KM Auditing

©David G. Jones M.A.©David G. Jones M.A.

Shibumi.management@gmail.comShibumi.management@gmail.com

Business Outlook

The Bottom LineThe Bottom Line Competing Interests for limited resourcesCompeting Interests for limited resources The dreaded ROIThe dreaded ROI Adaptability, competition and sustainabilityAdaptability, competition and sustainability New customers, new methodsNew customers, new methods Tracking (audit and performance measurement and Tracking (audit and performance measurement and

other related issues)other related issues) Benchmarking and “Best Practices”Benchmarking and “Best Practices” Continually learning organizations of excellence in a Continually learning organizations of excellence in a

knowledge-based global environmentknowledge-based global environment

Business-side Challenges

Unenthused about penetrating the complexity and Unenthused about penetrating the complexity and dedicating a lot of time to IT issuesdedicating a lot of time to IT issues

Tends to view whole thing as “plumbing” – not as Tends to view whole thing as “plumbing” – not as business factorbusiness factor

Leery of costs, high risks (of doing and not doing), Leery of costs, high risks (of doing and not doing), profile, the unknownprofile, the unknown

Unable to respond quickly and effectively to Unable to respond quickly and effectively to sector defined urgenciessector defined urgencies

Management is troubled by:

Increasing isolation, division, gaps

Decreasing aptitude, commitment and energy

Increasing costs and decreasing returns

And burdened with “solutions”:

How-to tools, methods and processes

Metrics, benchmarks, “best” practices

Information and knowledge as product

Why a “Knowledge Audit”? Are you sure you know:Are you sure you know:

What knowledge is neededWhat knowledge is needed what is the knowledge work of the what is the knowledge work of the

organization organization Where they are gaps and redundanciesWhere they are gaps and redundancies

All you need to know about planned and real All you need to know about planned and real work outcomeswork outcomes

How activity relates to objectivesHow activity relates to objectives

Why a knowledge audit?

Are you sure you know:Are you sure you know: How things get done and if / how things could How things get done and if / how things could

get done betterget done better Whether you have the responsibility and Whether you have the responsibility and

accountability rightaccountability right Whether you are getting better – or worse – at Whether you are getting better – or worse – at

what you dowhat you do How your clients / partners really view youHow your clients / partners really view you The employee situationThe employee situation

If you have low certainty……….

An examination is needed of:An examination is needed of: Your organization – mission, mandate, objectivesYour organization – mission, mandate, objectives Organizational structure, service distributionOrganizational structure, service distribution Business processes and evident (known) work issuesBusiness processes and evident (known) work issues SensitivitiesSensitivities Communication and decision challenges / issues Communication and decision challenges / issues Knowledge resource strengths and deficiencies. Knowledge resource strengths and deficiencies.

[Quantify expertise, not number of Web pages].[Quantify expertise, not number of Web pages].

Who is going to deliver it?

Only a few organizations in the realm, and they have Only a few organizations in the realm, and they have only limited experienceonly limited experience

Tends to the tech side or to “information auditing”Tends to the tech side or to “information auditing” Corporate bias may be significantCorporate bias may be significant Can be expensiveCan be expensive Control can be a challenge (ref: the alleged uncertainty Control can be a challenge (ref: the alleged uncertainty

of KM)of KM) Can take a lot of timeCan take a lot of time May suffer from a need to meet “standards”May suffer from a need to meet “standards” The answer? That’s right – you have to do itThe answer? That’s right – you have to do it

Audit Hints

1.1. Go Go 2.2. Consult, consult, consultConsult, consult, consult3.3. Educate as you studyEducate as you study4.4. Work on your objectivity and receptivityWork on your objectivity and receptivity5.5. Bring out your own ideas when the Bring out your own ideas when the

conversation is stuckconversation is stuck6.6. Track your consultationTrack your consultation7.7. Deliver an audit and plan report to your Deliver an audit and plan report to your

supervisorsupervisor

Methods, Validity and Reliability

1.1. Aim for 80%Aim for 80%2.2. On second thought, aim for 60%On second thought, aim for 60%3.3. Use a mixed methodology:Use a mixed methodology:

