Getting the basics right in implementing KM: the case for documentation

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Getting the basics right in implementing KM the
case for documentation information management

• Lorna Ndlela

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Introduction

• Knowledge is key for decision making strategy
  building
• It is critical to implement right effective
  tools for managing organizational knowledge to
  build , improve and sustain performance
• Low priority given to organizations knowledge
  and the KM function
• Many leaders sense that KM is important but
  cannot demonstrate its value

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What is documentation?

• The act or process of substantiating by recording
  actions and/or decisions.www.jlab.org/ehs/manual/
  EHSbook-271.html
• This results in having either a document or
  record
• (BS ISO 15489-12001)
• Document - a container with communicated
  information in any form
• Record information created, received and
  maintained as evidence
• Knowledge - fact or condition of knowing
  something with familiarity gained through
  experience or association
• All records are potentially documents, but not
  all documents are records

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Information Hierarchy
Ends as a document or record
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Why manage documents records?

• To facilitate getting the right information to
• the right person at the right time.
• Right information accurate and relevant
  information
• Right person who is in need of the information
• Right time when it is required and as fast as
  possible

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Importance of DRM

• Allows easy access to documents records
• Reduces need for excessive storage equipment
• Increases productivity
• Reduces searching time
• Allows accurate trail during life cycle

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What is KM?

• Defining KM is difficult because it has multiple
  interpretations (Choi, 2000)
• KM is the conscious strategy of getting the right
  knowledge, to the right people at the right time
  and helping people share and put information into
  action in ways that will improve organizational
  performance (van Ewyk, 2000)

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DRM KM Implementation Facts

• More about processes rather than technologies
• Requires technology, business strategy and people
• Knowledge should reside within the organization
  to bring value to information and its users
• No 2 organizations can follow the same
  methodology to implement

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KM drivers

• Competition
• Customer focus
• Globalization
• Equity in the workforce
• Mobile workforce retirement, downsizing,
  resignations, etc

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Roadmap to KM results
Document record outputs
STAGE 1 Get Started
STAGE 2 Develop Strategy
STAGE 3 Design Launch KM Initiative
STAGE 4 Expand Support
STAGE 5 Institutionalize KM
Strategy
Communications
Assessment
Technology
Education
Rewards recognitions
Measures Indicators
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Stage 1 Getting Started

• Best practices
• Understand the real problem
• Find an executive sponsor
• Capitalize on technology
• Create a compelling picture and tell the stories

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Stage 2 Develop KM Strategy

• Best practices
• Form a cross functional steering team
• Develop the KM strategy
• Select pilots KM initiatives
• Find resources

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Stage 3 Design Launch

• Best practices
• Form Design Teams
• Launch pilots and initiatives
• Capture lessons learned
• Achieve present results
• Blow trumpet from the beginning
• Link to business performance

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Stage 4 Expand

• Best practices
• Evolve the vision
• Develop and expansion strategy
• Define governance and roles
• Communicate market
• Create a KM measures

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Stage 4 Issues

• Sustain the core team
• Pass on the passion
• Form network of business unit KM managers
• Avoid
• Isolation
• Potential reinvention
• Disjointed multiple initiatives
• Going backwards

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Stage 5 Institutionalize

• Best practices
• Incorporate KM in the business model
• KM the way we work
• Realign structure and budget
• Align rewards and performance evaluation

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Technology

• Good technology does matter
• Every important business process is IT enabled
• KM is not only technology, but it is enabled by
  it

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People

• People are key to KM as about 42 of knowledge
  is
• stored as tacit knowledge
• Need to ensure common understanding of KM
• and benefits
• Promote through training and awareness
• Reward knowledge sharing

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Critical success factors from KM

• (Skyrme Amidon, 1997)
• Strong link to a business imperative
• A compelling vision and architecture
• Knowledge leadership
• A knowledge creating and sharing culture
• Continuous learning
• A well developed technology infrastructure
• Systematic enterprise knowledge processes
• Ensure that all records documents for your KM
  initiative are well managed

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Questions

• Lorna Ndlela
• Eskom Documentation Centre Manager
• Tel [phone]
• Fax [phone]
• Cell 072 299 1356
• lorna.ndlela_at_eskom.co.za
• Thank You