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Agile Knowledge
Management
(KMAgileTM)
SIKM Feb 2016
1
(c) Working KnowledgeCSP and Greenes Consulting
Bill Kaplan Kent Greenes
(c) Working KnowledgeCSP and Greenes Consulting
Challenges in
Making the KM
Business Case
2
• Business/Operational
Environment (BOE)
• Operational Tempo (Op Tempo)
• Change challenges of KM
• Knowledge use and flow
challenges
• Focus on continually increasing
performance
• Doing a lot more with less
(resources and time)
• Leadership attention span and
expectations
• WIIFM?
(c) Working KnowledgeCSP and Greenes Consulting
Business Case
Build KM Strategy
and
KM Capability
While Delivering
Measurable Results
Quickly
Making KM “Stick”
3
#1 Learning
Results
Change
Behavior
(c) Working KnowledgeCSP and Greenes Consulting
Assessment
KM, Business &
Operational
Requirements
(Environments)
Traditional KM Strategy
and
Framework Development
4
(c) Working KnowledgeCSP and Greenes Consulting
Assessment
Analysis
KM, Business &
Operational
Requirements
(Environments)
Understanding
the KM
Environment
(Current State)
Traditional KM Strategy
and
Framework Development
5
(c) Working KnowledgeCSP and Greenes Consulting
Assessment
Analysis
Design
KM, Business &
Operational
Requirements
(Environments)
Understanding
the KM
Environment
(Current State)
Gap Analysis
(Future State)
Traditional KM Strategy
and
Framework Development
6
(c) Working KnowledgeCSP and Greenes Consulting
Assessment
Analysis
Design
KM, Business &
Operational
Requirements
(Environments)
Understanding
the KM
Environment
(Current State)
Gap Analysis
(Future State)
Traditional KM Strategy
and
Framework Development
Roadmap
KM Strategy
& Framework
6-12 months
7
(c) Working KnowledgeCSP and Greenes Consulting
Assessment
Analysis
Design
Program
KM, Business &
Operational
Requirements
(Environments)
Understanding
the KM
Environment
(Current State)
Gap Analysis
(Future State)
Perform
Traditional KM Strategy
and
Framework Development
Roadmap
KM Strategy
& Framework
6-12 months 6+ months
8
(c) Working KnowledgeCSP and Greenes Consulting
KMAgile
• Plan, develop, and execute an organizational KM
framework through the rapid use of carefully selected
pilot projects focused on delivering the highest business
value in the shortest time
• Rapidly and repeatedly evaluate practically applied KM
concepts, strategies, and implementing practices in real
time
• Continuously refine a context relevant KM strategy and
operating framework as the pilot’s progress
• 12 weeks
9
(c) Working KnowledgeCSP and Greenes Consulting
KMAgile Principles
• Satisfy the client through early delivery of a sustainable KM Framework
• Welcome changing requirements at any time
• Co-delivery of the KM project
• Build the KM framework around early adapter organizations
• The primary measure of progress is the ability to quickly
leverage knowledge to solve business or operational challenges
• Continuous attention to culture and workforce dynamics enhances
sustainable KM framework success
• Simplicity is essential
• Technology is an enabler, never the solution
• Reflect regularly and adjust team behavior and execution accordingly
10
(c) Working KnowledgeCSP and Greenes Consulting
New
Possibilities
New Mindsets
New
Capabilities
•Learn before doing
•Engage key stakeholders
and pivotal work teams
•Create awareness
•Identify, select and
agree on quick wins
•Train on the job
•Apply proven practices
for fast learning, sharing
and transfer
•Measure and socialize
impacts
•Generate and capture
key learnings
•Identify better & next
practices
•Revise KPIs
•Align key stakeholders
New Way
of
Performing
and
Learning
Multi-Year
KM
Strategy
and
RoadmapWeeks 1 – 3
Sprint 1
Weeks 4-9
Sprint 2
Weeks 10-12
Sprint 3
•Project
Planning
•Advance
Research
•Logistics
ATP +
Planning
KMAgile
KM Results
KM Strategy Development | Renewal
11
(c) Working KnowledgeCSP and Greenes Consulting
Planning Phase
• ATP
• Acquire background information
• Identify key stakeholders, thought
leaders, pivotal work teams for interviews
• User Stories provide context for problems
and challenges that drive pilot selection
• Begin to understand change challenges
• Draft survey instrument for Sprint 1
Outcome: Quick start; Understand Business Operating
Environment (BOE); Understand Knowledge Management
Environment (KME)
12
(c) Working KnowledgeCSP and Greenes Consulting
Sprint 1
• Engage with key stakeholders and pivotal
work teams
• Make case for KM impacts to performance
• Gain commitment (License) up and down
