1st Edition

Managing Knowledge-Based Initiatives

By Stacy Land Copyright 2008
    300 Pages
    by Routledge

    300 Pages
    by Routledge

    Managing Knowledge-Based Initiatives from Pilot to Enterprise Deployment shows practitioners how to take their successful knowledge management pilot programs and to successfully expand them throughout the organization.

    Keeping the unique challenges of knowledge-based work in mind, Stacy Land explores what knowledge managers/project managers must know to effectively navigate within their organizations, position their work in a value-based framework, and publicize their work to increase buy-in. Topics include avoiding common sand traps, working with committees and multiple departments, compliance, entering a new world of politics and funding, achieving organizational alignment, developing and executing on a value proposition, negotiating executive sponsorship, and more.

    Meet Our Panel of Experts
    Section I: Laying the Groundwork
    Chapter 1: Baseline Points of Understanding
    Gates and Paths
    Framing Your Work
    Overlaying a Technology and Support Context
    Framing: Easier or More Difficult for Knowledge Practitioners?
    Engaging First is Key
    How You’ll Benefit From Engaging First
    Knowledge, Organizational, or Project Management?
    Funding Factors
    The PMO Factor
    The Organizational Design/Alignment Factor
    Terms and Definitions in TITLE
    Firm, Corporation, Organization, Company
    Friendly Faces
    Knowledge Management
    How This Book is Organized
    Seize the Day
    Section II: Ready, Set, Go
    Chapter 2: Before You Get Started
    Common Misconceptions
    Understanding Your Momentum
    Isolating Change Factors
    Shared Responsibility
    Evaluating Your Company From the Outside
    Expert Q&A: Joe McGhee
    Questions You Should Be Able to Answer
    Broad Strokes: Where to Find What You Need
    Financial Performance
    Evaluating the State of KM Inside Your Company
    Where Do You Live?
    What Is Your Work Considered?
    How Mature is Knowledge Management in Your Firm?
    Perception of Knowledge-Based Work in Your Firm
    Section III: Organizational Alignment
    Chapter 3: Understanding and Mapping Organizational Alignment
    Do You See the Big Picture?
    What an Aligned Organization Looks Like
    Why Firms Care About Organizational Alignment
    Alignment Artifacts
    Demonstrable Alignment Increases Buy In
    The Mission Statement
    The Vision Statement
    The Values and Beliefs Statement
    Example: Ten Things Google Has Found to be True
    Operating Imperatives, Goals and Activities
    Mapping from Top-Down, or Bottom-Up
    Example: Acme Medical Supplies
    Why It Pays to Map Backwards
    Likely Candidates for Alignment with Knowledge-Based Initiatives
    Collaboration and Knowledge Sharing
    Reduced Administrative Expense
    Protection of Firm Assets
    Disaster Recovery
    Increased Project Governance
    Merging of Cultures
    Enhancing the Customer Experience
    Competitive Intelligence
    When Organizational Alignment is a Challenge
    How Aligned is Your Organization?
    Seeking Alignment in the Unaligned Organization
    Do You Need Alternative Alignment?
    Identifying Centers of Power at Your Firm
    If Your Alignment Isn’t Clear
    When Non-Alignment May be Acceptable
    Executive Point of View: Michael Jackman
    Section IV: Support: Who is on Your Side?
    Chapter 4: Executive Sponsorship and Network Building
    Cooperative Executive or Executive Sponsor'Telling the Difference
    Degrees of Sponsorship
    Reaching Up and Out to a Remote Executive Sponsor
    What Do You Know About Your Executive Sponsor?
    Why Your Sponsor Fills That Role
    Resources and Influence
    The Buzz
    Negotiating Executive Give and Take
    Which Areas Will Your Executive Sponsor Help With?
    Concept Development
    What Does Your Executive Sponsor Expect of You?
    Just Ask
    What Success Means
    Administrative Minutia
    Your Turn to Support
    Five Questions to Ask Your Executive Sponsor
    Other Supporters
    Executive Advice on Building a Network
    Your Own Network Survey
    Chapter 5: Executive Sponsorship from the Executive Point of View
    Approaching an Executive Sponsor
    The Value of Channels
    What Sponsorship Means
    The Sponsorship World According to McGhee
    The Nuts and Bolts of Sponsorship from Michael Jackman
    Jane Niederberger’s Rules of the Road
    The Question of Money
    Sponsorship Tips
    Thoughts From the Top
    Entrepreneurship, Big Champions and Small Victories
