咨询公司知识管理.ppt

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1、Knowledge Management and the Consulting Industry,The Consultant,Once upon a time there was a shepherd tending his sheep at the edge of a country road.A brand new Mustang screeches to a halt next to him.The driver,a young man dressed in an Armani suit,Cerrutti shoes,Oakley glasses,TAG wrist watch and

2、 a Bhs tie gets out and asks the shepherd,If I guess how many sheep you have,will you give me one of them?The shepherd looks at the young man,then looks at the sprawling field of sheep and says,Okay.The young man parks the car,connects his notebook and wireless modem,enters a NASA site,scans the gro

3、und using his GPS,opens a database and 60 Excel tables filled with algorithms,then prints a 150 page report on his high tech mini printer.He then turns to the shepherd and says,You have exactly 1,586 sheep here.The shepherd answers:Thats correct,you can have your sheep.The young man takes one of the

4、 animals and puts it in the back of his vehicle.The shepherd looks at him and asks:Now,if I guess your profession,will you pay me back in kind?The young man answers:Sure.The shepherd says,You are a consultant.Exactly!How did you know?asks the young man.Very simple,answers the shepherd.First,you came

5、 here without being called.Second,you charged me a fee to tell me something I already knew.Third,you do not understand anything about my business.and Id really like to have my dog back.,What is consulting?,The Collins English Dictionary reveals that to consult is to make oneself available to give pr

6、ofessional advice,especially at scheduled times and for a fee.The term consult originates in the medical profession.There a consultant is a physician who is asked to confirm a diagnosis;or it is a physician(or surgeon)who holds the highest appointment in a particular branch of medicine or surgery in

7、 a hospital.The consultant is therefore someone mostly a specialist who is asked to give expert advice or information.,The management consultant,The management consultant is a special breed of consultant.Personification of the knowledge economy;Anti-thesis to Fords assembly-line worker.Symbolises th

8、e future of work:not dirty,not heavy-duty,not manual,not monotonous,not de-skilled,not de-humanized,not badly paid;but flexible,creative,international,demanding,cross-cultural,well-paid,technologically advanced,fun.The idol of todays working world;it is one of the main drivers of the business of bus

9、iness educationAccenture,PricewaterhouseCoopers(PwC),Cap Gemini Ernst&Young,McKinsey&Co.,Bain&Co.,The Boston Consulting Group and Mercer(to name but a few)are the archetypal companies of todays global informational capital,which attract the highest calibre graduates.,InterCon,German subsidiary of a

10、global management and technology consulting companyThe IKM projectVirtual project teamIT,StrategyCAs,Operational ProcessesCAs,Information ManagementCAs,PeopleCAs,GMTs(Industries),Telecom&Media,Consumer Goods,Chemicals,Life Sciences,Financial Services,Energy,Transport/Tourism,Automotive/Engineering,U

11、tilities,etc.,USA,France,UK,Germany,Disciplines,PoAs,Supplier Networks,ElectronicBusiness,Euro Transformation,Knowledge-Management,ERP(Standard Software),Customer Relationship Management,Service Offerings,Organisational Structure of InterCon,Project Knowledge CaptureAt Project Start Before Project E

12、nd,updates KBase,updates KBase,finalize knowledge capture report,copy to PKC,PM,GMT/Disc,CoE,CA,PoA KC,at project end,hands over project archive to local Info Centre,review KCapture report and together with stream leads,identify Best in Class GMT documents,KeyRoles,GMT KCGMT Knowledge Champion,PMPro

13、ject Manager,PKCProject Knowledge Champion,GMT KSGMT Knowledge Specialist,CoE,CA,PoA,Discipline Knowledge Specialist,CoE,CA,PoA,Discipline Knowledge Champion,ALL,StrategicDirection,KBaseMaintenance,CoE,CA,Disc.,GMT Expert Team and KS,Define and communicate the strategic knowledge management objectiv

14、es and set expectations at all levelse.g.at yearly KM conference in September,Capabilities Councils and other leadership meetings,Quarterly meeting with GMT/Disc.to filter non relevant documents out,identify gaps and discuss expectations to fill the gaps.Update CD-ROM copies of Tool Boxes and KBases

15、.,Projects access knowledge via:the COMPASS(intranet which provides world-wide access to the KBases),CoE,CA,Discipline,GMT Expert Teams and KCs(whose main role is to help develop,capture and disseminate knowledge),and Knowledge Specialists(who act as a global point of contact and answer specific,com

16、plex requests for information on a case by case basis,throughout project duration).,Make Knowledge Management part of the feedback and reward loop:360o expectation and feedback exchange for knowledge captureReward most innovative and best in class contributions.,Internal knowledge management involve

