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| workshop #11 | Knowledge Portals: Converting Information Overload into Knowledge-on-demand A case study of the design and development of a knowledge.

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Presentation on theme: "| workshop #11 | Knowledge Portals: Converting Information Overload into Knowledge-on-demand A case study of the design and development of a knowledge."— Presentation transcript:

1 | workshop #11 | Knowledge Portals: Converting Information Overload into Knowledge-on-demand A case study of the design and development of a knowledge portal at Cisco Systems John Schneble New Business Manager Nettie Longietti Knowledge Project Manager VisionCor

2 | agenda Who is VisionCor and what we do Defining knowledge management (KM) Enabling vs. Facilitating KM Blending KM with information and learning delivery Development and implementation (Cisco Systems case study) Architecting a knowledge portal |

3 VisionCor | who we are We are a consulting firm dedicated to helping companies provide their employees with the information, education and knowledge they need to work smarter, faster. |

4 VisionCor | who we are Founded in 1990 Based in Charlotte, North Carolina Clients include Bank of America, BroadVision, Cisco Systems, First Union National Bank Recognized as innovators in knowledge management and information (knowledge) architecture |

5 Content Development Policy, procedure, system and user documentation Development of user-centric Web content development and usability analysis information resources Information architecture | what we do | Knowledge Management Knowledge needs analysis Capturing and sharing knowledge KM Process analysis and implementation and expertise Web-based KM design and development E-Learning Computer/Web-based training Enabling anywhere, anytime Live e-learning (net conferencing) learning Learning portal design and development Knowledge Portals Integrated Knowledge Architecture TM Web-based information, education, Object-oriented approach and knowledge resource Knowledge cultivation processes

6 VisionCor | knowledge portal imperative | Companies are realizing: Competitive advantages are becoming difficult to sustain. Success depends on the performance of people–for companies to work smarter, faster, employees must work smarter, faster. Shortcomings in traditional training and reference materials. Intranet implementations have led to information overload.

7 VisionCor | the value of blending KM, information and learning | Productivity improvement Employees have a single, on-demand resource for their information, education and knowledge needs. Maximized learning effectiveness Training is supported by relevant real world knowledge, in the form of expert advice, lessons learned, best practices, case studies and etc. Shortened time-to-proficiency New hires have a clear path to training, corporate resources, and invaluable expertise.

8 VisionCor The primary goal of KM is to deliver the intellectual capacity of a firm to the individual knowledge workers who make the day-to-day decisions that in aggregate, determine the success or failure of a business. | defining knowledge management | Microsoft Corporation

9 Providing the right information to the right decision-maker at the right time, thus creating the right conditions for new knowledge to be created. Dow Chemical | defining knowledge management | VisionCor

10 American Productivity & Quality Center …a business strategy, best practice transfer, personal learning, customer intelligence, intellectual asset management… | defining knowledge management | VisionCor

11 Users must look for thought leadership in choosing KM consultants. Such thinking includes clear understanding of the linkage of KM with collaboration and innovation. Further, thought leading consultancies recognize that KM solutions are never out- of-the-box." Gartner Group | defining knowledge management |

12 VisionCor | defining knowledge management A systematic approach to capturing knowledge and sharing it with others in the context of their work, in order to foster innovation and drive improvements in processes and productivity. | VisionCor

13 | Enabling vs. facilitating knowledge management Enabling vs. Facilitating |

14 VisionCor | enabling knowledge management KM enablers: mechanisms for locating/sharing knowledge Examples: Experts database or knowledge network Searchable knowledge repository Enterprise content/document management (ECM/EDM) Intelligent search (ie. Artificial intelligence) Discussion forums or groups |

15 VisionCor | enabling knowledge management Shortcomings of KM enablers: Time and effort required to contribute knowledge Time and effort required to locate knowledge (search) No assurance of knowledge accuracy and validity Lack of nuance and contextual detail (genericized knowledge) Disconnect between knowledge and its application Myopic presentation of knowledge |

