Managing Knowledge-Based Initiatives Strategies for Successful Deployment

"Managing Knowledge-Based Initiatives from Pilot to Enterprise Deployment shows practitioners how to take their successful knowledge management pilot programs and to successfully expand them throughout the organization.
Keeping the unique challenges of knowledge-based work in mind, Stacy Land explores what knowledge managers/project managers must know to effectively navigate within their organizations, position their work in a value-based framework, and publicize their work to increase buy-in. Topics include avoiding common sand traps, working with committees and multiple departments, compliance, entering a new world of politics and funding, achieving organizational alignment, developing and executing on a value proposition, negotiating executive sponsorship, and more."

AcknowledgementsPrefaceMeet Our Panel of ExpertsSection I: Laying the GroundworkChapter 1: Baseline Points of UnderstandingGates and PathsFraming Your WorkOverlaying a Technology and Support ContextFraming: Easier or More Difficult for Knowledge Practitioners?Engaging First is KeyHow You’ll Benefit From Engaging FirstKnowledge, Organizational, or Project Management?Funding FactorsThe PMO FactorThe Organizational Design/Alignment FactorTerms and Definitions in TITLECommitteesFirm, Corporation, Organization, CompanyFriendly FacesKnowledge ManagementHow This Book is OrganizedSeize the DaySection II: Ready, Set, GoChapter 2: Before You Get StartedCommon MisconceptionsUnderstanding Your MomentumIsolating Change FactorsParticipationStandardsScopeShared ResponsibilityEvaluating Your Company From the OutsideExpert Q&A: Joe McGheeQuestions You Should Be Able to AnswerBroad Strokes: Where to Find What You NeedFinancial PerformanceEvaluating the State of KM Inside Your CompanyWhere Do You Live?What Is Your Work Considered?How Mature is Knowledge Management in Your Firm?Perception of Knowledge-Based Work in Your FirmSection III: Organizational AlignmentChapter 3: Understanding and Mapping Organizational AlignmentDo You See the Big Picture?What an Aligned Organization Looks LikeWhy Firms Care About Organizational AlignmentAlignment ArtifactsDemonstrable Alignment Increases Buy InThe Mission StatementThe Vision StatementThe Values and Beliefs StatementExample: Ten Things Google Has Found to be TrueOperating Imperatives, Goals and ActivitiesMapping from Top-Down, or Bottom-UpExample: Acme Medical SuppliesWhy It Pays to Map BackwardsLikely Candidates for Alignment with Knowledge-Based InitiativesCollaboration and Knowledge SharingReduced Administrative ExpenseEfficiencyProtection of Firm AssetsDisaster RecoveryIncreased Project GovernanceMerging of CulturesEnhancing the Customer ExperienceCompetitive IntelligenceWhen Organizational Alignment is a ChallengeHow Aligned is Your Organization?Seeking Alignment in the Unaligned OrganizationDo You Need Alternative Alignment?Identifying Centers of Power at Your FirmIf Your Alignment Isn’t ClearWhen Non-Alignment May be AcceptableExecutive Point of View: Michael JackmanSection IV: Support: Who is on Your Side?Chapter 4: Executive Sponsorship and Network BuildingCooperative Executive or Executive Sponsor'Telling the DifferenceDegrees of SponsorshipReaching Up and Out to a Remote Executive SponsorWhat Do You Know About Your Executive Sponsor?Why Your Sponsor Fills That RoleResources and InfluenceThe BuzzNegotiating Executive Give and TakeWhich Areas Will Your Executive Sponsor Help With?Concept DevelopmentFundingPoliticsReferralMentorshipWhat Does Your Executive Sponsor Expect of You?Just AskWhat Success MeansAdministrative MinutiaMetricsYour Turn to SupportFive Questions to Ask Your Executive SponsorOther SupportersExecutive Advice on Building a NetworkYour Own Network SurveyChapter 5: Executive Sponsorship from the Executive Point of ViewApproaching an Executive SponsorThe Value of ChannelsWhat Sponsorship MeansThe Sponsorship World According to McGheeThe Nuts and Bolts of Sponsorship from Michael JackmanJane Niederberger’s Rules of the RoadThe Question of MoneySponsorship TipsThoughts From the TopEntrepreneurship, Big Champions and Small VictoriesEntrepreneurship, Big Champions and Small VictoriesCommunicationStyle and Choice are KeyCorporate Code, No. Acronyms, Yes.Cultures and SubculturesThoughts on ResistanceWhen People Want to Shut You DownIt’s Not PersonalRelationships and Behavior CountSection V: The Value of a Value PropChapter 6: Value Prop 101Value Proposition InterdependenciesWhat is a Value Proposition?Executive Points of View: Jane Niederberger and Santi KumarGeneral and Targeted Value PropsMatchmaker, MatchmakerLooking at the Value in Value PropositionValue Prop: Public or Private?Before You BeginConducting a Cultural Landscape Analysis Moving From Generic Value to Targeted ValuePlanning and Tracking Your Activities: How Value Props Can HelpDeveloping a Targeted Value PropositionStep 1: Know Your ConstituentsDirect ConstituentsIndirect ConstituentsIdentify Friendly FacesStep 2: Identify Your Constituents’ Value Hot Buttons The Formal Route: Alignment ArtifactsThe Informal Route: What’s Really Going On Step 3: Engage Your Executive SponsorStep 4: Assemble Additional PMO ArtifactsStep 5: Synthesize Value Prop Components Into Value DocsUnderstanding Value DocsStep 6: Engage ConstituentsTiming is EverythingExample: Customer Intimacy at Acme CorporationMapping Bidirectional StreamsChapter 7: Using Your Value PropsSharing Value PropositionsNurturing a Value PropositionLeveraging Value PropositionsProtecting Value PropositionsAn Incorrect Value Prop Finding the SourceA Rebalanced Value Prop A Diluted Value PropA Minimized Value PropAn Appropriated Value PropKnowledge-Based Work Needs to Remain AutonomousNot Today, BuddyMy Executive Sponsor is Bigger…I’m Not Sure I UnderstandA Repositioned Value PropA Rebuked Value PropHonoring a Value PropositionSection VI: Executing on the GroundworkChapter 8: Committees, Committees, CommitteesCommittee TipsCommittees are Just Human, After AllSearch ProactivelyHelp is (Hopefully) NearbyEngaging Your Legal DepartmentYour Committee Scavenger HuntFollow the Headcount and the MoneySign-Off in Your Work AreaCommittees That Govern the Activities of Your Prime CustomersSupporting ResourcesTechnology Related CommitteesNon-IT ComplianceFunding Escalation CommitteesOngoing InitiativesMaking Sense of the CommitteesGrouping CommitteesIndependent or Defined by ProcessCrucial, Procedural, Optional, IrrelevantThe Working MechanicsAdministrative DetailsFishing for DetailsWho is Who?The Importance of TimingPost-Committee EngagementChapter 9: Working with PMOsMore Knowledge, Less PaperworkAccountability, Sarbanes-Oxley, and PMOsWhat is the History of Your PMONatural Affinities Between PMOs and Knowledge-Based WorkMaking It To Your Corporate Project RoadmapA Strong Business Case Increases Odds of LongevityThe Importance of a Comprehensive Cost-Benefit AnalysisROI Figures in PrioritizationJuggling Multiple PMOsWhat to Think About FirstCan You Just Ignore the PMO?Barter, Trade, DelayFunding Creativity: Not a Bad ThingThe Early BirdRelationships as KeyHow Much About Project Management Do You Need to Know?Triple Constraint: The Questions You Should Always Be Able to AnswerGet On Board: The Customer Experience Chapter 10: Making Sense of Dollars and Cents Finance, Procurement and ROIBefore You BeginLocate Support in Your NetworkLocate Pre-existing StaffGet OrganizedFinance and Budgets: How do You Get Money?High Level Guiding PrinciplesQuestions You Must Be Able to AnswerUnwritten RulesUse of Surplus FundsSurplus ConsequencesIntentional OverestimationIntentional UnderestimationProcurement: How Do You Spend Money?What Procurement DoesTypical Procurement Areas of InfluencePreferred VendorsSubcontracting RelationshipsRFP/RFQ Process and TimelinesSingle SourcingSupporting DocumentationProcurement as a SupporterVendor RelationsPurchase Order Process DetailsROI: What was the Return on the Money You Spent?Executive Point of View: Jane Niederberger and ROIROI StandardsCreativity in ROI?What ROI Means at Your FirmWho Cares About ROI at Your FirmWhen and What is Actually Used?Playing Both EndsGet Help From the OutsideThe KM Community at LargeVendor AssistanceWhat the Joneses are Up ToChapter 11: IT – Friend or Foe? But My Solution Isn’t About Technology Why You Need IT in Your CourtLearning to Speak IT’s Language Your Company StandardsDiscovering StandardCommonly Confused Terms and DefinitionsKey Areas to InvestigatePerception of Your WorkConsultants – Can They Help?OperationHow Much Do You Have to Understand?MethodologiesService Level AgreementsYour Role in SLAsViolated SLAs May Trigger Other InquiriesSLAs as a Compensation FactorTypical Relevant SLAsChange ControlChange Control as a CommitteeChange Control as an A

