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5 day KM Consulting Methodology Accreditation

Knowledge Associates Cambridge Ltd

Monday, May 6, 2013 at 9:30 AM - Friday, May 10, 2013 at 4:00 PM (BST)

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Delegate Ended £2,500.00 £73.94

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The KM Consulting Methodology - Overview

 

The KM Consulting Methodology has been designed to ensure a proper, comprehensive, systematic and consistent approach to successful knowledge management. It embraces a holistic approach to the strategic, cultural, people, process and technology issues.

 

In particular, it ensures proper attention is given to the critical success factors in successfully implementing knowledge management programmes which are, at least:

 

         Proper KM education

         Senior Management engagement and commitment

         Identification of the critical knowledge areas/assets

         A shared KM vision and strategy linked to the business objectives

         A knowledge sharing culture

         Robust KM-enabled processes that harvest and leverage the knowledge

         Natural and flourishing knowledge-led communities

         Enabling knowledge technologies

         Aligned rewards and recognition

         Critical knowledge worker skills training

         Defined and effectively managed Knowledge Worker competence level

         Measures to gauge the business and KM benefits

 

The KM Methodology proposes the below-mentioned phased approach (see also Figure 1) to enable both creative and structured thinking, planning, and implementation for a knowledge management project:

 

         Awareness about the benefits of knowledge management and its relationships to strategic as well as operational and day-to-day issues in the business environment.

         Stage I: Plan refers to the Knowledge Management Strategic Planning phase.

      Stage II: Develop is the phase in which an organisation transforms itself to a KM enabled company based on the company-specific KM value proposition derived in Stage I.

        Stage III: Operate is the phase in which an organisation rolls-out a company-wide implementation plan with a holistic approach to KM.

         Measurement of the level of leveraging of knowledge assets within a KM initiative.

        Training of both the knowledge workers to the new processes, tools and technologies, as well as of the staff to take up new knowledge-related roles 

 

 

The method is designed to be modular so that an organisation can choose to start at different levels depending on its readiness, needs and requirements.

 

To ensure a proper focus on the critical knowledge areas and assets, and to ensure the correct relationship between the constituent parts of the KM implementation initiative, a holistic knowledge asset centric framework is used. 


Stage I - Plan

 

In Stage I of "Strategic Planning for Knowledge Management" an organisation determines:

 

  • The vision and readiness for a knowledge management initiative; and
  • The scope and feasibility of the project.

 

Stage II - Develop

 

In Stage II of "Developing the Knowledge Enabled Organisation" the structure and the design of a holistic solution (that covers processes, people, technology and content) are iteratively developed, tested and reviewed. 


Embedding the KM Process

 

When knowledge enabling a process, it is important to embed all steps of the KM process to ensure that the knowledge is being effectively managed.  This KM process can be embedded into any project, process, community or network.

 

Iterative implementation approach to minimise risk

Stage II follows an iterative approach during its execution. Modules can run in parallel and can be repeated several times throughout the knowledge management initiative. Three simple steps underlie the proposed iterative approach. First, diagnose the most critical problems and opportunities facing the organisation with respect to knowledge management and sketch out a possible solution. Second, quickly, translate the sketch of a solution into new work processes and systems; include new ways of working as well as new computer systems, and begin using both for real.  Third, scale up systems for rollout across the whole organization. Communicate the proven success of the trials/pilots in order to build momentum for change.

The essence of the iterative prototyping approach is rapid learning from doing. Speed ensures that change is always relevant, it forces trade-offs so that limited resources are devoted to pursuing goals of real business value, it allows top people to participate in change, and it builds unstoppable momentum. Trying out new ideas in the real world allows their shortcomings to be rooted out by the harshest of tests - real-world experience - and their successes to be proven beyond challenge from the most cynical critics. By stressing speed of change and using the real world as a laboratory to learn from, the iterative prototyping approach makes change and improvement a constant fact of corporate life.


Stage III – Operate and Measurements

 

Stage III is the company-wide implementation of the KM initiative, while the Measurement part of the method aims to provide consistent support for measuring the creation, sharing and use of knowledge assets within the company.

 

There are 2 key areas to consider when measuring the success of your KM implementation:

 

  1. The KM enabled area (process, project, Community)
  2. The people.

 

 

1.         Measuring the KM Enabled Process

 

When ‘KM enabling’ any process, the following KM process will be embedded within.  The steps of the KM process are the basis of the metrics for measuring how effective KM enabling a process has been.  Measures are initially defined at the start of the process and subsequent measures will then be taken on a monthly basis, following on whether certain criteria have been met, at each step.  It is important that at least 3 sets of monthly measures are taken, as this helps improve the KM enabled process, as described in the iterative approach.

 

By measuring the effectiveness this way, this gives the organisation a better picture of how well they are doing, in terms of KM enabling, but more importantly, it provides a more focussed approach on the level of work that still needs to be achieved. 


Knowledge Worker Competence Assessment Plan

 

The KM Consultant will help the organisation to define the knowledge competences required for the knowledge worker, in context to their role.  Upon defining the knowledge competences, the KM Consultant will work with the organisation to define the appropriate level of competences.

 

Each knowledge worker will be assigned a personal competence plan to enable individuals to view their own competence levels, and identify what is required to achieve further competences.  This can be offered through a ‘My Competences’ component within a knowledge portal.  The benefit of this is that not only can the individual view their personal progress, but also provides the ability for their manager to be able to support, mentor and coach them, on a continuous basis, by working together through ‘My Competences’. 

 

About the leader - Ron Young 

 

Ron Young is the founder and CEO for Knowledge Associates Ltd, a Management Consulting Firm based in Cambridge U.K. He is acknowledged as a leading international expert and thought leader in Learning, Knowledge Management and Innovation. 

 

He advised and assisted the UK DTI Innovation Unit in 1999 in the production of the UK Government White Paper ‘UK Competitiveness in the Knowledge Driven Economy’.

 

He regularly provides keynote presentations at leading KM and Innovation conferences around the world, and he has extensive experience in working with European, Asian and US Organisations. Complete list of events conducted at:

http://www.knowledge-management-online.com/Knowledge-Management-Conference-speaking.html

He has chaired both the British Standards Institute (BSI) Knowledge Management Standards Committee for 3 yrs until 2003 and the European CEN Knowledge Management Standards Committee, for 2 yrs until 2004. 

Current consulting engagements include developing KM strategies and advising and assisting major Multi-National Corporations, International UN Agencies, National Governments, Military, and Professional Institutions around the world. He was a lead consultant for the European Commission 2 Million euro ‘Know-Net’ project.
He is joint author of ‘Knowledge Asset Management’ (Springer 2003) and ‘Upside Down Management’ (McGraw Hill Europe 1996), Knowledge Management: Facilitators Guide (Asian Productivity Organization, Tokyo, 2009), Knowledge Management: Case Studies for Small and Medium Enterprises (APO, Tokyo, 2009), Knowledge Management Tools and Techniques (APO, Tokyo, 2010).

 

He is founder of the Open Knowledge website www.knowledge-management-online.com

  

Have questions about 5 day KM Consulting Methodology Accreditation? Contact Knowledge Associates Cambridge Ltd

When & Where


Central London



Monday, May 6, 2013 at 9:30 AM - Friday, May 10, 2013 at 4:00 PM (BST)


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Organizer

Knowledge Associates Cambridge Ltd

Knowledge Management Education and Consulting Services organization, based in Cambridge UK.

www.knowledge-associates.com

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