16 VisionCor | facilitating knowledge management KM facilitation: Ensures the ongoing process of knowledge sharing Examples: Implementing proactive knowledge mining practices Capturing role-specific knowledge, rich in detail, through expert interviews Establishing meaningful relationships between content Delivering knowledge in the context in which its used Ensuring ongoing knowledge validity & applicability |

17 VisionCor | facilitating knowledge management Value to the knowledge contributor: Eliminates time spent answering repetitive questions Minimizes time and effort in communicating and composing thoughts and ideas Removes the burden of evaluating the usefulness of content Formally recognizes expertise |

18 VisionCor | facilitating knowledge management Value to the knowledge consumer: Minimizes the time and effort searching for knowledge Eliminates the need to evaluate knowledge for accuracy Ensures applicability and relevance of knowledge Speeds up comprehension |

19 VisionCor | facilitating KM: in summary | Facilitating knowledge management: Maximizes the value in captured knowledge Minimizes the burden on the end-user The result: Faster implementation and adoption of KM initiatives Ensures that KM initiatives are sustained

20 | knowledge management life-cycle | To effectively facilitate KM, you must view KM as a life-cycle. This requires a thorough understanding of the knowledge needs within a role and an ongoing dedication to filling those needs.

21 | Integrated Knowledge Architecture TM (IKA) | Business data Examples Business tools DemonstrationsExpert advice Process guidancePerformance improvement Resource Organizers The IKA provides a guide for organizing content into small pieces, (knowledge objects) and building meaningful relationships between them. The IKA is an object-oriented methodology for organizing content (information, education, and knowledge) based on how the content is used.

22 | Integrated Knowledge Architecture TM (IKA) | Promotes reuse of content Facilitates multiple views tailored to individual needs Streamlines navigation for maximized user experience Supports dynamic content updates Provides reusable framework for deploying KM connections across business units Technology neutral Business data Examples Business tools DemonstrationsExpert advice Process guidancePerformance improvement Resource Organizers

23 VisionCor | case study | Nettie Longietti Knowledge Project Manager The Development and Implementation of a Knowledge Portal within Ciscos Customer Advocacy Organization

24 VisionCor | the client Service and Support Managers (SSMs) Are a very strategic group with Ciscos Customer Advocacy. Are the single service and support contact for strategic accounts. Each SSM supports one key customer. Are responsible for providing comprehensive, effective and customized support services. Are expected to understand and even anticipate customer needs. Were planning on rapidly growing their organization from 25 to 250. |

25 VisionCor | before KM Existing resources prior to web-based KM Other SSMs – – Discussion Forums – Phone Personal contacts Cisco Intranet Management Team |

26 VisionCor | resulting costs Reinventing the wheel (productivity) Improvising the wheel (consistency) Hoarding the wheel (competitiveness) |

27 VisionCor | business objectives Orient New Hires Minimize time-to-proficiency Develop a brand image for the role Improve Performance Increase productivity Move through the 4 stages of professional development faster Increase service consistency and quality |

28 VisionCor | business objectives Facilitate Innovation Foster continuous process improvement Open all channels of communication Capture ideas from those working directly with valued customers |

29 VisionCor | project team | Executive Sponsor Santa Clara, CA KM Business Lead New York, NY Cisco IT Raleigh, NC Project Sponsor & KM Development Team Charlotte, NC

30 VisionCor | timeline | Quick Hits Phase 1 Phase 2 Cultivation 45 days90 days150 days Project start Weekly releases and updates ongoing

31 VisionCor | the knowledge object | A Knowledge Object is both a definition and a template. A Knowledge Object definition identifies a set of elements that make a specific category of content meaningful, transferable and applicable. A Knowledge Object template provides a consistent method of capturing, formatting, displaying, and indexing content.

32 VisionCor | IKA TM applied | Best Practices Procedures Instructions Checklists Process guidance provides steps or guidelines for performing a specific function or achieving a goal.

