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Project Management for KM Engagements Kate Cain, Winston & Strawn LLP Risa Schwartz, Cisco Systems, Inc.

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Presentation on theme: "Project Management for KM Engagements Kate Cain, Winston & Strawn LLP Risa Schwartz, Cisco Systems, Inc."— Presentation transcript:

1 Project Management for KM Engagements Kate Cain, Winston & Strawn LLP Risa Schwartz, Cisco Systems, Inc.

2 Agenda Learning Objectives Common Myths Case I: WestKM Implementation Case II: Experience Database Segment I: Winston & Strawn Drivers & Approach Case I: Integrating KM in Legal Dept Case II: Transaction Repository Segment II: Legal Department and Law Firm KM Case III: Content & Collaboration

3 Learning Objectives Incorpora te communi cation plans into PM process to reach target audience Identify PM documen tation needed to keep on track Tailor PM process es to fit specific needs of KM projects Process Communi cate the value of applying PM processe s and tools Documentation Value Communication Take goals, objectiv es and motivati on into account Motivation

4 Project Management Myths Process Documentation Value Communication Motivation Project Management adds time not value Project Management = Paperwork Benefits of PM and KM are obvious If we build it, they will come PM Myths:

5 Case I: WestKM Implementation Original Scope:We bought it…go implement it! PM Alarm:What is the business goal? Who are the stakeholders? Who are the decision makers? What problem are we solving? How will people use it? Why should people care? WHAT ARE WE DOING?WHAT ARE WE DOING?

6 Case I: WestKM Implementation Original Scope:We bought it…go implement it! PM Solution:"Charter Light" Project Definition –Business Goal –Business Objectives –Decision Makers –Contributors Example Not enough to go on!

7 Case I: WestKM Implementation Original Scope:We bought it…go implement it! PM Solution:"Charter Light" Project Definition PM Impact: Clarified problem being solved Provided road map for technical configuration decisions Identified real benefits for target audience Established common vocabulary Not enough to go on!

8 Case I: WestKM Implementation Original Scope:We bought it…go implement it! PM Solution:Communication Plan –Support preparation –Roll out training –Announcements –Follow up –Continuing education –Schedule Not enough to go on!

9 Case I: WestKM Implementation Original Scope:We bought it…go implement it! PM Solution:Communication Plan PM Impact: United resources from multiple departments Focused on benefits to tailor message to specific groups Expanded audience reach by engaging practice leaders Captured more attention with variety of media Not enough to go on!

10 Case II: Experience Database Project Scope:Capture transaction information in a database PM Alarm:Who will use the information? Who will input the information? How much effort is required? Why would someone take the time to input information? WHAT ARE WE DOING?WHAT ARE WE DOING?

11 Case II: Experience Database Project Scope:Capture transaction information in a database Project Definition: –Business Objectives –Development Requirements Not enough to go on! PM Solution: Example

12 Case II: Experience Database Project Scope:Capture transaction information in a database Project Definition Not enough to go on! PM Solution: PM Impact: Identified opportunities to improve usability Leveraged data available from other sources to ensure consistency Created opportunity for positive reinforcement to encourage contributions

13 Common Myths Project Management adds time not value Project Management = Paperwork Project & Knowledge Management benefits are obvious If we build it, they will come

14 Common Myths Project Management adds time not value Project Management = Paperwork Project & Knowledge Management benefits are obvious If we build it, they will come PM Processes and Tools add value by: Focusing efforts on providing real value by solving business problems Saving time by avoiding confusion, distractions and re-work Keeping technical resources, contributors and decision makers on "same page" Creating common vocabulary to unite communication efforts BUSTED!

15 Case I: WestKM Implementation PM Solution:"Charter Light" Project Definition –Business Goal –Business Objectives –Decision Makers –Contributors Business Goal: Improve ability to service clients by connecting attorneys across practice and geographic boundaries. Original Scope:We bought it…go implement it! Not enough to go on!