1.1. Interviews and focus groupsInterviews and focus groups2.2. SurveysSurveys3.3. ObservationsObservations

4.4. Develop “findings” and test against various audiences Develop “findings” and test against various audiences (internal and external)(internal and external)

5.5. Develop a draft plan and testDevelop a draft plan and test6.6. Modify and re-legitimizeModify and re-legitimize

What your findings may look like

Personal Knowledge Question I am confident that I am adequately informed in the missions and mandates of our partners

Personal Knowledge Question

0

5

10

15

20

25

1 2 3 4 5

Low High

Personal Knowledge Question I am sufficiently knowledgeable in finance and budgets

Low High

Personal Knowledge Question

0

5

10

15

20

25

1 2 3 4 5

Personal Knowledge

Employees confident of their knowledge levels Employees confident of their knowledge levels (know what to do or know where to find out)(know what to do or know where to find out)

Less strength in knowledge of gov’t laws and Less strength in knowledge of gov’t laws and policiespolicies

Uncertainty in partner missions and mandatesUncertainty in partner missions and mandates Training needs in defined activity areas: e.g. how Training needs in defined activity areas: e.g. how

to operationalize somethingto operationalize something

Sources of Information and Knowledge (I&K) I&K flow varies by directionI&K flow varies by direction I&K availability and issueI&K availability and issue Info quality a concernInfo quality a concern Tools may be an issueTools may be an issue Sharing not a universal organization valueSharing not a universal organization value Gaps in policy comprehensionGaps in policy comprehension

Relationship Issues

Between people doing same function in different Between people doing same function in different regionsregions

Between people doing different function in same Between people doing different function in same regionregion

Chain of command, delegation, accountability Chain of command, delegation, accountability Briefing, de-briefing, consultation, collaborationBriefing, de-briefing, consultation, collaboration General communications (anecdotes around “now-General communications (anecdotes around “now-

hear-this e-mailing”hear-this e-mailing” Poor meeting practices Poor meeting practices

Planned Initiatives

Knowledge Transfer and Knowledge Transfer and RetentionRetention Deployment de-briefDeployment de-brief Words of Wisdom Words of Wisdom

(retirements, (retirements, departures)departures)

Just In Time KMJust In Time KM DirectoriesDirectories Governance processesGovernance processes Info Management Info Management

(shredding)(shredding)

Leveraging Leveraging InfrastructureInfrastructure Internal WebInternal Web Employee ProfilesEmployee Profiles Knowledge CentreKnowledge Centre Interactive ForumsInteractive Forums

Planned Initiatives (2)

Scope Determination Scope Determination (What it is)(What it is) Conference Conference

feedback systemfeedback system Best or good Best or good

practicespractices Web Portals and Web Portals and

interfacesinterfaces

RelationshipsRelationshipsInternally - Internally -

between related between related functionsfunctions

Externally - with Externally - with key communitieskey communities

Final Words [Audit to plan to project(s)] Use the language of Use the language of

businessbusiness Speak of objectives and Speak of objectives and

outcomes and leave the outcomes and leave the methods in the annexmethods in the annex

Be realistic – don’t make Be realistic – don’t make rash promises (culture rash promises (culture change takes time)change takes time)

Believe in what you are Believe in what you are doing and communicate doing and communicate thatthat

Keep people informed – Keep people informed – of both successes and of both successes and failuresfailures

Work with an annual Work with an annual plan in your hand and a plan in your hand and a three year plan in your three year plan in your headhead

Build bridges – including Build bridges – including and especially with the and especially with the IT and IM support shopsIT and IM support shops

Network with KM Network with KM colleaguescolleagues