Date
1 - 16 of 16
Core competencies after KM training #roles #certification #learning
|
Ivan Orozco
Hello Everyone,
I am in the process of justifying the deployment of KM course. I appreciate if some of you can provide me with a short list of core competences to be achieved by participants after receiving the course. Thanks, Ivan |
|
|
|
Hello Ivan,
What is your course about? Are you teaching KM Implementation, How to facilitate tacit knowledge exchanges, How to manage community of practice, or what is KM and how do we apply it at work? A KM course can address all sorts of KM activities. What will yours cover? Warm Regards, Karla Phlypo Midwest KM Community |
|
|
|
Don Kildebeck
Ivan, I agree with Karla that it is difficult to list desired compentencies without knowing course design and purpose. But suffice it to say, in the end, your goal will be to develop compentency in one (or more) of the following four levels: 1. Know what 2. Know how 3. Know why 4. Care why Obviously level one is the easiest to obtain leading to level four, the most difficult. Regards, Don Kildebeck ----- Original Message -----
From: "karla Phlypo-Price" To: sikmleaders@... Sent: Thursday, January 28, 2010 4:22:26 PM GMT -08:00 US/Canada Pacific Subject: [sikmleaders] Core competences after KM training Hello Ivan, |
|
|
|
Karla, Good questions, hard to cover everything as KM is a broad topic and perceived differently depending on your own background. I am in the process of organising a discussion event through Melbourne KMLF to assess what should be taught in KM courses. Panel of academics who do this on one side and a panel of business people on the other facilitated by a KM practitioner who teaches part time. Interested to know thoughts on what you want from a "KM course" (I am targeting 36 contact hours at postgraduate level, but open to any comments) Arthur Tweeting as Metaphorage On 29/01/2010, at 11:22, karla Phlypo-Price <karla.s.phlypo@...> wrote:
|
|
|
|
Douglas Weidner
Dear Ivan,
Core competencies can be defined, but only if the role is defined. Are you talking about CKO level, KM Coordinator, or K Workers as part of a KM Awareness Series™?
Douglas Weidner
From:
sikmleaders@... [mailto:sikmleaders@...] On Behalf
Of IvanO
Hello Everyone,
|
|
|
|
Patrick Lambe
Hi Ivan
toggle quoted message
Show quoted text
It depends on your objectives for the course, the start point for the participants, and what you expect them to be able to do afterwards. KM is a vast and unwieldy domain - the literature on competencies for KM is small but substantial - see http://knowledgebucket.wik.is/Competencies - I would normally start with the Abell and Oxbrow book referenced there. Bear in mind that "competency" means both knowledge and skill, and it's unlikely that classroom-based training does much in the skill-building portion, unless you have longer programs with practical applications of the knowledge, and some form of directed skill building support. P Patrick Lambe Have you seen our KM Method Cards or Organisation Culture Cards? On Jan 29, 2010, at 6:39 AM, IvanO wrote:
|
|
|
|
Patrick Lambe
Ermmm.... Douglas... what's with the ™? Isn't it a bit of an overkill to claim a trademark on a perfectly normal string of English words?
By the way, didn't you say you would share the curriculum of your CKM program for Wider Professional Scrutiny™? <
>> Best Wishes P Patrick Lambe Have you seen our KM Method Cards or Organisation Culture Cards? On Jan 29, 2010, at 9:14 AM, Weidner, Douglas wrote:
|
|
|
|
Patrick Lambe
Ivan
toggle quoted message
Show quoted text
Christian Young did some helpful thinking on building KM curricula a couple of years ago: Elements of a curriculum here: What a certification course might look like here: P Patrick Lambe Have you seen our KM Method Cards or Organisation Culture Cards? On Jan 29, 2010, at 6:39 AM, IvanO wrote:
|
|
|
|
Murray Jennex
Its taken this discussion long enough to get to the point! First, I think
toggle quoted message
Show quoted text
it is essential that we be able to describe the core competencies for a KM professional and I don't believe it matters as to the course being taught. Competencies and courses are two different issues. Courses should address at least some competencies, but we should be able to articulate KM competencies regardless of course. To start this discussion, I believe the core competencies include: Ability to articulate what KM and knowledge are and how they can help an organization Ability to develop a KM strategy that articulates goals, needs for knowledge, users of knowledge, sources of knowledge, and how knowledge will be captured, stored, and transferred. Ability to design (and to some degree implement) various KM Systems to support needed KM goals Ability to understand, articulate, and address key issues affecting KM such as security, measurement, new technologies, innovation, etc. Ability to design and implement measurement systems for determining KM success and other identified KM goals Ability to evaluate new technologies for fit with an organization's systems and KM systems Ability to communicate KM to all levels of the organization Ability to assess organizational processes for KM, to support the process and/or capture knowledge from the process Ability to lead KM initiatives There are probably more but this is what strikes me as core competencies. The course I teach is designed to get MBA students to understand KM and to possibly lead and/or participate in a KM initiative. The objectives of this course are: Identify and define Knowledge Management terms and concepts Define and discuss what knowledge is including tacit, explicit, and organizational knowledge Define what a Knowledge Management System is and is not Define Organizational Memory and Organizational Learning and discuss their relationship to Knowledge Management Discuss the Knowledge Life Cycle Explain how Knowledge Management impacts an organization Discuss how Knowledge Management applications such as Customer Relationship Management, Supply Chain Management, and Data Warehousing impact organizational effectiveness Discuss how Knowledge Management can improve organizational and individual decision making Describe how to build and implement a Knowledge Management System Discuss technologies used in Knowledge Management such as Web Portals, XML, Ontologies, Taxonomies, and Topic Maps Discuss the functions and goals of a Knowledge Management System Discuss knowledge repositories with respect to structure and codification schemes Describe recommendations from research as to the construction of a Knowledge Management System Explain Knowledge Management/Knowledge Management System Success Discuss the need for measuring KM/KMS success List and describe KM/KMS Success Factors List and describe KM/KMS Effectiveness Models Identify and Discuss issues affecting Knowledge Management Describe issues affecting knowledge transfer, flow, and use in organizations Describe the impact of Knowledge Management strategy on KM and KMS success Describe how Knowledge Management System use and knowledge re-use impacts KM and KMS success Describe how Communities of Practice implement KM I hope this helps get this discussion rolling! Thanks...murray Murray E. Jennex, Ph.D., P.E., CISSP, CSSLP San Diego State University Editor in Chief International Journal of Knowledge Management Co-editor in Chief International Journal of Information Systems for Crisis Response and Management In a message dated 1/28/2010 11:27:00 P.M. Pacific Standard Time,
douglas.weidner@... writes: Patrick Lambe has asked for the KM Institute Certification Program curriculum. Importantly, all students both attend the week-long workshop and get a two-DVD interactive video set of the entire course for pre- and post-workshop review and study. The complete content is equivalent to about 2.5 workshop weeks or two 3-semester hour university courses. Here is content outline: Blended KM Certification Program Workshop (eCKM™) Outline How to Perform KM – This KM Certification Program is for serious practitioners who aspire to be KM leaders. Theme I – Advanced KM Essentials/Rationale includes rigorous, practical KM (KM414), the rationale for KM, and role of the KM leader, we call the Chief Knowledge Officer (CKO). In Theme II (KM423), we Create and Study the KMBOK™ Methodology, a robust, proven approach to enterprise KM. Theme III (KM434) tracks thru that methodology, learning how to “Perform KM ”, including specific steps such as benchmarking, knowledge audits/mapping, Knowledge Age vision, strategies, and how to “Get Started” and commence change management. Theme IV (KM444) is start of Life-Long Learning Program – Special Topics and techniques are surveyed: metrics, storytelling, Social Networks, KM Technology, Personal KM, CoPs, etc. The complete content is equivalent to three workshop weeks, but it is delivered in a blended approach, a mix of pre-requisite e-learning, face-to-face workshop, and post-workshop, interactive video E-Learning modules. Theme One: Advanced KM Essentials/Rationale (12 Modules) eCKM1.01 – Team Intro, Workshop Approach & Content Abstract: Meet your Mentor and team mates. Review the “Knowledge Givers” (characters) and what you will learn during your study of the four CKM themes. “Learn-by-doing” two innovation techniques. · Exercise – Learn/Apply Gossamer Albatross Technique – Build KM Workbook · Exercise – Learn/Apply After Action Review Technique – Perform Daily Reviews Study Read-Ahead Materials – eCKM1.01 and review any supplemental reading materials, time permitting eCKM1.02 – Understand Knowledge in Four Eras (Greek, Medieval, Industrial/Scientific, Modern) Abstract: Knowledge has been defined quite differently throughout the ages. This module provides an historical perspective on knowledge (Western and non-Western) and in particular, the evolution of the concept of knowledge – Greek, Medieval, Industrial, and Modern Eras. This historical perspective enables you to define the concept of knowledge for modern organizations and to gain the requisite personal credibility in your KM leadership role. · Exercise – Compare the Concept of Knowledge Thought by Civilization Study Read-Ahead Materials – eCKM1.02. Complete exercise; answers provided in the workshop. eCKM1.03 – Define Knowledge in Modern Era Abstract: This module contrasts the most popular and practical definitions of knowledge in our modern era. Four themes include: the definition of knowledge can be very personal based on personal perspectives; the ubiquitous nature of knowledge; how to relate the concept of action to differentiate knowledge from data and information; and diverse knowledge attributes (25) that promote real understanding. · Exercise – Analyze Knowledge Attributes – Determine Importance · Exercise – Define Knowledge for your Environment Study Read-Ahead Materials – eCKM1.03 eCKM1.04 – Understand Knowledge Modes (Understand Implications of Tacit & Explicit) Abstract: This module focuses on an important knowledge attribute: Mode – tacit and explicit knowledge. The Nonaka & Takeuchi model shows the knowledge conversion dynamics for tacit and explicit knowledge. This tacit/explicit understanding enables you to design integrated KM solutions covered in CKM1.07 – “Connect & Collect”. · Exercise – Identify K Conversion Categories for Various KM Initiatives Study Read-Ahead Materials – eCKM1.04 eCKM1.05 – Understand Knowledge Episodes & Processes Abstract: Medieval scholars thought all knowledge was known with knowledge flow from the more knowing to less knowing. A modern view emphasizes two-way flow between both more and less knowing individuals, with hopeful creation of new knowledge at every iteration. This module provides understanding of knowledge flow – KM Episodes and Knowledge Life Cycle - acquisition, production/creation and integration/use of knowledge throughout an organization. · Exercise – Define Knowledge Processes Embedded in Enterprise Processes · Exercise – Create “No Budget” KM Study Read-Ahead Materials – eCKM1.05 eCKM1.06 – Understand New Knowledge Paradigm Abstract: This module studies a new knowledge paradigm “to get the best knowledge to the right person at just the right time to perform an activity (make decision, etc.).” The implications of the new knowledge paradigm are