Student-centred KM strategies

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<p>Department of Mechanical Engineering</p> <p>Student centred knowledge management strategiesDr. Steve CayzerUniversity of BathDepartment of Mechanical EngineeringFebruary 15 2011Slide #1PreliminariesThis talk is not about enterprise KMThis talk is not about KM theory(though I mention both in passing)This talk is about a teaching experiment; how do students engage with KM, and formulate a strategy for themselvesDoes it work?</p> <p>Department of Mechanical EngineeringFebruary 15 2011Slide #2Dr Steve CayzerBackground in IT consultancy (Logica) - and enterprise R&amp;D (Hewlett-Packard)Research interests include web information management [1]Engaged with KM team while at HP (Stan Garfield, Andrew Gent)Now at University of Bath: leading a KM unit on MSc programme</p> <p>S. Cayzer (2004) Semantic blogging and decentralized knowledge management. Communications of the ACM, 47(12):47-52</p> <p>Department of Mechanical EngineeringFebruary 15 2011Slide #MSc in Innovation &amp; Technology ManagementNew Programme (2008-) International reputation and growing fastModules drawn from both Engineering and ManagementTopics cover creativity, product development, technology strategy, sustainability Alumni gain positions in manufacturing, automotive, aerospace, tech transfer, consultancyKnowledge management is a recurring theme</p> <p>Department of Mechanical EngineeringFebruary 15 2011Slide #About the students35 students currently (programme growing quickly)Wide variety - UK, Europe, Asia, Africa, S.America (no N. America yet)Split evenly between engineers and biz/management backgroundsAll have first degree, tend to be young (early 20s)Department of Mechanical EngineeringFebruary 15 2011Slide #About the KM projectFrom submission to UK Higher Education AcademyThis project aims to catalyze a student-led embedded, active and relevant Knowledge Management (KM) programme. It is initiated by a workshop with input from internationally recognized thought leaders in KM. The students will formulate an ongoing strategy that they will implement and monitor throughout the year. There will be an opportunity to report back to the international KM community. The benefits will continue to accrue after the students have graduated due to KM curatorship and an active mentor programme. </p> <p>Department of Mechanical EngineeringFebruary 15 2011Slide #Current funding restrictions mean HEA cannot fund projects associated with MSc programmes</p> <p>6MotivationsKM has a proven impact on innovation and technology management (Drucker, JS Brown, Wenger etc). It is important that students gain an appreciation and an ability in this spaceand yet KM studies themselves have shown that learning is most effective when it is embedded in a relevant activity. So, this project:Develops reflective practice in the students as they monitor the effectiveness of their ongoing strategy across many months.Provides for an alumni scheme, where selected individuals are invited to come back to present and to act as KM mentors.</p> <p>Department of Mechanical EngineeringFebruary 15 2011Slide #Outline of KM topicImportance of Knowledge ManagementTheory of knowledge eg tacit and explicitApplied knowledge communities of practiceCase study - Knowledge management in Hewlett-Packard. Department of Mechanical EngineeringFebruary 15 2011Slide #Corporate: 10 tips for building a KM StrategyInformation and knowledge exist, but will not automatically flow through pipes and buckets and postersjust because best-practice information is availableYou need a plan, but grand KM theories will not get resultsYou can make money from KM if you focus.It is critical to recognize the difference between tacit and explicit knowledgeIgnore organization and human dynamics at your perilCreate vehicles for self-serviceKnowledge Services and Networks: Access to information is important, but access to people with knowledge is more importantThe highest investment yields the highest return facilitated transfer of best practices through a projectObserve process, but measure resultsPlans are nothing...planning is everything.Source: APQCDepartment of Mechanical EngineeringFebruary 15 2011Slide #Teaching: The 3 components of KM StrategyPeopleNetwork, culture, training, roles, incentives ProcessCreate, capture, reuse, measure, communication ..TechnologyUI, social component, workflow . MetricsContent, participation, (re)use, valueDepartment of Mechanical EngineeringFebruary 15 2011Slide #WorkshopDevise a KM strategy for sharing your knowledge on this course. This should encompass PEOPLE (team roles), PROCESS (meetings, brainstorms, and TECHNOLOGIES (blogs, wikis). You also need to think about METRICSHow can you demonstrate success (or otherwise)? An outcome should be posted on moodle. </p> <p>An in depth analysis of this process relating it to KM theory and organisational practice, would make a good subject for an individual assignment or even a dissertation.