knowledge management - itsmf · service knowledge management system (skms) configuration management...
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© Crown Copyright 2011 - reproduced under license from the Cabinet Office
Colin Rudd FSM, FBCS, CITP, CEng, FLPI
Chairman itSMF UKService management consultant, mentor and coachITIL AuthorIT Enterprise Management Services [email protected] © Crown Copyright 2011 - reproduced under license from the Cabinet Office
Knowledge Management
Budapest - April 2013
© Crown Copyright 2011 - reproduced under license from the Cabinet Office
Agenda
• Definitions
• The issues and opportunities
• Services and value
• Why knowledge management is so important
• Utilizing and exploiting knowledge management
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Knowledge management
“Attitude is a little thing that makes a big difference”
Winston Churchill
"Knowledge is of two kinds. We know a subject ourselves, or we know where we can find information upon it”
Samuel Johnson
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Knowledge – the definition
Definitions:
1. Information and skills acquired through experience or education; the theoretical or practical understanding of a subject.
2.What is known in a particular field or in total; facts and information.
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Knowledge management
Knowledge management (KM):
comprises a range of strategies and practices used in an organization to identify, create, represent, distribute, and enable adoption of insights and experiences. Such insights and experiences comprise knowledge, either embodied in individuals or embedded in organizations as processes or practices.
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Knowledge management
Purpose:
to share perspectives, ideas, experiences and information; to ensure that these are available in the right place at the right time to enable informed decisions; and to improve efficiency by reducing the time to rediscover knowledge.
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Definition of service
A ‘service’ is a means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks
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Service assetsCapabilities Resources
Management
Organisation
Process
People
Financial Capital
Infrastructure
Applications
Information
People
(Experience, skills, (Numbers of employees) and relationships)
Knowledge
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Service value
Management
Organisation
Processes
Knowledge
Capabilities
Information
Applications
Infrastructure
Financial capitalResources
Service
Increase performance
Reducerisk
Performance of customer assets
Increased value and ROV
Coordinate,control anddeploy
PeopleAssettypes
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What are the benefits?
Enable people to work faster, smarter and more efficiently:
• Greater productivity through rapid access to relevant information, knowledge and learning
• Savings gained through shared knowledge and best practice
• More informed and effective decision making• Rapid access to experts and expertise• Innovate solutions by linking professionals together
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Why?
• Huge savings – from not reinventing the wheel
• Everybody can learn from other people’s experience
• Example:• A global oil company built well engineering and drilling
knowledge into a learning cycle which resulted in a 10% decrease in drilling costs, equating to millions of dollars of savings over the course of the programme
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How?Learning from other professionals
Coaching
Expertise / knowledge database
Mentoring
Training in new skills /approaches
Accreditation &Certification schemes
Training and development
Documenting best practice
Centres of expertise
Best practicelibraries
Forums for sharing improvements
Linking knowledge tobusiness processes
Enable socialcomputing
Communities of practices
Note: Adapted from Nonaka and Takeuchi’s Knowledge Creating Company
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Issues and challenges• Lack of preparation and planning
• Lack of a clear set of requirements
• Tools and technology
• Lack of expertise, experience and knowledge
• Culture and environment
• Access to information and knowledge
• Culture and ………
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Issues and challenges - cultureUK Scandinavia
Janteloven (The law of Jante):
Don’t think you’re anything special.Don’t think you’re as good as us.Don’t think you’re smarter than us.Don’t convince yourself that you’re better than us.Don’t think you know more than us.Don’t think you are more important than us.Don’t think you are good at anything.Don’t laugh at us.Don’t think anyone cares about you.Don’t think you can teach us anything.
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Issues and challenges The process
Knowledge Management Process
Knowledge Manager
Knowledge Retriever
Knowledge Approver
Knowledge submitter
Submit a knowledge article
Knowledge article OK ?
Knowledge article sent to approver for
approval
Knowledge article returned to submitter
No
Knowledge article published and available for
viewing
Yes
Define, maintain and review a Knowledge
Management strategy
Manage and maintain knowledge articles in the SKMS
Collect and store knowledge articles
in the SKMS
Review the knowledge
article from the SKMS
Access, search and retrieve knowledge
articles
Knowledge article
expired
Retire article?