33 VisionCor | IKA TM applied | Performance Improvement resources increase individual competency and facilitate career development. Competency building Planning tools Mentoring tips Professionalism tips

34 VisionCor | IKA TM applied | Expert Advice resources represent first-hand expertise and experiences that others can apply to their work. Case studies Success stories War stories Testimonials

35 VisionCor | IKA TM applied | Example resources are the tangible end result of a work effort. Deliverables Reports Presentations

36 VisionCor | IKA TM applied | Demonstration resources illustrate a process in motion.

37 VisionCor | IKA TM applied | Business Tools are functional resources that provide assistance with routine tasks. Templates Query tools

38 VisionCor | IKA TM applied | Business Data resources represent the information or facts needed to complete a task.

39 VisionCor | chain of inquiry | How do I… ? How did you… ? What does it look like? Failing Components Action Plan (Example) Crashing Local Directors (Case Study) Proactive Issue Management (Best Practice)

40 VisionCor | knowledge cultivation | Content Contribution (Case Study) Resolving Trade-In RMA Issues (Case Study) This is great stuff. Knowledge Manager – review and approval That RMA trade-in was difficult. I bet the rest of the team could use what I just learned.

41 VisionCor The SSM knowledge portal: Establishes a single source for the information and knowledge resources. Provides just-in-time information, aligned with SSM business processes. Integrates the know-how needed to maximize performance. Clarifies performance goals. Supports performance evaluation process with standardized tools and templates. | business objectives achieved |

42 VisionCor | business objectives achieved | The SSM knowledge portal: Captures and distributes expert knowledge and best practices. Captures feedback for process and performance improvement.

43 VisionCor | cross-organizational deployment | Leveraging the architecture and object definitions/templates enabled a 50% savings in development time on subsequent portals.

44 VisionCor | keys to the web-based KM game | Get senior management support Know your audience and the culture Begin with maintenance in mind Start small and deploy rapidly Test usability early and often Be prepared to define processes Less is more Focus on business results

45 VisionCor | end case study | Case study questions?

46 VisionCor | the steps | 1. Define the purpose 2. Define the content 3. Define the structure 4. Validate the design 5. Develop the site 6. Enhance and maintain the site

47 VisionCor | the steps | 1. Define the purpose 2. Define the content 3. Define the structure 4. Validate the design 5. Develop the site 6. Enhance and maintain the site

48 VisionCor | before you begin | Get educated Learn the industry Know the competition Know the mission

49 VisionCor | right from the start | Identify the drivers, movers, shakers Identify the revenue streams Identify the factors of profitability Know the core values The organization and its culture

50 VisionCor | purpose – goals and objectives | Success factors Goals Objectives Focus on Business Results

51 VisionCor | goal vs. objective | Goal - To be the primary information resource for the organization Objectives: to decrease call-handle time 25% to increase accuracy 10 %

52 VisionCor | purpose - audience | Define the audience(s) Role Primary tasks Conduct interviews Identify the gaps where KM can make a difference. know the audience

53 VisionCor | purpose – technical environment | Each organization has a unique technical environment. What parameters do you have to work within? What user issues are you trying to solve?

54 VisionCor | define the content | Using the information derived from the gap analysis and expert interviews, create a content list. The list should define these elements for each piece of content: How the content is used and by whom Type (static, dynamic, functional, transactional) Related content

55 VisionCor | define the content | Gather, Filter and Prioritize Meet with business and subject experts and ask them to identify other content that the organization used to complete work activities. Add the new items to the content list. When the list is complete, prioritize the content as a group.

56 VisionCor | define the content | Create a plan to develop and evaluate the content. Assign an owner to each content item. Establish an evaluation plan. Establish an initial content review cycle. Begin with maintenance in mind

57 VisionCor | define the content | Analyze and Organize Begin with priority one content. Based on its purpose, map each content item to an IKA component. Within the Process Guidance and Performance Improvement Components, identify the critical tasks and processes. Be prepared to define the processes.