</p> <p>Department of Mechanical EngineeringFebruary 15 2011Slide #A good individual exercise might be : - describe KM techniques for a large company (HP) communication, coordination, legal/ audit, archive.</p> <p>11KM Strategy templatePeopleWho leads (different activities)How about contacts outside your team?ProcessMeetings? Social? Incentives?Technologywiki, blog, twitter, other?MetricsParticipationContentReuseDepartment of Mechanical EngineeringFebruary 15 2011Slide #4 Steps to define a KM StrategyMotivateInventorySelectPrepare &amp; PlanWarning: Do not be over ambitious!Output: please post a brief (1 page max) summary of your groups discussion and reflections on moodle.This can be a photograph of a flipchart page </p> <p>Department of Mechanical EngineeringFebruary 15 2011Slide #Step 1: MotivateObjectives what are your needs on this programmeHow will KM help?What are you aiming to achieve?What is wrong with what you are doing now?Innovate Share Capture Reuse Collaborate LearnFOCUS do not have to do everything</p> <p>Department of Mechanical EngineeringFebruary 15 2011Slide #Step 2: InventoryPeopleWhat are the aptitudes/skillsets/attitudes in your group? Do you prefer talking/discussing/reading/listening/doing. Who is the person that knows everything? Who is the person that knows everybody?ProcessesHow often do you meet? How formal? What documentation? How do you share learningsHow do you reflect on performance?ToolsWhat do you use to share information (moodle, email, dropbox)What about communication (msn, skype, sms)</p> <p>Department of Mechanical EngineeringFebruary 15 2011Slide #Step 3: Select WHAT will you dochoose 2 or 3 that you will implementWHY theseTHINK; is this the right tool for Doesnt matter if your initial choice is wrong</p> <p>Department of Mechanical EngineeringFebruary 15 2011Slide #Step 4: Prepare and PlanWHO will leadHOW will you implementHow will you measure/report/assess</p> <p>Department of Mechanical EngineeringFebruary 15 2011Slide #Other possibilitiesdiscuss Belbin roles and discuss which you might be. What is the mix in your group? What sort of a learner are you? Take the VARK testhttp://www.vark-learn.com/english/page.asp?p=questionnaire</p> <p>Department of Mechanical EngineeringFebruary 15 2011Slide #</p> <p>Group 7</p> <p>20Some focused on technology</p> <p>Group 222Group 2 learningsFamiliarity of technology/processWe selected the Yahoo Answer [because] we often used very similar software named Baidu Zhidao (Chinese).Yahoo is [an] innovation leader and Baidu Zhidao is [a] follower. Regular use. For example, I posted four questions [Baidu Zhidao] related to the fields of education and automotive industries in the past three months. I also answered at least five questions about the over sea education, especially about studying a master degree at the UKI do not post any questions into Yahoo, but I do use Yahoo a lot for searching similar questions. For assignments and suggestions about British Universities at least fifteen times within a month. The reason for using both Yahoo Answer and Baidu Zhidao is because of the less commercial influence, since the majority who answer questions in these network communications really want to give their help or share their personal experience without considering any moneyDepartment of Mechanical EngineeringFebruary 15 2011Slide #Some focused on process</p> <p>Group 4</p> <p>25Group 4 LearningsWe did not really get to implement almost the whole process.We have different available times Each of us were more concerned to do our individual assignmentsHowever, I have used this method before and it has proven to be very effective. good knowledge sharing helps to nurture other skills (in terms of presentation). It is very important to implement it at a very early stage.have a group which have the same set of goals and commitment. if this were to be implemented before the exams, I think it would provide better revision and results (perhaps)Some groups fragmentedGroup 1</p> <p>Group 6</p> <p>28Group 6 LearningsVery technology focusedSkype, email, facebookFile transfer as measure of successDidnt work as expectedBut for individuals, used tools to share a lot (skype daily)Even 3 months laterSome outcomes were unintentional</p> <p>Group 131Group 1 Google Group</p> <p>Department of Mechanical EngineeringFebruary 15 2011Slide #Group 1 LearningsGoogle group worked well during active (week long) projectBut as file share (could have used dropbox)Discussions redundant because physically co locatedWe are always hanging around togetherDuring field trip to London, group stayed on for social eventSimilar experience on a previous projectAugments and encourages physical world interactionDepartment of Mechanical