1. Presentation
 Introduction – Pam and Peter
– What is KM (clarity)
– Why is KM important (motivation)
– KM model (organizing model for the „how to‟ part of presentation)
 DW and KM case study (context) Greg
– What was the „itch‟?
– How did we scratch it?
 How to design and implement KM (John, Pam, Peter)
– Creating a culture of contribution – John
– Leveraging knowledge acquisition, capture, storage/retrieval, use/sharing, application
through people, process, and tools (P&P)
– Designing a technology system for Knowledge Management
– Measuring impact
 Conclusion – how would we grade our effort/what would we do differently – Greg?

2. Institutional Knowledge Management:
Leveraging Your
Firm’s Most Valuable
Asset
ASLA Annual Conference - September 10, 2010

3. Objectives
1. Create a common understanding of the concept
„knowledge management‟.
2. Communicate the importance and value of
managing knowledge as an organizational asset.
3. Introduce a model that will help you address
knowledge management in your firm.
4. Share some „lessons learned‟ from the KM efforts
of other organizations.

4. What is Knowledge Management?

5. Knowledge has been managed since
the dawn of man…

6. Environment

7. Discovery

8. Application

9. Sharing

10. Leveraging

11. Capturing

12. Capturing

13. Capturing

14. Knowledge Management is a Process
Environment
Capture
Discovery
Measure
Leveraging
Application
Sharing

15. Why is Knowledge Management
Important to Me?

16. KM Value Proposition
 Knowledge Management is rooted in the idea that
efficiency and effectiveness can be improved, resulting in a
competitive advantage through leveraging the collective
wisdom and experience or the organizational community.
 Knowledge Management is a strategic approach for
leveraging how an organization acquires, captures,
stores/retrieves, shares, and benefits from its knowledge
assets.

17. An acre of land…
1930‟s = 26 bushels of corn per acre
1990‟s = 125.5 bushels of corn per acre

18. Knowledge Management is a concern
at this time because…
 Firms compete on the basis
of knowledge
 Time lost to “reinventing the wheel
 Knowledge loss due to attrition
 Information explosion
 Wasting time, wasting money

19. Reinventing the wheel

20. Knowledge is walking out the door

21. Information explosion

22. Wasting knowledge is wasting money

23. You may be wasting 70% or more of the money
you spend on staff development

24. What was the itch?

25. The Dilemma
 How to “Foster a Culture” that Leverages the Collective
Knowledge, Wisdom and Experiences of the Firm
 Knowledge Resources Were:
– Non-Integrated and Disorganized
– Unshared and Under Utilized
– Not Strategically Driven
– Not Practiced Systematically
 30% of Project Time Spent Reinventing Existing Knowledge!

26. Rewards and Risks
 Rewards:
– On-Going Staff Growth and Leadership
– Enhancement of Design Solutions
– Sustainable Competitive Advantage
– Increased Effectiveness and Efficiency
 Risks:
– High Cost / Low Return
– Distraction from Core Business
– Becomes the “end” not the “means”
– Failure to Make it Stick

27. Marshalling Support
 Investigation of Best Practices
 Link KM to Firm‟s Core Values
 Compelling Value Proposition
 Support from Top Leadership
 Communicate!

28. Aligning the Effort
 Strategic Objectives
– Maximize the value we deliver to our clients.
– Attract and retain the best people.
– Develop practices that increase our ability to deliver quality
design.

29. Aligning the Effort
 Measures of Success
– More time on design / less reinventing the wheel
– Better leverage of talent between offices
– Increased staff retention
– Attract the best clients / project opportunities
– Proprietary knowledge is more evident in our projects
Don‟t confuse action with
progress.

30. Building the Team
 Executive Sponsor
 Stakeholder Engagement
– Practitioners
– Technical Experts
 Small Steps
 Celebrate Success

31. Strategy and Priorities
 Multi-Year Implementation Plan
– Low Cost / High Reward
 Build on Existing Assets
– Create of KM Leadership Team
– Complete GAP Analysis (annually)
– Assess Current Tools and Technologies
 Focus on People and Process
– Implement Practice Forums
– Promote a “Culture of Contribution”
 Invest in Tools and Resources
– Implement Knowledge “Portal”
– Hire Digital Librarian
– Invest in “Stand Alone” Learning Capabilities
 Measure Results and Adjust

32. Monitoring the Effort
 Establish Clear Metrics
 Assess Progress Regularly
– Quarterly Reports
 Adjust Course as Required
– Annual Gap Analysis
– KM Leadership Team
 Measure Again

33. The Staff’s View of
Knowledge Management
How DW Successfully
Changed Organizational
Culture

34. A Leaders Guide
The genie and the three
wishes
The boss needs to go first

35. The Staff’s View
Part
Why? What? How? My Role WIIFM
• Why KM? Remedy what? What is the risk?
• Where do you want us to be?
• What initiatives will help us get there?
• Is the „load‟ of change reasonable & within capabilities?
• How will you lessen the „friction‟?
• What projects do we need to know about?
• What‟s in it for me?

36. Where Change Starts
 Oh Sh** – things are not working, the world has changed, we‟re
toast, expectations are not being met creates…
 Survival anxiety - Fear, shame, loathing and guilt associated with
status quo. Challenge of change creates…
 Learning anxiety - Inability/unwillingness to change because (1) it
requires unlearning and temporary incompetence, (2) loss of power
or status, (3) loss of group membership, (4) loss of identity.
 Hence potential resistance to change.

