 resources) · A minimum of 4 full life cycle implementations · A willingness to travel 80 - 100% of the time · A minimum of 3 years experience managing Portal implementation projects · A minimum of 3 years experience with one or more Portal capabilities such as Security, Search, Personalization, Internationalization, Categorization, Taxonomy, Messaging, Collaboration, and Publishing · A minimum of 3 years experience with one or more Portal and ECM platforms: SAP Portal/Netweaver, Plumtree, Vignette, SharePoint, BEA Portal, Websphere Portal, Documentum, FileNet, Hummingbird, Open Text, iManage, eiStream, Captiva, Vignette · A minimum of 2 years experience developing statements of work and/or client proposals · Ability to architect a portal solution and provide optimization recommendations to portal managers Senior Consultants in the Web Channel Solutions practice are required to have: · 4 years of relevant consulting or industry experience · At least 2 years of experience leading teams · A minimum of 2 full life cycle implementations · A willingness to travel 80 - 100% of the time · A minimum of 2 years experience with more than one major Portal platform: SAP Portal/Netweaver, Plumtree, Vignette, SharePoint, BEA Portal, Websphere Portal · A minimum of 2 years experience with fundamental Portal navigation and usability techniques · A minimum of 2 years experience with Portal architectures, functional components, interfaces, and processes
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