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Tuesday, July 16, 2002
Start Small, Grow Right with KM for Projects
- Start small and grow steadily over time.
- Set the "rules of the road" up front and keep it simple.
- Enforce the new culture.
- Define standards but be reasonable.
- Pilot a project.
- Assign a KM owner.
- Show everybody everything.
- Management support.
- Team feedback.
- Set the "rules of the road" up front and keep it simple.
Project Level Knowledge Management.[McGee's Musings]Project-level implementations of KM hold promise for one simple reason: They address real day-to-day problems that can only be solved with collaboration. Notice I didn't say collaboration tools. That's a very important distinction because this is where KM has traditionally gotten into trouble. The tools are enablers; collaboration is an interaction of people. If you use the tools right, you make the interaction easier; people see the value and buy into the concept. Once people buy into the concept, any initiative will grow and nurture itself.Another example of some solid thinking about how to introduce KM into the organization. This article focuses primarily on how to support a transition from typical practices (e.g. e-mail and ad hoc documentation) to practices that will support improved knowledge management in the long run. If you look at the examples offered, it's clear that k-logs would be an ideal technology tool to meet KM needs at a project level.This approach is exactly why we're having success with project-level KM. The ability to focus on core collaboration tasks and really get to the heart of what workers need is key to any KM initiative. [ADVANCE for Health Information Executives ]
A nice little mini-case.
In the Same Room Does Not Mean on the Same Page
How many times have you heard it said -- "Sometimes you just have to all get in the same room." Well, I've been in that room. And I can tell you that when 27 people walk out that door to go their 27 separate ways, they hold 27 different ideas about what they heard, what it means, and what they should do about it.This cuts to the core of what goes wrong in many virtual teams and virtual organizations. Conference calls don't get it. More meetings don't help. The only thing that helps is getting people to expose what they are thinking in an open fashion. This essay at Technography is well worth your time. It is short, pithy, and to the point.
I don't know where he finds this stuff. This page has an original post date of January 1999. But Ron Lusk has done it again.
Technography: Group Journaling.[Ron Lusk's Radio Weblog]So here's the problem: Presentations, all be they clear, graphic, succinct, perhaps entertaining and even electronic presentations, do not a consensus build.When all is said, and all the presentation presented, and the doing has to get done, the page we're on is not the same anymore. We each have a somewhat different understanding of what we supposedly learned. Informed as we have supposedly become, the information isn't part of our common knowledge.
Fulfillment Not A Killer App
Well, I can't say that I agree with this one. Certainly fulfillment is a nice way for digital printers to expand their services offerings but, like most things projected to be The New, New Thing for printers, requires more than is evident here.Claiming this is the next killer app overlooks the actual ROI of most fulfillment operations (low) and the costs of inventory (high). It also fails to note that most printers will have to change their markets if they want fulfillment to be truly valuable. There are areas where fulfillment matters, but most printers will treat the service as an adjunct to their existing product mix, and if fulfillment was really needed for that mix they would already be doing it.
Fulfillment Services The Next Killer Application for On Demand Printing[WhatTheyThink]
Getting What You Measure
"You get what you measure" is a business truism -- one that I believe. But I recognize its dual nature. Unless measurements are well thought out they can lead to unforseen behaviors and effects. This isn't so bad in a small organization where change is quick and easy, but it can be disastrous in a large or widely dispersed organization. So what should you measure in Smart FActory print environment?I'd like to get your take what are the appropriate measures. What kind of things can we measure, and what sorts of things should we measure.
THE RAT RACE
[Steve Pilgrim's Radio Weblog]can be defined in a variety of ways. We define it as:
There's more, but that gives you the essence. One of the corporate myths has to do with measurement, compensation and 'getting results.' Nine out of ten organizations don't have metrics that really cause the results they seek. In fact, those metrics cause results that have to then be 'fixed.' Steven and Joel capture those notions with these posts!
Today, Joel writes about the oft-seen but (mostly) un-planned-for effect that measurements can have upon individuals' and organizations' performance. We call it "getting just what you measure," and too often the measurements are the only thing looked at by mid-level management. This "metric of the month" leaves employees feeling powerless to really do what's best for the customer; when they do they get 'dinged' by their manager for making the weekly stats look bad. Beat that horse too often and he'll just give up on the customer entirely.
What? You don't want your customers given up on? The trick is to find the measurements that really encourage the behaviour you want... not just the ones that are easiest for "the system" to give you (like number of calls taken, or time per call). [Steven's Weblog]
How to Succeed at Consulting
Nice take on how consultants can really help your company. This pithy little story in the New Yorker came to my attention via Ye Olde Phart, and chronicles the tale of a big-time consulting firm, a big-time energy company, and a big bang. But it's not the consulting company you think it is...
The Talent Myth [Ye Olde Phart]
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This Page was last updated: 11/28/2002; 6:47:13 PM
Copyright © 2002 Terry W. Frazier
