Slides Presentation for Royal Haskoning about Knowledge Management at Oce
•Télécharger en tant que PPT, PDF•
0 j'aime•675 vues
Recently I gave a presentation for a group withing Royal Haskoning about the way Oce does knowledge management.
Recommandé
Recommandé
Contenu connexe
Similaire à Slides Presentation for Royal Haskoning about Knowledge Management at Oce
Similaire à Slides Presentation for Royal Haskoning about Knowledge Management at Oce (20)
Plus de Samuel Driessen
Plus de Samuel Driessen (20)
Dernier
Dernier (20)
Slides Presentation for Royal Haskoning about Knowledge Management at Oce
- 1. KM @ Océ Samuel Driessen - Information Architect Océ-Venlo
- 2. 2 Overview About Océ Who’s working on/responsible for IM/KM? My role My vision Current practice Future
- 3. 3 Océ in Sum Océ today: 21,500 people worldwide Annual revenue 2009: € 2.648 Billion Net Income 2009: € - 47.134 Million Worldwide distribution in 90 countries Direct sales and services in 30 countries 10 R&D-sites in 9 countries Business: Printing, scanning, copying products and services (B2B) New!: Document Services Valley
- 4. 4 No formal KM role or department Departmental managers responsible for quality Information Management department library literature research competitive intelligence document templates Technical Configuration Managers information policy information access policy
- 5. 5 And others? Research > product concept development personal and team handling of documents and information managing documents and information in companies finding experts in the organization > Practice what you preach! Process, Quality and Information Project Office IT Tools…
- 6. 6 Role Definition map information and knowledge processes and tools of organization, give overview over and improves IM/KM processes and tools advise and supervise improvement projects focus on primary process: PCP Venlo responsibility, R&D-M&L focus
- 7. 7 Model UoD Information Infrastructure Business process Architecture Information Architecture Architecture of the Information Infrastructure Reality Architectures Development Business Alignment Support
- 8. 8 Working method Strategic Plan Process Environmental Analysis Position Statement Future Information Architecture and Roadmap Model, detail elements
- 9. 9 Knowing Knowledge Work Were you ever taught to be a knowledge worker?
- 10. 10 Environmental Analysis, Some Trends Information = Social (context!) Openness (work and organization) - Sharing is power! Consumerization of IT Globalization Virtualization
- 11. 11 Change IM and KM require a change in culture from secretive to public, individual to corporate, and paper to electronic. “These experiments with technology have not taken hold in part because they have seldom been accompanied by organisational change.” [Davenport] All solutions eventually fail! (dynamics of application) Technology never leads
- 12. 12 Challenges for IM/KM Mixed environments paper & digital documents 20% of the knowledge capital of any organization is still in paper format! Show direct and indirect costs (hidden costs) No barriers for user (all levels) - connect to actual work processes! Refer to Snowden’s KM Principles
- 13. 13 step 1 step 2 step 3 step n Business Process or…
- 15. 15 It’s both step 1 step 2 step 3 step n
- 16. 16 General vision on Information Manufacturing Transactional Knowledge Work Structured Processes Ad Hoc Processes How work gets done Types of Work Info = lifeblood!