Refresh the knowledge
article
Retire the knowledge
article
Yes
No
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Embed knowledge sharing
• Embedding into the organisation and in all processes:• Review, feedback and improvement• Lessons learnt database• Expertise searching• Behavioural training and codes of practice• Cross domain communities• Culture: establish a learning environment, with
continual improvement, based on skills and competences
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Personal capabilities to deliver
Depends upon their:• Skill
• Experience and expertise
• Knowledge
• Attitude
Plus:• Accessible information
• Empowerment and accountability
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Personal attributes - needs• Leaders and achievers
• Managers and decision makers
• Good listeners and communicators
• Problem solvers
• Technology focussed
• Customer and service oriented
• Business focussed
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The four R’s
Need to get:
• the RIGHT information and knowledge
• in the RIGHT place
• in the RIGHT format
• at the RIGHT time
Ensuring that each person has the right knowledge they need, where and when they need it
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The flow from data to wisdom
Data
Information
Knowledge
Wisdom
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1. Identify:• Vision, business need• Strategy• Tactical Goals• Operational Goals
2. Define what you will measure.
3. Gather the data. Who? How? When? Integrity of data
4. Process the data Frequency? Format? System? Accuracy?
5. Analyse the information and data. Relations? Trends? Targets met? Improvements required?
6. Present and use the information, assessment summary, action, plans, etc.
7. Implement improvementPLAN
DO
CHECK
ACT
Wisdom
Knowledge Information
Data
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Reactive
Active
Proactive
Predictive
Pre-emptive
Management maturity / capability
Busin
ess V
alue
Knowledge
Wisdom
Information
Data
Building, capability and knowledge
Service
Value
Customer
Technology
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Value networkValue networkValue network
Building knowledge and capability
Services
Business and
customerservice value
Knowledge transfer, part of service acceptance
NewServiceOperational support
and capability
Project delivery
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Service provider
Suppliers
Service management Information
Integrated management Tools
Service management system
Infrastructure
Incident
Request
Change
SLM
SCM
Problem
Event
Knowledge
Supplier
Serv
ice
port
al
SKMSCust
omer
s, u
sers
, sta
keho
lder
s
Serv
ice
Desk
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Service Knowledge Management System (SKMS)
ConfigurationManagement System (CMS)
SMISSCMISCMISAMIS
Service pipeline
Financialdata
Demand data
SLAs
Businesscases
Policies andplans Management
reportsCSIregister
Servicereports
Improvementplans
ReleasesChangesKnown errorsProblemsService requestsIncidentsService
strategyService models
Service designpackage
DML
Releaseplans
Deploymentplans
Test plans and reports
Events Standardoperating procedures
Technicaldocumentation
ITSCM plans
Service catalogue
Retiredservices
The service portfolio
Customer portfolio Application portfolio Project portfolio
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Other techniques
• Continual improvement linked to continual learning and development
• Establish communities for information and knowledge exchange (super user, service, business process, business unit, project managers, support teams, etc. …..)
• Use social media Facebook, Twitter, etc. ….
• Coaching and mentoring schemes
• Use of the Internet - ‘crowd sourcing’ or ‘cloud sourcing’
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Establishing knowledge management
• Identify and document the need (Who needs it and what will they use it for?)
• Identify the key activities / processes that will use it and the information and formats needed
• Establish a learning and knowledge sharing culture
• Agree the SKMS, make it active and manage the knowledge
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Knowledge Management
“Every time we do something again we should do it better than the last time”
“The key to reaping a big return is to leverage knowledge by replicating it throughout the company”
John Browne (CEO)
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Summary knowledge management
• Establish a continual learning and knowledge sharing culture and environment
• Implement a simple user interface• Make the information and knowledge as
accessible as possible
“Every time someone learns something of value within an organization, everyone should have the ability to learn it too”
© Crown Copyright 2011 - reproduced under license from the Cabinet Office
Colin Rudd FSM, FBCS, CITP, CEng, FLPI
Chairman itSMF UKService management consultant, mentor and coachITIL AuthorIT Enterprise Management Services [email protected] © Crown Copyright 2011 - reproduced under license from the Cabinet Office
Knowledge Management
Budapest - April 2013