Selected slides from the presentation for ARMA Chicago March 2016 lunch meeting and seminar. The group exercise is omitted.

1. Knowledge Management and
Information Governance:
IncorporatingInformationGovernanceandKnowledgeManagementin
OrganizationalLearningProgramsandImplementations
Valeria L. Hunter, Principal Consultant
Hunter Knowledge and Insights, LLC
March 8, 2016

2. Personal Context
• Experience: 30+ years in energy and/or consulting, 10 years in
Knowledge Management/Organizational Learning
• One year: Hunter Knowledge and Insights, LLC
• Eighteen years: Amoco Pipelines, BP Pipelines, BP Alternative Fuels
(Hydrogen Refueling), and BP Refining Technology
• Eight years: Battelle Memorial Institute, Pacific Northwest National
Laboratory
• Four years: Westinghouse Hanford Company, Rockwell International
• Two years: Detroit Edison

3. Discussion Context
• Business Segments using these practices
• Downstream businesses (Refining)
• Upstream businesses (Exploration and Production)
• Organizational Learning vs. Knowledge Management
Capital
Projects !

4. Simple questions - only one right answer: Best practice
Question example: What safety inspection should be conducted on “x” piece of equipment?
Response example: Create Q+A (expert) database or checklist or new Standard Operating Procedure
1
Complicated questions - better or worse answers: Better Practice
Question example: What is the best way to stop duplication of effort on technical projects?
Response example: Create a lessons learned portal or decision map or “expert search”
2
Complex questions - no apparent right answer: Emergent Practice
Question example: Why is demand dropping in “x” and “y” markets?
Response example: Engage a Community of Practice or Action Learning event
3
Fundamentally Undefined Questions: Novel Practice
Question example: What disruptions will this organization need to respond to
in 2025 and what do we need to do in order to be prepared?
Response example: Convene a Knowledge Hacking event
4 © K3Cubed Ltd. 2014
www.k3cubed.com
Developed by D. Griffiths, PhD
© K3Cubed Ltd. 2015
Questions drive knowledge acquisition, storage, sharing and development
KC Questioning Gap-Response

5. Governance Considerations
• Align KM governance with organizational strategies, goals,
and objectives
• KM governance strategy starts from the first day of the
employee’s life in the organization
• Follow a holistic KM governance model, develop and execute a
well designed plan
• Organizational knowledge
• Organizational culture, values, and behavior
• IT systems

6. Knowledge Management
System Solutions
Technology systems available to practitioners
Document Repository
Local Lessons
Repository
Q&A
Forum
Self-service library of tools, templates
and examples
Lessons from organization events.
Locally validated.
Lessons of enterprise significance.
Promoted from local organizations.
Q&A Discussion Forum – Ask
questions, provide responses.
Supported by virtual community
membership.
Expertise Locator – Individual profiles
and virtual community memberships.
SME
Locator
Shared Learning
Repository

7. Simple questions - only one right answer: Best practice
Question example: What safety inspection should be conducted on “x” piece of equipment?
Response example: Create Q+A (expert) database or checklist or new Standard Operating Procedure
1
Complicated questions - better or worse answers: Better Practice
Question example: What is the best way to stop duplication of effort on technical projects?
Response example: Create a lessons learned portal or decision map or “expert search”
2
Complex questions - no apparent right answer: Emergent Practice
Question example: Why is demand dropping in “x” and “y” markets?
Response example: Engage a Community of Practice or Action Learning event
3
Fundamentally Undefined Questions: Novel Practice
Question example: What disruptions will this organization need to respond to
in 2025 and what do we need to do in order to be prepared?
Response example: Convene a Knowledge Hacking event
4 © K3Cubed Ltd. 2014
www.k3cubed.com
Developed by D. Griffiths, PhD
© K3Cubed Ltd. 2015
Questions drive knowledge acquisition, storage, sharing and development
KC Questioning Gap-Response

8. DOCUMENT TOOLKIT REPOSITORY

9. Toolkit Repository
• Find tools,
templates, and
examples in the
toolkit repository
• Submit the tools,
templates, and
examples that
you find useful at
your site to share
with colleagues.