extensive. This module will insure you understand them and how you apply them to your KM Initiatives. · Exercise – Implications of New Knowledge Paradigm in Enterprise Processes Study Read-Ahead Materials – eCKM1.06 eCKM1.07– Envision the KM Endgame Abstract: You must be able to explain where KM is headed based understanding the conflicting characteristics of primary attributes – tacit/explicit knowledge and learned KM Principles. “Connect” & “Collect” depicts the KM Endgame vision, a culture of collaboration/knowledge sharing. This insight will benefit your own KM Initiatives. · Exercise – Types of Knowledge References Needed in the “Books of Knowledge” Study Read-Ahead Materials – eCKM1.07 eCKM1.08 – Understand Basic KM Theory and Models Abstract: Models are powerful tools to depict KM theory. This module studies many models, including: Knowledge Maturity Model (KMM), and impact of knowledge modes and absorptive capacity for various process model types. · Exercise – Invent KM Initiative for Core Processes – tacit/explicit, routineness, absorptive capacity. Study Read-Ahead Materials – eCKM1.08 eCKM1.09 – Define KM Abstract: Traditionally practitioners are surveyed to see what they do. But, KM is still in formative stage. Surveying what is being done doesn’t prove what needs to be done. In this module we define KM by other means, e.g., KM Endgame and by studying best available KM definitions. Understanding the nature of fads, frameworks, methodologies, the KMBOK™, and standards helps. There is no perfect definition of KM, but you will be able define KM for diverse audiences. · Exercise – Itemize KM Definition Components · Exercise – Define KM for your CEO Study Read-Ahead Materials – eCKM1.09 eCKM1.10 – Build KM Rationale – Why Manage Knowledge Now, Case Studies and ultimate business case proof Abstract: If a definition of KM is important, the rationale justifying KM is even more important. This module proves the merits of KM by discussing authoritative backing, critical problems (hot buttons) addressed by KM, some success stories as case studies, and the business intelligence model that proves the need to convert customer information assets into revenue streams through applied knowledge. “Why manage knowledge now?” You will know the answer. · Exercise – Define KM Implications for Commoditization/Customization Model Study Read-Ahead Materials – eCKM1.10 eCKM1.11 – Understand Role of CKO – Competencies, Keys/Barriers to Success Abstract: We derive the role of KM practitioners from what needs to be done based on research by experts, especially the role of the CKO, requisite competencies and skills, and the KM Imperative. The “Hype Curve” and Cautions and Barriers to Success are studied. You will understand your career opportunities. · Exercise – Develop "Trough of Disillusionment" Countermeasures Study Read-Ahead Materials – eCKM1.11 eCKM1.12 – Theme One Assessment Abstract: Assessment of Theme I mastery. Theme Two: Create/Study KMBOK™ (10 Modules) Study Read-Ahead Materials – Theme II, time permitting. eCKM2.01 – Create KM Universe Model™ – Framework for KM Abstract: If a picture is worth a 1,000 words, a creative metaphor can depict a million words about a complex process. In this module, the KM Universe Model™ focuses on the KM domain (KMBOK™) and the education required for increased likelihood of KM success. Each Certificant leverages the model to integrate the diverse aspects of KM: leadership, people/culture, process, technology, learning, etc., including: how to implement KM, the domains KM affects, and the ultimate impact of KM: Innovation. · Exercise – Itemize KM Universe Model™ Sector Maturity Characteristics eCKM2.02 – Understand the Knowledge Maturity Model (KMM™) and Global Unified KM Framework™ Abstract: Any discipline needs to create its intellectual infrastructure, especially proven maturity models and Frameworks. In this module we gain understanding of two such models that are key components in the growing KM Body of Knowledge (KMBOK™). Both the KMM™ and the Framework are rich enough to be used as a diagnostic (KM Audit) and prescriptive tool. · Exercise – Derive an Assessment Tool to determine Enterprise-wide Socialization Maturity eCKM2.03 – Visualize the KMBOK™ – Time Phases & Underlying Factors Abstract: There’s nothing mystical about the time-phased methods to implement KM. In this module, you will confirm that everyday experiences follow the same basic sequence or structure as complex, strategic initiatives such as KM. A major life event such as building your “dream home”, a construction story, will be used to confirm key time phases inherent in any strategic event. The construction story will serve also as a metaphor (blueprint) to enable determination of key factors that vary over time--occur but differ in each phase just as electric, plumbing, etc. occur on each floor of your home, but also differ on each floor. · Exercise – Discover KMBOK™ Methodology Factors that Exist in all Phases eCKM2.04 – Create the KMBOK™ Abstract: You will learn and use the innovation technique - Interactive Knowledge Café – to create a Full Life Cycle KM Methodology as part of the KMBOK™. You will gain confidence in the need for and thoroughness of the KM Methodology you have designed. · Exercise – Create KMBOK™ using Interactive Knowledge Café Technique · Exercise – Analyze Implications of the “ Whaling Story” eCKM2.05 – View the Knowledge Base and Evaluate Alternative Methodologies vs. KMBOK™ Abstract: View KMBOK™ in KBase Tool. Evaluate popular KM Methodologies against your standard in terms of logical progression and factors considered. Fortunately, if you find KMBOK™ lacking, continuous improvement is on your side. You will find it equal to or more robust than popular, published methodologies, and you will then have the personal confidence to: JUST DO IT! · Exercise – Evaluate the KMBOK™ against Popular KM Methodologies eCKM2.06 – KMBOK™ – Review Phase I Abstract: Understand the key Activities in Phase I – A1 - “Create the Knowledge Imperative”, including A11 - Understand KM – Science, Techniques, Technology, etc. A12 - Perform K Audit (Map “As-Is”), A13 - Develop Vision/Performance Targets, A14 – Develop KM Strategy, A15 - Link Plans and A16 - Get Buy-In. · Exercise – Evaluate Phase I – Rank Five Key Learning Objectives eCKM2.07 – KMBOK™ – Review Phase II Abstract: Understand the key Activities in Phase II – A2 - “ Design/Justify KM Initiative”, including A21 - Perform Improvement Analysis – Design “ To-Be”, A22 - Provide Guidance and Tools – Policy, Training, Implementation Needs, A23 - Develop (High-Level) Milestone Plan and Justify (Business Case), A24 – Review/Approve Plan · Exercise – Evaluate Phase II – Rank Five Key Learning Objectives eCKM2.08 – KMBOK™ – Review Phase III Abstract: Understand key Activities in Phase III–A3-“Implement/Manage Organizational Change”, including A31 - Develop Change Strategies (Organizational & Technical), A32–Build Change Management Project Plan, A33–Negotiate Support for Change, A34–Promote Change, A35–Perform Enterprise Engineering, A36-Implementation KM Initiative. · Exercise – Evaluate Phase III – Rank Five Key Learning Objectives eCKM2.09 – KMBOK™ – Review Phase IV Abstract: Understand the key Activities in Phase IV – A4-“ Operate/Maintain KM Initiative”, including, A41 - Operate/ Maintain KM System, A42-Conduct Continuous Improvement Prog., and A43-Continuously Repeat KM Cycle. Assessment of Theme II mastery. Assessment not required until established by the International KM Certification Authority for 2006 and thereafter. · Exercise – Evaluate Phase IV – Rank Five Key Learning Objectives eCKM2.10 – Theme Two Assessment Abstract: Assessment of Theme II mastery. Theme Three: Perform KM (14 Modules) Study Read-Ahead Materials – Theme III, time permitting. eCKM3.01 – Understand Benchmarking Abstract: When to use different types of benchmarking (strategic & tactical), how to perform, and barriers to success. · Exercise – Evaluate Benchmarking Alternatives eCKM3.02 – Perform Knowledge Audit Abstract: How to perform different types of knowledge audits, value propositions and expected outcomes. Initiate KM Advisory Group/Committee including Knowledge Champion. eCKM3.03 – Create Knowledge Map Abstract: Understand Knowledge Mapping. We will dig into our K Mapping Tool Box for some helpful mapping technologies and Models, including strategic knowledge gap analysis, types of high-level knowledge, and view creative knowledge maps including an atypical map that leads to actionable decisions, the KM Solutions Matrix™. Finally, study a K Mapping Methodology/Language. eCKM3.04 – Create KM Vision & Performance Objectives Abstract: Understand the key Activities in: Phase I - A13 Develop Vision & Performance Targets, including create KM Strategic Vision (examples), and performance objectives aligned with business objectives. · Exercise – Create KM Vision eCKM3.05 – Create KM Change Management Plan Abstract: Understand the key Activities in: Phase I - A123 Initiate Communications Plan and A133 Start Change Management, including create KM Awareness Program and start change management aligned with business objectives. · Exercise – Create KM Training Plan eCKM3.06 – Create KM Strategy Abstract: Understand the key Activities in: Phase I - A14 Develop KM Strategy, including: establish improvement imperative (commit sponsor, prepare case for action, build top-management consensus), propose visionary objectives (enrich communities, improve process management and business intelligence, promote innovation, etc.). Create KM strategies aligned with business objectives. Convert intangible imperative to tangible strategies leading to action, the primary purpose of A14. Understand common KM Strategies (major KM initiatives we call KM Bulls) – Best Practices, Lessons Learned, Ideas Mgmt., Content Management, Rethink Learning, Performance Support, etc. · Exercise – Create Executive Briefing eCKM3.07 – Link Plans & Get Buy-In Abstract: Link plans to establish consistency and mutual support with the strategic plans of others. Specific goals, performance measures, and strategies are compared and contrasted to ensure full, mutual support and buy-in. Potential alternative initiatives are reviewed including BPR, ISO9000, CMM, TQM, Value Chains, etc. eCKM3.08 – Catalog KM Principles Abstract: Catalog key KM Principles - Appreciate enormity and diversity of task. Learn and use another innovation technique - “Trigger” Method (Learn while doing). Evaluate “Trigger Method” using “After-Action-Review Method. · Exercise – Use Trigger Method eCKM3.09 – Get Started Abstract: Design for class comparison and critique of startup plans provided by Certificants with regard to rationale, principles applied, leveraging of ‘keys to success’ and ‘critical success factors’. Learn how to initiate KM, leveraging change management principles (Quick Wins), especially the proven concept of “No-Budget KM™”, which we call KM Squirrels™. · Exercise – Present and Evaluate KM Startup Plans (Workbook) eCKM3.10 – Design KM Initiative Abstract: Focus on A21 - Perform Improvement Analysis – Design “To-Be” --who should be on your team, how to prepare them, scope project charter, model the “As-Is”, and specific improvement analysis steps, including design “ To-Be” and gap analysis. · Exercise – Design Principles eCKM3.11 – Justify KM Initiative Abstract: Determine functional guidance and tools (process guidelines, training plans and infrastructure needs), develop and justify milestone plan. Perform cost analysis using discounted cash flow method to determine return on investment. · Exercise – Calculate ROI using net present values eCKM3.12 – Implement KM Initiative Abstract: How to Develop Change Strategies (A31), Build Change Management Project Plan (A32), Negotiate Support for Change (A33), Promote Change (A34), Perform Enterprise Engineering (A35), and Implement KM Initiatives (A36), especially incremental development methods. eCKM3.13 – Continuously Improve KM Initiative Abstract: How to Operate/Maintain KM System (A41), Conduct Continuous Improvement Program (A42), and Repeat KM Cycle (A43). eCKM3.14 – Theme Three Assessment Abstract: Assessment of Theme III mastery. Theme Four: Study Special Topics. (14 Modules) Study Read-Ahead Materials – Theme IV, time permitting. eCKM4.01 – Understand KM Sciences Abstract: Understand the sciences involved in KM. Epistemology - Study of knowledge, Axiology – Values, Taxonomy - Categorization , Ontology - Nature of Being, Anthropology/Ethnography - Understand applicability of modern anthropology techniques, Sociology, Learning Theory - Understand applicability of modern Learning Theory/Techniques/Technology to KM, Systems Thinking - Unintended Consequences, and Complex Adaptive Systems. · Exercise – Create Business-Oriented Taxonomy eCKM4.02 – Understand KM Metrics Abstract: Define KM Metrics including where metrics are needed in KMBOK™ and intro to some key concepts: meta-metrics, leading/lagging indicators, output vs. outcomes. Note: more metrics in ‘Justify’ (A2 - Design/Justify KM Initiative). And, see Special Topics – eCKM4.11 “Measure KM Performance” (2006) · Exercise – Create Leading and Lagging KM Performance Indicators eCKM4.03 – Understand KM Techniques – Storytelling, Appreciative Inquiry Abstract: This module introduces other KM techniques. In it, we review Storytelling fundamentals as well as essential KM stories – Squirrel results, and the powerful concept to envision the future: ‘Future Scenarios’. Also, a proven powerful tool – Appreciative Inquiry, is introduced. · Exercise – Critique Stories Told eCKM4.04 – Understand KM Techniques – Social Networks) Abstract: Introduces Social Network Analysis--the “informal organization” --including trust and expertise nets, and SNA theory which is based on Centrality Measures: Degree, Betweenness, and Closeness Measures. · Exercise – Reflect on your Social Net Implications · Exercise – Case Study in Social Net Analysis eCKM4.05 – Understand KM Technology (e-learning, other) Abstract: Track evolution of KM technology (KM Technology Map), including: 1 - Learning Technology - Classroom to interactive, self-paced, instruction and Performance Support; 2. Records/Document Management - Card Catalogs to HTML/XML; 3. Search Engines - Card Catalogs to Key Words to Knowledge Taxonomies and Pattern Recognition; 4. Data Mining/Marts/Warehousing - Spreadsheets to business performance tracking and diagnosis; 5. Collaborative Technologies - Water Cooler to Virtual Office Portals and Video Conferencing; 6. Knowledge Repositories - Documents to Knowledge Nuggets and Decision Support Systems. eCKM4.06 – Innovate Relentlessly – Intellectual Capital Abstract: Patents, Trademarks, Copyright, and trade secrets discussed, especially implications of new patent interpretations in USA that have international implications. eCKM4.07 – Innovate Relentlessly – Innovation Techniques Abstract: Innovation defined and alternative techniques reviewed including brainstorming techniques, rapid-relevant-reviews, Feedback, Best Practices, Russian Triz Method, Innovation Analyzers, and DeBono’s Six Hats. eCKM4.08 – Innovate Relentlessly – Sustaining & Disruptive Technologies Abstract: Sustaining technologies that improve performance are juxtaposed against and disruptive technologies that revolutionize entire industries. · Exercise – Analyze an Emerging Disruptive Technology eCKM4.09 – Innovate Relentlessly – Manage Innovation Abstract: Macroeconomic causes of change (technology, demographics, values, laws/regulations, and global economics), quantum leap strategies, and managing innovation and change. eCKM4.10 – Enrich Communities – Fundamentals Abstract: Communities defined including types (helping, best practice, knowledge stewarding, and innovation) organizational objectives, and crucial and organizational characteristics. Keys to success and knowledge transfer characteristics studied as well as community archetypes. eCKM4.11 – Enrich Communities – Methodology Abstract: The methodology to create/enrich communities studied. Proven step-by-step process disclosed. eCKM4.12 – Improve “Personal KM” Performance (KMP™ Certification Program) Abstract: Understand what it is, create a personal vision and mission, “ get organized” for the Knowledge Age, important performance optimization techniques, and how to improve personal knowledge acquisition, production, and integration including use of personal performance tools to improve own personal performance. eCKM4.13 – Understand Expert Systems – KM Applicability (Learning Agents) Abstract: Expert Systems emerged in the 1980s with their huge potential of replicating and making subject matter expertise widely available, but they were prohibitively expensive for all but the most critical applications. This technology has morphed to the use of intelligent, learning agents. It is proven and now ready for prime time viewing and application on critical, knowledge-intensive applications – retiring workforce or high-turnover environments. eCKM4.14 – Theme Four Assessment Abstract: Assessment of Theme IV mastery. Candidate Topics – Presentations Approved for Distribution, Jan 1, 2009 Douglas Weidner Douglas Weidner, eCKM Mentor™ Chairman, The International Knowledge Management Institute (KM Institute) International Knowledge Management Institute eCKM™ Copyright Notice Copyright © 2001-2009 by Douglas Weidner. This KM Institute KM Certification training program is coded and licensed in its entirety to one individual. Copying or sending this material, electronically or in hard copy, is a direct violation of Federal Copyright laws and most other countries through Treaty. Any reproduction without formal written permission is strictly forbidden. From: sikmleaders@... [mailto:sikmleaders@...] On Behalf Of Patrick Lambe Sent: Thursday, January 28, 2010 11:18 PM To: sikmleaders@... Subject: Re: [sikmleaders] Core competences after KM training Yes I know you can, Douglas, but why would you? What's the point? You didn't answer my question about the curriculum promise. P Patrick Lambe weblog: _www.greenchameleon.com_ (http://www.greenchameleon.com/) website: _www.straitsknowledge.com_ (http://www.straitsknowledge.com/) book: _www.organisingknowledge.com_ (http://www.organisingknowledge.com/) Have you seen our KM Method Cards or Organisation Culture Cards? _http://www.straitsknowledge.com/store/_ (http://www.straitsknowledge.com/store/) On Jan 29, 2010, at 11:57 AM, Weidner, Douglas wrote: Patrick, I couldn’t get a servicemark (SM) designation in an email so used ™, the equivalent. One can mark unique strings of words, such as KM Awareness Series™, which is a complete curriculum to support a traditional change management awareness campaign for KM (KM Lunch & Learn tutorials, KM100 – KM Awareness for the K Age™, KM101 - KM Fundamentals for the K Age™, KM301 - KM Executive Briefing and the Accredited KM Instructor Program. This is an often overlooked area of concern. Many KM failures can be attributed to lack of change management, as you know. Douglas From: sikmleaders@... [_mailto:sikmleaders_ (mailto:sikmleaders) @yahoogroups.com] On Behalf Of Patrick Lambe Sent: Thursday, January 28, 2010 9:05 PM To: sikmleaders@... Subject: Re: [sikmleaders] Core competences after KM training Ermmm.... Douglas... what's with the ™? Isn't it a bit of an overkill to claim a trademark on a perfectly normal string of English words? By the way, didn't you say you would share the curriculum of your CKM program for Wider Professional Scrutiny™? <<actKM list "On Dec 11, 2009, at 2:11 PM, Weidner, Douglas wrote: Dave, I'd be happy to post curriculum for peer review upon return from Korea and UK next week - connectivity issues here v-v attachments. Douglas Weidner Best Wishes P Patrick Lambe weblog: _www.greenchameleon.com_ (http://www.greenchameleon.com/) website: _www.straitsknowledge.com_ (http://www.straitsknowledge.com/) book: _www.organisingknowledge.com_ (http://www.organisingknowledge.com/) Have you seen our KM Method Cards or Organisation Culture Cards? _http://www.straitsknowledge.com/store/_ (http://www.straitsknowledge.com/store/) On Jan 29, 2010, at 9:14 AM, Weidner, Douglas wrote: Dear Ivan, Core competencies can be defined, but only if the role is defined. Are you talking about CKO level, KM Coordinator, or K Workers as part of a KM Awareness Series™? Douglas Weidner From: sikmleaders@... [_mailto:sikmleaders_ (mailto:sikmleaders) @yahoogroups.com] On Behalf Of IvanO Sent: Thursday, January 28, 2010 5:40 PM To: sikmleaders@... Subject: [sikmleaders] Core competences after KM training Hello Everyone, I am in the process of justifying the deployment of KM course. I appreciate if some of you can provide me with a short list of core competences to be achieved by participants after receiving the course. Thanks, Ivan |
|
|
|
Douglas Weidner
Patrick,
I couldn’t get a servicemark (SM) designation in an email so used ™, the equivalent.
One can mark unique strings of words, such as KM Awareness Series™, which is a complete curriculum to support a traditional change management awareness campaign for KM (KM Lunch & Learn tutorials, KM100 – KM Awareness for the K Age™, KM101 - KM Fundamentals for the K Age™, KM301 - KM Executive Briefing and the Accredited KM Instructor Program. This is an often overlooked area of concern. Many KM failures can be attributed to lack of change management, as you know.
Douglas
From: sikmleaders@...
[mailto:sikmleaders@...] On Behalf Of Patrick Lambe
Sent: Thursday, January 28, 2010 9:05 PM To: sikmleaders@... Subject: Re: [sikmleaders] Core competences after KM training
Ermmm.... Douglas... what's with the ™? Isn't it a bit of an overkill to claim a trademark on a perfectly normal string of English words?
By the way, didn't you say you would share the curriculum of your CKM program for Wider Professional Scrutiny™?
<
>>
Best Wishes
P
Patrick Lambe
Have you seen our KM Method Cards or Organisation Culture Cards?
On Jan 29, 2010, at 9:14 AM, Weidner, Douglas wrote:
Dear Ivan,
Core competencies can be defined, but only if the role is defined. Are you talking about CKO level, KM Coordinator, or K Workers as part of a KM Awareness Series™?
Douglas Weidner
From: sikmleaders@... [mailto:sikmleaders@yahoogroups.com] On Behalf Of IvanO
Hello Everyone,
|
|
|
|
Patrick Lambe
Yes I know you can, Douglas, but why would you? What's the point?
toggle quoted message
Show quoted text
You didn't answer my question about the curriculum promise. P Patrick Lambe Have you seen our KM Method Cards or Organisation Culture Cards? On Jan 29, 2010, at 11:57 AM, Weidner, Douglas wrote:
|
|
|
|
crosspe2@...
Hey guys, time to take this offline??
toggle quoted message
Show quoted text
Pete Sent from my Verizon Wireless BlackBerry From: Patrick Lambe <plambe@...>
Date: Fri, 29 Jan 2010 12:17:34 +0800 To: <sikmleaders@...> Subject: Re: [sikmleaders] Core competences after KM training Yes I know you can, Douglas, but why would you? What's the point? You didn't answer my question about the curriculum promise. P Patrick Lambe Have you seen our KM Method Cards or Organisation Culture Cards? On Jan 29, 2010, at 11:57 AM, Weidner, Douglas wrote:
|
|
|
|
Douglas Weidner
Recommendation gladly accepted. Douglas
From:
sikmleaders@... [mailto:sikmleaders@...] On Behalf
Of crosspe2@...
Hey guys, time to take this offline?? Sent from my Verizon Wireless BlackBerry From: Patrick Lambe Date: Fri, 29 Jan 2010 12:17:34 +0800 To: Subject: Re: [sikmleaders] Core competences after KM training
Yes I know you can, Douglas, but why would you? What's the point?
You didn't answer my question about the curriculum promise.
P
Patrick Lambe
Have you seen our KM Method Cards or Organisation Culture Cards?
On Jan 29, 2010, at 11:57 AM, Weidner, Douglas wrote:
Patrick,
I couldn’t get a servicemark (SM) designation in an email so used ™, the equivalent.
One can mark unique strings of words, such as KM Awareness Series™, which is a complete curriculum to support a traditional change management awareness campaign for KM (KM Lunch & Learn tutorials, KM100 – KM Awareness for the K Age™, KM101 - KM Fundamentals for the K Age™, KM301 - KM Executive Briefing and the Accredited KM Instructor Program. This is an often overlooked area of concern. Many KM failures can be attributed to lack of change management, as you know.
Douglas
From: sikmleaders@... [mailto:sikmleaders@yahoogroups.com] On Behalf Of Patrick Lambe
Ermmm.... Douglas... what's with the ™? Isn't it a bit of an overkill to claim a trademark on a perfectly normal string of English words?