37. Change Risks
 Change risk is a function of:
– Poor sponsor involvement
– Project objectives not clearly defined
– Ineffective communications to stakeholders
– Lack of perceived/real support from key stakeholders
– Project benefits not understood
– Lack of patience

38. What People Pay Attention To:
1. Leader attention, measurement, rewards and controls
2. Leader reaction to critical incidents 80-90% is
determined
3. Leader role modelling, coaching by the first
three points
4. Criteria for recruitment, promotion, and termination
5. Formal and informal teams/groups
6. Systems and procedures
7. Organization authority design and structure
8. Stories and myths about key people and events
9. Formal statements, charters, creeds, codes of ethics

39. Creating the Blueprint
 Change behavior = change environment
– Means & ends
 Address Capability gaps
 Align expectations and recognition
Customers
Stakeholders Expectations
“Begin the day with a sense Vision
Strategic Direction
Tactical Plans
SMART Goals
of purpose, end the day with Capabilities
Process Design
a sense of accomplishment.”
Recognition Use of Technology
Income & Security Training
Challenge & Growth Structure
Participation Mgmt Process
Retention
Incentives &
Rewards

40. Barriers to Change Acceptance
Designed in a vacuum Weak leader commitment
Too much to do No Compelling message Conflicting priorities
Distance & No D.O.V. or success metrics Lack of
diversity issues patience
No
HIKIWI
Non-
Limited involvement & SI
Cultural Issues
contribution compelling No HIKIWISI
Message
R&R conflict Weak link to strategy

41. Building Commitment
“This is the way we do things
here”
Stages of Individual Behavior
Change & Commitment Internalization
“OK, I‟m ready to do it
of new behaviour
the new way”
Commitment
“I know how we need to
to personal change
do our jobs differently”
Translation
to the work setting Significant
“I understand where we
need to go” involvement
needed
Understanding
of change direction
“Yeah, I saw the memo”
Information with some
Awareness involvement sufficient here
of desired change

42. Plotting Shifts in Commitment
Key Players No Let It Happen
Help It Happen
Make It Happ
Commitmen
t
Project Sponsor O X
Senior Team X O
Managers X O
HR XO
Employees X O
Key:
X = Starting Point O = Minimum req‟d commitment

43. The Transition Curve
“This way is more effective”
“I‟m not sure I know
Confidence
what‟s going on” “This could be a better way of doing it”
“I can handle this”
“Actually, things might get better”
“I feel overwhelmed”
“We can‟t do this. It won‟t work. We‟re not allowed”
Time

44. Communication Tools
Ownership/
Working sessions, 1-to-1
Engagement
conversations,
workshops, coaching
Acceptance/
Level of change
Alignment COPs, working parties,
involvement schemes,
individual pages
Understanding
(and Action) Booklets, planning
sessions, presentations,
videos, intranets
Newsletters,
emails, memos,
Awareness
letters, notices
Tell Sell Consult Join
Leader involvement

45. DW – Doing it Right
1. Met regularly to discuss the why and what of org changes
2. Employees got open and honest communication
3. Constantly reinforced goals and vision of KM
4. Found „bright spots”, built on positives
5. Established KM Metrics
6. Fostered culture of contribution
7. Regular meetings to discuss progress
8. Involved employees in decisions about what‟s best for them
9. Insured training was available for needed new skills

46. Tolerate Customization

47. Knowledge is an organizational resource

48. Not all knowledge is created equal:
Don’t dilute the important with the trivial

49. Don’t dilute the important with the trivial

50. Create Knowledge Connections

51. Create ‘Tipping Points’
“… the levels at
which the momentum
for change becomes
unstoppable.”

52. Critical Mass
Critical Mass = a point, amount, or situation
at which change occurs

53. Create Momentum

54. Get ‘buy-in’
Buy in = commitment to achieving a shared goal

55. Reinforce Learning
70% of all learning transfer fails due to lack of reinforcement.

56. Don’t spend a red cent…

57. Make concepts ‘sticky’

58. Directed Learning
Guided Practice

59. Reinforcement tools

60. Technology: Do you have a KM system?

61. This is a Knowledge Management system.

62. Typical Situation: Knowledge is in Silos

63. Strategy #1 = Consolidate your Resources

64. Balance structured vs. freeform data

65. Create a Wiki

66. Enterprise Search

67. Paper File Management

68. Learning Management System

69. Microsoft Sharepoint Portal

70. Focus your Knowledge Environment
Strategy

71. Choosing a Portal
?
1. High End Systems
1. Oracle
2. IBM Websphere
3. SAP
2. Open Source Systems
1. Apache Jetspeed
2. iPorta
3. Liferay
4. Redhad CCM
3. Mid-Range Systems
1. Microsoft Sharepoint
1. MOSS
2. SPS

72. Criteria to look for
1. Single sign on
2. Integration of multiple functions
3. Ease of setup
4. Documentation
5. Out of the box featuers
6. Portlet API
7. Customization
8. Personalization
9. Access Control
10. Federation from multiple data sources
11. Licensing: server, database, portal
12. Hosted vs. Servers in-house

73. Technology is less than HALF the solution!

74. Prepopulate to reach a Tipping Point

75. Reward Contribution

76. Communicate Updates

77. Have SME’s Take Ownership

78. Capture Information in the Project Process

79. Measurable Results