Topics

KM Organization structure, Team size for Professional services organization for a software product #maturity


Vijayanandam VM
 

Team


Good morning, afternoon and evening wherever you are :-)


I have moved back to Knowledge Management from leading the Software Delivery organization. 

   - Recently i have joined JDA Software supply chain major to lead their Global Knowledge Management practice. 

    - Few years i have lead Global KM for HP/HPE/Microfocus Software earlier, and due to reorg KM program was truncated in 2017. During that period we have shared our KM program learnings and successes in APQC and KMWorld for 2-3 years, and had opportunity to meet Stan in person multiple occasions then.


Good to connect with forum again. 


Quick query. In our current firm we are starting from Level-1 maturity (APQC mapping is good) to revamp existing KM program. What should be ideal team size for KM program, you have seen to enhance the maturity to Level -3 maturity over next couple of years.


Please share your experiences in 

1. Right team size and key roles for KM core team

2. Focus areas

3. Critical success factors

4. others 


Appreciate your guidance and support. 


Stan Garfield
 


Jasper Lavertu
 

Hi,

 

We are using a KM maturity model for some time now. Let me share some experiences (I have also presented parts of this in a talk at KM World 2018).


Our KMMM is inspired by the one of APQC and we have linked the maturity levels with the knowledge value chain from M. Weggeman. We did that by describing what you see happening at each maturity level for every knowledge process from the value chain. I conducted interviews with knowledge workers and team leaders to assess the current maturity of KM. The overview of maturity levels linked with the knowledge value chain provided me with a structure to advice the management, based on the interviews, about steps to take to ‘grow’ and the order in which the steps are to be taken.

So, in my opinion, getting the right people involved (from throughout the organization) is essential for assessing the current maturity and for defining the roadmap to become a more mature organization. It also helps in creating support for the KM program.

 

Besides the KMMM, we have a knowledge mapping app which creates an overview of required versus available knowledge and, subsequently the (potential)knowledge gaps. The results of both the KMMM and knowledge mapping app is being processed in the various department plans of the organization. The department plans are linked to HR’s individual performance management cycle. So, individual goals of the knowledge workers are aligned with goals of the department, which are (among others) based on KM maturity- and knowledge gap assessments.

 

I can share lots of experience why it doesn’t work as it should  (😉 ). But. the main success factors would be to have strong leadership, senior management commitment, proper stakeholder involvement and at least one dedicate KM person to spread the KM word. And, finally, the knowledge workers are the most important asset a knowledge intensive company has – so keep the right focus on them. It is their behavior and attitude that makes magic or disaster.

 

I hope this helps.

Cheers,

Jasper Lavertu

KM Specialist at Feadship Royal Dutch Shipyards


Jonathan Norman
 

Dear Jasper

 

Thank you so much for sharing this.

 

Jonathan

Jonathan Norman

Knowledge Manager

Major Projects Knowledge Hub

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www.majorprojectsknowledgehub.net

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From: sikmleaders@... <sikmleaders@...>
Sent: 18 July 2019 15:20
To: sikmleaders@...
Subject: [sikmleaders] Re: KM Organization structure, Team size for Professional services organization for a software product

 

 

Hi,

 

We are using a KM maturity model for some time now. Let me share some experiences (I have also presented parts of this in a talk at KM World 2018).

 

Our KMMM is inspired by the one of APQC and we have linked the maturity levels with the knowledge value chain from M. Weggeman. We did that by describing what you see happening at each maturity level for every knowledge process from the value chain. I conducted interviews with knowledge workers and team leaders to assess the current maturity of KM. The overview of maturity levels linked with the knowledge value chain provided me with a structure to advice the management, based on the interviews, about steps to take to ‘grow’ and the order in which the steps are to be taken.

So, in my opinion, getting the right people involved (from throughout the organization) is essential for assessing the current maturity and for defining the roadmap to become a more mature organization. It also helps in creating support for the KM program.

 

Besides the KMMM, we have a knowledge mapping app which creates an overview of required versus available knowledge and, subsequently the (potential)knowledge gaps. The results of both the KMMM and knowledge mapping app is being processed in the various department plans of the organization. The department plans are linked to HR’s individual performance management cycle. So, individual goals of the knowledge workers are aligned with goals of the department, which are (among others) based on KM maturity- and knowledge gap assessments.

 

I can share lots of experience why it doesn’t work as it should  (😉 ). But. the main success factors would be to have strong leadership, senior management commitment, proper stakeholder involvement and at least one dedicate KM person to spread the KM word. And, finally, the knowledge workers are the most important asset a knowledge intensive company has – so keep the right focus on them. It is their behavior and attitude that makes magic or disaster.

 

I hope this helps.

Cheers,

Jasper Lavertu

KM Specialist at Feadship Royal Dutch Shipyards