By the way, didn't you say you would share the curriculum of your CKM program for Wider Professional Scrutiny™?
<
>>
Best Wishes
P
Patrick Lambe
Have you seen our KM Method Cards or Organisation Culture Cards?
On Jan 29, 2010, at 9:14 AM, Weidner, Douglas wrote:
Dear Ivan,
Core competencies can be defined, but only if the role is defined. Are you talking about CKO level, KM Coordinator, or K Workers as part of a KM Awareness Series™?
Douglas Weidner
From: sikmleaders@... [mailto:sikmleaders@yahoogroups.com] On Behalf Of IvanO
Hello Everyone,
|
|
|
|
Douglas Weidner
Patrick Lambe has asked for the KM Institute Certification Program curriculum.
Importantly, all students both attend the week-long workshop and get a two-DVD interactive video set of the entire course for pre- and post-workshop review and study. The complete content is equivalent to about 2.5 workshop weeks or two 3-semester hour university courses. Here is content outline: Blended KM Certification Program Workshop (eCKM(tm)) Outline How to Perform KM - This KM Certification Program is for serious practitioners who aspire to be KM leaders. Theme I - Advanced KM Essentials/Rationale includes rigorous, practical KM (KM414), the rationale for KM, and role of the KM leader, we call the Chief Knowledge Officer (CKO). In Theme II (KM423), we Create and Study the KMBOK(tm) Methodology, a robust, proven approach to enterprise KM. Theme III (KM434) tracks thru that methodology, learning how to "Perform KM", including specific steps such as benchmarking, knowledge audits/mapping, Knowledge Age vision, strategies, and how to "Get Started" and commence change management. Theme IV (KM444) is start of Life-Long Learning Program - Special Topics and techniques are surveyed: metrics, storytelling, Social Networks, KM Technology, Personal KM, CoPs, etc. The complete content is equivalent to three workshop weeks, but it is delivered in a blended approach, a mix of pre-requisite e-learning, face-to-face workshop, and post-workshop, interactive video E-Learning modules. Theme One: Advanced KM Essentials/Rationale (12 Modules) eCKM1.01 - Team Intro, Workshop Approach & Content Abstract: Meet your Mentor and team mates. Review the "Knowledge Givers" (characters) and what you will learn during your study of the four CKM themes. "Learn-by-doing" two innovation techniques. · Exercise - Learn/Apply Gossamer Albatross Technique - Build KM Workbook · Exercise - Learn/Apply After Action Review Technique - Perform Daily Reviews Study Read-Ahead Materials - eCKM1.01 and review any supplemental reading materials, time permitting eCKM1.02 - Understand Knowledge in Four Eras (Greek, Medieval, Industrial/Scientific, Modern) Abstract: Knowledge has been defined quite differently throughout the ages. This module provides an historical perspective on knowledge (Western and non-Western) and in particular, the evolution of the concept of knowledge - Greek, Medieval, Industrial, and Modern Eras. This historical perspective enables you to define the concept of knowledge for modern organizations and to gain the requisite personal credibility in your KM leadership role. · Exercise - Compare the Concept of Knowledge Thought by Civilization Study Read-Ahead Materials - eCKM1.02. Complete exercise; answers provided in the workshop. eCKM1.03 - Define Knowledge in Modern Era Abstract: This module contrasts the most popular and practical definitions of knowledge in our modern era. Four themes include: the definition of knowledge can be very personal based on personal perspectives; the ubiquitous nature of knowledge; how to relate the concept of action to differentiate knowledge from data and information; and diverse knowledge attributes (25) that promote real understanding. · Exercise - Analyze Knowledge Attributes - Determine Importance · Exercise - Define Knowledge for your Environment Study Read-Ahead Materials - eCKM1.03 eCKM1.04 - Understand Knowledge Modes (Understand Implications of Tacit & Explicit) Abstract: This module focuses on an important knowledge attribute: Mode - tacit and explicit knowledge. The Nonaka & Takeuchi model shows the knowledge conversion dynamics for tacit and explicit knowledge. This tacit/explicit understanding enables you to design integrated KM solutions covered in CKM1.07 - "Connect & Collect". · Exercise - Identify K Conversion Categories for Various KM Initiatives Study Read-Ahead Materials - eCKM1.04 eCKM1.05 - Understand Knowledge Episodes & Processes Abstract: Medieval scholars thought all knowledge was known with knowledge flow from the more knowing to less knowing. A modern view emphasizes two-way flow between both more and less knowing individuals, with hopeful creation of new knowledge at every iteration. This module provides understanding of knowledge flow - KM Episodes and Knowledge Life Cycle - acquisition, production/creation and integration/use of knowledge throughout an organization. · Exercise - Define Knowledge Processes Embedded in Enterprise Processes · Exercise - Create "No Budget" KM Study Read-Ahead Materials - eCKM1.05 eCKM1.06 - Understand New Knowledge Paradigm Abstract: This module studies a new knowledge paradigm "to get the best knowledge to the right person at just the right time to perform an activity (make decision, etc.)." The implications of the new knowledge paradigm are extensive. This module will insure you understand them and how you apply them to your KM Initiatives. · Exercise - Implications of New Knowledge Paradigm in Enterprise Processes Study Read-Ahead Materials - eCKM1.06 eCKM1.07- Envision the KM Endgame Abstract: You must be able to explain where KM is headed based understanding the conflicting characteristics of primary attributes - tacit/explicit knowledge and learned KM Principles. "Connect" & "Collect" depicts the KM Endgame vision, a culture of collaboration/knowledge sharing. This insight will benefit your own KM Initiatives. · Exercise - Types of Knowledge References Needed in the "Books of Knowledge" Study Read-Ahead Materials - eCKM1.07 eCKM1.08 - Understand Basic KM Theory and Models Abstract: Models are powerful tools to depict KM theory. This module studies many models, including: Knowledge Maturity Model (KMM), and impact of knowledge modes and absorptive capacity for various process model types. · Exercise - Invent KM Initiative for Core Processes - tacit/explicit, routineness, absorptive capacity. Study Read-Ahead Materials - eCKM1.08 eCKM1.09 - Define KM Abstract: Traditionally practitioners are surveyed to see what they do. But, KM is still in formative stage. Surveying what is being done doesn't prove what needs to be done. In this module we define KM by other means, e.g., KM Endgame and by studying best available KM definitions. Understanding the nature of fads, frameworks, methodologies, the KMBOK(tm), and standards helps. There is no perfect definition of KM, but you will be able define KM for diverse audiences. · Exercise - Itemize KM Definition Components · Exercise - Define KM for your CEO Study Read-Ahead Materials - eCKM1.09 eCKM1.10 - Build KM Rationale - Why Manage Knowledge Now, Case Studies and ultimate business case proof Abstract: If a definition of KM is important, the rationale justifying KM is even more important. This module proves the merits of KM by discussing authoritative backing, critical problems (hot buttons) addressed by KM, some success stories as case studies, and the business intelligence model that proves the need to convert customer information assets into revenue streams through applied knowledge. "Why manage knowledge now?" You will know the answer. · Exercise - Define KM Implications for Commoditization/Customization Model Study Read-Ahead Materials - eCKM1.10 eCKM1.11 - Understand Role of CKO - Competencies, Keys/Barriers to Success Abstract: We derive the role of KM practitioners from what needs to be done based on research by experts, especially the role of the CKO, requisite competencies and skills, and the KM Imperative. The "Hype Curve" and Cautions and Barriers to Success are studied. You will understand your career opportunities. · Exercise - Develop "Trough of Disillusionment" Countermeasures Study Read-Ahead Materials - eCKM1.11 eCKM1.12 - Theme One Assessment Abstract: Assessment of Theme I mastery. Theme Two: Create/Study KMBOK(tm) (10 Modules) Study Read-Ahead Materials - Theme II, time permitting. eCKM2.01 - Create KM Universe Model(tm) - Framework for KM Abstract: If a picture is worth a 1,000 words, a creative metaphor can depict a million words about a complex process. In this module, the KM Universe Model(tm) focuses on the KM domain (KMBOK(tm)) and the education required for increased likelihood of KM success. Each Certificant leverages the model to integrate the diverse aspects of KM: leadership, people/culture, process, technology, learning, etc., including: how to implement KM, the domains KM affects, and the ultimate impact of KM: Innovation. · Exercise - Itemize KM Universe Model(tm) Sector Maturity Characteristics eCKM2.02 - Understand the Knowledge Maturity Model (KMM(tm)) and Global Unified KM Framework(tm) Abstract: Any discipline needs to create its intellectual infrastructure, especially proven maturity models and Frameworks. In this module we gain understanding of two such models that are key components in the growing KM Body of Knowledge (KMBOK(tm)). Both the KMM(tm) and the Framework are rich enough to be used as a diagnostic (KM Audit) and prescriptive tool. · Exercise - Derive an Assessment Tool to determine Enterprise-wide Socialization Maturity eCKM2.03 - Visualize the KMBOK(tm) - Time Phases & Underlying Factors Abstract: There's nothing mystical about the time-phased methods to implement KM. In this module, you will confirm that everyday experiences follow the same basic sequence or structure as complex, strategic initiatives such as KM. A major life event such as building your "dream home", a construction story, will be used to confirm key time phases inherent in any strategic event. The construction story will serve also as a metaphor (blueprint) to enable determination of key factors that vary over time--occur but differ in each phase just as electric, plumbing, etc. occur on each floor of your home, but also differ on each floor. · Exercise - Discover KMBOK(tm) Methodology Factors that Exist in all Phases eCKM2.04 - Create the KMBOK(tm) Abstract: You will learn and use the innovation technique - Interactive Knowledge Café - to create a Full Life Cycle KM Methodology as part of the KMBOK(tm). You will gain confidence in the need for and thoroughness of the KM Methodology you have designed. · Exercise - Create KMBOK(tm) using Interactive Knowledge Café Technique · Exercise - Analyze Implications of the "Whaling Story" eCKM2.05 - View the Knowledge Base and Evaluate Alternative Methodologies vs. KMBOK(tm) Abstract: View KMBOK(tm) in KBase Tool. Evaluate popular KM Methodologies against your standard in terms of logical progression and factors considered. Fortunately, if you find KMBOK(tm) lacking, continuous improvement is on your side. You will find it equal to or more robust than popular, published methodologies, and you will then have the personal confidence to: JUST DO IT! · Exercise - Evaluate the KMBOK(tm) against Popular KM Methodologies eCKM2.06 - KMBOK(tm) - Review Phase I Abstract: Understand the key Activities in Phase I - A1 - "Create the Knowledge Imperative", including A11 - Understand KM - Science, Techniques, Technology, etc. A12 - Perform K Audit (Map "As-Is"), A13 - Develop Vision/Performance Targets, A14 - Develop KM Strategy, A15 - Link Plans and A16 - Get Buy-In. · Exercise - Evaluate Phase I - Rank Five Key Learning Objectives eCKM2.07 - KMBOK(tm) - Review Phase II Abstract: Understand the key Activities in Phase II - A2 - "Design/Justify KM Initiative", including A21 - Perform Improvement Analysis - Design "To-Be", A22 - Provide Guidance and Tools - Policy, Training, Implementation Needs, A23 - Develop (High-Level) Milestone Plan and Justify (Business Case), A24 - Review/Approve Plan · Exercise - Evaluate Phase II - Rank Five Key Learning Objectives eCKM2.08 - KMBOK(tm) - Review Phase III Abstract: Understand key Activities in Phase III-A3-"Implement/Manage Organizational Change", including A31 - Develop Change Strategies (Organizational & Technical), A32-Build Change Management Project Plan, A33-Negotiate Support for Change, A34-Promote Change, A35-Perform Enterprise Engineering, A36-Implementation KM Initiative. · Exercise - Evaluate Phase III - Rank Five Key Learning Objectives eCKM2.09 - KMBOK(tm) - Review Phase IV Abstract: Understand the key Activities in Phase IV - A4-"Operate/Maintain KM Initiative", including, A41 - Operate/ Maintain KM System, A42-Conduct Continuous Improvement Prog., and A43-Continuously Repeat KM Cycle. Assessment of Theme II mastery. Assessment not required until established by the International KM Certification Authority for 2006 and thereafter. · Exercise - Evaluate Phase IV - Rank Five Key Learning Objectives eCKM2.10 - Theme Two Assessment Abstract: Assessment of Theme II mastery. Theme Three: Perform KM (14 Modules) Study Read-Ahead Materials - Theme III, time permitting. eCKM3.01 - Understand Benchmarking Abstract: When to use different types of benchmarking (strategic & tactical), how to perform, and barriers to success. · Exercise - Evaluate Benchmarking Alternatives eCKM3.02 - Perform Knowledge Audit Abstract: How to perform different types of knowledge audits, value propositions and expected outcomes. Initiate KM Advisory Group/Committee including Knowledge Champion. eCKM3.03 - Create Knowledge Map Abstract: Understand Knowledge Mapping. We will dig into our K Mapping Tool Box for some helpful mapping technologies and Models, including strategic knowledge gap analysis, types of high-level knowledge, and view creative knowledge maps including an atypical map that leads to actionable decisions, the KM Solutions Matrix(tm). Finally, study a K Mapping Methodology/Language. eCKM3.04 - Create KM Vision & Performance Objectives Abstract: Understand the key Activities in: Phase I - A13 Develop Vision & Performance Targets, including create KM Strategic Vision (examples), and performance objectives aligned with business objectives. · Exercise - Create KM Vision eCKM3.05 - Create KM Change Management Plan Abstract: Understand the key Activities in: Phase I - A123 Initiate Communications Plan and A133 Start Change Management, including create KM Awareness Program and start change management aligned with business objectives. · Exercise - Create KM Training Plan eCKM3.06 - Create KM Strategy Abstract: Understand the key Activities in: Phase I - A14 Develop KM Strategy, including: establish improvement imperative (commit sponsor, prepare case for action, build top-management consensus), propose visionary objectives (enrich communities, improve process management and business intelligence, promote innovation, etc.). Create KM strategies aligned with business objectives. Convert intangible imperative to tangible strategies leading to action, the primary purpose of A14. Understand common KM Strategies (major KM initiatives we call KM Bulls) - Best Practices, Lessons Learned, Ideas Mgmt., Content Management, Rethink Learning, Performance Support, etc. · Exercise - Create Executive Briefing eCKM3.07 - Link Plans & Get Buy-In Abstract: Link plans to establish consistency and mutual support with the strategic plans of others. Specific goals, performance measures, and strategies are compared and contrasted to ensure full, mutual support and buy-in. Potential alternative initiatives are reviewed including BPR, ISO9000, CMM, TQM, Value Chains, etc. eCKM3.08 - Catalog KM Principles Abstract: Catalog key KM Principles - Appreciate enormity and diversity of task. Learn and use another innovation technique - "Trigger" Method (Learn while doing). Evaluate "Trigger Method" using "After-Action-Review Method. · Exercise - Use Trigger Method eCKM3.09 - Get Started Abstract: Design for class comparison and critique of startup plans provided by Certificants with regard to rationale, principles applied, leveraging of 'keys to success' and 'critical success factors'. Learn how to initiate KM, leveraging change management principles (Quick Wins), especially the proven concept of "No-Budget KM(tm)", which we call KM Squirrels(tm). · Exercise - Present and Evaluate KM Startup Plans (Workbook) eCKM3.10 - Design KM Initiative Abstract: Focus on A21 - Perform Improvement Analysis - Design "To-Be"--who should be on your team, how to prepare them, scope project charter, model the "As-Is", and specific improvement analysis steps, including design "To-Be" and gap analysis. · Exercise - Design Principles eCKM3.11 - Justify KM Initiative Abstract: Determine functional guidance and tools (process guidelines, training plans and infrastructure needs), develop and justify milestone plan. Perform cost analysis using discounted cash flow method to determine return on investment. · Exercise - Calculate ROI using net present values eCKM3.12 - Implement KM Initiative Abstract: How to Develop Change Strategies (A31), Build Change Management Project Plan (A32), Negotiate Support for Change (A33), Promote Change (A34), Perform Enterprise Engineering (A35), and Implement KM Initiatives (A36), especially incremental development methods. eCKM3.13 - Continuously Improve KM Initiative Abstract: How to Operate/Maintain KM System (A41), Conduct Continuous Improvement Program (A42), and Repeat KM Cycle (A43). eCKM3.14 - Theme Three Assessment Abstract: Assessment of Theme III mastery. Theme Four: Study Special Topics. (14 Modules) Study Read-Ahead Materials - Theme IV, time permitting. eCKM4.01 - Understand KM Sciences Abstract: Understand the sciences involved in KM. Epistemology - Study of knowledge, Axiology - Values, Taxonomy - Categorization , Ontology - Nature of Being, Anthropology/Ethnography - Understand applicability of modern anthropology techniques, Sociology, Learning Theory - Understand applicability of modern Learning Theory/Techniques/Technology to KM, Systems Thinking - Unintended Consequences, and Complex Adaptive Systems. · Exercise - Create Business-Oriented Taxonomy eCKM4.02 - Understand KM Metrics Abstract: Define KM Metrics including where metrics are needed in KMBOK(tm) and intro to some key concepts: meta-metrics, leading/lagging indicators, output vs. outcomes. Note: more metrics in 'Justify' (A2 - Design/Justify KM Initiative). And, see Special Topics - eCKM4.11 "Measure KM Performance" (2006) · Exercise - Create Leading and Lagging KM Performance Indicators eCKM4.03 - Understand KM Techniques - Storytelling, Appreciative Inquiry Abstract: This module introduces other KM techniques. In it, we review Storytelling fundamentals as well as essential KM stories - Squirrel results, and the powerful concept to envision the future: 'Future Scenarios'. Also, a proven powerful tool - Appreciative Inquiry, is introduced. · Exercise - Critique Stories Told eCKM4.04 - Understand KM Techniques - Social Networks) Abstract: Introduces Social Network Analysis--the "informal organization"--including trust and expertise nets, and SNA theory which is based on Centrality Measures: Degree, Betweenness, and Closeness Measures. · Exercise - Reflect on your Social Net Implications · Exercise - Case Study in Social Net Analysis eCKM4.05 - Understand KM Technology (e-learning, other) Abstract: Track evolution of KM technology (KM Technology Map), including: 1 - Learning Technology - Classroom to interactive, self-paced, instruction and Performance Support; 2. Records/Document Management - Card Catalogs to HTML/XML; 3. Search Engines - Card Catalogs to Key Words to Knowledge Taxonomies and Pattern Recognition; 4. Data Mining/Marts/Warehousing - Spreadsheets to business performance tracking and diagnosis; 5. Collaborative Technologies - Water Cooler to Virtual Office Portals and Video Conferencing; 6. Knowledge Repositories - Documents to Knowledge Nuggets and Decision Support Systems. eCKM4.06 - Innovate Relentlessly - Intellectual Capital Abstract: Patents, Trademarks, Copyright, and trade secrets discussed, especially implications of new patent interpretations in USA that have international implications. eCKM4.07 - Innovate Relentlessly - Innovation Techniques Abstract: Innovation defined and alternative techniques reviewed including brainstorming techniques, rapid-relevant-reviews, Feedback, Best Practices, Russian Triz Method, Innovation Analyzers, and DeBono's Six Hats. eCKM4.08 - Innovate Relentlessly - Sustaining & Disruptive Technologies Abstract: Sustaining technologies that improve performance are juxtaposed against and disruptive technologies that revolutionize entire industries. · Exercise - Analyze an Emerging Disruptive Technology eCKM4.09 - Innovate Relentlessly - Manage Innovation Abstract: Macroeconomic causes of change (technology, demographics, values, laws/regulations, and global economics), quantum leap strategies, and managing innovation and change. eCKM4.10 - Enrich Communities - Fundamentals Abstract: Communities defined including types (helping, best practice, knowledge stewarding, and innovation) organizational objectives, and crucial and organizational characteristics. Keys to success and knowledge transfer characteristics studied as well as community archetypes. eCKM4.11 - Enrich Communities - Methodology Abstract: The methodology to create/enrich communities studied. Proven step-by-step process disclosed. eCKM4.12 - Improve "Personal KM" Performance (KMP(tm) Certification Program) Abstract: Understand what it is, create a personal vision and mission, "get organized" for the Knowledge Age, important performance optimization techniques, and how to improve personal knowledge acquisition, production, and integration including use of personal performance tools to improve own personal performance. eCKM4.13 - Understand Expert Systems - KM Applicability (Learning Agents) Abstract: Expert Systems emerged in the 1980s with their huge potential of replicating and making subject matter expertise widely available, but they were prohibitively expensive for all but the most critical applications. This technology has morphed to the use of intelligent, learning agents. It is proven and now ready for prime time viewing and application on critical, knowledge-intensive applications - retiring workforce or high-turnover environments. eCKM4.14 - Theme Four Assessment Abstract: Assessment of Theme IV mastery. Candidate Topics - Presentations Approved for Distribution, Jan 1, 2009 Douglas Weidner Douglas Weidner, eCKM Mentor(tm) Chairman, The International Knowledge Management Institute (KM Institute) International Knowledge Management Institute eCKM(tm) Copyright Notice Copyright © 2001-2009 by Douglas Weidner. This KM Institute KM Certification training program is coded and licensed in its entirety to one individual. Copying or sending this material, electronically or in hard copy, is a direct violation of Federal Copyright laws and most other countries through Treaty. Any reproduction without formal written permission is strictly forbidden. From: sikmleaders@... [mailto:sikmleaders@...] On Behalf Of Patrick Lambe Sent: Thursday, January 28, 2010 11:18 PM To: sikmleaders@... Subject: Re: [sikmleaders] Core competences after KM training Yes I know you can, Douglas, but why would you? What's the point? You didn't answer my question about the curriculum promise. P Patrick Lambe weblog: www.greenchameleon.com<http://www.greenchameleon.com> website: www.straitsknowledge.com<http://www.straitsknowledge.com> book: www.organisingknowledge.com<http://www.organisingknowledge.com> Have you seen our KM Method Cards or Organisation Culture Cards? http://www.straitsknowledge.com/store/ On Jan 29, 2010, at 11:57 AM, Weidner, Douglas wrote: Patrick, I couldn't get a servicemark (SM) designation in an email so used (tm), the equivalent. One can mark unique strings of words, such as KM Awareness Series(tm), which is a complete curriculum to support a traditional change management awareness campaign for KM (KM Lunch & Learn tutorials, KM100 - KM Awareness for the K Age(tm), KM101 - KM Fundamentals for the K Age(tm), KM301 - KM Executive Briefing and the Accredited KM Instructor Program. This is an often overlooked area of concern. Many KM failures can be attributed to lack of change management, as you know. Douglas From: sikmleaders@... [mailto:sikmleaders@...] On Behalf Of Patrick Lambe Sent: Thursday, January 28, 2010 9:05 PM To: sikmleaders@... Subject: Re: [sikmleaders] Core competences after KM training Ermmm.... Douglas... what's with the (tm)? Isn't it a bit of an overkill to claim a trademark on a perfectly normal string of English words? By the way, didn't you say you would share the curriculum of your CKM program for Wider Professional Scrutiny(tm)? <<actKM list "On Dec 11, 2009, at 2:11 PM, Weidner, Douglas wrote: Dave, I'd be happy to post curriculum for peer review upon return from Korea and UK next week - connectivity issues here v-v attachments. Douglas Weidner Best Wishes P Patrick Lambe weblog: www.greenchameleon.com<http://www.greenchameleon.com> website: www.straitsknowledge.com<http://www.straitsknowledge.com> book: www.organisingknowledge.com<http://www.organisingknowledge.com> Have you seen our KM Method Cards or Organisation Culture Cards? http://www.straitsknowledge.com/store/ On Jan 29, 2010, at 9:14 AM, Weidner, Douglas wrote: Dear Ivan, Core competencies can be defined, but only if the role is defined. Are you talking about CKO level, KM Coordinator, or K Workers as part of a KM Awareness Series(tm)? Douglas Weidner From: sikmleaders@... [mailto:sikmleaders@...] On Behalf Of IvanO Sent: Thursday, January 28, 2010 5:40 PM To: sikmleaders@... Subject: [sikmleaders] Core competences after KM training Hello Everyone, I am in the process of justifying the deployment of KM course. I appreciate if some of you can provide me with a short list of core competences to be achieved by participants after receiving the course. Thanks, Ivan |