Raised between the Florida Gulf Coast and the Amazon rainforest, Stacy Land’s interest in Knowledge Management began early – although she didn’t call it that. Growing up among multiple languages and cultures gave her an early marker for understanding context, a lesson that served her well during her studies in comparative literature, graduate work in Linguistics, and early career as a stand-up trainer.Although she began on the technical side of solutions designed to empower and enable knowledge workers, she quickly moved into investigating the question of how to account for the most difficult to quantify variable: the human being in the equation. For the last 18 years, Stacy has maintained that knowledge-based focus, coupled with and around technology, moving between academia and business.In the mid 90s, while working for Indiana’s largest property and casualty insurance company, she led the effort to bring in the Internet, including Internet e-mail, and established the first ever web site for the Indiana-based firm. She also represented Indiana Farm Bureau as a Communications Expert in Central Asia for three weeks in conjunction with the Citizens Network for Foreign Affairs and USAID. Later, at Braun Consulting, she co-founded the firm’s first Knowledge Management department, which was developed to help integrate a newly acquired practice into the existing infrastructure.In 2002, at the nation’s largest healthcare provider, Stacy led the first Enterprise Knowledge Management effort, gaining C-level consensus and rolling nearly half of the firm’s teams onto the new collaboration and content platform in less than a year. After spending a few years at a multimillion-dollar management consultancy based out of Atlanta, Georgia, heading their Knowledge Management activities, Land is currently Director of Process and Quality, Senior Medical Management at USA-based WellPoint, Inc. where she holds responsibility around process, knowledge management, and communications.