- 17. 17 Managing (un)structured info Manufacturing Transactional Knowledge Work Structured Processes Ad Hoc Processes How work gets done Types of WorkNetwork effects SAP FDS OSM/Zuken/CMSynergy PDMS G:-schijf SND Sharepoint/Workplace JUICE Blogs/wiki’s
- 18. 18 Towards Integrated IM/KM Solution Reqs Nothing new easy to use and connect to way people work (think Sharepoint) (for user) no extra application accessible from much used applications Share ‘light weight’ versioning support (i.e. without extra user costs) triggers users to act (alerting) support gathering and distributing of meeting documents
- 19. 19 Towards Integrated IM/KM 2 Solution req’s Bundle, group support bundling information (piles) supports printing of bundles of information gives insight in context of information (quality, changes, progress) Non-user implicitly roll out R&D policy w.r.t information and knowledge management
- 20. 20 Where do I share and store my info? Structured / Unstructured process to publish Publish or Collab-ing on info Content or file versioning? Share Content or File Personal/Team (1-1, 1-n, n-n) Wiki U C Y C Team, n-n Blog U C N C Pers./Team, 1-n Sharepoint U C Y F Team, n-n Compass S P N C Pers., 1-n (DocFinder) S P N F Pers., 1-n FTP U P N F Team, 1-n SND U C N F Team, 1-n … Link to blogpost
- 21. 21 Diagram ‘Where do I share… info?’ structured publish process unstructured publish process share content share file Use Compass Use DocFinder publish info collaborate on info Use FTP version info = No versioning info = Yes share file share content share file share content Use Wiki Use Sharepoint Use Blog Use SND You
- 22. 22 Position Statement, Some Statements Information is not integrally managed (end2end, struct./unstruct.) Business process needs to be detailed/defined Not ready for open organization (mindset, security)
- 23. 23 Current Information Architecture draft 1a, 1b, 1e, 1f, 4ab (own app’s) 1a, 1b , 1e, 1f (email) draft 1a, 1b, 1e, 1f, 4ab (intranet) draft 1a, 1b, 1e, 1f, 4ab (TRIM) draft 1a, 1b, 1e, 1f, 2a, 4ab (Workplace) draft 1a, 1b, 1f, 2a, 4ab (wiki’s) draft 1a, 1b, 1e, 1f, 2a, 4ab (Sharepoint) project lead time < M2 > M2 R&D Océ non R&D Non- Océ draft 1a, 1b (other wiki’s) draft 1a, 1b, 1c, 1f, 2a (shares) final 1a, c, e, f, 2e, 4ab (DocBuilder/DocFinder) 5b (Normative DocFinder) CM-Synergy 1c, 1d (PDMS) OSM Zuken SAP structuredinformationunstructuredinformation 1b (AM) 1b (Juice) draft 1a, 1b (wiki’s) wiki’s draft 1a, 1b, 1c, 1e, 1f, 2a, 2c, 4ab (G:)
- 24. 24 Managing all info types consistently and in context time Project information Product information departmentinfo processinfo
- 25. 25 Detailing Phase In Operationalize Proto (To Approved) Part LM-1 M1 Architecture Process Configuration Management Project Management Design Process Engineering Process Procurement Process Feasibility & Definition LM-2 EPT-D EPT-C R-EPT PP-0 PP-1 PP-2 PP-x Approved (To Master) Part Master (To Regular) Part Proto (To Approved) Process Approved (To Master) Process Master (To Regular) Process Proto Tooling Engineering Tooling Production Tooling Production Process M2 M3 M4 M5 M6 M7 Technicum Pilot Plant Factory Pilot Assy Assembly Factory PRO Processes
- 26. 26 1. Architecture process Definition: "Architecture is the transformation of business strategy and stakeholder's purposes into product qualities and product technology resulting in a structure of components of a system, their interrelationships, and principles and guidelines governing their design and evolution over time." Main goal: Validation of product concept in the context of the product lifecycle M1 content (incl business strategy and stakeholder purpose) Technology PSD (System Requirements Doc) Reference architectures (ESRA, SupplyRA?, FrameRA?) Platforms Standards (Oce, EPA, NEN, DIN..) Oce “values” (reliable, eco...) Updated PSD Architecture Description - funct, phys and TA decompositions - choices& rationales - alternatives Component Requirements Doc (functional & TA) Key Input Key OutputActivities Architecture Process 1.1 Clarify stakeholder’s wishes 1.4 Validate system in customer environment 1.2 Decompose into functions and technology 1.3 Map to physical components PCP Home
- 27. 27
- 28. 28 Process Architecture Principle (one) Integral business processes determine the optimal system solution. Rationale: organization follows process Implications: R&D and M&L processes are redefined, and organizational structure, roles & responsibilities could change. Business processes are described and managed centrally (unified).