10. Governance Considerations
• Define review and retention guidelines.
• Ensure that knowledge is retained and removed in
compliance with retention guidelines.
• Establish clear decision authority

11. Simple questions - only one right answer: Best practice
Question example: What safety inspection should be conducted on “x” piece of equipment?
Response example: Create Q+A (expert) database or checklist or new Standard Operating Procedure
1
Complicated questions - better or worse answers: Better Practice
Question example: What is the best way to stop duplication of effort on technical projects?
Response example: Create a lessons learned portal or decision map or “expert search”
2
Complex questions - no apparent right answer: Emergent Practice
Question example: Why is demand dropping in “x” and “y” markets?
Response example: Engage a Community of Practice or Action Learning event
3
Fundamentally Undefined Questions: Novel Practice
Question example: What disruptions will this organization need to respond to
in 2025 and what do we need to do in order to be prepared?
Response example: Convene a Knowledge Hacking event
4 © K3Cubed Ltd. 2014
www.k3cubed.com
Developed by D. Griffiths, PhD
© K3Cubed Ltd. 2015
Questions drive knowledge acquisition, storage, sharing and development
KC Questioning Gap-Response

12. Q&A DISCUSSION FORUM

13. Question and Answer Forum
Question and Answer Forums
• Tool that allows access to employee and contractor voluntary knowledge and expertise
through threaded discussions
• Has searching capability to all previously asked questions
• Also searches the Shared Learning Repository as well as the Document Library which
contains information already validated by subject matter experts.

14. Introduction to Q&A Forum
• The Q&A Forum is a web-based collaboration tool for the enterprise that allows
individuals to access peoples' voluntary knowledge and expertise through threaded
discussions
• Participation in a Q&A Forum provides you with access to the knowledge and experience
of others and also allows other members to benefit from your experiences. It provides a
powerful mechanism to proactively seek early input into potential issues or
opportunities, and to improve planning and execution activities in our Operations
• Although the distribution lists for categories have SMEs as members it is important to
remember that you have the responsibility to ensure the responses are appropriate
before acting on them
• Not only do the Q&A Forums provide you with the capability to search all previously
asked questions it also searches the Shared Learning System as well as document libraries
which contains information already validated by SME’s. Forum leadership is continually
looking at ways to improve these linkages and thereby increase technical knowledge

15. EXPERTISE LOCATOR

16. Purpose
• Allows staff to identify other people with particular interests
and experience and contact them as appropriate
• As the approved Community tool, it is the central on-line place
for a community to come together, collaborate and share their
knowledge in a positive and focused environment. Connect
Communities support Forum and Wiki functionality to enhance
knowledge sharing within communities.
How can this help?
• Helps staff network with others who have similar roles and
varying levels of experience so they can identify other people
who might help
How can this support be accessed?
• Available on the intranet
• Employees keep the system effective by updating their
own page.

17. Connect profile

18. Connect

19. LOCAL LESSONS REPOSITORY

20. Sharing and searching
• Lessons are
searchable
locally
• Lessons may be
searched
globally
• Global searches
also reach into
the discussion
forum

21. Local Lessons Repository
Q&A Discussion Forum

22. Shared Learning Repository

23. Governance Considerations
• Define quality for lesson acceptance and use quality
management tools
• Create style sheets and/or templates
• Consider technical writers and/or editors
• Use workflow tools to manage content
• Avoid knowledge proliferation
• Periodically review knowledge for accuracy and relevance
• Define and implement a review process
• Define guidelines for content creators
• Provide a consistently high quality user experience
• Establish clear decision-making authority and escalation
procedures
• Manage policy violations
• Resolve conflicts on a timely basis.

24. Content: Quality Lessons
A Quality Lesson
. . . includes . . . is NOT . . . has structure
• a factual statement /
factual description of a
set of events
• a specific
recommended action /
set of actions
• a reference to the
relevant existing
Standard, Practice, or
process so it can be
updated
• an emotive or
subjective view or
opinion related to an
event
• what results from
failure to follow an
existing standard
practice or process
• a set of opinions or
feedback on vendor
performance
• Expectation
• Actual Event
• Difference
• Learning
• Recommendation(s)
Lessons follow the Quality Lesson format

25. Governance Considerations
• Periodically review knowledge for accuracy and relevance
• Define and implement a review process
• Avoid knowledge proliferation (in discussion forums)
• Define policies for responses
• Define guidelines for content creators
• Provide a consistently high quality user experience

26. Simple questions - only one right answer: Best practice
Question example: What safety inspection should be conducted on “x” piece of equipment?
Response example: Create Q+A (expert) database or checklist or new Standard Operating Procedure
1
Complicated questions - better or worse answers: Better Practice
Question example: What is the best way to stop duplication of effort on technical projects?
Response example: Create a lessons learned portal or decision map or “expert search”
2
Complex questions - no apparent right answer: Emergent Practice
Question example: Why is demand dropping in “x” and “y” markets?
Response example: Engage a Community of Practice or Action Learning event
3
Fundamentally Undefined Questions: Novel Practice
Question example: What disruptions will this organization need to respond to
in 2025 and what do we need to do in order to be prepared?
Response example: Convene a Knowledge Hacking event
4 © K3Cubed Ltd. 2014
www.k3cubed.com
Developed by D. Griffiths, PhD
© K3Cubed Ltd. 2015
Questions drive knowledge acquisition, storage, sharing and development
KC Questioning Gap-Response