    Entrepreneurship, Big Champions and Small Victories
    Style and Choice are Key
    Corporate Code, No. Acronyms, Yes.
    Cultures and Subcultures
    Thoughts on Resistance
    When People Want to Shut You Down
    It’s Not Personal
    Relationships and Behavior Count
    Section V: The Value of a Value Prop
    Chapter 6: Value Prop 101
    Value Proposition Interdependencies
    What is a Value Proposition?
    Executive Points of View: Jane Niederberger and Santi Kumar
    General and Targeted Value Props
    Matchmaker, Matchmaker
    Looking at the Value in Value Proposition
    Value Prop: Public or Private?
    Before You Begin
    Conducting a Cultural Landscape Analysis
    Moving From Generic Value to Targeted Value
    Planning and Tracking Your Activities: How Value Props Can Help
    Developing a Targeted Value Proposition
    Step 1: Know Your Constituents
    Direct Constituents
    Indirect Constituents
    Identify Friendly Faces
    Step 2: Identify Your Constituents’ Value Hot Buttons
    The Formal Route: Alignment Artifacts
    The Informal Route: What’s Really Going On
    Step 3: Engage Your Executive Sponsor
    Step 4: Assemble Additional PMO Artifacts
    Step 5: Synthesize Value Prop Components Into Value Docs
    Understanding Value Docs
    Step 6: Engage Constituents
    Timing is Everything
    Example: Customer Intimacy at Acme Corporation
    Mapping Bidirectional Streams
    Chapter 7: Using Your Value Props
    Sharing Value Propositions
    Nurturing a Value Proposition
    Leveraging Value Propositions
    Protecting Value Propositions
    An Incorrect Value Prop
    Finding the Source
    A Rebalanced Value Prop
    A Diluted Value Prop
    A Minimized Value Prop
    An Appropriated Value Prop
    Knowledge-Based Work Needs to Remain Autonomous
    Not Today, Buddy
    My Executive Sponsor is Bigger…
    I’m Not Sure I Understand
    A Repositioned Value Prop
    A Rebuked Value Prop
    Honoring a Value Proposition
    Section VI: Executing on the Groundwork
    Chapter 8: Committees, Committees, Committees
    Committee Tips
    Committees are Just Human, After All
    Search Proactively
    Help is (Hopefully) Nearby
    Engaging Your Legal Department
    Your Committee Scavenger Hunt
    Follow the Headcount and the Money
    Sign-Off in Your Work Area
    Committees That Govern the Activities of Your Prime Customers
    Supporting Resources
    Technology Related Committees
    Non-IT Compliance
    Funding Escalation Committees
    Ongoing Initiatives
    Making Sense of the Committees
    Grouping Committees
    Independent or Defined by Process
    Crucial, Procedural, Optional, Irrelevant
    The Working Mechanics
    Administrative Details
    Fishing for Details
    Who is Who?
    The Importance of Timing
    Post-Committee Engagement
    Chapter 9: Working with PMOs
    More Knowledge, Less Paperwork
    Accountability, Sarbanes-Oxley, and PMOs
    What is the History of Your PMO
    Natural Affinities Between PMOs and Knowledge-Based Work
    Making It To Your Corporate Project Roadmap
    A Strong Business Case Increases Odds of Longevity
    The Importance of a Comprehensive Cost-Benefit Analysis
    ROI Figures in Prioritization
    Juggling Multiple PMOs
    What to Think About First
    Can You Just Ignore the PMO?
    Barter, Trade, Delay
    Funding Creativity: Not a Bad Thing
    The Early Bird
    Relationships as Key
    How Much About Project Management Do You Need to Know?
    Triple Constraint: The Questions You Should Always Be Able to Answer
    Get On Board: The Customer Experience
    Chapter 10: Making Sense of Dollars and Cents
    Finance, Procurement and ROI
    Before You Begin
    Locate Support in Your Network
    Locate Pre-existing Staff
    Get Organized
    Finance and Budgets: How do You Get Money?
    High Level Guiding Principles
    Questions You Must Be Able to Answer
    Unwritten Rules
    Use of Surplus Funds
    Surplus Consequences
    Intentional Overestimation
    Intentional Underestimation
    Procurement: How Do You Spend Money?
    What Procurement Does
    Typical Procurement Areas of Influence
    Preferred Vendors
    Subcontracting Relationships
    RFP/RFQ Process and Timelines
    Single Sourcing
    Supporting Documentation
    Procurement as a Supporter
    Vendor Relations
    Purchase Order Process Details
    ROI: What was the Return on the Money You Spent?
    Executive Point of View: Jane Niederberger and ROI
    ROI Standards
    Creativity in ROI?
    What ROI Means at Your Firm
    Who Cares About ROI at Your Firm
    When and What is Actually Used?
    Playing Both Ends
