| Knowledge Management |
 | | Knowledge Management Roadmap |
| | | Active Date :27 Jul 2007 | Member Access Only |
| | | The purpose of the Knowledge Management (KM) Implementation Roadmap is to provide a reference guide for public agencies to plan, kick-start and sustain the KM journey systematically to achieve organizational outcomes. This methodology is adapted and customized from APQC’s KM Road Map to Results: Stages of Implementation methodology. The information found in this guide will provide an implementation roadmap, steps, tools, best practices, and practical guidance on the proven APQC KM methodology, as well as insights gleaned by KMCU and other public agencies within the Singapore public sector.
For greater ease of downloading and referencing, this is the compiled version of the previously published KM Roadmap resources. Please note that the file size of this document is approximately 10MB
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| | Introduction to the Knowledge Management Roadmap |
| | | Active Date :21 Aug 2006 | Member Access Only |
| | | This Overview gives a brief introduction to KM and each of the stages involved in the roadmap. It also touches on the KM Framework of key drivers and enablers.
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| KM Excellence Award (KMEA) Winners’ Case Studies |
| | Developing knowledge repositories and collaborative workspaces – The JTC Experience |
| | | Active Date :04 Nov 2009 | |
| | | JTC recognizes that to fulfill its role as a key government agency supporting Singapore’s economic development, it should enhance its organizational excellence and resilience. A key thrust in this strategy is KM. As a real estate solutions provider servicing a large customer base of 6,000 home-grown companies and MNCs, and employing a staff strength of around 800, KM initiatives are critical to ensure that knowledge are captured, organized, used and re-used to enhance customer service, corporate performance management and planning as well as collaboration and teamwork. |
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| | IRAS Sharing Session (Knowledge-Sharing Culture) |
| | | Active Date :04 Nov 2009 | |
| | | IRAS believes that knowledge is a strategic resource that should be made available to every IRAS Officer. IRAS performance depends on preserving and growing high levels of tax knowledge as well as knowledge in how to constantly improve our processing capabilities. The IRAS Sharing Session was introduced in 2003 as a platform for organisation-wide sharing to enhance the learning and sharing culture. IRAS has since started to break down functional silos and capture in a central place, core aspects of the organizational memory. |
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| | Knowledge Champions Programme: National Library Board |
| | | Active Date :04 Nov 2009 | |
| | | NLB wanted a more mature, deeply developed framework for distributing KM awareness, activism and skills throughout the organization. Even though staff were primarily practicing KM in a practical sense, better awareness and demonstration of ‘KM in action’ was required. Hence, as part of efforts to build internal KM capabilities and re-new the culture in knowledge sharing, NLB embarked on the Knowledge Champions Programme to address sustainable KM by building a repertoire of KM capabilities and competencies that extends beyond the central KM team and into divisions and groups. |
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| | MOF Email Repository System Implementation Journey |
| | | Active Date :04 Nov 2009 | |
| | | Knowledge management is important in MOF context as it is reflected in the MOF Corporate Strategy Map under the strategic thrust “Harness knowledge and information.” However, there were challenges in managing the vast amount of information that MOF has. They included the lack of organization of Information, lack of specialized systems to manage large quantities of information and lack of institutional memory due to the high staff turnover. With almost all communications being on email, MOF decided to address the issue of capturing knowledge through emails. MOF eventually decided to commission ThirdSight, a local SME whose entrepreneurial product, Insight, was made especially for the purposes of email mining and management. |
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| Stage 1 |
| | 1) Stage 1 - Awareness |
| | | Active Date :23 May 2007 | Member Access Only |
| | | The fire to manage knowledge starts with the spark of inspiration. Someone must first become inspired with the vision of what it would be like if the organisation could effectively support human knowledge capture, transfer, and use (a.k.a. knowledge management). Energised by his or her vision, this champion (also characterised as an advocate or “evangelist”) searches for opportunities to share the vision with others and demonstrates the value of knowledge management (KM) to the organisation.
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| | 4) Tool 1.3: Discovery Interviews |
| | | Active Date :23 May 2007 | Member Access Only |
| | | This tool provides a guide on who to interview and what information to elicit from the interviewees. |
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| Stage 2 |
| | 1) Stage 2 - Strategy Formulation |
| | | Active Date :23 May 2007 | Member Access Only |
| | | Stage 2 is the turning point from individual interest or local efforts in KM to an organisational experiment. It is characterised both by the decision to explore potential benefits and an evolution from individual passion to organisational action. The central task at this stage is to formulate the business case to present to senior leadership for approval and to garner further resources and identify pilot projects for Stage 3.
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| | 4) Tool 2.3: Decide On Appropriate Support Model |
| | | Active Date :23 May 2007 | Member Access Only |
| | | The models included in this document have been used at best-practice companies:
• The Board Support Model (effective for helping communities)
• The Community of Leaders Support Model (to ensure consistency across KM programs)
• The Central Staff Support Model (if your company does not have a formal corporate KM program)
• The Functional Level Support Model (to avoid redundancy across initiatives)
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| Stage 3 |
| | 1) Stage 3 - Pilot and Experimentation |
| | | Active Date :21 Aug 2006 | Member Access Only |
| | | This document outlines Stage 3 of the KM roadmap. The overall objective of Stage 3 is to demonstrate KM effectiveness through a set of pilot projects. Activities include identifying KM implementation approaches, designing and launching pilot projects, providing evidence of KM's business value, capturing lessons learned, and creating repeatable methodologies, processes, and applications to ease expansion.
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| | 4) Stage 3A - Self-Service+ |
| | | Active Date :21 Aug 2006 | Member Access Only |
| | | This document describes the Self-Service+, or self-directed transfer method, which is used to provide employees with information using a technology-based interface which is works best for sharing explicit knowledge.
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| | 5) Stage 3B - Communities of Practice |
| | | Active Date :21 Aug 2006 | Member Access Only |
| | | Communities of Practice (CoPs) are one of the approaches that can be used to create, capture, share and reuse Best Practices across the company |
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| | 6) Stage 3C - Transfer of Best Practices |
| | | Active Date :21 Aug 2006 | Member Access Only |
| | | This document illustrate the transfer of Best Practices, which is considered the process of leveraging knowledge to help the company compete. It includes the detailed steps from selecting the process to the actual launch of the transfer.
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| Stage 4 |
| | 1) Stage 4 - Expansion |
| | | Active Date :23 May 2007 | Member Access Only |
| | | By the time an organisation reaches Stage 4, knowledge management has proved valuable enough to be officially expanded to become part of the organisation’s funded activities. Demand for KM support by other parts of the organisation tends to be high, providing additional evidence of its value. The high visibility and the authority to expand are a mixed blessing. The added costs and visibility of resources devoted to KM will require more formal business evaluation and ROI justification. There may also be competition to “own” the KM program. The good news is that unless unforeseen factors derail the efforts, KM is on its way to being considered a strategic and necessary competency.
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| Stage 5 |
| | 1) Stage 5 - Enterprise Integration |
| | | Active Date :21 Aug 2006 | Member Access Only |
| | | In some ways, Stage 5 is the continuation of Stage 4 to its logical conclusion of full organisational-wide deployment. However, Stage 5 differs from Stage 4 in three fundamental ways:
1. It does not happen unless KM is embedded in the business model.
2. The organisation structure must realign to reach Stage 5.
3. Evidence of knowledge management competency must become part of formal performance evaluation.
At Stage 5, sharing and using knowledge become part of the organisation’s “way of doing business” as well as an expected management competency. In the relatively young arena of KM, only a few organisations have reached this stage.
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| Terms (Glossary) |
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