|
|
|
Dear Colleagues
I would like to offer the following perspective and suggest that “KM” training (courses) can provide one with an introduction to necessary skill sets that would enable one to “do KM” depending on the content of the course. What is clear from practically applying KM concepts, KM strategies, and KM implementing practices for over ten years is that learning a skill through training is not the same as competency. My point is that this discussion is useful in the context of recognizing that to become a KM practitioner, one needs to “practice”…practice delivering KM in a setting that delivers improved performance in a business or operational context..the real value of KM and its promise. Esoteric and academic discussions have a place, for sure, but it is the practical application of the training, and your understanding in context of the application of KM concepts strategies, and implementing practices that enable the development of competency…the end objective in my opinion…competency-- enables you to drive business or operational results through knowledge leadership, a skill, by the way, that you can’t get through training and that is also a competency developed through performing, and learning, and performing, and learning….. Best regards Bill Bill Kaplan CPCM 571.934.7408 (o) 703.401.4198 (c) www.workingknowledge-csp.com<http://www.workingknowledge-csp.com/> http://www.linkedin.com/in/ckobill [cid:image002.jpg@...] From: sikmleaders@... [mailto:sikmleaders@...] On Behalf Of murphjen@... Sent: Friday, January 29, 2010 03:38 To: sikmleaders@... Subject: Re: [sikmleaders] Core competences after KM training Its taken this discussion long enough to get to the point! First, I think it is essential that we be able to describe the core competencies for a KM professional and I don't believe it matters as to the course being taught. Competencies and courses are two different issues. Courses should address at least some competencies, but we should be able to articulate KM competencies regardless of course. To start this discussion, I believe the core competencies include: Ability to articulate what KM and knowledge are and how they can help an organization Ability to develop a KM strategy that articulates goals, needs for knowledge, users of knowledge, sources of knowledge, and how knowledge will be captured, stored, and transferred. Ability to design (and to some degree implement) various KM Systems to support needed KM goals Ability to understand, articulate, and address key issues affecting KM such as security, measurement, new technologies, innovation, etc. Ability to design and implement measurement systems for determining KM success and other identified KM goals Ability to evaluate new technologies for fit with an organization's systems and KM systems Ability to communicate KM to all levels of the organization Ability to assess organizational processes for KM, to support the process and/or capture knowledge from the process Ability to lead KM initiatives There are probably more but this is what strikes me as core competencies. The course I teach is designed to get MBA students to understand KM and to possibly lead and/or participate in a KM initiative. The objectives of this course are: Identify and define Knowledge Management terms and concepts Define and discuss what knowledge is including tacit, explicit, and organizational knowledge Define what a Knowledge Management System is and is not Define Organizational Memory and Organizational Learning and discuss their relationship to Knowledge Management Discuss the Knowledge Life Cycle Explain how Knowledge Management impacts an organization Discuss how Knowledge Management applications such as Customer Relationship Management, Supply Chain Management, and Data Warehousing impact organizational effectiveness Discuss how Knowledge Management can improve organizational and individual decision making Describe how to build and implement a Knowledge Management System Discuss technologies used in Knowledge Management such as Web Portals, XML, Ontologies, Taxonomies, and Topic Maps Discuss the functions and goals of a Knowledge Management System Discuss knowledge repositories with respect to structure and codification schemes Describe recommendations from research as to the construction of a Knowledge Management System Explain Knowledge Management/Knowledge Management System Success Discuss the need for measuring KM/KMS success List and describe KM/KMS Success Factors List and describe KM/KMS Effectiveness Models Identify and Discuss issues affecting Knowledge Management Describe issues affecting knowledge transfer, flow, and use in organizations Describe the impact of Knowledge Management strategy on KM and KMS success Describe how Knowledge Management System use and knowledge re-use impacts KM and KMS success Describe how Communities of Practice implement KM I hope this helps get this discussion rolling! Thanks...murray Murray E. Jennex, Ph.D., P.E., CISSP, CSSLP San Diego State University Editor in Chief International Journal of Knowledge Management Co-editor in Chief International Journal of Information Systems for Crisis Response and Management In a message dated 1/28/2010 11:27:00 P.M. Pacific Standard Time, douglas.weidner@... writes: Patrick Lambe has asked for the KM Institute Certification Program curriculum. Importantly, all students both attend the week-long workshop and get a two-DVD interactive video set of the entire course for pre- and post-workshop review and study. The complete content is equivalent to about 2.5 workshop weeks or two 3-semester hour university courses. Here is content outline: Blended KM Certification Program Workshop (eCKM™) Outline How to Perform KM – This KM Certification Program is for serious practitioners who aspire to be KM leaders. Theme I – Advanced KM Essentials/Rationale includes rigorous, practical KM (KM414), the rationale for KM, and role of the KM leader, we call the Chief Knowledge Officer (CKO). In Theme II (KM423), we Create and Study the KMBOK™ Methodology, a robust, proven approach to enterprise KM. Theme III (KM434) tracks thru that methodology, learning how to “Perform KM”, including specific steps such as benchmarking, knowledge audits/mapping, Knowledge Age vision, strategies, and how to “Get Started” and commence change management. Theme IV (KM444) is start of Life-Long Learning Program – Special Topics and techniques are surveyed: metrics, storytelling, Social Networks, KM Technology, Personal KM, CoPs, etc. The complete content is equivalent to three workshop weeks, but it is delivered in a blended approach, a mix of pre-requisite e-learning, face-to-face workshop, and post-workshop, interactive video E-Learning modules. Theme One: Advanced KM Essentials/Rationale (12 Modules) eCKM1.01 – Team Intro, Workshop Approach & Content Abstract: Meet your Mentor and team mates. Review the “Knowledge Givers” (characters) and what you will learn during your study of the four CKM themes. “Learn-by-doing” two innovation techniques. • Exercise – Learn/Apply Gossamer Albatross Technique – Build KM Workbook • Exercise – Learn/Apply After Action Review Technique – Perform Daily Reviews Study Read-Ahead Materials – eCKM1.01 and review any supplemental reading materials, time permitting eCKM1.02 – Understand Knowledge in Four Eras (Greek, Medieval, Industrial/Scientific, Modern) Abstract: Knowledge has been defined quite differently throughout the ages. This module provides an historical perspective on knowledge (Western and non-Western) and in particular, the evolution of the concept of knowledge – Greek, Medieval, Industrial, and Modern Eras. This historical perspective enables you to define the concept of knowledge for modern organizations and to gain the requisite personal credibility in your KM leadership role. • Exercise – Compare the Concept of Knowledge Thought by Civilization Study Read-Ahead Materials – eCKM1.02. Complete exercise; answers provided in the workshop. eCKM1.03 – Define Knowledge in Modern Era Abstract: This module contrasts the most popular and practical definitions of knowledge in our modern era. Four themes include: the definition of knowledge can be very personal based on personal perspectives; the ubiquitous nature of knowledge; how to relate the concept of action to differentiate knowledge from data and information; and diverse knowledge attributes (25) that promote real understanding. • Exercise – Analyze Knowledge Attributes – Determine Importance • Exercise – Define Knowledge for your Environment Study Read-Ahead Materials – eCKM1.03 eCKM1.04 – Understand Knowledge Modes (Understand Implications of Tacit & Explicit) Abstract: This module focuses on an important knowledge attribute: Mode – tacit and explicit knowledge. The Nonaka & Takeuchi model shows the knowledge conversion dynamics for tacit and explicit knowledge. This tacit/explicit understanding enables you to design integrated KM solutions covered in CKM1.07 – “Connect & Collect”. • Exercise – Identify K Conversion Categories for Various KM Initiatives Study Read-Ahead Materials – eCKM1.04 eCKM1.05 – Understand Knowledge Episodes & Processes Abstract: Medieval scholars thought all knowledge was known with knowledge flow from the more knowing to less knowing. A modern view emphasizes two-way flow between both more and less knowing individuals, with hopeful creation of new knowledge at every iteration. This module provides understanding of knowledge flow – KM Episodes and Knowledge Life Cycle - acquisition, production/creation and integration/use of knowledge throughout an organization. • Exercise – Define Knowledge Processes Embedded in Enterprise Processes • Exercise – Create “No Budget” KM Study Read-Ahead Materials – eCKM1.05 eCKM1.06 – Understand New Knowledge Paradigm Abstract: This module studies a new knowledge paradigm “to get the best knowledge to the right person at just the right time to perform an activity (make decision, etc.).” The implications of the new knowledge paradigm are extensive. This module will insure you understand them and how you apply them to your KM Initiatives. • Exercise – Implications of New Knowledge Paradigm in Enterprise Processes Study Read-Ahead Materials – eCKM1.06 eCKM1.07– Envision the KM Endgame Abstract: You must be able to explain where KM is headed based understanding the conflicting characteristics of primary attributes – tacit/explicit knowledge and learned KM Principles. “Connect” & “Collect” depicts the KM Endgame vision, a culture of collaboration/knowledge sharing. This insight will benefit your own KM Initiatives. • Exercise – Types of Knowledge References Needed in the “Books of Knowledge” Study Read-Ahead Materials – eCKM1.07 eCKM1.08 – Understand Basic KM Theory and Models Abstract: Models are powerful tools to depict KM theory. This module studies many models, including: Knowledge Maturity Model (KMM), and impact of knowledge modes and absorptive capacity for various process model types. • Exercise – Invent KM Initiative for Core Processes – tacit/explicit, routineness, absorptive capacity. Study Read-Ahead Materials – eCKM1.08 eCKM1.09 – Define KM Abstract: Traditionally practitioners are surveyed to see what they do. But, KM is still in formative stage. Surveying what is being done doesn’t prove what needs to be done. In this module we define KM by other means, e.g., KM Endgame and by studying best available KM definitions. Understanding the nature of fads, frameworks, methodologies, the KMBOK™, and standards helps. There is no perfect definition of KM, but you will be able define KM for diverse audiences. • Exercise – Itemize