SSN-Playbook

6/1/2005 _______________________________________________________________________

�Copyright: 2005 by Microsoft Corporation and Kanalytics, Inc. The information in this document is proprietary and confidential. No part of this document may be copied, reproduced, adopted or translated, in any manner, without express written permission of Microsoft Corporation AND Kanalytics, Inc.�

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Kanalytics/Microsoft Collaborative Playbook

for SSN Adoption

By Stephen Cranford, Linda E. Morris and Veronica Chick

Version 1 May 16, 2005

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Table of Contents

1. Kanalytics/Microsoft Collaborative Playbook for SSN Adoption

1.1. Introduction

1.1.1. Solutions Sharing Network 1.1.2. Collaborative Results

1.2. Collaborative Playbook 1.2.1. Purpose of Playbook 1.2.2. Audience (s) 1.2.3. Getting Started

2. Kanalytics Collaborative Knowledge Management (CKM)

Practice Assessment 2.1. Overview

2.1.1. Purpose 2.1.2. Assessment Goals 2.1.3. Assessment Deliverables 2.1.4. Process, Timing and Interim Deliverables 2.1.5. Snapshot

2.2. CKM Practice Assessment Initiation

2.2.1. Purpose /Goals 2.2.2. Outcomes/Deliverables 2.2.3. Action steps 2.2.4. Key Points/Insights 2.2.5. Examples/Snapshot

2.3. CKM Practice Assessment Assessment Data Gathering


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2.4. CKM Practice Assessment Analysis 2.4.1. Purpose /Goals 2.4.2. Outcomes/Deliverables 2.4.3. Action steps 2.4.4. Key Points/Insights 2.4.5. Examples/Snapshot

2.5. CKM Practice Assessment Interpretation


2.6. CKM Practice Reporting/Work Plan


3. Kanalytics Organizational and Individual Readiness

Assessments 3.1. Collaborative Organization Factors Survey

3.1.1. Purpose/Goals 3.1.2. Benefits 3.1.3. Discussion 3.1.4. Outcomes/Deliverables

3.2. Collaborative Knowledge Management Skill Inventory

3.2.1. Purpose/Goals 3.2.2. Benefits 3.2.3. Discussion 3.2.4. Outcomes/Deliverables

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4. Measurement Approach: Performance-Based Measurement

4.1. Purpose/Goals 4.2. Discussion 4.3. Benefits 4.4. Outcomes/Deliverables 4.5. Action Steps 4.6. Key Points/Insights 4.7. Examples/Snapshot

5. Collaborative Experiences (TBD) 6. Resources and Research (TBD)

6.1. Additional Information on SSN 6.2. Research on Collaboration 6.3. Contact People 6.4. Websites

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Appendixes 1. General

1.1. Collaborative Knowledge Management Glossary 1.2. Collaborative Association (CA) SSN Pilot Identification:

Frequently Asked Questions about SSN

2. Tools and Templates CKM Practice Assessment

2.1. Collaborative Association (CA) SSN Pilot Identification: Work Plan 2.2. Collaborative Association (CA) SSN Pilot Identification: Interview Questions

2.3. Collaborative Association (CA) SSN Pilot Identification: Success Criteria (Sample CKM Assessment Report)

3. Tools and Templates Kanalytics Organizational and Individual

Readiness Assessments 3.1. Organizational Factors (Survey) See attached file 3.2. Individual Skills Assessment (Survey) See attached file

4. Tools and Templates: Measurement Approach

4.1. Performance-Based KM Operational Strategy 4.2. CKM Metrics Identification

5. Pertinent Articles/Research

5.1. Microsoft Announces Solution Sharing Network: Program Creates Online Environment to Facilitate Collaboration in

Public Sector 5.2. Solutions Sharing Network A Global Initiative for the Public Sector

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Kanalytics/Microsoft Collaborative Playbook for SSN Adoption

1.1. Introduction

In Fall 2004, Microsoft announced the availability of a free portal for governments, academic institutions, and other public-sector agencies called the Solutions Sharing Network (SSN) to promote increased communication, deeper information exchange and collaboration.

1.1.1. Solutions Sharing Network

Using free SSN source code provided by Microsoft governments can share their unique IT solutions, architectures, best practices and research. A typical SSN environment includes a Web-based portal allowing access to the shared solutions, an open forum for public-sector partners to contribute and showcase their solutions and capabilities, and mechanisms for searching, rating and cataloguing the best discussions and solutions.

SSN�s goals are two-fold: to share information among similar organizations and governments and share it through a common interface. �A common theme we�ve been hearing is that governments are re-creating each other�s work,� says Oliver Bell, Microsoft�s worldwide SSN program manager. SSN �will reduce repetition and replication of work,� he says.

1.1.2. Collaborative Results

The SSN is a global initiative with 13 partners that include municipalities, non-governmental organizations, universities and associations in Germany, Egypt, Holland, the United Kingdom and the United States. Deployment of SSN has already begun. Among those using or piloting SSN are the Municipality of Deventer (Netherlands), the U.S. National Association of Counties (NACo), London Borough of Newham (United Kingdom), Local Government Computer Services Board (Ireland), School of Policy Planning and Development University of Southern California and the Department of Informatics, University College of Boras, Sweden.

Others engaged in the process are: Communauté de communes de Parthenay (French municipality of Parthenay), Deutscher Städte- und Gemeindebund (German Association for Towns and Municipalities), United Nations Development Programme's Information Communication Technologies for Development in Arab Region (ICTDAR project Cairo, Egypt), Swedish SAMSET project, and UNESCO, Department of Justice and Constitutional Development (South Africa),

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1.2. Collaborative Playbook

1.2.1. Purpose of Playbook

Building a Solutions Sharing Network within or across organizations is a complex task involving multiple stakeholders. Kanalytics, a leading KM software firm who participated in SSN�s development, has prepared this playbook to assist organizations to successfully implement SSN. This Playbook (Version 1.) contains guidance and information on strategies, procedures, graphic illustrations, scenarios, practice examples, job aids, references and research sources all designed to help the reader achieve the game plan, in this case successful implementation of Microsoft�s Solutions Sharing Network (SSN). Version 1 of the Playbook views the adoption process from the stance of a not-for profit, non-governmental entity that was already an intact group when it began considering SSN. Moreover, as Kanalytics is a United States based entity, this version may contain �Americanisms� in thought or tone that may be distracting or less meaningful to readers from other countries. Given these limitations, Kanalytics/Microsoft decided to publish this document to articulate a process approach to SSN adoption, to encourage dialogue and to promote learning from each others� experience. We seek feedback and knowledge from others involved in integrating SSN to increase collaboration. Successive versions will include more examples from additional stances and different contexts as well as more information on clients� experience and results.

1.2.2. Audience (s) • Experienced consultants who work with Kanalytics and/or Microsoft

to implement SSN • Client sponsors leading implementation efforts

1.2.3. Getting Started

• Read through the materials and identify any questions • For more information contact us:

! Stephen Cranford ([email protected]) ! Linda Morris ([email protected]) ! Veronica Chick ([email protected])

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2. Kanalytics Collaborative Knowledge Management

(CKM)Practice Assessment

2.1. Overview

2.1.1. Purpose • Assist organizations to successfully implement a Solutions Sharing

Network (SSN) pilot/initiative to increase an organization�s capability to work collaboratively

• Build a body of knowledge about success criteria, best practices, benefits and performance measures to measure and improve results from SSN implementation

2.1.2. Assessment Goals

• Identify or facilitate possible SSN pilots • Highlight benefits and metrics that will illustrate increased

efficiencies and/or effectiveness from sharing applications or other collaborative efforts through SSN

• Help organizations get off to a quick start with their SSN implementation

2.1.3. Assessment Deliverables • A compact list of potential applications/community activities to pilot

in a shared environment with associated benefits and metrics • A prioritization of this list, based on members� strategy, goals,

critical issues, costs and benefits • A customized list of implementation success factors based on a KM

Collaborative Practice Methodology and best practices information • An action plan for rapid implementation

2.1.4. Process, Timing and Interim Deliverables • Six to eight week process, assumes an intact, established group • Carried out by two-person team with backgrounds in business and

organizational processes and communications, with one team member having a grounding in technology

• Time and cost estimates are based on engaging up to 20 organizational team members in the assessment process

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• Does not yet include plans or estimates for the type of follow-up activity required to gather results measurements

2.1.5. Snapshot Kanalytics KM Assessment for Collaborative

Practice∗ Phase Activities Deliverables Consulting

Time Duration

Initiation • Initial client meeting (s)

• A demo of SSN

• Identification of client team

• Agreement on assessment questions

• Concurrence on timing

• Work Plan • Meeting

agenda, facilitation

• Draft materials for the organization to communicate with

• Questions

• 48hrs

Data Gathering • In-person or telephone interviews

• Document review

• Follow-up meetings or calls

• Organization profile

• Interview summary

• Data for analysis

• 48 hrs

Analysis • Create FAQs • Develop Critical

Success factors • Draft benefits

metrics matrix, list of priorities

• FAQ�s • Draft benefits/

metrics matrix • Critical Success

factor analysis • List of priorities

• 48 hrs

Interpretation • Design agenda and materials for client team meeting

• Conduct meeting

• Agenda • Meeting • Meeting

outcomes

• 48 hrs

Reporting • Incorporate findings from meetings into earlier analysis

• Prepare and deliver final report

• Final Report (Suitable for distribution within client organization)

• Implementation Work Plan (high level)

• 48 hrs

Total • 240 hrs

2.2. CKM Practice Assessment Initiation

∗ Duration for each phase is based on context and available resources. Kanalytics estimates that in most situations two consultants with skills can complete an Assessment for Collaborative Practice in 10-12 weeks in an intact organization or group of organizations.

