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Knowledge Management Initiative


Knowledge Management Initiative C-H eXpert What Is Knowledge Management? Definition 1: A set of processes, organizational structures, applications, and technologies ... – PowerPoint PPT presentation

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Title: Knowledge Management Initiative

Knowledge ManagementInitiative
C-H eXpert
  • What Is Knowledge Management?

Definition 1 A set of processes, organizational
structures, applications, and technologies
designed to formalize and integrate management of
an organizations knowledge. Definition 2
Knowledge management is leveraging an
enterprises intellectual assets for competitive
Knowledge ManagementInitiative
C-H eXpert
  • Mission Statement

To deliver a successful and measurable
implementation of knowledge management for
technical problem resolution within the
Cutler-Hammer Customer Global Support centers
and, ultimately, to our customers for
self-service. (Original scope and knowledge
Knowledge ManagementInitiative
C-H eXpert
  • Objectives
  • Capture technical troubleshooting knowledge
    centrally to minimize risk of loss create single
    source of consistent, complete, and accurate
  • Leverage technical knowledge across all Customer
    Support functions
  • Improve technical training
  • Integrate with C-H e-commerce strategy for
    self-service (Tier Zero Service Channels)
  • Why?
  • Improve first call resolution reduce call
  • Call avoidance through customer self-service
  • Improve quality of information delivered
  • Improve efficiency of Cutler-Hammer Centers
  • Improve transfer of Knowledge assets
  • Experiential, Design, Manufacturing

Knowledge ManagementInitiative
C-H eXpert
  • Benefits
  • Accessibility to accurate, consistent information
  • any location
  • Better response time
  • Additional resource allowing 24X7X365
  • Increase employee (CSR) satisfaction
  • Increase Customer Satisfaction!

Knowledge ManagementInitiative
C-H eXpert
  • KM Strategies/Project Plan
  • Identify existing knowledge sources and knowledge
  • Assign knowledge content managers (Architects)
    and resources (Contributors)
  • Internal BETA roll-out (concept and content
    validation at selected support centers) - current
  • Internal roll-out (all support centers, field
    sales offices, plants) - in process
  • External roll-out to customers - 4Q01
  • Why?
  • Slow and controlled deployment (1 year)
  • Minimize risk of failure
  • Create buy-in and acceptance
  • Ensure end-user value
  • Effective QA

Knowledge ManagementInitiative
C-H eXpert
  • Roles
  • Knowledge Users
  • Everyone who uses the Web application to search
    for answers, initially any support center staff
    member taking calls from customers.
  • Knowledge Contributors
  • People assigned to capture useful solutions and
    submit them to the knowledge base for eventual
  • Knowledge Architects
  • People responsible for building and maintaining
    the knowledge base. People who process
    contributions and approve them for publication.
  • Knowledge Publisher
  • Person responsible for optimizing the
    knowledge. A technical writer who assures
    consistency, completeness, accuracy and proper
    language format.

Knowledge ManagementInitiative
C-H eXpert
Published Knowledge!
Publisher Final Review Final Format Final
Reviewer 2nd Review Final Validation
Architect Validation Research 1st Review
Contributor 1st Refinement 1st Validation
Outlook Contributor Raw Submissions
Knowledge ManagementInitiative
C-H eXpert
  • 1Q01
  • Software Upgrade
  • Expand Contribution Base (On-going)
  • Expand Domains (On-going)
  • 2Q01
  • Internal Roll Out
  • Continued QA
  • Develop Marketing Plan
  • Develop Full Range Of Metrics (Start)
  • KIM (Knowledge Infrastructure Matrix)
  • 3Q01
  • Execute Marketing Plan
  • Develop Full Range Of Metrics (Finish)
  • Integration With CM
  • 4Q01
  • External Roll Out
  • Track External Usage
  • Document Benefits

Knowledge ManagementInitiative
C-H eXpert
  • Critical Success Factors
  • Requires a disciplined and systematic approach to
    knowledge collection.
  • Allocate sufficient personnel and computing
  • Phased rollout to leverage lessons learned in
    previous stages.
  • Set and communicate expectations up-front.
    Communicate the process thoroughly.
  • Track results and statistics for the Knowledge
    Management process. Set statistical goals
    (realistic). Monitor and evaluate progress
  • Knowledge contribution must be fully integrated
    into the daily routine of knowledge experts.
    Management buy-in and support are essential.
  • Management should consider implementing
    incentives for contributing, developing and using

Knowledge ManagementInitiative
C-H eXpert
  • Critical Success Factors
  • Carefully choose initial participants for rollout
    and secure their commitment to the effort. Take
    into consideration perceived need, obtainable
    benefits, interest, and conflicting priorities.
  • Identify and carry through with appropriate
    training for each participant.
  • Document process and progress. Communicate
  • Plan for post-production training needs
    (mentoring/coaching knowledge lab).
  • Reaffirm management support, as necessary.
  • Celebrate successes. Recognize achievements.

Knowledge ManagementInitiative
C-H eXpert
  • Best Practices Lessons Learned
  • Define as a Strategic Initiative aligned with
    overall business objectives
  • Secure senior level Champion
  • Understand required cultural change (the KM is a
    change agent)
  • Secure multi-level participant buy-in (everyone
    is a potential knowledge resource)
  • Management
  • Knowledge Builders
  • End-users
  • Identify available resources be prepared to
    invest in the principle cost TIME. Provide
    protected time if at all possible
  • Define document processes, roles

Knowledge ManagementInitiative
C-H eXpert
  • Best Practices Lessons Learned
  • Set standards for quality, content, format,
    language and enforce standards
  • Communicate frequently
  • Mission and objectives (broadly)
  • Project strategy and plan
  • Timely updates
  • Follow through with action items and close the
  • Set and communicate reasonable Building
    expectations. Set goals and measure individual
    contributions - Dont Punish
  • Provide continuous and consistent training and
  • Provide formal and/or informal incentives - use
    frequently and publicly
  • Celebrate successes - make it a part of your
    marketing plan