    Get Help From the Outside
    The KM Community at Large
    Vendor Assistance
    What the Joneses are Up To
    Chapter 11: IT – Friend or Foe?
    But My Solution Isn’t About Technology
    Why You Need IT in Your Court
    Learning to Speak IT’s Language
    Your Company Standards
    Discovering Standard
    Commonly Confused Terms and Definitions
    Key Areas to Investigate
    Perception of Your Work
    Consultants – Can They Help?
    How Much Do You Have to Understand?
    Service Level Agreements
    Your Role in SLAs
    Violated SLAs May Trigger Other Inquiries
    SLAs as a Compensation Factor
    Typical Relevant SLAs
    Change Control
    Change Control as a Committee
    Change Control as an Activity or Artifact
    When Change Control is Violated
    Typical Change Control Areas
    Your Role in Change Control
    Archiving: A Compliance and IT Interdependency
    The Offsite Component
    Determining the Cost of Archiving
    Outputs: What Could Be Archived?
    How Do Things Get Archived?
    How Do Things Get Restored?
    How Do Things Stay Safe?
    Mediums and Associated Costs
    Understanding Offsite Storage Cost
    Chapter 12: Expert Q&A With Brandon Goldfedder
    Dealing with IT Staff
    Personality Traits, Strengths and Weaknesses
    Management Tips for the Non-IT Perso
    Changes in the World of IT That May Affect You
    Communications Basics
    Organizational Knowledge
    What to Avoid
    In Conclusion
    Chapter 13: Engaging the Help Desk
    Would You Want Their Job
    Defining Support
    What Type of Support Will Your Work Require?
    The Organizational Landscape of Your Help Desk
    Who Does the Help Desk Work For?
    Blended Modes of Support
    Keeping a Strong Relationship with the Help Desk
    Why the Help Desk Must Be a Fan
    What You Can Learn From the Help Desk
    Help Desk and Knowledge Synergies
    Engaging Help Desk Leadership
    Who, Exactly, is Leadership?
    High Level Leadership Must-Knows
    Hidden Activities
    Planning Support
    Communicating: Who, Why, When, and How?
    Training: Yours, Mine and Ours
    Is There Help Available?
    General Use Training Compared to Troubleshooting Training
    How Much Do You Need to Know?
    General Use Training Compared to Help Desk Process Issues
    Understanding Tiers
    Training Details
    Your Role in Support
    Tips for Ensuring a Helpful Help Desk Relationship
    Section VII: Communications, Salesmanship and Publicity
    Chapter 14: The Corporate Red Carpet
    Communications and Selling – the Same or Different?
    What Does the Red Carpet Mean?
    Focus on Communications
    Why More Structure is Necessary Now
    Why Communicate?
    Communications Guidelines
    Before You Begin
    Resources at Your Fingertips
    Beg or Borrow
    Your Sponsor’s Resources
    The Source Matters
    Understanding Communications Vehicles Available to You
    Building a Communications Plan
    Who Do You Need to Reach?
    Messages and ThemesDetails One or Many?
    Sample Communication Plans Elements
    Mapping Audiences by Value Prop Elements
    Mapping Audience as Primary
    Dividing by Responsibility
    A Phase-Based Approach
    Selling Events
    Why Publicity Should Start Early
    Ways to Generate Pre-Publicity
    The Executive Factor
    What Are You Asking For?
    Preparing for an Executive Meeting
    Before the Meeting
    During the Meeting
    After the Meeting
    Your Selling and Communication Content Toolkit
    Baseline Ingredients
    The Elevator Pitch
    The Power of Multimedia
    Charting the Red Carpet at Your Firm
    Speaking Opportunities
    Road Shows
    What Road Show Participation Means
    Road Show Expense
    Ensuring Your Continued Success
    Communicate Constantly
    Get Organized
    Develop Your Own Scorecard
    Network Extensively
    Keep a Clipping Folder
    Let Your Story Evolve – and Then Publicize It
    Chapter 15: Selling Knowledge-Based Work in Real Life
    Everyone Sells – and That Means You
    The Executive Point of View
    Dave Snowden’s Guiding Sales Principles
    Do You Understand and Believe What You’re Selling?
    The One True Path
    Language Matters
    Engage Interpreters to Enhance Credibility
    Sell the Journey, Not the Destination
    Fail-safe or Safe-Fail?
    Basic Sales Skills Are Key
    Don’t Expect Credit (Even if It’s Due)
    Selling Knowledge-Based Work in Australia
    Public Sector: Pressing on a Pain Point for Results
    Private Sector: Enlisting Superiors at Strategic Junctures
    Show and Tell in High Tech Defense
    Starting Small Can Increase Sales Leverage