KM Definition Components • Exercise – Define KM for your CEO Study Read-Ahead Materials – eCKM1.09 eCKM1.10 – Build KM Rationale – Why Manage Knowledge Now, Case Studies and ultimate business case proof Abstract: If a definition of KM is important, the rationale justifying KM is even more important. This module proves the merits of KM by discussing authoritative backing, critical problems (hot buttons) addressed by KM, some success stories as case studies, and the business intelligence model that proves the need to convert customer information assets into revenue streams through applied knowledge. “Why manage knowledge now?” You will know the answer. • Exercise – Define KM Implications for Commoditization/Customization Model Study Read-Ahead Materials – eCKM1.10 eCKM1.11 – Understand Role of CKO – Competencies, Keys/Barriers to Success Abstract: We derive the role of KM practitioners from what needs to be done based on research by experts, especially the role of the CKO, requisite competencies and skills, and the KM Imperative. The “Hype Curve” and Cautions and Barriers to Success are studied. You will understand your career opportunities. • Exercise – Develop "Trough of Disillusionment" Countermeasures Study Read-Ahead Materials – eCKM1.11 eCKM1.12 – Theme One Assessment Abstract: Assessment of Theme I mastery. Theme Two: Create/Study KMBOK™ (10 Modules) Study Read-Ahead Materials – Theme II, time permitting. eCKM2.01 – Create KM Universe Model™ – Framework for KM Abstract: If a picture is worth a 1,000 words, a creative metaphor can depict a million words about a complex process. In this module, the KM Universe Model™ focuses on the KM domain (KMBOK™) and the education required for increased likelihood of KM success. Each Certificant leverages the model to integrate the diverse aspects of KM: leadership, people/culture, process, technology, learning, etc., including: how to implement KM, the domains KM affects, and the ultimate impact of KM: Innovation. • Exercise – Itemize KM Universe Model™ Sector Maturity Characteristics eCKM2.02 – Understand the Knowledge Maturity Model (KMM™) and Global Unified KM Framework™ Abstract: Any discipline needs to create its intellectual infrastructure, especially proven maturity models and Frameworks. In this module we gain understanding of two such models that are key components in the growing KM Body of Knowledge (KMBOK™). Both the KMM™ and the Framework are rich enough to be used as a diagnostic (KM Audit) and prescriptive tool. • Exercise – Derive an Assessment Tool to determine Enterprise-wide Socialization Maturity eCKM2.03 – Visualize the KMBOK™ – Time Phases & Underlying Factors Abstract: There’s nothing mystical about the time-phased methods to implement KM. In this module, you will confirm that everyday experiences follow the same basic sequence or structure as complex, strategic initiatives such as KM. A major life event such as building your “dream home”, a construction story, will be used to confirm key time phases inherent in any strategic event. The construction story will serve also as a metaphor (blueprint) to enable determination of key factors that vary over time--occur but differ in each phase just as electric, plumbing, etc. occur on each floor of your home, but also differ on each floor. • Exercise – Discover KMBOK™ Methodology Factors that Exist in all Phases eCKM2.04 – Create the KMBOK™ Abstract: You will learn and use the innovation technique - Interactive Knowledge Café – to create a Full Life Cycle KM Methodology as part of the KMBOK™. You will gain confidence in the need for and thoroughness of the KM Methodology you have designed. • Exercise – Create KMBOK™ using Interactive Knowledge Café Technique • Exercise – Analyze Implications of the “Whaling Story” eCKM2.05 – View the Knowledge Base and Evaluate Alternative Methodologies vs. KMBOK™ Abstract: View KMBOK™ in KBase Tool. Evaluate popular KM Methodologies against your standard in terms of logical progression and factors considered. Fortunately, if you find KMBOK™ lacking, continuous improvement is on your side. You will find it equal to or more robust than popular, published methodologies, and you will then have the personal confidence to: JUST DO IT! • Exercise – Evaluate the KMBOK™ against Popular KM Methodologies eCKM2.06 – KMBOK™ – Review Phase I Abstract: Understand the key Activities in Phase I – A1 - “Create the Knowledge Imperative”, including A11 - Understand KM – Science, Techniques, Technology, etc. A12 - Perform K Audit (Map “As-Is”), A13 - Develop Vision/Performance Targets, A14 – Develop KM Strategy, A15 - Link Plans and A16 - Get Buy-In. • Exercise – Evaluate Phase I – Rank Five Key Learning Objectives eCKM2.07 – KMBOK™ – Review Phase II Abstract: Understand the key Activities in Phase II – A2 - “Design/Justify KM Initiative”, including A21 - Perform Improvement Analysis – Design “To-Be”, A22 - Provide Guidance and Tools – Policy, Training, Implementation Needs, A23 - Develop (High-Level) Milestone Plan and Justify (Business Case), A24 – Review/Approve Plan • Exercise – Evaluate Phase II – Rank Five Key Learning Objectives eCKM2.08 – KMBOK™ – Review Phase III Abstract: Understand key Activities in Phase III–A3-“Implement/Manage Organizational Change”, including A31 - Develop Change Strategies (Organizational & Technical), A32–Build Change Management Project Plan, A33–Negotiate Support for Change, A34–Promote Change, A35–Perform Enterprise Engineering, A36-Implementation KM Initiative. • Exercise – Evaluate Phase III – Rank Five Key Learning Objectives eCKM2.09 – KMBOK™ – Review Phase IV Abstract: Understand the key Activities in Phase IV – A4-“Operate/Maintain KM Initiative”, including, A41 - Operate/ Maintain KM System, A42-Conduct Continuous Improvement Prog., and A43-Continuously Repeat KM Cycle. Assessment of Theme II mastery. Assessment not required until established by the International KM Certification Authority for 2006 and thereafter. • Exercise – Evaluate Phase IV – Rank Five Key Learning Objectives eCKM2.10 – Theme Two Assessment Abstract: Assessment of Theme II mastery. Theme Three: Perform KM (14 Modules) Study Read-Ahead Materials – Theme III, time permitting. eCKM3.01 – Understand Benchmarking Abstract: When to use different types of benchmarking (strategic & tactical), how to perform, and barriers to success. • Exercise – Evaluate Benchmarking Alternatives eCKM3.02 – Perform Knowledge Audit Abstract: How to perform different types of knowledge audits, value propositions and expected outcomes. Initiate KM Advisory Group/Committee including Knowledge Champion. eCKM3.03 – Create Knowledge Map Abstract: Understand Knowledge Mapping. We will dig into our K Mapping Tool Box for some helpful mapping technologies and Models, including strategic knowledge gap analysis, types of high-level knowledge, and view creative knowledge maps including an atypical map that leads to actionable decisions, the KM Solutions Matrix™. Finally, study a K Mapping Methodology/Language. eCKM3.04 – Create KM Vision & Performance Objectives Abstract: Understand the key Activities in: Phase I - A13 Develop Vision & Performance Targets, including create KM Strategic Vision (examples), and performance objectives aligned with business objectives. • Exercise – Create KM Vision eCKM3.05 – Create KM Change Management Plan Abstract: Understand the key Activities in: Phase I - A123 Initiate Communications Plan and A133 Start Change Management, including create KM Awareness Program and start change management aligned with business objectives. • Exercise – Create KM Training Plan eCKM3.06 – Create KM Strategy Abstract: Understand the key Activities in: Phase I - A14 Develop KM Strategy, including: establish improvement imperative (commit sponsor, prepare case for action, build top-management consensus), propose visionary objectives (enrich communities, improve process management and business intelligence, promote innovation, etc.). Create KM strategies aligned with business objectives. Convert intangible imperative to tangible strategies leading to action, the primary purpose of A14. Understand common KM Strategies (major KM initiatives we call KM Bulls) – Best Practices, Lessons Learned, Ideas Mgmt., Content Management, Rethink Learning, Performance Support, etc. • Exercise – Create Executive Briefing eCKM3.07 – Link Plans & Get Buy-In Abstract: Link plans to establish consistency and mutual support with the strategic plans of others. Specific goals, performance measures, and strategies are compared and contrasted to ensure full, mutual support and buy-in. Potential alternative initiatives are reviewed including BPR, ISO9000, CMM, TQM, Value Chains, etc. eCKM3.08 – Catalog KM Principles Abstract: Catalog key KM Principles - Appreciate enormity and diversity of task. Learn and use another innovation technique - “Trigger” Method (Learn while doing). Evaluate “Trigger Method” using “After-Action-Review Method. • Exercise – Use Trigger Method eCKM3.09 – Get Started Abstract: Design for class comparison and critique of startup plans provided by Certificants with regard to rationale, principles applied, leveraging of ‘keys to success’ and ‘critical success factors’. Learn how to initiate KM, leveraging change management principles (Quick Wins), especially the proven concept of “No-Budget KM™”, which we call KM Squirrels™. • Exercise – Present and Evaluate KM Startup Plans (Workbook) eCKM3.10 – Design KM Initiative Abstract: Focus on A21 - Perform Improvement Analysis – Design “To-Be”--who should be on your team, how to prepare them, scope project charter, model the “As-Is”, and specific improvement analysis steps, including design “To-Be” and gap analysis. • Exercise – Design Principles eCKM3.11 – Justify KM Initiative Abstract: Determine functional guidance and tools (process guidelines, training plans and infrastructure needs), develop and justify milestone plan. Perform cost analysis using discounted cash flow method to determine return on investment. • Exercise – Calculate ROI using net present values eCKM3.12 – Implement KM Initiative Abstract: How to Develop Change Strategies (A31), Build Change Management Project Plan (A32), Negotiate Support for Change (A33), Promote Change (A34), Perform Enterprise Engineering (A35), and Implement KM Initiatives (A36), especially incremental development methods. eCKM3.13 – Continuously Improve KM Initiative Abstract: How to Operate/Maintain KM System (A41), Conduct Continuous Improvement Program (A42), and Repeat KM Cycle (A43). eCKM3.14 – Theme Three Assessment Abstract: Assessment of Theme III mastery. Theme Four: Study Special Topics. (14 Modules) Study Read-Ahead Materials – Theme IV, time permitting. eCKM4.01 – Understand KM Sciences Abstract: Understand the sciences involved in KM. Epistemology - Study of knowledge, Axiology – Values, Taxonomy - Categorization , Ontology - Nature of Being, Anthropology/Ethnography - Understand applicability of modern anthropology techniques, Sociology, Learning Theory - Understand applicability of modern Learning Theory/Techniques/Technology to KM, Systems Thinking - Unintended Consequences, and Complex Adaptive Systems. • Exercise – Create Business-Oriented Taxonomy eCKM4.02 – Understand KM Metrics Abstract: Define KM Metrics including where metrics are needed in KMBOK™ and intro to some key concepts: meta-metrics, leading/lagging indicators, output vs. outcomes. Note: more metrics in ‘Justify’ (A2 - Design/Justify KM Initiative). And, see Special Topics – eCKM4.11 “Measure KM Performance” (2006) • Exercise – Create Leading and Lagging KM Performance Indicators eCKM4.03 – Understand KM Techniques – Storytelling, Appreciative Inquiry Abstract: This module introduces other KM techniques. In it, we review Storytelling fundamentals as well as essential KM stories – Squirrel results, and the powerful concept to envision the future: ‘Future Scenarios’. Also, a proven powerful tool – Appreciative Inquiry, is introduced. • Exercise – Critique Stories Told eCKM4.04 – Understand KM Techniques – Social Networks) Abstract: Introduces Social Network Analysis--the “informal organization”--including trust and expertise nets, and SNA theory which is based on Centrality Measures: Degree, Betweenness, and Closeness Measures. • Exercise – Reflect on your Social Net Implications • Exercise – Case Study in Social Net Analysis eCKM4.05 – Understand KM Technology (e-learning, other) Abstract: Track evolution of KM technology (KM Technology Map), including: 1 - Learning Technology - Classroom to interactive, self-paced, instruction and