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Knowledge Audits and Mapping
Knowing the what, where, who, how and why
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What Is Knowledge?
Knowledge is defined (Oxford English Dictionary) variously as
1. Facts, information, and skills acquired by a person through experience oreducation; the theoretical or practical understanding of a subject;
2. What is known in a particular field or in total; facts and information; or
3. Awareness or familiarity gained by experience of a fact or situation.
WISDOM WISDOM
Knowledge Knowledge
Information Information
DATA DATA
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Is Knowledge Manageable?
Knowledge itself is not manageable.What is manageable are the processes necessary to
encourage the sharing of knowledge and the development of intellectual capital assets.
The implementation & management of processes requires a route map that may be
used by all members of the organisation to understand their roles and
responsibilities, their relevance within the organisation, and to access the
knowledge available to carry out those roles.
26% 42% 20% 12%
Paper Employees Electronic Electronic
Documents Brains Documents Knowledge Base
Where Does Corporate Knowledge Reside?
Salamander OrganizationWorkforce Survey*
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Knowledge By Contemplation
Dont forget, knowledge can also be gained or enhanced by contemplation or introspection and
by sharing content with others
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KM is the systematic processes by which knowledge needed for an organisation to
succeed is created, captured, shared, and leveraged.
Melissie Clemmons Rumizen
What Is Knowledge Management?
Knowledge management (KM) is defined as:
A multi-disciplined approach to achieving organisationalobjectives by making the best use of knowledge
Standards Australia HB275-2001.
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KNOWLEDGE AUDITSPresenter - Colette Raison
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What Is A Knowledge Audit?
Systematic investigation, examination, verification, measurement and evaluation of
explicit and tacit knowledge resources and assets, in order to determine howefficiently and effectively they are used and leveraged by the organisation
Ann Hylton
The systematic analysis of an organization's
information and knowledge entities and their key
attributes, such as ownership, usage and flows,
mapped against user and organizational knowledge
needs
David Skyrme
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Why Would You Conduct A Knowledge Audit?
Helps identify knowledge needs to support organisational goals:
Provides tangible evidence of the extent knowledge is effectively managed (shared,
leveraged etc)
Helps show what knowledge exists, where it is, and whether there are any
duplication or gaps
Reveals pockets of knowledge e.g. untapped potential
Shows knowledge sources and any sinks or blocks
Provides information in order to tailor knowledge management initiatives
What we wanted what we made
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How Do You Undertake A Knowledge Audit?
1. Identify what knowledge exists
Identify explicit knowledge (e.g. snapshots corporate information) Identify tacit knowledge pools (e.g. knowledge networks)
2. Identify where that knowledge resides
Shared drives, paper records, local gurus
Determine sinks, sources, flows, blockages Map knowledge processes (way it is captured, shared, used & saved)
3. Identify what knowledge is missing
Assess corporate objectives, skills, competencies against best practices
Perform a gap analysis - who needs the knowledge & why
4. Report and recommend suggestions for improvement
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What Is The Context For A Knowledge Audit?
INITIATE PLAN CL
E
UCCE
ETRICREP
RTING
Contract
tatement of
ork (
)
Intent
tatement
ABC
ocument
Project
chedule
Interview questions
orkshop outline
Audit questionnaire
bserver hints & tips
Timesheets
Consulting Guidelines
AU
IT
TE
PLATE
Audit Concept
ap
raft Audit Report
Final Audit ReportAU
IT
CU ENT
takeholder eetings
takeholder
anagement
Interviews
urveys
Analysis of results
takeholder Analysis
Fortnightly
tatus Reports
Finance & Invoicing
Executive Briefing
C
UNICATI
N
Knowledge Transfer
Newsletter Content
Issues Register
orkshops
bservations
Content analysis
Knowledge Audit Champions
Knowledge Audit Checklist
Executive endorsement
Pilot concluded
All documents to Agency
Invoice Payment
Project Team
eetings
EXECUTE
KN
LE
GEAU
IT
Risk
itigation
People, Equipment & Tools
PR
JECT
ANAGE ENT
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How Long Does It Take To Conduct An Audit?