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2.2.1. Purpose /Goals This is the first stage in the journey of an intact group in an organization or group of organizations to employ Solutions Sharing Network (SSN) in order to increase the ease, speed and benefits of collaborative efforts. At the end of the CKM Practice Assessment the organization(s) will decide what actions to take to provide citizens or clients with improved services and products. The purposes of this assessment stage are for the organization(s) and assisting consultants to:

• Obtain an initial understanding of what collaborative efforts might be the most beneficial for the entity and its members

• Agree on a discovery process to determine potential SSN projects or pilots

Goals are to:

• Understand the organizational environment

• Be able to articulate strategies, goals, challenges, or problems that make collaborative actions an imperative

• Identify potential, collaborative processes, projects or pilots for implementation

• Identify and communicate with personnel who need to be involved in the discovery process

• Agree on action steps, timing, deliverables and outcomes for the discovery process and key questions to explore

2.2.2. Outcomes/Deliverables

• Work Plan for the CKM Practice Assessment

• Meeting agenda and facilitation to present the concept of the assessment to organizational leaders

• Draft materials for the organization to communicate with

• Questions to address as part of the assessment • Organizational profile

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2.2.3. Action steps

• Hold an initial meeting to discuss the possibility of the assessment.

• Demo SSN.

• Present a proposal to carry out a CKM Practice Assessment to organizational champion. Include a proposed process/plan; determine assessment approach.

• Kick-off the CKM Practice Assessment: conduct a meeting (s) to present the concept of the CKM Practice assessment to organizational leaders; confirm objectives, roles and responsibilities; include a pilot identification Work Plan.

• Draft communication materials to engage others.

• Draft questions/issues to address as part of the assessment.

2.2.4. Key Points/Insights

• Involve a cross section of organizational representatives throughout the assessment process; include potential skeptic as well as potential allies.

• Limit the time for the CKM Assessment to 10-12 weeks.

2.2.5. Snapshot: Pilot Identification Workplan

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2.2.6. Sample Sponsor Meeting Agenda/Topics Assessment Purpose

To support vision: Manage rapid change; and assist citizens in achieving a better quality of life To meet organizational goals (e.g. expand membership, communicate, provide services, solve specific problems etc.)

Goal and Objectives

To implement Solutions Sharing Network SSN �Identify applications for a Solutions Sharing Network pilot �Highlight benefits/metrics to illustrate increased efficiencies and effectiveness from SSN �Strengthen collaborative efforts to achieve vision and goals

Approach Use performance-based measurement and risk analysis to establish priorities for pilots. Consider: �Possible increases in service, productivity, quality, innovation �Possible contribution to member strategic plans �Changes/improvements in existing member processes �Possibilities for reuse or widespread application

Outcomes �A compact list of potential applications to pilot in a shared environment, along with associated benefits and metrics and for each pilot �A prioritization of this list, based on members� strategy, goals, critical issues, costs and benefits �A list of implementation risks and mitigation strategies for the pilot and subsequent sharing

Process/Plan �Determine assessment approach �Kickoff and confirm objectives, roles, and responsibilities �Prepare interview and facilitated session materials �Schedule and conduct interviews and facilitated sessions �Develop and document high-level target processes to determine appropriate

Week

1 2

3 4 5 6 7

8 10

11

12

Initiate Confirm Scope

Discover Interview Gather Info

Analyze & Document

Schedule

Prioritization

Initial Analysis

Follow up & clarification

Wrap up

Draft Report

Start-up

Interviews

Communicate Findings

Read Docs.

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FacilitatedSession

Final Report Next Steps

CA Stakeholder Team Meetings

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applications to share �Summarize, analyze and synthesize data gathered �Tailor best practices for shared use �Identify benefits and high-level metrics �Identify and document key risks and success factors �List and prioritize possible pilots or projects �Create a high-level implementation plan

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2.3. CKM Practice Assessment Data Gathering

2.3.1. Purpose /Goals During this assessment phase entities gather information that they need to make informed decisions on potential Solutions Sharing Network SSN pilots. Goals are to:

• Obtain enough information about organizational strategy/ operations to complete an organizational profile useful for analyzing extent and potential impact of shared applications or processes.

• Gather pertinent data about the entity from relevant sources

• Use a credible data gathering process to increase acceptance of results

2.3.2. Outcomes/Deliverables Primary deliverables are:

• An organization profile that includes demographic and descriptive data relative to the .entity, the current situation and the potential SSN pilot

• A structured summary or spreadsheet that documents interview responses, as well as raw data for analysis

• A credible data gathering process to increase acceptance of results Interim deliverables are:

• A list of interview questions to be emailed to those being interviewed

• A list of those to be interviewed and contact information

2.3.3. Action steps

• Review pertinent organizational documents (strategy, vision, goals, etc.)

• Prepare and obtain approval for interview and facilitated session materials

• Schedule and conduct interviews and facilitated sessions • Summarize data for analysis

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• This combination of a review of pertinent documents, one-to-one interviews and facilitated sessions of organizational leaders provides an opportunity to engage a cross-section of leaders/managers in the critical decision making process of determining what SSN pilot or project to undertake. It helps with adoption as well as pilot identification and enables leaders to identify risks, benefits and success criteria for a range of possible pilots and projects. We recommend that the CKM Practice Assessment be conducted in this manner. Information can be augmented, if desired by using, for example, the surveys for organizational readiness and individual skills included in this Playbook.

• There is no �magic number� of people to be interviewed. Establish criteria to use in selecting participants (e.g., role of individuals, likelihood of knowledge about or experience with potential pilots or projects, understanding of strategy, operations and/or key processes).

2.3.5. Examples/Snapshot

2.3.5.1. Sample Stakeholder Meeting Agenda 1 Introductions Sponsor

Organizational leaders, partners Assisting consultants

Collaborative Association Pilot�s Goals and Timing

Clarify Collaborative Association�s Solutions Sharing Network (SSN) pilot project goals and timing address any questions (Sponsor) �Project goals identify Solutions Sharing Network pilot/project and highlight benefits/metrics to illustrate increased efficiencies and effectiveness from SSN �Target date

Purposes to Undertake Pilot/Project

�Possible increases in service, productivity, quality, innovation �Supports strategic plan(s) �Accelerate movement to e-government, e-commerce

Potential Pilots/Projects

�Current uses and benefits. Results �Potential benefits

Interview Questions

Discuss/agree on general interview questions and questions for the pilot (See Appendixes)

Risks Identify/ list implementation risks and risk mitigation strategies for the pilot and subsequent sharing

Success Factors

List actions to improve project�s suggest

SSN List questions about the software and its use Next Steps Agree on action items

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2.4. CKM Practice Assessment Analysis

2.4.1. Purpose /Goals The purpose of the analysis is to provide the entity with information to:

• Make a go/no go decision about whether or not to move to an SSN pilot or project

• Create the conditions for a successful pilot and implementation Goals are to:

• Identify priorities, benefits and metrics for potential pilots/projects

• Determine what specific pilot/project to undertake

• Identify and address risks and success

2.4.2. Outcomes/Deliverables • List of potential pilots/projects for prioritization

• Benefits/ metrics matrix

• Critical success factor analysis presented in a written or PowerPoint report (see Appendixes)

• Frequently Asked Questions (FAQ�s) and responses gleaned through the interview process and follow up to be used for communication/implementation (see Appendixes)

2.4.3. Action steps

• Identify/describe potential pilots/projects

• Draft benefits/ metrics matrix (may require additional data gathering)

• Draft critical success factor risk analysis

• Organize and draft responses for Frequently Asked Questions

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• A focus on how collaborative actions can improve process for the Collaborative Association and its end-users will help those interviewed articulate increases in organizational efficiencies, effectiveness or capabilities.