Performance Support; 2. Records/Document Management - Card Catalogs to HTML/XML; 3. Search Engines - Card Catalogs to Key Words to Knowledge Taxonomies and Pattern Recognition; 4. Data Mining/Marts/Warehousing - Spreadsheets to business performance tracking and diagnosis; 5. Collaborative Technologies - Water Cooler to Virtual Office Portals and Video Conferencing; 6. Knowledge Repositories - Documents to Knowledge Nuggets and Decision Support Systems. eCKM4.06 – Innovate Relentlessly – Intellectual Capital Abstract: Patents, Trademarks, Copyright, and trade secrets discussed, especially implications of new patent interpretations in USA that have international implications. eCKM4.07 – Innovate Relentlessly – Innovation Techniques Abstract: Innovation defined and alternative techniques reviewed including brainstorming techniques, rapid-relevant-reviews, Feedback, Best Practices, Russian Triz Method, Innovation Analyzers, and DeBono’s Six Hats. eCKM4.08 – Innovate Relentlessly – Sustaining & Disruptive Technologies Abstract: Sustaining technologies that improve performance are juxtaposed against and disruptive technologies that revolutionize entire industries. • Exercise – Analyze an Emerging Disruptive Technology eCKM4.09 – Innovate Relentlessly – Manage Innovation Abstract: Macroeconomic causes of change (technology, demographics, values, laws/regulations, and global economics), quantum leap strategies, and managing innovation and change. eCKM4.10 – Enrich Communities – Fundamentals Abstract: Communities defined including types (helping, best practice, knowledge stewarding, and innovation) organizational objectives, and crucial and organizational characteristics. Keys to success and knowledge transfer characteristics studied as well as community archetypes. eCKM4.11 – Enrich Communities – Methodology Abstract: The methodology to create/enrich communities studied. Proven step-by-step process disclosed. eCKM4.12 – Improve “Personal KM” Performance (KMP™ Certification Program) Abstract: Understand what it is, create a personal vision and mission, “get organized” for the Knowledge Age, important performance optimization techniques, and how to improve personal knowledge acquisition, production, and integration including use of personal performance tools to improve own personal performance. eCKM4.13 – Understand Expert Systems – KM Applicability (Learning Agents) Abstract: Expert Systems emerged in the 1980s with their huge potential of replicating and making subject matter expertise widely available, but they were prohibitively expensive for all but the most critical applications. This technology has morphed to the use of intelligent, learning agents. It is proven and now ready for prime time viewing and application on critical, knowledge-intensive applications – retiring workforce or high-turnover environments. eCKM4.14 – Theme Four Assessment Abstract: Assessment of Theme IV mastery. Candidate Topics – Presentations Approved for Distribution, Jan 1, 2009 Douglas Weidner Douglas Weidner, eCKM Mentor™ Chairman, The International Knowledge Management Institute (KM Institute) International Knowledge Management Institute eCKM™ Copyright Notice Copyright © 2001-2009 by Douglas Weidner. This KM Institute KM Certification training program is coded and licensed in its entirety to one individual. Copying or sending this material, electronically or in hard copy, is a direct violation of Federal Copyright laws and most other countries through Treaty. Any reproduction without formal written permission is strictly forbidden. From: sikmleaders@... [mailto:sikmleaders@...] On Behalf Of Patrick Lambe Sent: Thursday, January 28, 2010 11:18 PM To: sikmleaders@... Subject: Re: [sikmleaders] Core competences after KM training Yes I know you can, Douglas, but why would you? What's the point? You didn't answer my question about the curriculum promise. P Patrick Lambe weblog: www.greenchameleon.com<http://www.greenchameleon.com/> website: www.straitsknowledge.com<http://www.straitsknowledge.com/> book: www.organisingknowledge.com<http://www.organisingknowledge.com/> Have you seen our KM Method Cards or Organisation Culture Cards? http://www.straitsknowledge.com/store/ On Jan 29, 2010, at 11:57 AM, Weidner, Douglas wrote: Patrick, I couldn’t get a servicemark (SM) designation in an email so used ™, the equivalent. One can mark unique strings of words, such as KM Awareness Series™, which is a complete curriculum to support a traditional change management awareness campaign for KM (KM Lunch & Learn tutorials, KM100 – KM Awareness for the K Age™, KM101 - KM Fundamentals for the K Age™, KM301 - KM Executive Briefing and the Accredited KM Instructor Program. This is an often overlooked area of concern. Many KM failures can be attributed to lack of change management, as you know. Douglas From: sikmleaders@... [mailto:sikmleaders@...] On Behalf Of Patrick Lambe Sent: Thursday, January 28, 2010 9:05 PM To: sikmleaders@... Subject: Re: [sikmleaders] Core competences after KM training Ermmm.... Douglas... what's with the ™? Isn't it a bit of an overkill to claim a trademark on a perfectly normal string of English words? By the way, didn't you say you would share the curriculum of your CKM program for Wider Professional Scrutiny™? <<actKM list "On Dec 11, 2009, at 2:11 PM, Weidner, Douglas wrote: Dave, I'd be happy to post curriculum for peer review upon return from Korea and UK next week - connectivity issues here v-v attachments. Douglas Weidner Best Wishes P Patrick Lambe weblog: www.greenchameleon.com<http://www.greenchameleon.com/> website: www.straitsknowledge.com<http://www.straitsknowledge.com/> book: www.organisingknowledge.com<http://www.organisingknowledge.com/> Have you seen our KM Method Cards or Organisation Culture Cards? http://www.straitsknowledge.com/store/ On Jan 29, 2010, at 9:14 AM, Weidner, Douglas wrote: Dear Ivan, Core competencies can be defined, but only if the role is defined. Are you talking about CKO level, KM Coordinator, or K Workers as part of a KM Awareness Series™? Douglas Weidner From: sikmleaders@... [mailto:sikmleaders@...] On Behalf Of IvanO Sent: Thursday, January 28, 2010 5:40 PM To: sikmleaders@... Subject: [sikmleaders] Core competences after KM training Hello Everyone, I am in the process of justifying the deployment of KM course. I appreciate if some of you can provide me with a short list of core competences to be achieved by participants after receiving the course. Thanks, Ivan |
|
|
|
Ivan Orozco
Dear friends,
thank you very much to everyone sharing your thoughts with me. Regarding the goal of the course, it is focused in introducing KM (director level and key/specialized workers) and its ways of applying it in a corporate environment. I found, from your inputs, many valuable information for adjusting course goals and defining some core competencies. Best regards, Ivan Orozco ________________________________ De: "bill@..." <bill@...> Para: "sikmleaders@..." <sikmleaders@...> Enviado: vie, enero 29, 2010 9:36:07 AM Asunto: RE: [sikmleaders] Core competences after KM training Dear Colleagues I would like to offer the following perspective and suggest that “KM” training (courses) can provide one with an introduction to necessary skill sets that would enable one to “do KM” depending on the content of the course. What is clear from practically applying KM concepts, KM strategies, and KM implementing practices for over ten years is that learning a skill through training is not the same as competency. My point is that this discussion is useful in the context of recognizing that to become a KM practitioner, one needs to “practice”…practice delivering KM in a setting that delivers improved performance in a business or operational context..the real value of KM and its promise. Esoteric and academic discussions have a place, for sure, but it is the practical application of the training, and your understanding in context of the application of KM concepts strategies, and implementing practices that enable the development of competency…the end objective in my opinion…competency-- enables you to drive business or operational results through knowledge leadership, a skill, by the way, that you can’t get through training and that is also a competency developed through performing, and learning, and performing, and learning….. Best regards Bill Bill KaplanCPCM 571.934.7408 (o) 703.401.4198 (c) www.workingknowledg e-csp.com http://www.linkedin .com/in/ckobill WKELogo001.jpg"> From:sikmleaders@ yahoogroups. com [mailto:sikmleaders @yahoogroups. com] On Behalf Of murphjen@aol. com Sent: Friday, January 29, 2010 03:38 To: sikmleaders@ yahoogroups. com Subject: Re: [sikmleaders] Core competences after KM training Its taken this discussion long enough to get to the point! First, I think it is essential that we be able to describe the core competencies for a KM professional and I don't believe it matters as to the course being taught. Competencies and courses are two different issues. Courses should address at least some competencies, but we should be able to articulate KM competencies regardless of course. To start this discussion, I believe the core competencies include: Ability to articulate what KM and knowledge are and how they can help an organization Ability to develop a KM strategy that articulates goals, needs for knowledge, users of knowledge, sources of knowledge, and how knowledge will be captured, stored, and transferred. Ability to design (and to some degree implement) various KM Systems to support needed KM goals Ability to understand, articulate, and address key issues affecting KM such as security, measurement, new technologies, innovation, etc. Ability to design and implement measurement systems for determining KM success and other identified KM goals Ability to evaluate new technologies for fit with an organization' s systems and KM systems Ability to communicate KM to all levels of the organization Ability to assess organizational processes for KM, to support the process and/or capture knowledge from the process Ability to lead KM initiatives There are probably more but this is what strikes me as core competencies. The course I teach is designed to get MBA students to understand KM and to possibly lead and/or participate in a KM initiative. The objectives of this course are: Identify and define Knowledge Management terms and concepts Define and discuss what knowledge is including tacit, explicit, and organizational knowledge Define what a Knowledge Management System is and is not Define Organizational Memory and Organizational Learning and discuss their relationship to Knowledge Management Discuss the Knowledge Life Cycle Explain how Knowledge Management impacts an organization Discuss how Knowledge Management applications such as Customer Relationship Management, Supply Chain Management, and Data Warehousing impact organizational effectiveness Discuss how Knowledge Management can improve organizational and individual decision making Describe how to build and implement a Knowledge Management System Discuss technologies used in Knowledge Management such as Web Portals, XML, Ontologies, Taxonomies, and Topic Maps Discuss the functions and goals of a Knowledge Management System Discuss knowledge repositories with respect to structure and codification schemes Describe recommendations from research as to the construction of a Knowledge Management System Explain Knowledge Management/Knowledg e Management System Success Discuss the need for measuring KM/KMS success List and describe KM/KMS Success Factors List and describe KM/KMS Effectiveness Models Identify and Discuss issues affecting Knowledge Management Describe issues affecting knowledge transfer, flow, and use in organizations Describe the impact of Knowledge Management strategy on KM and KMS success Describe how Knowledge Management System use and knowledge re-use impacts KM and KMS success Describe how Communities of Practice implement KM I hope this helps get this discussion rolling! Thanks...murray Murray E. Jennex, Ph.D., P.E., CISSP, CSSLP San Diego State University Editor in Chief International Journal of Knowledge Management Co-editor in Chief International Journal of Information Systems for Crisis Response and Management In a message dated 1/28/2010 11:27:00 P.M. Pacific Standard Time, douglas.weidner@ kminstitute. org writes:
____________________________________________________________________________________ ¡Obtén la mejor experiencia en la web! Descarga gratis el nuevo Internet Explorer 8. http://downloads.yahoo.com/ieak8/?l=e1 |
|
|