Knowledge Management Maturity Model - Provider's · PDF fileassess an organization‘s overall position in knowledge management. ... Knowledge Management Maturity Model 2007 Approach

Knowledge ManagementZT Information & Communications© Siemens AG - all rights reserved

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APQC Conference December 7-8, 2000Knowledge Management Maturity Model

Siemens AGDr. Manfred Langen

Knowledge Management Maturity Model

2000

KMMM®KMMMKMMM®®

Holistic Development of KM with the KM Maturity Model


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Overview

KM-2k – Situation and Trends

KMMM® Ideas, Structures, Concepts

Process of a KMMM® Assessment

Results of a KMMM® Assessment

KMMM® – Conclusion and next Steps


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�first wave / hype is over � more awareness & sensitization

�systematization and orientation

�approved method for the first step in KM projects, i.e. ...

�comprehensive assessment for organizational KM

�„Metrics“ for KM evaluation

� KM must get from confession to profession


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Knowledge Management Metrics

Measuring knowledge or knowledge management activities:The experts don‘t agree?

“For every new idea it is importantnot to destroy it too early byevaluation.“ ...“Isn‘t this a high tribute to theattempt to avoid uncertainty?“

(U. Schneider, university of Graz)

“If you cannot measure it– leave it !“

“You can only manage whatyou can measure”

(from management literature)

�� Metrics can make knowledge and knowledge managementmore visible and quantifiable - but start smooth and careful.

2002


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Overview







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Ideas Driving KMMM® Development

quantitative and qualitative results

oriented towards KM interventions

basic input to build a KM roadmap

holistic and systematic assessment of KM position

use different methods and perspectives

use well-known and approved models (CMM, EFQM)


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KMMM®

Knowledge Management Maturity Model

Goals:

� get a „real“ picture – on site, efficient

� point to the right interventions

� deliver comparable results

� planning of suitable actions

The KMMM® is a structured method toassess an organization‘s overall positionin knowledge management.

2004

KMMM®KMMMKMMM®®


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2005

Maturity Levels of OrganizationalKnowledge Management (KM)

initial

repeated

defined

managed

optimizing

KM activities are non-systematic and ad-hoc. Nolanguage for describing org. phenomenons froma knowledge point of view.

Pilot projects and single activities labelledas „KM“

Standardized processes make creation, sharingand usage of knowledge efficient.

Creation, sharing and usage of knowledge isorganizationally integrated and improved(measurement!)

KM is developed continuously and self-organized


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2007

Key Areas of the KMMM®

Strategy,Knowledge Objectives

Environment,Partnerships

People,Competencies

Collaboration,Culture

Leadership,Support

Knowledge Structures / Forms

Technology,Infrastructure

Processes, Roles,Organization

Planning

Operation

formal

Rules

informal

Rules

Technology People

inter

nal

Knowled

ge

exte

rnal

Knowled

ge


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Structure of the KMMM®

2008

Development

initial

repeated

defined

managed

optimizing

Analysis



People,Competencies


Leadership,Support



Processes,Roles, Organization


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Overview







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KMMM® Assessment Process

continuous Consolidation & Preparation

Interviews Interviews

Feedback &Consensus

Orientation &Planning

Consolidation &Preparation

Motivation &Data Collection

Ideas forSolutions &

Action Proposals

Report &Presentation


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KMMM® Assessment Process

weeks61 2 3 54

Pre

para

tion/

Sch

edul

ing

Man

agem

ent

Brie

fing

Wor

ksho

p

Inte

rvie

ws

Wor

ksho

p

Inte

rvie

ws

Con

solid

atio

n

Con

solid

atio

nP

repa

ratio

n

Fee

dbac

k

Rep

ortin

g

Act

ion

Pla

n

Start KM-Improvement

Projects

on-site work

back-office work


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Overview







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Results – General Remark

The main result of a KMMM® assessment is the ability toselect the KM interventions which are most appropriate foryour business!

These results are backed up with the today practices of yourorganization.

KMMM® is the foundation to build upon a KM roadmap withsuitable actions for improvement.


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Quantitative Results (Example)

2010

...

2

4

3

3

23

Technology, Infrastructure

Information-Retrieval

Collaboration-Support

Decision-Support

Information-Security

...


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Quantitative Results (Example)

2011



People,Competencies


Leadership,Support





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Quantitative Goals (Example)

2011



People,Competencies


Leadership,Support





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Qualitative Results (Show Case)

Key Area: Environment, PartnershipsCustomer relations; alliances; stakeholder; ...

Development of level 3 activities

� systematically gain knowledge from customer contacts� build a community with lead customers

� build and keep contact with your most important stakeholders � create a scorecard with time spent per stakeholder

� develop a program to cooperate with your partners � define a process how knowledge can be exchanged on a regular basis


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Quantitative Success (Example)

2011



People,Competencies


Leadership,Support





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Overview







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Benefits

oriented towards KM interventions

adaptive – focussed on the next step

first holistic and systematic approach

model is easy to understand

derived from successful methods (EFQM, CMM)


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2007

Next Steps

� further spreading within Siemens Groups

� build internal benchmark statistics

� discover KM development patterns

� integrate with indicator systems (KM scorecards)

� establish KMMM® as standard measurement method


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2007

Approach for Quick or Self-Assessments

� Original: KMMM® is naturally combined with a consultingapproach

� Light version: the 64 topics are represented by onestatement (instead of a detailed maturity description foreach topic)

� Advantage: web-based online version possible, suitable forlarge-scale benchmarking and sensitization/awareness

� Disadvantage: no representation of maturity levels,no interventions possible


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2007

Website KMMM®

www.kmmm.org

� Description of KMMM®

� FAQs

� Contact to developers

� Member community


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Thank You for Your Attention !

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Documents

Knowledge Management Maturity Model - Provider's · PDF fileassess an organization‘s overall position in knowledge management. ... Knowledge Management Maturity Model 2007 Approach