• See the section on Measurement in this Playbook for additional information.

2.4.5. Snapshot: Pilots /Benefits Matrix

Items

Pilot or initiative 1




Pilot or initiative

Purpose Process Reaction, Results Reasons

Constraint Time saved Cost saved Quality improved

Financial impact

Short Term Impacts

Long Term Impacts

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2.5. CKM Practice Assessment Interpretation

2.5.1. Purpose /Goals During this assessment phase the entity�s purpose is to review data gathered, analyzed and presented and to interpret the results in order to make the go/no go decision about whether or not to move to an SSN pilot or project and to create the conditions for a successful pilot and implementation.

2.5.2. Outcomes/Deliverables • Facilitated session agenda and materials

• Facilitated session with dialog

• Session outcomes/Next steps o Agree on pilots/projects to implement o Agree on high-level metrics for measuring success o Agree on success criteria o Target Best Practices to share

2.5.3. Action steps • Communicate CKM Assessment findings to key stakeholders

• Schedule a facilitated session with a dialog among stakeholders

• Prepare session agenda and materials

• Conduct the facilitated session

2.5.4. Key Points/Insights • Involving a small group of stakeholders in preparing the materials and

session agenda may facilitate discussion and surface issues that it would be beneficial to address before the session.

• Since SSN adoption and implementation is an evolving process, organizational leaders may wish to focus on a starting point for its usage with planned reviews to track progress and perhaps to extend efforts.

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2.5.5. Snapshot: Sample Stakeholder Meeting Agenda 2 Attending Sponsor

Organizational leaders, partners Assisting consultants

Collaborative Association Pilot�s Status

Distribute interview summary Report on process and participation

Discuss Questions

Distribute and discuss Frequently Asked Questions (FAQs) Address SSN project governance issues.

Prioritize Pilots/Initiatives

• Review the benefits and performance measurement information gathered on pilots that are based on existing practices

• Identify benefits and performance measures for other potential pilots or initiatives that emerged during the interviews

• Discuss analyses • Prioritize existing and potential pilots in terms of importance, ease of

implementation, urgency Success Criteria for Successful Adoption

• Present suggested criteria and rationale. Ask: • To what extent do we feel comfortable that we able to meet that

criteria? (Rate or rank readiness) • Are some of these criteria not applicable? More important? • Are there other success criteria?

• Brainstorm actions to take to increase readiness for success Next Steps Actions to take and when

Roles and responsibilities Time to reconvene and ways to work together in the interim What we need to communicate with others and when

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2.6. CKM Practice Assessment Reporting/Work Plan

2.6.1. Purpose /Goals Articulate a clear plan for pilot/project implementation that has the potential for widespread adoption of processes and practices to improve collaboration. Specific goals:

• Define project/initiative scope

• Publish agreed on metrics and success criteria

• Articulate a process for risk management

• State objectives, deliverables and timing

• Provide clarification on project/initiative governance

• Describe processes for continuing communication and stakeholder involvement

2.6.2. Outcomes/Deliverables

• Final Report (Suitable for distribution within client organization) • Implementation Work Plan (high level)

2.6.3. Action steps

• Incorporate results from facilitated sessions into earlier analysis

• Prepare and deliver final report • Prepare and deliver high-level Work Plan

2.6.4. Key Points/Insights To be included based on experience of SSN partners

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3. Kanalytics Organizational and Individual Readiness

Assessments

3.1. Collaborative Organization Factors Survey 3.1.1. Purpose /Goals

The Collaborative Organization Factors Survey assesses the presence of organizational factors associated with successful CKM efforts. It also helps identify opportunities for significantly enhanced organization performance, and build an actionable business case for high-impact CKM service offerings.

3.1.2. Benefits The Collaborative Organization Factors Survey provides the following benefits to organizations • Identifies the potential impact collaborative knowledge management will have

on the client�s organization so that they can achieve strategic goals gain competitive advantage

• Evaluates the organization�s current collaborative knowledge-related initiatives against industry best practices

• Determines opportunities for development and improvement • Pinpoints the organization�s strengths and weaknesses in collaborative

knowledge management as these related to strategy, people, process, technology and measurement

• Profiles knowledge management impacts to the organization at various levels: business unit, function, team and employee

3.1.3. Discussion

The Collaborative Organization Factors Survey analyzes the five critical component areas of strategy, people, process, technology and measurement in accordance with the organization�s value proposition. It is designed to: • Address the needs of organizations who are interested in capitalizing on

collaboration and knowledge management, but don�t know where to start • Lead to implementation of a CKM solution • Result in a business case that includes action initiatives for achieving gains

from investments in knowledge management

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Identifies Value The Collaborative Organization Factors Survey is focused around four value propositions �about how CKM can create value for an organization • Customer Intimacy � cultivating relationships to gain customer knowledge and

delivering what specific stakeholders want • Operational Excellence � delivering solid products and services at the best

price and with the least inconvenience • Employee Capability � leveraging human intellectual capital in service design

and delivery • Product/Service Leadership � delivering the best products and services;

offerings that push performance boundaries and open new markets

3.1.4. Outcomes/Deliverables • A report on survey findings • An analysis of how this organization�s findings compares to other

organizations in the industry • A dialog on specific actions the organization might take to increase

readiness for collaborative knowledge management

3.2. Collaborative Knowledge Management Skill Inventory

3.2.1. Purpose/Goals The CKM Skill Inventory reports employees� perspectives on the types of knowledge process skills they have and the degree such skills are required in the job.

3.2.2. Benefits Through the CKM Skills Survey Organizations can determine:

• What types of Knowledge Management or Collaborative Knowledge Management initiatives employees feel that they have the skill set to support

• What learning opportunities or skill development activities might accompany and enhance collaborative knowledge management activities

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3.2.3. Discussion Among the factors that influence success in a collaborative knowledge focused enterprise/partnership are individuals�:

• Capability to be collaborative

• Expertise to make appropriate and effective decisions

• Skills to create, share and use knowledge

• Business and technical expertise

While organizations sometimes make the effort to catalogue and factor in employees� business and technical expertise into knowledge management decisions, addressing the first three factors has proven to be more elusive. The CKM Skills Survey provides a vehicle to consider the presence of collaboration capabilities and collaborative decision-making expertise through employee�s ratings for knowledge process skills.

3.2.4. Outcomes/Deliverables • Individual profiles • Organizational profiles • A report on survey findings • An analysis of how this organization�s findings compares to other

organizations in the industry (over time)

• A dialog on specific actions the organization might take to increase readiness for collaborative knowledge management

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4. Measurement Approach: Performance-Based Measurement

4.1. Purpose/Goals Performance-Based Measurement�s purpose is to measure potential and actual business performance improvements created by leveraging and amplifying collaborative knowledge resources. Measuring and leveraging the value of the knowledge of an organization requires understanding how the use of knowledge in corporate practices supports the performance of an enterprise in the accomplishment of its strategic goals. This methodology provides a basis for integrating the enterprise, its processes or functions and its people, together in one end-to-end system of knowledge resource valuation reporting. Performance-Based CKM Measurement addresses the need to articulate and measure strategic organizational benefits that result from collaboration and optimizing business processes, immediately and within a specific business unit, or across the enterprise, over time. The methodology shows how having key knowledge available and using it effectively in every-day work processes enables people to make a difference through personal and organizational outcomes. Using a step-by-step process, enterprises can find out where increasing collaboration within knowledge-supported operations will help capitalize on opportunities, or correct and minimize effects of areas of deficiency. They can then take actions needed to recalibrate the processes to achieve desired outcomes.

4.2. Discussion How do we discover and measure the value produced by knowledge assets and activities, or collaborative knowledge management�s impact on organization operations? How do we develop high impact collaborative knowledge management applications, initiatives or strategies within our organizations? How do we continuously maximize and optimize the investment in knowledge assets and activities? One approach is to use Performance-Based CKM Measurement. The Performance-Based CKM Measurement framework provides a basic methodology for determining performance metrics that describe the results of critical organizational processes. The framework allows organizations to incorporate a system of measurements and metrics that determine the value of

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collaborative knowledge as a driver for performance. Through the metrics, organizations can link changes in business performance to a set of indicators that they can use to run their operations. See the Appendixes for examples of performance-based measures. The framework uses a matrix that articulates performance criteria along four criteria for judging value added, in conjunction with five sets of measures.