17、s a number of actors at all stages of the project life cycle,review documents and allocate to the relevant(GMT,CoE,CA,Disc.)KBases,updates P&PDatabase,Contacts PM to identify PKC and KS,identifies PKC and accountable KS,sends“KC Pack”and GMT KBase CD-ROM,completes P&Pform andforwards to KS,fills in

18、KCapture report and sends to KS,define and communicate knowledge capture approach and set concrete capture expectations with team,abstract and sanitize best documents and send to KS,Capturing knowledge from projects involves the following principles.,Project Knowledge Capture,updates KBase,updates K

19、Base,finalize knowledge capture report,copy to PKC,PM,GMT/Disc,CoE,CA,PoA KC,at project end,hands over project archive to local Info Centre,review KCapture report andtogether with stream leads,identify Best in Class GMT documents,Key Roles,GMT KCGMT Knowledge Champion,PMProject Manager,PKCProject Kn

20、owledge Champion,GMT KSGMT Knowledge Specialist,CoE,CA,PoA,Discipline Knowledge Specialist,CoE,CA,PoA,Discipline Knowledge Champion,review documents and allocate to the relevant(GMT,CoE,CA,Disc.)KBases,updates P&PDatabase,Contacts PM to identify PKC and KS,identifies PKC and accountable KS,sends“KC

21、Pack”and GMT KBase CD-ROM,completes P&Pform andforwards to KS,fills in KCapture report and sends to KS,define and communicate knowledge capture approach and set concrete capture expectations with team,abstract and sanitize best documents and send to KS,The GMT KS contacts the PM,offers Knowledge Man

22、agement coaching The Project Manager(PM)identifies the Project Knowledge Champion(PKC)and the Knowledge Specialist(KS)that will be accountable for capturing the projects knowledgeThe accountable KS will usually be the GMT KS.However,if a project is largely Discipline/CA/CoE driven(for example,IM Dis

23、cipline),then the appropriate Discipline/CA/CoE KS should become the accountable Knowledge Specialist(The above process assumes the GMT KS is selected;Please see next slide for Discipline and A&D examples)If the PM can not identify a KS,the GMT KS is selected automaticallyGMT KS sends Knowledge Capt

24、ure Pack and GMT KBase CD-ROMExchange and documentation of Knowledge Capture expectationsGMT KS and other appropriate KS,PM,PKC and other project members exchange concrete knowledge capture expectations which are documented in the KCapture report(Please see appendix for a template)A joint conference

25、 call for small projects and an on-site expectation setting session for large projects is suggestedPKC sends KCapture report to GMT KS who forwards it to other KS(Discipline,CA,CoE)The GMT KS ensures that the People&Project Summary is submitted by the PKC,The GMT KS ensures that the case history,cas

26、e study and project archive is captured from the projectSelection of Best in Class documentsThe Knowledge Capture report should be reviewedAll project members(under the leadership of PKC)review all relevant documents and select most innovative and other Best in Class GMT as well as Disc./CA/CoE docu

27、ments GMT,Discipline,CA and CoE Knowledge Specialists,Knowledge Champions and other experts can be consulted to identify Best in Class documents A one-day Knowledge Capture session with all relevant KS is suggested for large projects;a joint conference call should be organised for KCapture from smal

28、l projectsThe KCapture report is updated by the PKC and sent to GMT KSAll identified Best in Class documents are abstracted(in English)by the project members and submitted to the GMT KS who is forwarding relevant documents to other Knowledge Specialists(according to KCapture report)All KS review the

29、 submitted documents and update their Knowledge Domains accordinglyThe Knowledge Capture report is finalized by all involved KS(under leadership of GMT KS)and forwarded to the PKC as well as copied to the PM and all relevant Knowledge Champions,Principles,At Project Start,Before Project End,Filterin

30、g relevant documents ensures higher quality content in the Knowledge Base,Relevant project documents are collected throughout the project,All project members(under consultation with appropriate KS and/or KC)determine whether document should be submitted or identify any next steps,No,No,Include docum

31、ent in Best in Class document pack and submit to GMT KS,Yes,No,Yes,Yes,All project members(under the leadership of PKC)review all relevant documents,No,Yes,How do we value the importance of the doc for the CA,CoE,GMT,PoA or Disc.?,Is document an addition or build to an existing document or technolog

32、y?,Is document a new application of an existing tool or technology?,Innovative,Key,Basic,Project Members must select the Best in Class project documents and abstract them.One day on-site knowledge capture session together with Knowledge Specialists is suggested for large projects.,This is the detail

33、ed workplan for Knowledge Capturing,0.Setup0.1Technical infrastructure-Get organized quickly!Chose the easiest way to transfer files to your machine.Use disks if necessary.1.Data Mining1.1Data Transfer-copy all files into directory A,copy them one-by-one to directory B and rename according to standa