27. COMMUNITIES OF PRACTICE

28. Community Model
Industry1/General Communities
• Ensure community activities
address business issues
• Ensure there are clearly stated
goals
• Ensure high levels of sponsor
expectation
• Engage members in developing
good practice
• Improve the usefulness of tools
provided
• Promote CoPs ability to help
employees solve daily work
• Provide funding for face to face
events
• Provide CoP leader training
• Ensure CoP leaders are given
sufficient time in role
Enterprise Communities
• Model is federal by nature and so
aligned with the revised
performance contract
• The way for the enterprise to
leverage its technical knowledge
across the organization
• Consistent messages about the
Community role:
• Connectivity across business units
and center
• Improve efficiency by copying what’s
already done
• Sharing best practices and efficiently
documenting our knowledge
• Opportunity to standardize on an
“enterprise way” over longer term
• Supporting short term plant issues, a
virtual knowledge pool
1. Data from Communities of Practice Benchmarking Report – Using CoP’s to improve individual and organizational performance,
Knowledge & Innovation Network, Warwick Business School, 2006. Survey of 1286 CoP members, across 10 global organizations
including 3 Oil & Gas companies

29. ACTION LEARNING EVENTS

30. Peer Assists and Peer Reviews
• Peer Assist
• Individuals or teams request support or assistance from any
employee in the company
• The horizontal part of the “T-shaped management approach“ where
teams share knowledge freely across the organization
• Peer Reviews
• Required reviews conducted as input to the decision to move
projects into future stages
• Incremental funding is contingent on successful peer review results
• Other incentives can be made contingent on successful peer review

31. Governance Considerations
• How do you manage expert judgement?
• How do you provide transparent mechanisms for risk
management, evaluation and measurement without
discouraging participation?

32. Simple questions - only one right answer: Best practice
Question example: What safety inspection should be conducted on “x” piece of equipment?
Response example: Create Q+A (expert) database or checklist or new Standard Operating Procedure
1
Complicated questions - better or worse answers: Better Practice
Question example: What is the best way to stop duplication of effort on technical projects?
Response example: Create a lessons learned portal or decision map or “expert search”
2
Complex questions - no apparent right answer: Emergent Practice
Question example: Why is demand dropping in “x” and “y” markets?
Response example: Engage a Community of Practice or Action Learning event
3
Fundamentally Undefined Questions: Novel Practice
Question example: What disruptions will this organization need to respond to
in 2025 and what do we need to do in order to be prepared?
Response example: Convene a Knowledge Hacking event
4 © K3Cubed Ltd. 2014
www.k3cubed.com
Developed by D. Griffiths, PhD
© K3Cubed Ltd. 2015
Questions drive knowledge acquisition, storage, sharing and development
KC Questioning Gap-Response

33. Global and Regional F2F
• Working conferences
• Global and/or regional face-to-face meetings (organized by CoP)
• Advisor taught training courses

34. Governance Considerations
• How do you manage expert judgement?
• How do you provide transparent mechanisms for risk
management without discouraging participation and
innovation?

35. Resources
Prokesch, Steven E. 1997. “Unleashing the Power of Learning: An Interview
with British Petroleum’s John Browne.” Harvard Business Review
75(5):147-168.
Hansen, Morten T. and Bolko von Oetinger. 2001. “Introducing T-Shaped
Managers: Knowledge Management’s Next Generation.” Harvard Business
Review 79(3): 106-116.
Archibald, Douglas, Richard McDermott, Paul Conville, and Andrew Parker.
2006. “Communities of Practice Benchmarking Report: Using CoPs to
Improve Individual and Organisational Performance”. Knowledge &
Innovation Network, Warwick Business School, University of Warwick.
Rhem, Anthony. 2015. “The importance of KM Governance: Leveraging KM
Governance, the road ahead”. Presentation to KM Chicago.
http://knowledgemanagementdepot.com/2013/11/23/the-need-for-
knowledge-governance/

36. Contact
Valeria L. Hunter, Principal Consultant
Hunter Knowledge and Insights, LLC
(708) 330-5325
Business website and blog: http://www.valerialhunter.com
Email: valeria@valerialhunter.com
Twitter: @KnowMgr_Hunter
KM and Org Learning content website: http://www.huntvale.info
Higher Education blog: http://www.huntvale.info/blog