These four criteria are applicable in every type of organization, regardless of size or type (whether for-profit, not-for-profit, or public sector).

Criteria for judging value added • Service � Taking care of people�s needs (e.g. employees, clients, stockholders,

etc.) Includes cost of service, service delivery time, error reduction • Quality � Specific measures of service and product quality (cost, utility, durability)

also items such as having the right knowledge in the right place at the right time • Productivity � Unit cost. � Other measurable factors are employee satisfaction,

time to market and reducing the rate of errors • Innovation � Measures indicate how the enterprise is moving forward

competitively: number of innovations, time to market, error rate reduction, stakeholder receptivity, cost of development

The significance of the above criteria is determined according to the following measures:

Measures/Indicators

• Cost � How much does it cost? • Time � How long does it take? • Quantity � How much was accomplished? • Error Reduction � How many errors or defects occurred in the process? • Reaction � How did someone react to it?

Each of the five measures will vary in importance from situation to situation. In some cases only one or two may be relevant. Yet, these measures will yield the information necessary to evaluate and navigate the organization. Within this matrix framework the full range issues of any enterprise can be taken into account. Constructing the matrix for a business process provides measures of tangible benefits from CKM that can then be quantified.

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4.3. Benefits

Deciding what applications to make available through Solutions Sharing Network (SSN) requires identifying the links between organizations� CKM initiatives, everyday work process, and actual benefits to the individuals and organizations involved. Performance-based measurement methodology directly addresses these critical factors. Using it will help SSN members choose the most powerful applications to share with its members and among its communities of practice.

4.4. Outcomes/Deliverables Outcomes include:

• Increased capacity for alignment and integration

• The ability to assess and better estimate the economic consequences of Collaborative Knowledge Management initiatives

• Identification of program areas needing attention, as well as insight on appropriate actions to be taken

• Increases in the value gained from collaborative knowledge management

4.5. Action Steps

The methodology is phased. Critical process steps are to:

1. Set the context 2. Identify and interview a cross section of people 3. Develop a Performance Improvements Grid 4. Create a Benefits Matrix 5. Build a Knowledge Flow (KFlow) Graphic 6. Review the technology infrastructure 7. Analyze concerns and risk factors 8. Recommend actions 9. Implement, monitor, improve

4.6. Key Points/Insights

• Performance-Based Measurement can provide the information on CKM

results that can be used to support continuing funding for CKM.

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4.7. Snapshot: Benefits / Measures Matrix with Service, Quality,

Productivity and Innovation Metrics Identified (For Benchmarking)

Service Quality Productivity Innovation Cost Unit Cost Time Mean Time to

Respond Time to

Market

Quality Number Served

Correct, Timely Information Provided

Number of Responses Generated

Number of Innovations Generated

Error Reduction

Programming Bugs

Simpler or Alternative Practices

Reaction Customer Satisfaction

Building New Customer Base

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Appendixes

1.1 Collaborative Knowledge Management Glossary Adaptation A process whereby an organism fits itself to its environment by changing rules (knowledge base). Artificial Intelligence A broad term encompassing anything relating to making computers behaves like humans. Building Blocks Reusable components of a complex whole, such as patterns of facial features, or patterns of rules. CAS A goal directed open system composed of interacting agents described in terms of rules applicable with respect to some specified class of environmental inputs. Chaos A state of system where patterns exist, but are difficult to discover, in contrast to random where there are no patterns. Class A collection of things that has defined quality in common. Cognitive Map An interpretive framework of the world which, it is argued exists in the human mind and affects actions and decisions as well as knowledge structures. Collaborate To work together in a joint intellectual effort (Webster�s). Collaboration People, enterprises or systems that are connected and working in concert on a shared goal, in a shared environment, through shared experiences, and using shared media (Gartner, 2001). Cooperation with shared interest and purpose.

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Collaborative Commerce(c-commerce) The electronically based collaborative interactions among an enterprise and its partners, suppliers, customers and employees (Gartner, 2001). Community is collaboration with a shared sense of purpose and goes beyond a particular outcome. Communities of Interest Networks (COINs) Groups with similar attributes that interact based on common needs and concerns and share knowledge. For example, one global construction company created a COIN comprised of employees who used concrete and electronically linked them to facilitate the sharing of their knowledge about how best to work with this material. Communities of Practice Networks of people who work together in an organization and who regularly share information and knowledge. Such people may be, but aren't necessarily, part of formal teams or units. They often collaborate on particular projects or products, or they hold the same or similar jobs. They have been described as "peers in the execution of real work." Communities of practice are held together by shared goals and a need to learn from each other ("The People Are the Company," by John Seely Brown and Esther Solomon Gray, Fast Company, February 1997). Competencies Areas of personal capability that enable people to perform successfully in their jobs by achieving outcomes or completing tasks effectively. A competency can be knowledge, skills attitudes, values, or personal characteristics. The competencies required for successful performance may or may not be expressed formally by an employer. Cooperation Connective activity for a common interaction. Copyright A form of intellectual property consisting of an exclusive legal right to control the copying, adaptation, publishing, performing, broadcasting, and sale of literary, dramatic, musical, or other artistic work. Whereas patents are intended to protect ideas, copyrights are meant to protect the embodiment (presentation and form) of ideas. Corporate Memory The capitalization of know-how of (geographically) dispersed groups of people in an organization. This know-how may relate to problem solving expertise in functional disciplines (e.g., design, testing, and production). The use of corporate

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memory is to enable concurrent engineering, to benefit from previous experiences to improve quality and efficiency of development/service efforts and to support dynamic, opportunistic project management and coordination. Culture Learned, nonrandom, systematic behavior and knowledge that can be transmitted from generation to generation. Customer Capital The value of an organization's relationships with its customers including the intangible loyalty of its customers to the company or a product, based on reputation, purchasing patterns, or the customers' ability to pay. Data Raw forms of transactional representations. Diffusion When elements of one culture spread to another without wholesale dislocation or migration. Document Any set of information that is recorded and organized for human comprehension. Document management Document management systems originally were primarily concerned with providing online access to documents stored as bit-mapped images. The fastest area of growth in the past few years, however, has been in the area of "compound document management" technology, which addresses managing document content at the level of smaller components. Data Mining A technique to analyze data in very large databases. Analysis can reveal trends and patterns and can be used to improve vital business processes. Distance Learning Distance Learning usually refers to technology to instruct students at remote locations simultaneously. Distance learning program requires that networks be established, configured, and maintained. Electronic collaboration A process through which project partners can contribute jointly to works in progress via email, groupware, public networks, etc.

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Enterprise Information Portals Applications that enable companies to unlock internally and externally stored information, and provide users a single gateway to personalized information needed to make informed business decisions--an amalgamation of software applications that consolidate, manage, analyze and distribute information across and outside of an enterprise. Expertise The ability to take information and apply it to a particular situation. Expert system The branch of artificial intelligence that develops computer programs to simulate human decisions in many fields. Explicit Knowledge Information and skills that are easily communicated and documented (e.g., processes, templates, numeric data). Explicit knowledge can be articulated in formal language and transmitted among individuals. Groupware Networked software applications that facilitate information sharing and knowledge exchange. Human Capital The knowledge, skills, and competencies of people in an organization. Unlike structural capital, human capital is owned by the individuals that have it rather than the organization. Human capital is the renewable part of intellectual capital. Information A collection of data that has been translated into a form which conveys a message. It is the raw material from which knowledge is formed presented in contextual form that can be processed into knowledge. Innovation The process of adopting a new thing, idea, or behavior pattern into a culture. Information Mining Using technology to extract additional value from assets. Intangible asset A resource under the ownership or control of a business that expects to derive economic benefit from the exploitation of that resource, which has no physical substance and is not monetary. Intellectual Capital Intangibles such as information, knowledge, and skills which have been

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formalized, captured, and leveraged by an organization to produce an asset of equal or greater importance than land, labor and capital. Knowledge that is of value to an organization - made up of human capital, structural capital, and customer capital. Intellectual property Intellectual capital over which a firm has a legally protected ownership - such as patents, trademarks, copyrights, registered designs, and trade secrets. Intellectual property can be bought and sold. Intentional Learning Deliberate attempt to learn. Internal Model (Mechanism) Each agent has an internal model made up of a network of rules that enables it to anticipate and predict events in its environment. An internal model is made up of rule patterns that the agent uses to describe, understand, and explain patterns. The agent learns to anticipate and predict better adding, removing, and changing these descriptive patterns based on experience. Intranets Internal company networks designed to provide a secure forum for sharing information. Knowledge The sum of what is known: a body of truths, principles, and information that, in a business context, guide operations. The familiarity, awareness or understanding gained through experience or study. Information transformed into capabilities for effective action. Knowledge Acquisition Knowledge Acquisition, the primary job function of a knowledge engineer, traditionally consists of �the reduction of a large body of knowledge to a precise set of facts and rules� and is associated with expert systems technology. Knowledge Base An organized structure of information which facilitates the storage of intelligence in order to be retrieved in support of a knowledge management process. Knowledge Ecology Deals with the entire microcosm of interacting agents and resources in equilibrium.

