TO: SI KM Leaders

Today I learned that my presentation was accepted for KMWorld & Intranets 2006.  Sanjay Swarup is also on the preliminary agenda for October 31 (see below).

Bruce Karney suggested that those of us who will be attending KMWorld, or who are otherwise in the Bay Area, get together for a face-to-face meeting while we are there.  Bruce offered, "Have you thought about having a F-2-F meeting of the SIKM leaders before KM World in SJ?  I think it would add a lot of value to the network.  If there were a get-together on the evening of Oct. 30, I would certainly enjoy participating, and could be the local scout to find an interesting and affordable location."

If you are interested in getting together on the evening of October 30, please send me a private email at stanley.garfield@... .  I will collect your inputs and summarize the results back to the community.

Regards,

Stan

KMWorld & Intranets 2006, October 31 - November 2, San Jose CA
Details will be published on www.kmworld.com/kmw06 by the end of June.

Tuesday Oct 31
Track A: Building Knowledge Sharing Organizations
 
10:15-11
A101     High Performance Workplaces:  FAA
Ronald Simmons, KSN Director, Federal Aviation Adminstration
Andrew Campbell, President, Applied Knowledge Group, Inc
This session explores the success of the Federal Aviation Administration’s Knowledge Services Network (KSN), a Microsoft Windows SharePoint Services KM network.  It shares how KSN grew from less than 50 users to over 22,000 active participants in a three-year period by utilizing a unique adoption vs. deployment strategy. A traditional technology deployment strategy focuses on how fast one can construct and roll out the virtual technology environment, while a more affective adoption strategy measures how fast one can get sustained use and growth of the technology in the workforce.  The adoption approach using Microsoft Windows SharePoint Services gave the FAA the tools to allow them to build on their own environment, and add features that matched the maturity of the people and the process.  They created an evolving solution with a cumulative cost of $3.5 million over the three-year period, with significant growth in user adoption rates.  Cited by the Gartner Group with a High Performance Workplace award for Business Process and Innovation, hear about their strategies, challenges, experiences, and lessons learned.
 
11:15-12
A102     Initiating & Running a Successful Worldwide KM Program
Stan Garfield, Worldwide KM Leader, HP Services Consulting & Integration
Based on his experience in launching and leading knowledge management programs at Digital, Compaq, and HP, Garfield shares his insights on what works best. He covers the people, process, and technology components needed for a successful KM program, as well as governance, team roles, collaboration methods, communications, and working across organization boundaries.
 
1:15-3
A103/4  KM in Action: Tips & Good Practices   [double session]
Gordon Vala-Webb, National Director, Knowledge Management, PricewaterhouseCoopers LLP (Canada)
Marina Hiscock, Global KM Officer, Sasol
Sanjay Swarup, Ford Motor Company
G. Bhojaraju, Lead, KM, GCI Solutions
This international panel of practitioners shares the critical success factors, tools, practices, and lessons learned for an active and successful KM initiative involving the capture, sharing and re-use of knowledge.  They provide examples and tips based on the experiences of their organizations.
 
3:15-4
A105     Customer Intimacy Using Knowledge-Sharing Ecosystems
Darcy Lemons, Project Manager, Customer Solutions Group, APQC
Successful organizations achieve market results by maximizing the effectiveness of their value chains. They treat the value chain as a knowledge-sharing ecosystem, using KM tools and principles to cross the boundaries. The resulting knowledge exchange and synthesis translates “customer intimacy” into reality and revenue for the organization. This session shares the key findings from APQC’s recent KM benchmarking study and illustrates how organizations such as Raytheon, Caterpillar, Tata Steel Ltd., Buckman Labs, and the Air Force Material Command share knowledge along their value chains, resulting in tangible, bottom line impacts for their organizations.
 
4:15-5
A106     Knowledge Enabled Pharmaceutical R&D
Dave Hodgson, WW Head KM Informatics, Pfizer
Pfizer's global R&D division is one of the world's largest medical research institutions with an annual budget above $6 billion. Creating a new medicine takes on average $1.3 billion and 12-15 years of development.  Building a knowledge sharing organization is critical in this environment, and Hodgson shares successes and learnings in driving a more knowledge enabled organization inside Pfizer's research unit.  He illustrates they've integrated several approaches into a holistic package achieve this by: using explicit knowledge assembly to parachute new drug leads into the development pipeline, creating online collaboration communities to connect global teams of research scientists, sponsoring tacit and cultural change programs designed to promote knowledge sharing and re-use.