58 VisionCor | define the content | Analyze and Organize Outline the steps and considerations for the tasks and processes. Compile terms that should be defined. Evaluate the tasks and processes with end- users and manages.

59 VisionCor | define the content | About Support Components Broaden the users perspective. Information is most useful in the context in which its used. Reduce the burden on the end-user.

60 VisionCor | define the content | Common Mistake: Procedures are supported by other procedures. Why: Most KM systems do not include all knowledge components. Consequence: Instead of clarifying an issue, providing additional information using the same knowledge component can cause more frustration.

61 VisionCor | define the content | Possible Support Components: Process Guidance Performance Improvement Expert Advice Example Demonstration Business Tool Business Data

62 VisionCor | define the content | Criteria to Choose Components Process Guidance – Whats the best way to do it? Performance Improvement – How can I learn more about this or do it better? Expert Advice – How did YOU do it? Example – What should it look like? Demonstration – Can you show me how to do it? Business Tool – Can you make it faster? Business Data – What other information do I need?

63 VisionCor | define the content | Support Component Questions?

64 VisionCor | define the content | For each content item, record the potential support components in the content list. Compare and contrast the content within each IKA component. Create Knowledge Objects

65 VisionCor | the knowledge object | A Knowledge Object is both a definition and a template A Knowledge Object definition identifies a set of elements that make a specific category of content meaningful, transferable and applicable. A Knowledge Object template provides a consistent method of capturing, formatting, displaying, and indexing content.

66 VisionCor | Knowledge Objects | Knowledge Object Questions?

67 VisionCor | define the content | The Content Inventory is critical for evaluating new content and creating site maintenance processes. The elements could include: Elements recorded on the content list Knowledge object type and workflow Index information (author, title, owner, date stamp, review cycle)

68 VisionCor | define the structure | Create the Organizational Scheme Task Alphabetical Numerical Chronological Geographical Topical Role

69 VisionCor | define the structure | Example of a Mixed Scheme For your city View calling plans View pricing plans Your account Customer service About us Family Business

70 VisionCor | define the structure | Example of a Mixed Scheme For your city - Geographical View calling plans - Task View pricing plans - Task Your account - Topical Customer service - Role About us - Topical Family – Audience (Role) Business – Audience (Role)

71 VisionCor | define the structure | Common mistake in creating Organizational Schemes: The sites information structure mirror the the companys structure. Consequence: The site is difficult to use.

72 VisionCor | define the structure | Considerations: How is the information used and whats the fastest way to retrieve it? Even the best architectures will and should have some overlap. Balance breadth and depth – too shallow: user is faced with too many choices – too deep: user must make too many steps to access information

73 VisionCor | define the structure | Organizational Scheme Questions

74 VisionCor | define the structure | Purpose of the Home Page: Reveals the sites primary function, the intended audience and its value Creates the brand image and creates the priceless first impression Orients the user about how to navigate the site Provides a gateway for log on and personalization

75 VisionCor | define the structure | Labels must be: Homogeneous Concise and short; not ambiguous Indicate the type of information on the preceding page Meaningful to the user

76 VisionCor | define the structure | Familiar labels: home, home page, main, main page search, find, browse, site map, contents, table of contents, results, keyword(s) contact us, feedback news, whats new, press about, about us, who we are, clients help, get started, references, FAQs submit, send, cancel, go, stop next previous, more, back, back to top

77 VisionCor | Navigational Scheme | Navigational scheme includes: Links to information that should be accessible from every page Navigation within a page Access to functional components Search The Users abilities, language, and thought process MUST be considered first and foremost!

78 VisionCor | Navigational Scheme | Test Revise Test Revise Make it Right for the end-users!

79 VisionCor | the steps | 1. Define the sites purpose 2. Define the sites content 3. Define the sites structure 4. Validate the sites design (Usability Test) 5. Develop the site 6. Enhance and maintain the site

80 VisionCor | questions? | Questions? Thank you for time and attention. For additional information or copies of the presentation, contact : John Schneble New Business Manager


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