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Knowledge Economy An environment where knowledge claims competes against each other with each other for a place in the organizational knowledge base. Knowledge Engineer Communicates with experts to acquire relevant knowledge. Knowledge Management The systematic process of finding/creating, selecting/organizing, presenting/sharing, using/applying and maintaining information, knowledge or wisdom in a way that improves an employee's comprehension in a specific area of interest and an organization�s ability to determine and achieve strategic goals. The process of creating, capturing, and using knowledge to enhance organizational performance. Knowledge management is most frequently associated with two types of activities. One is to document and appropriate individuals' knowledge and then disseminates it through such venues as a companywide database. Knowledge management also includes activities that facilitate human exchanges using such tools as groupware, email, and the Internet. Knowledge Object A well-defined set of rules bundled with a concept. Knowledge Repository A collection of information or knowledge, usually centered on specific issues of interest to the company and accessible through technologies such as groupware or SSN. Knowledge Systems A computer system that represents and uses knowledge to carry out its task. Learning Gaining knowledge or skills, or developing a behavior, through study, instruction, or experience. "The enhancement of, or increase in, knowledge." (Fred Kofman, MIT). Lever Point A set of input stimuli that produces the greatest output effect with the least amount of energy and cost. Measurement Measurement is the assignment of numerals to things according to any determinative, non-degenerate rule. Determinative means the constant

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assignment of numerals given constant conditions. Non-degenerate means allowing for the possibility of assignment of different numerals. Mental Model Mental models are rule systems that are internal to humans. They can also be shared mental models that are maintained as an emergent property from an organization of agents. Metaknowledge Knowledge about the very nature of knowledge and knowing. Morphisms A mathematical structure to describe Mental Models. Neural Network A form of artificial intelligence in which a computer simulates the way a human brain processes information. Organization (Collective Pattern) Groups and teams with a common identity with other groups to achieve a common goal from organization collective patterns. Organization Any pattern of interacting agents with a common rule set. Organizational Culture An organization's beliefs, knowledge, attitudes. and customs. Culture may result in part from senior managers' beliefs, but it also results from employees' beliefs. It can be supportive or unsupportive and positive or negative. It can affect employees' ability or willingness to adapt or perform well. Organizational Learning

Patent In the United States a two-year right of ownership to an inventor for the exclusive right to make, use, or sell his or her invention. It gives an inventor a monopoly on that invention for a limited time.

How an organization uses its collective ability to make sense of and respond to its surroundings. It includes individual learning as employees interact with the external environment or experiment to create new information or knowledge, the integration of new information or knowledge, the relation and collective interpretation of all available information. and action based on the interpretation. The process by which knowledge is generated, captured, and leveraged to improve organizational performance.

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Performance The accomplishment of a task to a preset standard of completeness and accuracy. Procedural Knowledge. Knowing-how Knowledge that is in the form of procedural rules. Most fundamental form of knowledge. Processes and Routines Processes are formal or informal actions or operations for achieving an end. Routines are repeated procedures or actions. Both involve the way an organization and its employees operate habitually. "That's the way we do things around here" is a reference to processes or routines. They are operational know-how. Registered Design A form of intellectual property consisting of legal protection for the "eye appeal" of product design. Structural Capital The processes, structures, information systems, and patents that remain with a company when employees leave. Tacit Knowledge Personal knowledge embedded in individual experience and involving such intangible factors as personal belief, perspective, and values Information and skills that are not easily communicated and documented (e.g., expertise, gut feel). Training Formal or informal group or individual learning experiences designed to impart or improve employees' skills, knowledge, and job performance. The immediate goal is to acquire new job skills or improve competency.

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1.2. Collaborative Association (CA) SSN Pilot Identification: Frequently Asked Questions Background

Collaborative Association (CA) members raised a number of questions about SSN and its use during the pilot identification interviews. This document addresses some of those questions and notes others for Collaborative Association (CA) Team discussion.

Questions 1. Concerns about Microsoft

1.1. Microsoft sponsored effort; can Microsoft access, use technology? Like other users, Microsoft would need permission from sponsored site to access the site.

1.2. How will Microsoft make money on this? How long will they give this away? Will they come back and charge?

According to a Microsoft November 8, 2004 press release Microsoft is:

Delivering the Solutions Sharing Network (SSN), a global initiative that provides an online, community-based capability to promote increased communication, deeper information exchange, and collaboration between government organizations, academic institutions and other public sector agencies.

And this action is consistent with earlier ones. For example:

In November 2003, customers were able to acquire deeper information exchange and interoperability benefits when Microsoft made broadly available a royalty-free license for the Microsoft Office 2003 XML Reference Schemas and accompanying documentation.

For more information go to Microsoft�s website --

http://www.microsoft.com/presspass/press/2004/nov04/11-08SSNPR.asp

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2. Are we expanding the scope? If so there may be little chance for success. 2.1. Believe the focus is on sharing applications.

According to the Nov 8 press release a typical SSN environment will include the following:

• A Web-based portal allowing access to hosted knowledge and solutions • An open forum for public sector partners to contribute and showcase their

solutions and capabilities • Mechanisms for searching, rating and cataloguing the best discussions

and solutions

2.2. Check on the results of the �Open Source Initiative� described by Daniel

Greenwood (MIT list serve); about Government Open Source Sharing

A description of Daniel Greenwood�s Open Source Sharing Initiative is available at: http://news.osdir.com/article365.html.

An announcement posted November 17, 2003 stated:

The Public Sector Open Source Project convened and sponsored by the Commonwealth of Massachusetts in collaboration with the Massachusetts Institute of Technology, will facilitate and loosely organize the sharing of software owned and developed by or for the public sector.

3. Technology Standards

3.1. What will be the requirements of the technology standards? What is available now and how can it be used? What do governments need to provide?

Microsoft and Kanalytics do not impose standards. The Collaborative Association (CA) team may already have standards, want to discuss them or adopt them. 3.2. What are the warranties for anti-viruses? The Collaborative Association (CA) team could install their own anti-virus on the Sharepoint Server and set it up for immediate, online verification.

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3.3. What about platform standards? Or are we saying that this is open? Yes, it is open. No specific standards are established.

4. Access Issues (To be addressed by the Collaborative Association

Team) 4.1. How will we access the technology? Who will share? Who makes access

decisions?

4.2. What are the overall guidelines for governance? Need criteria for any application for what to download.

4.3. What about overarching access roles�membership, access, revocation

of access? 5. Security (To be addressed by the Collaborative Association Team)

5.1. Who will monitor? Who has access to the site? What is the mechanism to use the site?

5.2. What about security vs. wireless systems (e.g. hot spots)? How will we deal with viruses and hackers?

6. Licensing�Changes to code (To be addressed by the Collaborative

Association Team) 6.1. If we download the files, if we make changes and put it back on the site,

what are the associated guidelines? 6.2. Can we download applications with source code then change them? Who

owns the source code? Who can modify the code? 6.3. Would I need inter-government agreement to use the code? (State

attorney�s office would have angst!)

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2.1 Collaborative Association (CA) SSN Pilot Identification: Workplan Background: The Collaborative Association (CA) is embarking on an effort to identify possible pilots where its Solutions Sharing Network (SSN) platform can support collaborative efforts within and among its member communities. Members can use the portal to exchange business process maps, total cost of ownership reports, XML frameworks, application blueprints and application code. They can also use platform functions to share policy documents, process inputs and best practice outcomes and to support solution development and project management. Kanalytics, who developed the software application in conjunction with Microsoft, is providing a project team to support pilot identification. Kanalytics� experience with Collaborative Association will help Kanalytics to develop a repeatable process to use in other pilot identification projects.