16 Case I: WestKM Implementation PM Solution:"Charter Light" Project Definition –Business Goal –Business Objectives –Decision Makers –Contributors Business Objectives: Make it easier to locate previous work product addressing specific topic or area of law.Make it easier to locate previous work product addressing specific topic or area of law. Make it easier to locate a colleague with experience with a specific area of law, topic, issue, etc.Make it easier to locate a colleague with experience with a specific area of law, topic, issue, etc. Original Scope:We bought it…go implement it! Not enough to go on!

17 Case II: Experience Database Project Scope:Capture transaction information in a database Project Definition: –Business Objectives –Development Requirements Not enough to go on! PM Solution: Business Objectives: Make it easier to submit a new entryMake it easier to submit a new entry Improve the quality of the search resultsImprove the quality of the search results Motivate attorneys to contributeMotivate attorneys to contribute

18 Case II: Experience Database Project Scope:Capture transaction information in a database Project Definition: –Business Objectives –Development Requirements Not enough to go on! PM Solution: Development Requirements: Streamline entry form and include explanatory textStreamline entry form and include explanatory text Normalize selection lists and pre-fill fields where possibleNormalize selection lists and pre-fill fields where possible Trigger notification announcing deal and acknowledging teamTrigger notification announcing deal and acknowledging team

19 Drivers & Approach Process Documentation Value Communication Motivation Alignment with business goals Manage cultural process Marketing Efficiency Cost savings Improved business agility PM Drivers:

20 Drivers & Approach Process Documentation Value Communication Motivation DMAIC Project Lifecycle Methodology Prepare Plan Design implement Operate Optimize PM Approach:

21 Case I: KM Integration Challenge:Integrate KM group into corporate law department PM Alarm: Multiple groups starting to collide as KM group grew - Learning & Development- Contract Architecture - Operations- Processes & Systems Groups functioning as silos despite related project efforts Missing opportunities to leverage expertise of each group

22 Case I: KM Integration PM Solution:Employ Project Life Cycle Methodology –Identify projects and services –Assign responsibilities –Provide clear, flexible, manageable roadmap Challenge:Integrate KM group into corporate law department

23 Case I: KM Integration PM Solution:Employ Project Life Cycle Methodology PM Impact: Identify and market KM and other services Leverage skills and experience across groups Distribute responsibility Now able to deliver complex projects that cross reporting boundaries Challenge:Integrate KM group into corporate law department

24 Case II: Transaction Repository Challenge:Need transaction repository for advance analytical reporting PM Alarm: Required data spanned multiple systems - Financial- Document Management - Expertise- Time Management Data extraction and analysis managed manually by brute force Effort required ranged from painful to almost impossible

25 Case II: Transaction Repository PM Solution:Apply PM techniques individually to each stakeholder group –Identify appropriate degree of PM documentation required to keep each portion of the team on track Challenge:Need transaction repository for advance analytical reporting

26 Case II: Transaction Repository PM Solution:Apply PM techniques individually to each stakeholder group PM Impact: Hone project scope and prevent scope creep Market repository early in process Leverage input from key stakeholders Market KM Manage the unmanageable Challenge:Need transaction repository for advance analytical reporting

27 Case III: Content & Collaboration Challenge:Make it easier to collaborate across the organization PM Alarm: Needed to locate what we know and who knows what to collaborate on issues, cases and deals Information needs reached beyond legal to business units and service departments Aggregating information from multiple sources and locating key contacts efficiently was not an easy task

28 Case III: Content & Collaboration PM Solution:If you build it, they will come If you build it with them, they will come –Set expectations –Align with business processes –Market KM and intranet early Challenge:Make it easier to collaborate across the organization

29 Case III: Content & Collaboration PM Solution:If you build it, they will come If you build it with them, they will come PM Impact: Increase stakeholder collaboration Managed the cultural process Marketed new tools successfully Challenge:Make it easier to collaborate across the organization

30 Lessons Learned Process Documentation Value Communication Motivation Marketing Training Financial justification Leveraging expertise Evaluating what worked and what didn't

31 Project Management for KM Engagements Kate Cain: Risa Schwartz:


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