Unsurprisingly the time it takes for a Knowledge Audit depends on:
The size of the target population, their geographical location, and participation
The resources available (and their capability) to undertake the Audit
The budget allocated and the time allotted by Senior Management
The level of detail required
The focus required (e.g. current knowledge stocks and/or knowledge flows)
Answers to questions such as these also dictate the method/s to be used
As a guide experienced and qualified knowledge auditors with an approved budget, a
participatory target audience, and using a variety of methods, may take approximately 3
months to audit a branch < 50 people.
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Case Study A Large Organisation
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Case Study A Large Organisation
Large Government Department Branch About 100 people (mainly QLD and ACT)
who fulfil various administrative design roles (internal consultancy).
The challenge was to:
Complete a KM audit to identify the essential knowledge elements to support a
knowledge strategy; and
Highlight existing knowledge assets and thereby make them accountable and
relevant to organisational performance
The methods used were:
Initial research Intranet & shared drive
Leveraged work by RMIT on a Government Senior Executive Survey and
used results from Senior Executives
Tick & flick electronic survey
Semi-structured individual interviews and observations
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Case Study A Large Organisation (FINDINGS)
The findings were:
Support for existing knowledge sharing & support initiativesNeed for additional cross-team sharing
Need for improved tacit knowledge capture from leavers
Need for improved targeted training
Need for improved access to experts and artefacts
Need for clarity of roles & responsibilitiesNeed for improved systems for collaboration, version control, archival procedures.
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Case Study B Small Department
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Small specialised team in a Government Department seen as a pilot site for Knowledge
Management
The challenge was to:
Complete a Knowledge Audit to identify gaps that could be addressed by a
knowledge strategy and some politically driven initiatives (e.g. CoPs)
Undertake the audit without using Knowledge Management jargon
Case Study B Small Department
The methods used:
Established Project Management procedures - scope, reporting, concepts
Undertook preliminary research & later Industry research
Developed and tested survey instruments
Conducted As is - To Be workshops
Administered electronic questionnaireConducted individual semi-structured interviews
Analysed results (including performing a gap analysis)
Mapped processes & knowledge sources, sinks, flows
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The findings were:
Demonstrated support for a culture of knowledge sharingGood personal knowledge networks but not team ones
Some documentation of knowledge processes
Some problems associated with explicit knowledge (information)
management - version control, access, archival, search, publication,
catalogues
Case Study B Small Department (FINDINGS)
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KNOWLEDGE MAPSPresenter Grant Brodie
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What Are Knowledge Maps (K-Maps)?
Sometimes undertaking a Knowledge Audit is simply not enough. You also need toVISUALISE the content in a meaningful (useful and useable) way for both senior
management and staff who are tasked with undertaking the work.
People often need to delve deeper and understand the importance and impact ofknowledge flows on business outputs and outcomes, they need to look at theorganisations processes and visualise the relationship with the final business goals.
K-Maps help people understand and analyse the current state and ask theimportant questions before moving forward. Questions like:
Does the current structure support active knowledge sharing?
- Are there information silos within the business?
- Is there evidence of duplication of effort within the business?
-W
ho are the subject matter experts and how can I find them?-What should we be doing that we currently are not doing?
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WhyWould You Build A Knowledge Map?
The goals of knowledge maps are to:
Set out how outcomes are achieved (how things get done!)
Provide a simple common user experience of how business is organised - how
things operate at the all important task, activity, function levels - how they
provide the building blocks for delivering outputs and outcomes
Help people understand their roles and responsibilities -help to make business lines join up
Make workflows visible to both managers and staff;
Deliver self service functionality to clients over the Intranet; and where appropriate
Deploy a quality system for quality standards accreditation to satisfy - audit
requirements as established by Government and / or legislation.
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How Do I?