Team Meeting and Recommendations: Collaborative Association�s Collaborative Core Team met with Kanalytics and Microsoft representatives to participate in a demo of the SSN platform and to discuss SSN pilot identification. During the meeting, team members agreed to go ahead with the project and to meet periodically to provide direction. They suggested targeting efforts to establish specific pilots. Team members agreed to be interviewed and may suggest others to participate. The team suggested that the interviews include opportunities to raise additional questions or issues including technical concerns. Project goals:

• Identify possible Collaborative Association (CA) Solutions Sharing Network (SSN) platform pilots

• Highlight benefits and metrics to illustrate increased efficiencies and/ or effectiveness from collaboration and sharing applications through SSN

• Target efforts to identify benefits, risks and success factors for two pilots.

Target Completion Date: ---------

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Project Deliverables:

• A compact list of potential applications/community activities to pilot in a shared environment with associated benefits and metrics.

• A prioritization of this list, based on members� strategy, goals, critical issues, costs and benefits.

• A list of implementation risks and mitigation strategies for the pilot(s) and subsequent widespread sharing. Clarification of the context for posting the project tracking and on line financial disclosure system; pilots� risks, benefits, metrics and success factors.

• A list of member concerns about and suggestions for SSN; suggested follow up.

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Action Steps and Outcomes: By:(Date) Action Description Outcome Week 1 Initiate project Meeting with sponsor at

Collaborative Association (CA) Agreement to proceed

Week 2 Kickoff Kanalytics presented approach Confirmed approach Week 2 Develop Work Plan Brief description of goals,

deliverables Plan of action for Collaborative Association (CA) agreement

Week 2 Identify Collaborative Association (CA) core team

2-5 Collaborative Association (CA) members to help guide efforts

Increased chance for successful pilot

Week 3 Hold Collaborative Association (CA) core team meeting

Meeting with core team to explore initial questions

Agreement to provide direction; 2 pilots targeted

Week 3 Prepare interview materials

Questions, draft email, project team availability

Materials for Collaborative Association (CA) to use to set interviews

Week 3 Schedule interviews Collaborative Association (CA)

Names, dates, times of (20-25) interviews with Collaborative Association (CA) members

Preliminary interviews set up (may be follow up ones)

Week 2- 3 Read relevant Collaborative Association (CA) materials

Collaborative Association (CA) members� strategic or historical information

Increased understanding of environment

Week 4-6 Interview Possible pilot teams

Interviews with leaders and their teams to identify pilot context, risks, benefits, etc.

Clarity on expected outcomes of using apps; lists of concerns, risks to be addressed; success factors

Week 6 Hold Collaborative Association (CA) core team meeting

Meeting with Collaborative Association (CA) core team to report progress

Input received, revised plan/ schedule if needed

Week 6 Complete interviews

Responses to questions Information for analysis

Week 8

Complete interview analysis

Content analysis of interviews for core team discussion and additional analysis/insights

Environmental scan; lists of possible pilots, goals, objectives, benefits, risks / success factors, metrics

Week 10 Hold Collaborative Association (CA) core team meeting facilitated session

Review initial findings with core team, discuss priorities

Analysis of initial findings; list of priorities

Week 12 Deliver project report

Written report or PowerPoint presentation

Prioritized pilots, risk analysis

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2.2 Collaborative Association (CA) SSN Pilot Identification: Interview Questions

Examples of possible pilots include: exchange business process maps, total cost of ownership reports, XML frameworks, application blueprints, application code, policy documents, process inputs and best practice outcomes; support solution development and project management. Questions for all:

• What questions or concerns do you have about Collaborative Association�s (CA) Solutions Sharing Network (SSN)?

• What Collaborative Association (CA) initiatives would be particularly enhanced by collaboration?

• What are some of the most critical challenges you face that might be supported by a collaborative effort?

• What are some of the barriers you see in implementing SSN? • What processes critical to functioning could Collaborative

Association (CA) share applications for or information on to reduce members� time, cost or error rate or to improve the quantity or quality of results or member, employee or citizen satisfaction?

• What are some of the risks or barriers you in implementing SSN? • How might we counteract those risks? • Are you using some type of collaborative tool (e.g. Documentum)?

Do you see SSN as a potential replacement? • Do you have an application or initiative that might be suitable for a

pilot? • What solutions/applications would you like to get from others?

Questions for possible pilots:

• What is the purpose of this application/ initiative? • Describe it. What have been your results? • What has been your experience with this application?

- What processes critical to functioning does it impact? - Does it reduce time, cost or error rates? - Does it improve the quantity or quality of results or member,

employee or citizen satisfaction? - What do you/could you use to measure success? - What problems or challenges have you faced? - What challenges would this be helpful for? - What did you do/use before?

• Who is likely to need to use it? Use the information that has been provided? Would much customization be needed?

• Is there a dedicated �owner� to be responsible for updating and access?

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• If the solution involves a supplier, would the supplier be willing to share?

2.3 Collaborative Association (CA) SSN Pilot Identification: Success Criteria Success Criteria2 Collaboration

Collaboration involves more intense, long-term efforts than do cooperation or coordination. Collaborating agencies make a formal, sustained commitment to accomplishing a shared, clearly defined mission. Collaborative efforts can overcome such problems as fragmentation of client needs into distinct categories that ignore interrelated causes and solutions. They can make more services available or improve their accessibility and acceptability to clients.

Collaborations require a change in thinking--the ability to see the "big picture"--and in operating--alteration of structures, policies, and rules, and in some cases, to make service delivery seamless.

Potential barriers to collaborative KM efforts

In general • Negative past experiences with collaboration • Difficult past/present relationships among agencies • Competition and turf issues • Personality conflicts • Differing organizational norms, values, and ideologies; • Lack of precedent • Fear of risk • New KM activities not linked to everyday work processes • Benefits to participants remain undefined • Poor communications and lack of training From Collaborative Association (CA) interviews • Time and Timing- Need to get a pilot up and running • Costs--Where are they? If we start publicizing this, will it not grow very big? • Administration issues: passwords? Postings secured? • Lack of documentation and support. Many in-house applications have

inadequate documentation; hard to manage. 2 Based in part on Kerka, Sandra, 1997, Developing Collaborative Partnerships, American Council of Virtual Education, http://www.cete.org/acve/docgen.asp?tbl=pab&ID=71

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• Impact of state laws and procedures. Many applications based on jurisdiction laws. Thus, a solution will meet specific requirements for jurisdictions.

• Government/ public reaction - What will be the public�s reaction? How can I assure multiple

stakeholders code is secure? Is it in our best interest to share? - If our attorney and looks at this and decides that it needs comments, this

could be a barrier. - If a contractual agreement is required, it will need to go to the governing

agency. • Indemnification

- To what extent will jurisdictions come to agreement on the level of indemnification required?

- Collaborative Association (CA) has to be very careful about the implication that it has vetted something.

• Sharing may not make sense:

- Much less in-house development - In-house applications may be too focused or very old; development may

be done specifically for processes. - �IT can no longer be done on the cheap. We need the tool to do the task

at hand. We spend more time customizing something, trying to make it fit than buying it off the shelf.�

What Makes KM Collaboration Work? Environment� • Factors include: a history of collaboration or cooperation in the community;

favorable political/social climate; strong local leadership; a convergence of needs, public opinion, legislative priorities, and agency readiness; a catalytic or galvanizing event.

• These create the impetus for getting started and provide clues to gauging the

degree of difficulty that might be encountered. When these are not optimal, partners can consider strategies to improve the climate. It is important to make a start.

Factors may be positive at Collaborative Association (CA). President of Collaborative Association (CA) has stated that SSN is transforming the way in which Collaborative Association (CA) interacts.

Membership� • Factors include: diversity (representation of all segments of the community

and multiple provider sectors); mutual respect, understanding, and trust; ability to compromise; recognition that collaboration is self-interest.

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• Manageable collaborations strike a balance between breadth and depth of

membership. Diversity means that both providers and consumers of services are represented. Most important is understanding how organizations operate, their cultural norms and values, limitations and expectations.

Interviews of Collaborative Association (CA) members showed a strong interest in the suggested pilots. For other SSN initiatives it may be important to examine the consumer/provider interface. Interestingly, during the interviews one idea that came up was that Collaborative Association (CA) could limit membership in the pilot effort to the Collaborative team, and then decide about expansion. One membership issue mentioned during the interviews is that �everyone that participates needs to come to the table with the same level of commitment.�

Process/Structure (Governance) � • Members have a stake in process and outcomes; decision-making is

participatory; the group is flexible in organizing itself to accomplish tasks and adaptable to change; and there are clear roles, responsibilities, and policies.

• Do not create new bureaucracies. Instead, structures should be designed to facilitate information exchange, decision-making, and resource allocation. Partners create a structure that helps members manage the extra work related to collaborating.

