where does information management end and knowledge management begin?
DESCRIPTION
Presented as part of an APM / KSIG evening seminar in Birmingham, UK on 14th May 2013.TRANSCRIPT
© RiverRhee Consul.ng 2013
Where does Informa.on Management end and
Knowledge Management begin? Elisabeth Goodman
APM Birmingham
14th May 2013
Enhancing Team Effectiveness
© RiverRhee Consul.ng 2013
My background • Informa.on Manager
– MSc, Chartered Member CILIP & prac.ced in Pharma
• Helped to drive / support Knowledge Management strategies – SmithKline Beecham / GlaxoSmithKline
• Wri.ng a book with my Associate John Riddell ! – Knowledge Management in the Pharmaceu.cal Industry, Gower
• Project Manager (MAPM)
• All part of RiverRhee Consul.ng’s skill set for clients
© RiverRhee Consul.ng 2013
PROJECT Technical content
Project governance Operational governance
A personal view of the composi.on and dynamics of projects
The opportuni.es and challenges for Informa.on and Knowledge Management are plen.ful!!!
Related: 1. Projects 2. Processes 3. Data & informa.on 4. Stakeholders
Related: 1. Projects 2. Processes 3. Data & informa.on 4. Stakeholders
Inputs Outputs
Informa.on and knowledge
Informa.on and knowledge
© RiverRhee Consul.ng 2013
Informa.on or Knowledge?
© RiverRhee Consul.ng 2013
Some defini.ons
APM Body of Knowledge – 6th ed
• Informa(on management is the collec(on, storage, dissemina(on, archiving and destruc(on of informa(on. It enables teams and stakeholders to use their (me, resource and exper(se effec(vely to make decisions and to fulfill their roles.
• Knowledge management is the systema(c management of informa(on and learning. It turns personal informa(on and experience into collec(ve knowledge that can be widely shared throughout an organisa(on and a profession.
© RiverRhee Consul.ng 2013
Some cross-‐over?
APM Body of Knowledge – 6th ed
• Informa(on management is the collec(on, storage, dissemina(on, archiving and destruc(on of informa(on. It enables teams and stakeholders to use their (me, resource and exper(se effec(vely to make decisions and to fulfill their roles.
• Knowledge management is the systema(c management of informa(on and learning. It turns personal informa(on and experience into collec(ve knowledge that can be widely shared throughout an organisa(on and a profession.
© RiverRhee Consul.ng 2013
Some cross-‐over?
APM Body of Knowledge – 6th ed
• Informa(on management is the collec(on, storage, dissemina(on, archiving and destruc(on of informa(on. It enables teams and stakeholders to use their (me, resource and exper(se effec(vely to make decisions and to fulfill their roles.
• Knowledge management is the systema(c management of informa(on and learning. It turns personal informa(on and experience into collec(ve knowledge that can be widely shared throughout an organisa(on and a profession.
© RiverRhee Consul.ng 2013
Some possible alterna.ve defini.ons
• Informa.on = facts, figures (and their context)
• Knowledge = context, experience, exper.se, learnings, insights
• The ‘plaborm’ for informa.on is paper or electronic. • The ‘plaborm’ for knowledge is the brain and conversa.ons
• Management of either is how you create or source, capture, organise, share, archive, reuse, destroy etc..
© RiverRhee Consul.ng 2013
A few other thoughts on where IM ends and KM begins…
Advisor, Author, Consultant & Coach in Knowledge Management, Organisational Learning and Collaboration
Knowledge Strategist, Lockheed Martin
© RiverRhee Consul.ng 2013
There is a dynamic for managing informa.on and knowledge associated
with projects It relies on: 1. A clear context that provides the goals and objec.ves for the
project and for informa.on / knowledge management
2. A framework of processes and systems that con.nuously improve and evolve based on new informa.on and knowledge
3. Ac.ve facilita.on of informa.on and knowledge management
4. Some key enablers to drive the behaviours that make this all happen
© RiverRhee Consul.ng 2013
A model for effec.ve informa.on and knowledge management?
• IM / KM group • Opera.onal Excellence • Project Management
Excellence
• Working prac.ces • Role modeling • Success stories • Training and support
• Metrics etc..
• Informa.on / data management
• Opera.onal process management • Project / P3 management
• Organisa.onal goals
• Opera.onal goals • Project goals
1. A clear context
2. An evolving
framework
3. Ac.ve facilita.on
role
4. Some key
enablers
© RiverRhee Consul.ng 2013
Over to you….