PowerMARQ：知识管理项目六步法

内容摘要：PowerMARQ研究的得出了知识管理项目的六步法则：1.调整治理结构，将一些关键角色纳入到KM项目中；2.从业务目标出发，使得KM项目能获得切实的收益；3.审视项目的投资额度，有时投资太少比投资太多还麻烦；4.开发一些关键指标，对KM的效能做出评价；5.从员工、流程、内容、技术等多方面出发，根据不同的业务使用不同的知识分享的策略；6.应用IT手段或内容管理系统，实现知识分享与重用。

PowerMARQ’s Knowledge Management (KM) Survey presents:
Six Steps to Assessing Your KM Program

1. Adopt governance structures and dedicated roles to ensure widespread use and buy-in of your KM program. Best-practice organizations such as Best Buy create cross-functional steering teams of senior management to guide the implementation of knowledge-sharing approaches, behaviors, and measurements, which can ensure buy-in, quick wins, and a lasting impact.

2. Focus KM efforts on business objectives and measuring tangible outcomes. Not necessarily a function of maturity or length of time managing knowledge, the return on investment for KM depends on an organization’s objectives, scale, and scope of KM activities and how integral they are to the core business process. Demonstrate the link among investments, KM activities and behaviors, and desired organizational outcomes. Whether you’re just beginning, launching pilots, or have a sophisticated enterprise effort, organizations can benefit by doing an assessment each year to uncover gaps, promote strengths, and develop improvement plans.

3. Consider your costs and investments closely; too little can be even worse than too much. Investing in the organization’s knowledge capital is considered a strategic and important effort by leading organizations. Many leading organizations recognized by APQC are spending more than $1 million on start-up costs and a similar investment in annual maintenance, whereas lower performers are spending less than $100,000.

4. Start with developing measures of KM activity, process impact, and business outcomes. Qualitative measures help, but quantitative metrics are critical in building support. Plus, different stakeholders will be interested in different measures. KM leaders suggest tying new KM measures to already accepted process measures and metrics.

5. Use a blend of knowledge-sharing approaches that incorporate people, processes, content, and technology because not all business areas will benefit from the same approach. One hundred percent of best-practice KM organizations surveyed by APQC employ communities of practice (CoPs) and content management, and 87.5 percent use expertise locator systems and best-practice repositories to capture, share, and transfer knowledge.

6. Link and leverage technology tools and content management systems for more effective knowledge sharing and reuse. The rise in popularity of the knowledge portal has contributed to the “branding” of KM. But remember: IT tools for KM are more complicated than they often appear. IT tools require significant energy to implement and sustain. Many best-practice organizations offset their initial request for funding on the basis of cost reduction and productivity improvement, even though they had a more strategic rationale for the system. The initial investment in content management systems varies from very modest (less than $500,000) to several million. The primary cost driver is labor for design, development, and implementation, not for software and systems.