Structure for Collaborative Association (CA) includes multiple aspects: governance, administration of the SSN site and a taxonomy or structure of the content of the site. All three aspects need to be addressed. The team can determine the structure it deems most appropriate for the pilot and then for the future. Those interviewed suggested a steering committee that could ensure that no one is taken advantage of and that could minimize (make nil) risk and exposure. Communication� • Open and frequent, through formal and informal channels, culturally sensitive

and reflective of different communication styles. • Good communication is a key to building trust. Communication is enhanced

by setting up systems--personal, paper, electronic--for information sharing, clarifying each agency's responsibilities, clearly expressing expectations, and listening.

What communications structure or criteria are appropriate for the SSN project? What are the messages to communicate to various internal and

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external audiences? The interviews pointed to a need to educate local officials on the benefits.

. Vision� • Desired service systems or improved community or organization is often what

spurs collaboration to begin. • Collaborative partners should have a shared vision of what they are trying to

achieve, with agreed-upon mission, objectives, and strategies. Their purpose should be unique, that is, overlapping but not duplicating the mission of individual organizations. A shared vision builds trust and commitment. It should reflect responsiveness to the community and the big picture of which the collaboration is a part

What is this committee�s vision of the SSN effort? What is the relationship between the team�s vision and the President�s? Can Collaborative Association (CA)�s Collaborative Team develop a vision statement? Resources�

• Factors include adequate funding, staff to support first pilots then other initiatives, providing access and monitoring involvement, criteria for technology, training, information on the pilots, contact information

Questions to consider include: Are staff needed 24/7? Could Collaborative Association (CA) develop some type of nice quick presentation available for anyone interested? Metrics�

• Key questions include: How will we know that this project is a success? How will we gather the data? What specific performance measures can we track across pilots, initiatives?

Those interviewed noted the need to provide benefits information Identifying collaborative efforts that have �compelling value to the jurisdictions (services!)� to share applications that are web-enabled, easy to understand and easy to assimilate and to document efforts. How to form an Effective Collaboration

Envision results by

1. Bringing people together by deciding criteria for membership, inviting participation, and getting to know one another

2. Enhancing trust by sharing knowledge, disclosing self-interests, ensuring that all stakeholders' needs are met, and producing visible results so that people feel their participation is justified

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3. Confirming the shared vision by developing vision statements that indicate where the group wants to go

4. Specifying desired results, the agreed-upon goals and objectives that state how the collaboration will achieve its vision

Empower the effort by

1. Obtaining authority to act, clarifying roles and securing commitments, and specifying what each agency contributes and what it can expect

2. Resolving conflict--realizing that conflict can be expected and can be dealt with by having a conflict resolution process in place, clarifying issues, focusing on goals, and exploring alternatives

3. Organizing the effort--forming a structure, determining roles and staffing, and securing resources

4. Supporting members by establishing a decision-making protocol and communications plan and recognizing and rewarding participants

Ensure success by

1. Managing the work by establishing an action plan based on vision and goals, developing collaborative work habits, and determining accountability

2. Making necessary changes in collaborating organizations such as altering policies and procedures to ensure responsiveness to the other agencies

3. Evaluating and continuously improving the effort, using multiple methods 4. Renewing the effort. Successful collaborations are adaptable and

flexible, evolving to meet new needs Endow continuity through efforts to

1. Make the collaboration visible--convey an image, publicize and promote results, involve the media

2. Involve the community�where applicable invite participation from youth groups, businesses, grassroots community organizations.

3. Sustain the effort by periodically reassessing the mission and vision, involving new leadership, and securing diverse funding

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3.1 Organizational Factors (Survey) (See attached file)

3.2 Individual Skills Assessment (Survey)

(See attached file)

4.1 Performance-Based KM Operational Strategy Performance-Based KM was used to create an operational strategy for a Construction and Buildings Management Organization. The following Benefits Chart highlights potential KM benefits reported during stakeholder interviews.

Save 15% hrs. a week via automatic custom BO reports

ExecutiveAssociate

Staff Liaison

Finance

Audit

AdministrativeAssociate

Manager

Analyst

Analyst

AssistantDirector

Assistant Director

Director

Director

Manager

Manager

Manager

Director

AdministrativeAssistant

Director

Coordinator

Manager

Director

Executive Director

Save 1-2 hrs. a week via electronic copies

Standardize �Save time, simplify reporting and management gather benchmarking data for pricing and managing

Roll-up and report info to execs Save time, improve decisions

Automate delivery of info Save time $Get info out more quicklyImprove decisions

Save time $Create org charts, templates

Save time $ with standards

Save time, $, improve service with electronic photos

Decrease risk with standard plans, reports

Leverage others to assist in process and cost analysis

Improve productivity, quality, service and innovation through:· Automating processes· Timely access to impeccable info· Ability to find experts· Real-time reporting

Improve productivity, quality, service and innovation through:· Automating processes· Timely access to impeccable info· Ability to find experts· Real-time reporting Automate, for example

� Tracking $1-10M projects

� Performance appraisal process documentation

Automate, for example� Tracking $1-10M

projects � Performance appraisal

process documentation

Case Study: Benefits Chart

Staff Liaison

Staff Liaison

Staff Liaison

Staff Liaison

Staff Liaison

AdministrativeAssociate

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4.2 CKM Metrics Identification

Below is an example of the metrics one organization has identified to measure the impact of CKM and to articulate CKM�s value as a driver for business performance.

Measures/ Process Time Cost

Quantity/ Accomplishment

Error Reduction Reaction

Public Relations

Per announcement

Amount / type of press analysts� coverage

From analysts/ press

Events Per event # of leads from events; # followed up on

Website Website content, development, maintenance

# of leads from website; # followed up on

From users

Research To diffuse ideas; to include in solutions

Of research or survey

Improved solutions

From stakeholders on benefits, utility

Collateral Per item # of each type of collateral provided; # used in proposals or presentations

Improved collateral

From users on quality and benefits

Leads/ and criteria for them

# of leads brought forward that map to published criteria

Understanding of qualification criteria

Forecasting # of leads in pipeline; weighted average

Pipeline accuracy

Presentations, proposals

To complete

Proposed costs for engagement

# of proposals by industry, solution areas, techniques

Gap between proposed/ actual

Info flow to services

Client information

Completion of �living checklist�

Improved services

Info flow to Solutions

Client reactions

Improved solutions

Service/Project Delivery

Planning To complete Per definable items

Plan vs. results

Of all stakeholders

Project Start Up To complete and duration

Per definable item

Appendix B � CKM Metrics Identification � Continued

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Measures/ Process Time Cost

Quantity/ Accomplishment

Error Reduction Reaction

Project execution

To complete-projects, phases, activities, tasks, etc.

Overall; per items;

for new or follow on work from client

% completed in specific time period; % to be completed; # of client, partner references

Of all stakeholders on benefits gained, satisfaction

Staffing To staff Overall; per definable items

# of projects staffed From staff and leader on fit and benefits

Billing To invoice; to pay

#, % within agreed on service level

Employee performance

To plan, execute

% completed of tasks and learning goals; % reusable work; improved proficiency

# of hours spent in rework

From client, leader, employees, etc.

Issues or design changes

To resolve, implement

# of issues, recurring issues and changes

Reduction From involved stakeholders

Overall engagement

Total and duration

Overall; per items; client benefits

Solution, industry, techniques and data

On stakeholders� success, satisfaction

Follow -up Change in clients� operations

From client

5.1 Microsoft Announces Solution Sharing Network: Program Creates Online Environment to Facilitate Collaboration in Public Sector3

REDMOND, Wash. -- Nov. 8, 2004-- Governments and their principal agencies are responsible for matters ranging from creating an environment that fosters a growing economy and generating plentiful jobs to providing proper healthcare and educational systems and nurturing an improved standard of living. All this is to be achieved while maintaining and improving their organizational efficiency in the face of tightly controlled budgets.

Recognizing this, Microsoft Corp. today announced it is delivering the Solutions Sharing Network (SSN), a global initiative that provides an online, community-based capability to promote increased communication, deeper information exchange, and collaboration between government organizations, academic institutions and other public sector agencies. SSN enables Microsoft's global public sector partners and customers to share their unique IT solutions, architectures, best practices, application source code that the

3 Source: Retrieved on February 24, 2005 from http://www.microsoft.com/presspass

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governments own and have contributed to the project, and research to increase efficiencies and reduce long-term development costs.