- 29. 29 Method Architecture Principles (one) Persons should have all but not more rights to content than needed at the actual point in the process. Rationale: Globalization. Internally and external collaboration. Access to content is needed. E.g. REACH. Implications: Security is not geographically or organizationally organized. Every combination of people and access rights and objects/processes should be possible and will be defined explicitly. Old Océ FTP New Océ ext x ext y Ext x
- 30. 30 Future Information Architecture Howmuchused? time Research EngineeringDevelopm. ServiceLogisticsManufact. M0 LM1 M3 Purchasing Sharepoint Teamcenter SAP PLM backbone Zuken CMSyn. CoCreate ‘unstructured’: - use Sharepoint for create/edit topic/project/dep. info Remark: wiki/blog not in figure. - use wiki/blog for cross- project/dep. info, such as working methods ‘structured’ - design info creation/edit ‘structured’: - create/edit prod. structures, changes and baselines ‘structured’: - create/edit resource info View on PSD, SDD, ERD, EDD, FRD, …, parts, designs, structures ‘structured’: - store project info and prod. info, norms, etc. - archive also use as intranet, supplier portal, customer portal, service portal and KB Architecture Design Construction Industrialization Ref-EPT
- 31. 31 Finding Experts: ExpertFinder > Guruscan.nl
- 35. 35 Wiki’s
- 36. 36 Blogs
- 39. 39 Results 2000+ members and growing # active members growing # different departments & countries growing Usage pattern: try microblogging, share some basic stuff think about change info and communication processes tie to business processes Measure soft and hard value
- 40. 40 Learning Points Microblogging not easy (concept/tool) Culture (Guidelines and Guidance) Moderate! It’s a Community…
- 41. 41 Microblogging in Manufacturing Plants
- 43. 43 Océ TV
- 44. 44 Other Stuff I’m working on Information Security
- 45. 45
Notes de l'éditeur
- Océ is a large international company, mainly focused on developping printers, copiers and scanners of all sizes. An important part of our business is business services. And I’m excited to tell you we recently launched an open network to collaborate with you or your company around document services, called the Document Services Valley.
- We’ve been working and experimenting with social media for some time. In sept 2008 a colleagues of mine from communications and I decided we start with enterprise microblogging. Bottom up. Two big reasons were: we saw the need for horizontal communication in our organization. There was no working method or tool in place to encourage and support this. And secondly, we saw there was lots of focus on supporting formal/structured business processes. But supporting informal, unstructured information and communication processes was not addressed explicitly. It was our strong conviction these structured AND unstructured processes should be seen as a whole: they give context and meaning to each other. To me that also the meaning of social in social media. In three slides: [slide 4] many see the organization in this way (managers/IT). And lots of money is being spent on defining and supporting this process. Discrete steps, with data/info going for one step to the next.
- [slide 5] most employees see it in a different way. It looks something like this. They see colleagues with certain expertise/information connected in a certain way. It’s a network or community of people.
- [slide 6] As an information architect I find it important to see these worlds as a whole. They are both true. And they should both be supported in ways that are fitting. The interesting thing is the debate around e2.0 is hot around this topic over the last three-quarters of the year. More discussions about Social business, BPM and social media etc.
- At that time, in Sept. 2008, Yammer won Techcrunch Disrupt. We’d been comparing solutions and decided to go for Yammer. It was free and easy to set up. And free was a good thing due to Océ’s and the world’s economic situation at that time…
- I can say microblogging has been a big success, also compared to other social tools we rolled out, like blogs and wiki’s. We now have over 2000 members and it’s growing and growing. We hardly advertised it. Word of mouth did most of the growing. We see the number of active members also growing. &gt;1% active users as in Wikipedia. We see the number of different departments and countries growing. More use in Sales and Services for instance. Usage pattern: Start to try Yammer, share some basic stuff, after some time: start thinking about change info and communication processes in your team, project, department or over departments, then: try to tie microblogging to business processes. We also measure business value by asking users live and in Yammer. We ask for soft and hard results (numbers and stories).
- Learning points: - microblogging is easy for most, not for all. Don’t think you don’t have to train (functionality) and explain (concept). - culture &gt; closed culture, formal barriers between R&D and the rest e.g., communicate openly, management essential in the end for continuation. Make decisions what to share and what not. - moderation is key &gt; Yammer is a community, moderate it closely, encourage, connect, etc
- We see Yammer showing it real value when it connects to the formal business processes. This is the present and the future for us. We are currently experimenting with Yammer to improve information and communication processes between three of our chemical plants. To improve horizontal and vertical communication. They currently use paper journals. These aren’t shared between teams and plants. And not with management. We want to open this up to speed up the processes within the factories. By the way, this experiment was preceded by a project to work in self-steering teams. Culture change! And this experiment will be done in parallel with a project to improve decision making. We hope to be able to share our results soon on my blog and/or a next conference/summit. I regret I can’t share results just now yet. As for now, management is very excited to move this way, the team leaders and operators are as well.