Knowledge Audits and Mapping. K nowing the what, where, who , how and why…. 25 May 2007. What Is Knowledge?. Knowledge is defined (Oxford English Dictionary) variously as
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Knowing the what, where, who, how and why…
25 May 2007
Knowledge is defined (Oxford English Dictionary) variously as
1. Facts, information, and skills acquired by a person 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; or
3. Awareness or familiarity gained by experience of a fact or situation.
12%Is Knowledge Manageable?
Knowledge itself is not manageable. What is manageable are the processes necessary to encourage the sharing of knowledge and the development of intellectual capital assets.
The implementation & management of processes requires a route map that may be used by all members of the organisation to understand their roles and responsibilities, their relevance within the organisation, and to access theknowledge available to carry out those roles.
Where Does Corporate Knowledge Reside?
Paper Employee’s Electronic Electronic
Documents BrainsDocumentsKnowledge Base
Salamander Organization Workforce Survey*
Don’t forget, knowledge can also be gained or enhanced by contemplation or introspection and by sharing content with others
Knowledge management (KM) is defined as:
“A multi-disciplined approach to achievingorganisational objectives by making thebest use of knowledge“
Standards Australia HB275-2001.
KM is “the systematic processes by which knowledge needed for an organisation to succeed is created, captured, shared, and leveraged.”
Melissie Clemmons Rumizen
Presenter - Colette Raison
“Systematic investigation, examination, verification, measurement and evaluation of explicit and tacit knowledge resources and assets, in order to determine how efficiently and effectively they are used and leveraged by the organisation”
“The systematic analysis of an organization's information and knowledge entities and their key attributes, such as ownership, usage and flows, mapped against user and organizational knowledge needs”
What we wanted… what we made…
1. Identify what knowledge exists
2. Identify where that knowledge resides
3. Identify what knowledge is missing
4. Report and recommend suggestions for improvement
Support for existing knowledge sharing & support initiatives
Need for additional ‘cross-team’ sharing
Need for improved tacit knowledge capture from leavers
Need for improved targeted training
Need for improved access to ‘experts’ and artefacts
Need for clarity of roles & responsibilitiesNeed for improved systems for collaboration, version control, archival procedures.
The challenge was to:
The methods used:
Established Project Management procedures - scope, reporting, concepts
Undertook preliminary research & later Industry research
Developed and tested survey instruments
Conducted ‘As is - To Be’ workshops
Administered electronic questionnaire
Conducted individual semi-structured interviews
Analysed results (including performing a gap analysis)
Mapped processes & knowledge sources, sinks, flows
Demonstrated support for a culture of knowledge sharing
Good personal knowledge networks – but not team ones
Some documentation of knowledge processes
Some problems associated with explicit knowledge (information) management - version control, access, archival, search, publication, catalogues
Presenter – Grant Brodie
Sometimes undertaking a Knowledge Audit is simply not enough. You also need to VISUALISE the content in a meaningful (useful and useable) way for both senior management and staff who are tasked with undertaking the work.
People often need to delve deeper and understand the importance and impact of knowledge flows on business outputs and outcomes, they need to look at the organisation’s processes and visualise the relationship with the final business goals.
K-Maps help people understand and analyse the current state and ask the important questions before moving forward. Questions like:
Does the current structure support active knowledge sharing?
- Are there information silos within the business?
- Is there evidence of duplication of effort within the business?
- Who are the subject matter experts and how can I find them?
- What should we be doing that we currently are not doing?
The goals of knowledge maps are to:
Set out how outcomes are achieved(how things get done!)
Provide a simple common user experience of how business is organised - how things operate at the all important task, activity, function levels - how they provide the building blocks for delivering outputs and outcomes
Help people understand their roles and responsibilities - help to make business lines ‘join up”
Make workflows visible to both managers and staff;
Deliver self service functionality to clients over the Intranet; and where appropriate
Deploy a quality system for quality standards accreditation to satisfy - audit requirements as established by Government and / or legislation.
How Do I…?
Understand How The Branch Outputs
Feed Into The Corporate Picture
Understand What Is Best Practice
For Achieving The Branch Outputs
Access Right Application When I Need To
Access To Associated Resources
Understand How & Where
This Application Helps Me ToAchieve The Outcomes
Understand How & Where
The Correct Resource
Helps Me To Achieve The
Sources Of Knowledge
In its simplest form K-Mapping is the process of analysing tasks, activities, functions, outputs and outcomes of an organisation or of a particular area of an organisation and understanding the dependencies that exist.
What are the benefits?
Tasks are the lowest level of effort they breakdown the activities.
A cluster of tasks may often seem unrelated.
Tasks can exist in several clusters at the same time.
Activities are the major tasks which support and assist in achieving the work function.
Functions are the largest unit of business activity.
They represent major responsibilities that are managed by an organisation/area.
An output is the deliverable from the function/s.
An outcome is the end result derived from the output.
The following example highlights how K-Mapping (analysing tasks, activities, functions and outputs) helps us to understand the dependencies that exist at each level which support the achievement of a particular outcome (eg: maximising the re-sale value of a car).
Change spark plugs
Service the car
Change oil and water
Check air in tyres
Replace worn tyres
A car that is:
Car re-sale value is maximised
Replace faulty or worn parts
Replace headlight bulb
Clean the car