• Leverage KF&U survey
• Conduct targeted interviews
• Integrate Client KM Team/KM POC
• JIT KM Training
• ID quick wins/pilots and success measures
• Daily scrums
Outcome: Clear line of sight between KM, work, and valueWeeks 1 – 3
Sprint 1 13
(c) Working KnowledgeCSP and Greenes Consulting
Sprint 2
• JIT KM Training
• KM practice application as part of work
processes (e.g. Action Reviews)
• Knowledge is shared, transferred and
applied
• Results are becoming visible; value and
trust increase
Weeks 4-9
Sprint 2
Outcome: Changes in thinking about KM;
Changes in knowledge sharing behavior
14
(c) Working KnowledgeCSP and Greenes Consulting
Sprint 3
• Generate and capture key learnings from
pilots (Retrospects)
• Sense making and characterization
• Shared learnings “in context” integrated
with consultant experience and relevant
benchmarks
• (Re)Design and development of KM
Strategy, Framework, success measures
• Findings and recommendations shared
and socialized in form of realistic KM
roadmap and timeline
Outcome: Framework -- People/Culture, Processes,
Enabling Technology, and Content
15
(c) Working KnowledgeCSP and Greenes Consulting
KMAgile Tradeoffs
• People and practices over high-level processes and
tools
• Performing and learning over strategy in a vacuum
• Collaboration over traditional consulting
• Responding and adapting to change over following a
perfect plan
16
(c) Working KnowledgeCSP and Greenes Consulting
KMAgile Advice
• The organization sets the priorities based on culture,
workforce dynamics, and the business or operational
problem to be addressed where leveraging knowledge will
have a measurable difference in business performance or
mission outcome.
• KM consultants work side-by-side with the organization’s
KM practitioners to determine the most effective way to
deliver the highest value business outcomes through the
evolving KM framework in the shortest amount of time.
• Results change mindsets and behaviors
• Tie KM strategy to organization mission and strategy
17
18
Bill Kaplan Kent Greenes
www.workingknowledge-csp.com www.greenesconsulting.com
bill@workingknowledge-csp.com kent@greenesconsutling.com
571.234.5942

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Agile Knowledge Management

  • 1. Agile Knowledge Management (KMAgileTM) SIKM Feb 2016 1 (c) Working KnowledgeCSP and Greenes Consulting Bill Kaplan Kent Greenes
  • 2. (c) Working KnowledgeCSP and Greenes Consulting Challenges in Making the KM Business Case 2 • Business/Operational Environment (BOE) • Operational Tempo (Op Tempo) • Change challenges of KM • Knowledge use and flow challenges • Focus on continually increasing performance • Doing a lot more with less (resources and time) • Leadership attention span and expectations • WIIFM?
  • 3. (c) Working KnowledgeCSP and Greenes Consulting Business Case Build KM Strategy and KM Capability While Delivering Measurable Results Quickly Making KM “Stick” 3 #1 Learning Results Change Behavior
  • 4. (c) Working KnowledgeCSP and Greenes Consulting Assessment KM, Business & Operational Requirements (Environments) Traditional KM Strategy and Framework Development 4
  • 5. (c) Working KnowledgeCSP and Greenes Consulting Assessment Analysis KM, Business & Operational Requirements (Environments) Understanding the KM Environment (Current State) Traditional KM Strategy and Framework Development 5
  • 6. (c) Working KnowledgeCSP and Greenes Consulting Assessment Analysis Design KM, Business & Operational Requirements (Environments) Understanding the KM Environment (Current State) Gap Analysis (Future State) Traditional KM Strategy and Framework Development 6
  • 7. (c) Working KnowledgeCSP and Greenes Consulting Assessment Analysis Design KM, Business & Operational Requirements (Environments) Understanding the KM Environment (Current State) Gap Analysis (Future State) Traditional KM Strategy and Framework Development Roadmap KM Strategy & Framework 6-12 months 7
  • 8. (c) Working KnowledgeCSP and Greenes Consulting Assessment Analysis Design Program KM, Business & Operational Requirements (Environments) Understanding the KM Environment (Current State) Gap Analysis (Future State) Perform Traditional KM Strategy and Framework Development Roadmap KM Strategy & Framework 6-12 months 6+ months 8
