Knowledge Audits and Mapping

8/8/2019 Knowledge Audits and Mapping

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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?