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The Lost KM Measures:Cracking the Code
Cindy Hubert, APQC
Chris Gardner, APQC
2©2010 APQC. ALL RIGHTS RESERVED. 2
Poll: What is the average adult attention span?
A. One Hour
B. Twenty Minutes
C. Two Hours
D. Five Minutes
3©2010 APQC. ALL RIGHTS RESERVED. 3
What Makes Measurement Interesting?
Need to add a knowledge
Sharing example here
4©2010 APQC. ALL RIGHTS RESERVED. 4
Why and how to measure the impact (and value) of knowledge management are questions that never go away.
5©2010 APQC. ALL RIGHTS RESERVED. 5
Theme For Today
Value is created when knowledge flows
6©2010 APQC. ALL RIGHTS RESERVED. 6
InputKey
Business
Process
Output Outcome
Finding the Value Path for KM
KM Investment(Input)
KM Activity(efficiency,
effectiveness)
KM Use/Reuse
Source: APQC’s Input – Outcome Measurement Methodology
The Context for Measuring KM
7©2010 APQC. ALL RIGHTS RESERVED. 7
Poll: Where is your primary focus on measurement for KM?
Above the “business flow”
In the “business flow”
8©2010 APQC. ALL RIGHTS RESERVED. 8
Poll: What is the most important thing you want your measures to tell you? (select 1)
Quantify the value of investments made to connect people to people
Demonstrate the impact participation has on outcomes
Help people learn about their business processes and improve
Where to invest more or less
9©2010 APQC. ALL RIGHTS RESERVED. 9
Poll: What Makes It Hard For You To Measure KM?
Lack of standard KM measures
Dispersed and decentralized tools
Ad hoc or localized measurement practices
Attribution
Measures don’t “tell a story”
10©2010 APQC. ALL RIGHTS RESERVED. 10
Myths or Truths
What measures show ROI and
improved capability?
How can I show KM is impacting
business and learning?
Data Problem?
12©2010 APQC. ALL RIGHTS RESERVED. 12
Poll: How does your organization use the information from your KM measures?
As a change management tool to drive knowledge sharing behaviors
As a communication tool
As a diagnostic to identify areas for business improvement and set priorities.
To tie participation and learning to business outcomes
As input to a business case for on-going KM budget and resources
To demonstrate return on investment
Work on question – see notes
Thinking Problem?
14©2010 APQC. ALL RIGHTS RESERVED. 14
Keep it simple – no bells and whistles.
Promote the value of using measures for getting desired information
Engage the stakeholders in the “value proposition” discussion
Recommendations
Videos
http://www.youtube.com/watch?v=45mMioJ5szc
http://www.youtube.com/watch#!v=woOu_4l3lio&feature=related
http://www.youtube.com/watch?v=XAJLj7iBdGA
Need to decide which
Video to use…embedding KM
Showing airplane?
Extras & Examples
Chris, do we want to show any of these? Maybe the MAW?
17©2010 APQC. ALL RIGHTS RESERVED. 17
Example of Alignment
Improve Carrier Availability
Cost, Quality, Schedule
Outcomes
Quality
Cost
Schedule
Self-Assessment
SFWP Development
Schedule Development /
Management
CAST
Outputs KSN Activities
CBT Training
Completed
“Must Do’s”
Completed
Touch Points
Completed
Proven
Practice
Replication
SFRM Training
SFWP Material Procurement
Business Processes
SFR Measurement Alignment Worksheet
P
a
r
t
i
c
i
p
a
t
i
o
n
18©2010 APQC. ALL RIGHTS RESERVED. 18
5 KEY STEPS TO PRIORITIZE AND ALIGN MEASURES
US Navy Carrier Team One
Objectives
(Business Outcomes)
KSN Initiatives,
KM Activities, & Measures
(KM Performance Indicators)
Business Process Outputs
(Critical Success Factors)
Core Business Processes
Business Process Measures
(Leading Indicators)
19©2010 APQC. ALL RIGHTS RESERVED. 19
KSN MEASUREMENT FOCUS & SCOPE
KSN Performance
Strategic
Performance
Operational Performance
Organizational OutcomesReduced Cost
Improve QualityImprove Cycle Time
KM MetricsKnowledge Sharing
and LearningActivities
Business ProcessesOutputs
Critical Success Factors
Improve Carrier Availability
Process Masters
Line Leaders, MPMs
&Project Teams
ExecutiveSteering
Committee
e
Key
Stakeholders
Performance
Indicators
20©2010 APQC. ALL RIGHTS RESERVED. 20
Metric Narrative
NASA’s Advance Air Transportation Technologies Project (AATT)
l Metric Requirements: Help prioritize projects; integrate project view; show project
contributions to goals
l Message: AATT program has a coherent set of projects that support goals
l Narrative Framework: Hierarchical framework (shows how activities relate to goals)
Aircraft operator costs
Top
Level
Terminal
Airspace
Project
Goals: Capacity Efficiency Predictability Flexibility Environment
Flights
flown
. . .
Total aircraft
travel time
. . .
% of flights > 15 minutes
from scheduled arrival
time
. . .
% of user
requests
honored
Emissions
Noise
. . .
Arrivals – (at defined set of airports)
Average number of airport arrivals per hour
during peak periods
. . .
Departures – (at defined set of airports)
Average number of airport departures
per hour during peak periods
. . .
Average number of arrivals per hour, per runway, during peak periods
. . .
James L. Poage, Ph.D.
Operations Assessment Division, DTS-43
Volpe National Transportation Systems Center