    Raised between the Florida Gulf Coast and the Amazon rainforest, Stacy Land’s interest in Knowledge Management began early – although she didn’t call it that. Growing up among multiple languages and cultures gave her an early marker for understanding context, a lesson that served her well during her studies in comparative literature, graduate work in Linguistics, and early career as a stand-up trainer.Although she began on the technical side of solutions designed to empower and enable knowledge workers, she quickly moved into investigating the question of how to account for the most difficult to quantify variable: the human being in the equation. For the last 18 years, Stacy has maintained that knowledge-based focus, coupled with and around technology, moving between academia and business.In the mid 90s, while working for Indiana’s largest property and casualty insurance company, she led the effort to bring in the Internet, including Internet e-mail, and established the first ever web site for the Indiana-based firm. She also represented Indiana Farm Bureau as a Communications Expert in Central Asia for three weeks in conjunction with the Citizens Network for Foreign Affairs and USAID. Later, at Braun Consulting, she co-founded the firm’s first Knowledge Management department, which was developed to help integrate a newly acquired practice into the existing infrastructure.In 2002, at the nation’s largest healthcare provider, Stacy led the first Enterprise Knowledge Management effort, gaining C-level consensus and rolling nearly half of the firm’s teams onto the new collaboration and content platform in less than a year. After spending a few years at a multimillion-dollar management consultancy based out of Atlanta, Georgia, heading their Knowledge Management activities, Land is currently Director of Process and Quality, Senior Medical Management at USA-based WellPoint, Inc. where she holds responsibility around process, knowledge management, and communications.