Deployment of SSN has already begun and involves collaboration with governments, organizations and universities worldwide including the Communauté de communes de Parthenay (French municipality of Parthenay), Deutscher Städte- und Gemeindebund (German Association for Towns and Municipalities), United Nations Development Programme's Information Communication Technologies for Development in Arab Region (ICTDAR project Cairo, Egypt), Municipality of Deventer (Netherlands), the U.S. National Association of Counties (NACo), Swedish SAMSET project, UNESCO, Department of Justice and Constitutional Development (South Africa), London Borough of Newham (United Kingdom), Local Government Computer Services Board (Ireland), School of Policy Planning and Development University of Southern California and the Department of Informatics, University College of Boras, Sweden.

"The Solutions Sharing Network is a unique offer for decision-makers in the public sector in Germany," said Franz-Reinhard Habbel, spokesman for Deutscher Städte- und Gemeindebund. "With direct access to a broad variety of solutions and information along with the opportunity to share know-how and best practices, it will provide real added value. The cooperation with Microsoft is another important step for a comprehensive modernization of the public sector in Germany based on information technology."

"The SSN application is instrumental to our e-government research and planning," said Dr. Gregory G. Curtin, director of the E-Governance Lab for the School of Policy Planning and Development at the University of Southern California. "The Solutions Sharing Network application enables us to address the challenges and the opportunities of technology resource sharing and collaboration faced by government agencies and academic institutions all over the world. Additionally, the university welcomes the opportunity to play an active role in the research work that is being undertaken to support the idea of shared and community technology for government at all levels."

As the importance of exchanging and integrating information has increased, customers, partners and governments have been asking Microsoft for help in delivering solutions that facilitate the sharing, refining and enhancement of government applications and solutions among peers. In the public sector, there is a wide range of technologies -- including Microsoft® technologies -- utilized by governments across the globe, and duplicate development efforts exist across many agencies and countries. Microsoft is delivering SSN to help increase operational efficiencies and help lower the costs of e-government. SSN is focused on community, collaboration, and research and development. A hosted, cataloged repository of knowledge, the initiative will allow government agencies and public sector organizations to collaborate and share solutions, architectures, best practices and application source code that the governments own and have contributed to the project. A typical SSN environment will include the following:

• A Web-based portal allowing access to hosted knowledge and solutions

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• An open forum for public sector partners to contribute and showcase their solutions and capabilities

• Mechanisms for searching, rating and cataloguing the best discussions and solutions

"By providing the SSN, Microsoft has given counties a powerful tool to access best practices, allowing our members to share technology resources and save money as counties develop their local systems," said Angelo Kyle, president of NACo. "The SSN is also transforming the way in which NACo interacts with counties across the United States, better connecting county technology experts and streamlining the process for evolving our core technology strategies."

"Kanalytics is excited to be collaborating with Microsoft to build and implement the SSN around the globe," said Steve Cranford, CEO of Kanalytics. "As a company that believes in collaboration and knowledge-sharing, we believe that the Microsoft platform provides the best opportunity for public sector agencies to share and collaborate because of its familiarity in organizations large and small."

The SSN initiative is a crucial element of Microsoft's commitment to these efforts worldwide. In 2001, Microsoft launched the Shared Source Initiative, expanding its long-standing efforts to make Windows® source code more transparent to trusted partners and customers. In 2003, the company announced its Government Security Program (GSP), providing governments and organizations with the technical information they need to conduct robust security analyses and audits of Microsoft's Windows and Office products. To date, more than 30 countries -- including Australia, China, Norway, Russia, Spain and the United Kingdom -- have signed GSP agreements. In November 2003, customers were able to acquire deeper information exchange and interoperability benefits when Microsoft made broadly available a royalty-free license for the Microsoft Office 2003 XML Reference Schemas and accompanying documentation. Microsoft Office 2003 XML Reference Schemas licensees benefit from more readily available data identification in documents, ease of report generation and document assembly from existing content, and extraction of existing data for automated processing.

"Government customers around the world have told us that they seem to be re-creating each other's work. The SSN will be a tremendous resource for government and academic institutions to share ideas and technologies across agencies, countries and cultures," said Gerri Elliott, corporate vice president for the Worldwide Public Sector organization at Microsoft. "We are committed to collaborating with governments and public sector organizations to deliver targeted solutions that meet their unique IT needs."

Additional information about today's launch of the SSN is available on Microsoft's Press Pass Web site at http://www.microsoft.com/presspass. More information about Microsoft's Shared Source Initiative, Government Security Program and Office XML Reference Schemas can be found at http://www.microsoft.com/sharedsource.

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Founded in 1975, Microsoft (Nasdaq "MSFT") is the worldwide leader in software, services and solutions that help people and businesses realize their full potential.

Note to editors: If you are interested in viewing additional information on Microsoft, please visit the Microsoft Web page at http://www.microsoft.com/presspass on Microsoft's corporate information pages. Web links, telephone numbers and titles were correct at time of publication, but may since have changed. For additional assistance, journalists and analysts may contact Microsoft's Rapid Response Team or other appropriate contacts listed at http://www.microsoft.com/presspass/contactpr.asp .

Solutions Sharing Network Additional Supporting Quotes

"All government agencies share common technological and administrative challenges. By taking advantage of the Solutions Sharing Network, Local Government in Ireland has been able to establish a valuable knowledge bank that will bring tremendous benefit to our community. The development of an SSN is a significant step forward in sharing and collaborative technologies for ICT communities across all governments."

-- Tim Willoughby Assistant Director Local Government Computer Services Board

"Newham is proud to have collaborated with Microsoft to deliver the U.K. instance of the Solutions Sharing Network. Hosting and managing the portal will enable myself as chair of the Local Authority Software Consortium (LASC) to take the objectives of sharing local government-developed application solutions to the next level. It will enable LASC to build on successes to date that include working in partnership with Belfast City to implement the LA CRM system in over a dozen local authorities across the .K. LASC, whose principles are supported by bodies such as the Society of Information Technology Management and Solace, has always needed this sort of functionality in order to locate, enhance and disseminate noncommercial software solutions."

-- Geoff Connell Deputy Head of ICT, London Borough of Newham Chair of LASC

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5.2 Solutions Sharing Network A Global Initiative for the

Public Sector4 Overview On numerous occasions, government customers have asked Microsoft to help them improve

applications they have created on a Microsoft platform and share those more robust applications

with other governments. In response to this request, Microsoft has created the Solutions Sharing

Network (SSN), an online global initiative that aims to develop and share effective solutions while

promoting increased collaboration among government organizations, academic institutions, and

other public sector agencies.

The Microsoft-based SSN is:

� A Web-based platform allowing secure access to hosted data and solutions.

� A community and collaborative environment facilitating the sharing and enhancement of

government solutions.

� A mechanism for searching, rating, and cataloguing solutions and projects.

� An open forum for partners to contribute and showcase their solutions and capabilities.

Benefits of SSN The SSN is designed to help governments and other public-sector customers share knowledge

across an entire IT and project life cycle, from project inception through post mortem. The network

offers:

� Increased knowledge sharing.

� Increased collaboration.

� Code sharing and code reuse.

� Increased compliance to shared standards.

� An efficient use of time and resources.

� Reduced project startup time.

� Support of distributed development approaches

� Promotion of best practices, including code development, change management, and project

management.

Organizations Using SSN The network has been successfully used by a variety of public-sector organizations, including

national, regional, and local government agencies, as well as universities and research

organizations.

4 Source: Retrieved on February 24, 2005 from http://www.microsoft.com/resources/government/solutionsharingnetwork.aspx

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Focus on Community and Collaboration The main goal of the SSN platform is to host a catalogued repository of knowledge around which a

community of peers can collaborate. This collaboration facilitates the sharing of knowledge and

reduces the cost and time required to develop effective solutions.

Depending on need, governments, organizations, and agencies can either contribute or draw

solutions from an SSN portal. Creating a sense of community, clarity, and balance among

stakeholders is key to building trust and value in the network.

SSN can also be used by academic institutions to advance education and research around open

application development. That same catalog may be used to promote the benefits of sharing

knowledge, solutions, and technical information between both commercial and non-commercial

organizations and institutions.

Role of Participating Organizations SSN participants fall into one or more of these categories:

� Hosting Partners�In partnership with Microsoft, the hosting partner is responsible for running

and maintaining the SSN environment at the center of your community

� Community Owner or Member�The SSN portal consists of many communities with different

areas of focus. Each community has an owner, or a leadership group, and any number of active

participants and members

� Academic Network Member�The future success of SSN is underpinned by a growing number

of universities around the world that focus on providing research to governments to help them

share technology and ideas.

Access and Eligibility We would like to encourage all of our government customers to participate in SSN. Please contact

your local subsidiary to learn more.

Additional Information For additional information on the SSN, or to find your local representative, please e-mail:

[email protected].

Documents

SSN-Playbook