Sources Of Knowledge
Corp. Systems
BusinessOutcomes
K-Mapping
Access Right Application When I Need To
Understand How & WhereThis Application Helps Me
To Achieve The Outcomes
Access To Associated Resources
Understand How & WhereThe Correct ResourceHelps Me To Achieve TheBranch Outputs
Understand What Is Best PracticeFor Achieving The Branch Outputs
Understand How The Branch OutputsFeed Into The Corporate Picture
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The following example highlights how K-Mapping (analysing tasks, activities, functions and outputs) helps
us to understand the dependencies that exist at each level which support the achievement of a particular
outcome (eg: maximising the re-sale value of a car).
TASKS ACTIVITIES FUNCTIONS OUTPUTS OUTCOMES
Change oil and water
Check air in tyres
Replace worn tyres
Replace headlight bulb
>
> Clean the car
Replace faultyor worn parts
>
>
>
>
Service the car
Maintenance
Presentation
>
>Speedometer Cable
A car that is:
Well maintained;
well presented; and
mechanically sound
Car re-sale valueis maximised
Change spark plugs
Clean windows
Wash wheels
Vacuum interior
Polish paintwork
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Invest
Banking
1: PROFIT- Increase profit gro
th (increase after tax profit)
2: EPS GRO TH- Increase earnings per share (Increase share price)3: DIVIDEND GRO TH - Increase ordinary dividends (returns to shareholder)
Funds
Mgt
Treasury &
Co
od
Equity
Markets
Invest
ent
CapitalManage ent
EquityCapital Markets
CorporateRestructures
Takeovers
Mergers &Aquisitions
Project
Financing
ExternalManag. Funds
InternalManag. Funds
HedgeFunds
SecuritiesTrading
RiskManagement
Trading
EquityFinance
SecuritiesLending
Foreign Exchange
Trading & Struct.
Interest Rate&Credit Derivatives
Struct. & Trading
Structuring& Placement
Debt
Arrangements
Futures, Execution
And Clearing
Commodity, Energy& Finance. Prod
Physical & Derivatives
Struct & Trading
Treasury
Operations
Commodity &
Energy Finance
Security OfRetail Financial
Services
heelchair AccessTaxi Service
Credit Cards
Mortgage
Origination& Funding
InvestmentLending
PersonalLoans
Relationship
Banking
Real
Estate
Online
Stockbroking
Strat. Financial
Planning
Private Portfolio
Management
Full Service
Stockbroking
Executive ealthManagement
Private
Banking
Financial
Services
Investment
Planning
MACQUARIE BANK
BUSINESS OUTCOMES
(1,2 & 3)
Banking &
Security
Advisory
Services
Banking
SolutionsFinancing
& Leasing
Risk
Management
SpecializedLeasing
Specialist FundsManagement
Specialized
Infrastructure
Manufact. & Distribut.
Of holesale& Retail FinancialProducts
AssetFinancing
Stockbroking
EquitiesResearch
Provision Invest &Develop. Finance
Develop. OfJointVentures
Debt /TransactionStructuring
Management &Develop Assets
Foreign SponsoredTrust Listings
ManagementInstitution Funds
holesale
PropertyInvest
holesaleEquity Raising
Advisory &
Research
Developments &Asset Management
Project Financing& Securitisation
Listed &
Unlisted Funds
NewSector
Innovation
Internat. Funds Mgt
JointVentures
Corp, Super & IndivFunds Management
Global Funds
Management
Infrastruct. & PrivateEquity Funds
Cash, FixedIncome, Currency &Prop. Funds
PerformanceIncentive Funds
Brand & Marketing
Internal Comms
Marketing
E Commerce
Reputation & BrandProtection
Macquarie BankFoundation
Macquarie BankSports
Community Relations
Media Relations
Government
Relations
Corp
Comms
DeploymentNewTechnologies
Deployment
NewSystems
DeliveryNewSystems
Develop. ExistingBusiness Systems
Infrastructure
Support
TechnologyInfrastructure
DeploymentOf NewServices
Corp
Comms
MACQUARIE BANK
IGH LEVEL K-MAP
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Invest.
anking
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K-Maps And Future State Scenarios
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QUESTIONS?