34、rds1.2Keep Track of files-use Excel-sheet to identify and categorize every file.Be very exact with this XLS-sheet!2.Structuring2.1Project plan-have the project lead or workstream leads make a draft or use a presentation on this issue,define topics-get them to identify important files and assign them

35、 to topics,mark files without topic for later use2.2HMTL-structure-use templates as much as you can,keep to standards,involve leads with design3.Prototyping3.1Graphics-convert ppt-files to jpgs,map them,define topic HTML-file names-create the topic-HTML files3.2HTML-templates-add client logos,change

36、 colors,but stick with the standards!4.Encoding4.1HTML-files-check XLS-sheet for gaps,have leads fill them in or set marks-use mail-merge feature from Word,view file and save each file with correct filename(tedious,but critical)5.Refining5.1Abstracts and Keywords-have authors write up some keywords

37、where necessary,add purpose information when apropriate5.2Test,test,test the structure,links and assets6.Production&Presentation,Knowledge Domains of GMTs,Disciplines/CAs and CoEs will have the following basic structure,01Read me firstProcess of Knowledge captureContacts and ExpertsCurrent Live proj

38、ect portfolio01 Point of Views:InterCons point of view on a given industry or methodology,i.e.some perspective is brought to the document rather than a recitation of facts/stepsOften,but not always,a short document(15-20 pages)includes“what we finds”02 Detailed Industry Overviews:Detailed overview o

39、f a specific industrySame content as Point of View,but more detail and more emphasis on analysisIn-depth description of industries(major players,industry structure,critical success factors)03 Marketing Support Materials:Quality material to share with clients during business development and other cli

40、ent communication activities,including:Capability brochures/statements Conference presentationsHorseblankets/whitepapersProposals/proposal lettersRed issues(selling issues for a given client/industry)RFP(Request for Proposal;as InterCon uses the term typically a detailed response to a clients Reques

41、t for Proposal on a given project)What we finds(common issues in a given industry or function within an industry)04 Training Modules:Training-focused documents to guide InterCon and client team members in applying methodology or in understanding an industry including:Competency overview/training obj

42、ectivesDetailed methodology approach;details implementation stepsCritical success factorsIssues/challenges,lessons learnedTools/diagnostics required,05 Key Tools&Diagnostics(Industry specific):For each diagnostic/tool relevant to methodologyHow to apply/use tool,expected results,detailed stepsSample

43、 panel set for presenting to client/steering committeeActual diagnostic tool of survey,spreadsheets,interviews,etc.,and sources for vendor toolsAny scoring spreadsheets or resources who can assist06 Industry Examples/Approaches:Documents developing during the course of a project,outlining how InterC

44、on plans to conduct work and what deliverables will result or the final deliverables themselves.Includes:As Is/interview findingsA&D business casesChartersIssues/challenges,lessons learnedFinal reports/deliverablesImplementation plansProject designs/approachesRD executive updatesStrategic recommenda

45、tionsValue chainsWorkshop items07 Case StudiesDocuments detailing what work InterCon conducted on behalf of a client including points such as the background of the project,what we found,what we did and what we are looking forward to.08 Benchmarking Studies/Approaches:Benchmarking documents may conta

46、in metrics(specific figures,e.g.23 widgets per fortnight),processes(e.g.ACME utilises concurrent engineering to get gadgets to market faster and with fewer defects),or both.09 Competitor Profiles/Approaches:Documentation referencing how competitors apply methodologyOther names for methodologyIndustr

47、y experienceLessons learned10 External Reading List:Abstracts of important books and articles relevant to methodologyInclude accurate source for each(title,author,date,journal title and page numbers if appropriate),Content for Industry Homepages,H2 get from an unstructured heap of project filesto a

48、fully operational Intranet structure in 5 days,Task,Timetable,Description,Deliverables,1.Data Mining,2.Structuring,0.Setup,3.Prototyping,4.Encoding,5.Refining,6.Production,Connect to local systemsCollect all files fromprojectDefine project plan,assign files to topicsDesign Internet pages and logical

49、 structureCreate HTML-files,create linksImprove abstracts,review keywordsProduce finalizedVersion,Presentation,MonTueWedThuFri,Technical infrastructurein placeAll files renamed and catalogized,XLS-sheetKey areas defined,XLS-sheet updatedHTML-structure and links definedHTML-files created andlinked in

50、to structureAll abstracts finalized with keywordsFinished Intranet Knowledge Base,Task 0-Setup,Requirements,External Inputs,Obstacles,Actions,Deliverables,Lessons Learned,Never underestimate the time it takes to set up a system in a foreign environment!,-fully equipped hardware-complete set of softw