  • 9. (c) Working KnowledgeCSP and Greenes Consulting KMAgile • Plan, develop, and execute an organizational KM framework through the rapid use of carefully selected pilot projects focused on delivering the highest business value in the shortest time • Rapidly and repeatedly evaluate practically applied KM concepts, strategies, and implementing practices in real time • Continuously refine a context relevant KM strategy and operating framework as the pilot’s progress • 12 weeks 9
  • 10. (c) Working KnowledgeCSP and Greenes Consulting KMAgile Principles • Satisfy the client through early delivery of a sustainable KM Framework • Welcome changing requirements at any time • Co-delivery of the KM project • Build the KM framework around early adapter organizations • The primary measure of progress is the ability to quickly leverage knowledge to solve business or operational challenges • Continuous attention to culture and workforce dynamics enhances sustainable KM framework success • Simplicity is essential • Technology is an enabler, never the solution • Reflect regularly and adjust team behavior and execution accordingly 10
  • 11. (c) Working KnowledgeCSP and Greenes Consulting New Possibilities New Mindsets New Capabilities •Learn before doing •Engage key stakeholders and pivotal work teams •Create awareness •Identify, select and agree on quick wins •Train on the job •Apply proven practices for fast learning, sharing and transfer •Measure and socialize impacts •Generate and capture key learnings •Identify better & next practices •Revise KPIs •Align key stakeholders New Way of Performing and Learning Multi-Year KM Strategy and RoadmapWeeks 1 – 3 Sprint 1 Weeks 4-9 Sprint 2 Weeks 10-12 Sprint 3 •Project Planning •Advance Research •Logistics ATP + Planning KMAgile KM Results KM Strategy Development | Renewal 11
  • 12. (c) Working KnowledgeCSP and Greenes Consulting Planning Phase • ATP • Acquire background information • Identify key stakeholders, thought leaders, pivotal work teams for interviews • User Stories provide context for problems and challenges that drive pilot selection • Begin to understand change challenges • Draft survey instrument for Sprint 1 Outcome: Quick start; Understand Business Operating Environment (BOE); Understand Knowledge Management Environment (KME) 12
  • 13. (c) Working KnowledgeCSP and Greenes Consulting Sprint 1 • Engage with key stakeholders and pivotal work teams • Make case for KM impacts to performance • Gain commitment (License) up and down • Leverage KF&U survey • Conduct targeted interviews • Integrate Client KM Team/KM POC • JIT KM Training • ID quick wins/pilots and success measures • Daily scrums Outcome: Clear line of sight between KM, work, and valueWeeks 1 – 3 Sprint 1 13
  • 14. (c) Working KnowledgeCSP and Greenes Consulting Sprint 2 • JIT KM Training • KM practice application as part of work processes (e.g. Action Reviews) • Knowledge is shared, transferred and applied • Results are becoming visible; value and trust increase Weeks 4-9 Sprint 2 Outcome: Changes in thinking about KM; Changes in knowledge sharing behavior 14
  • 15. (c) Working KnowledgeCSP and Greenes Consulting Sprint 3 • Generate and capture key learnings from pilots (Retrospects) • Sense making and characterization • Shared learnings “in context” integrated with consultant experience and relevant benchmarks • (Re)Design and development of KM Strategy, Framework, success measures • Findings and recommendations shared and socialized in form of realistic KM roadmap and timeline Outcome: Framework -- People/Culture, Processes, Enabling Technology, and Content 15
  • 16. (c) Working KnowledgeCSP and Greenes Consulting KMAgile Tradeoffs • People and practices over high-level processes and tools • Performing and learning over strategy in a vacuum • Collaboration over traditional consulting • Responding and adapting to change over following a perfect plan 16
  • 17. (c) Working KnowledgeCSP and Greenes Consulting KMAgile Advice • The organization sets the priorities based on culture, workforce dynamics, and the business or operational problem to be addressed where leveraging knowledge will have a measurable difference in business performance or mission outcome. • KM consultants work side-by-side with the organization’s KM practitioners to determine the most effective way to deliver the highest value business outcomes through the evolving KM framework in the shortest amount of time. • Results change mindsets and behaviors • Tie KM strategy to organization mission and strategy 17
  • 18. 18 Bill Kaplan Kent Greenes www.workingknowledge-csp.com www.greenesconsulting.com bill@workingknowledge-csp.com kent@greenesconsutling.com 571.234.5942