EngineeringFebruary 15 2011Slide #Overall conclusionsVery small scale experiment, interpret findings with cautionAnd focus is on KM teaching rather than empirical studySome initial findingsProcess is as interesting as the resultSome unexpected (and welcome) outcomesTendency to focus on technology, and to be over optimistic</p> <p>Department of Mechanical EngineeringFebruary 15 2011Slide #HypothesesThis exercise increases appreciation, awareness and ability in the area of KM strategyStudents engage more with the course through this exerciseFollow on metric evaluation exercise will provide further insightsKM mentor program could bring additional benefit</p> <p>Department of Mechanical EngineeringFebruary 15 2011Slide #Comments, feedback, questions, discussion Department of Mechanical EngineeringFebruary 15 2011Slide #Additional MaterialDepartment of Mechanical EngineeringFebruary 15 2011Slide #KM in HP - PEOPLEPeopleExternal: KM strategy, KM consultantsInternal: KM Stars, knowledge advisorNetworks: HP professionsReward and Recognition</p> <p>KM Stars, knowledge advisors: this provides extra connectivity and possibly promotes the formation of hubs. Any kind of reward/ recognition can lead to increased participation.KM metrics allows management to see the value of CoPs and put appropriate support structures in placeWeb 1.0:tools: Forums, Knowledge Briefs, knowledge network, team spaces, project profile repository allows CoPs a forum for exchange.Web 2.0: facebook, blogs, Wikipedia, twitter: can be corporate versions of all these. Allows a forum for exchange as above but with some additional features eg easier to see network activity, 2-way communication, collaborative editing.social network mapping as per metrics. Processes: regular meetings, discussions, check ins, coffee talks etc. All of this promotes f2f time which is relevant to the setting up of a CoP. </p> <p>38KM in HP - PROCESSProcessProject meetings, discussions, check ins, Some lessons learntOrganisational coffee talksUse of technology eg Halo. Customer engagement capture knowledgeKM metrics - Capture, reuse, participationsocial network mapping Helps management to see value of CoPs </p> <p>Process the KM program in HP had a roadmap for capturing knowledge from every stage of the customer engagement process</p> <p>KM Metrics covered capture, reuse, tool usage, participation</p> <p>HP forums heavily used. Very clunky user interface but as time went on there was a useful corpus of searchable material there. Not very organised (free text search).</p> <p>The knowledge network was a portal onto lots of knowledge in HP. We used MS share point for team collaboration. </p> <p>KM Stars people who had (most usually written) useful reports, forum answers etc. You got a certificate, public recognition and occasionally a small financial bonus (eAward). Surprisingly effective.Knowledge advisors were more guides as to how to do KM in HP. Typically this was actually formally part of their job description. Knowledge Briefs were short documents written by consultants about topics of interest eg secure networking, microsoft exchange servers, Project manager nuggets and so on. There was significant pressure to produce these (top level management buy in)</p> <p>me@hp can be thought of as myspace or even facebook for HP written of course before facebook was.Pligg like digg, you can vote on articles.Hpedia like wikipedia. </p> <p>Watercooler aggregated rss feed from all the hp sources Ideavine vote on the best ideas </p> <p>Semantic blogging see my paper about this http://portal.acm.org/citation.cfm?id=1035134.1035164</p> <p>39KM in HP - TECHNOLOGYDesktop toolsCAD, proposal builder.. Web 1.0: Forums, Knowledge Briefs, team spaces, people finder, project profile repositoryWeb 2.0: Facebook - &gt; me@hpBlogs -&gt; hp blogsWikipedia -&gt; HPediaTwitter -&gt; buzzDigg -&gt; ideavinePlus water cooler, semantic bloggingProcess the KM program in HP had a roadmap for capturing knowledge from every stage of the customer engagement process</p> <p>KM Metrics covered capture, reuse, tool usage, participation</p> <p>HP forums heavily used. Very clunky user interface but as time went on there was a useful corpus of searchable material there. Not very organised (free text search).</p> <p>The knowledge network was a portal onto lots of knowledge in HP. We used MS share point for team collaboration. </p> <p>KM Stars people who had (most usually written) useful reports, forum answers etc. You got a certificate, public recognition and occasionally a small financial bonus (eAward). Surprisingly effective.Knowledge advisors were more guides as to how to do KM in HP. Typically this was actually formally part of their job description. Knowledge Briefs were short documents written by consultants about topics of interest eg secure networking, microsoft exchange servers, Project manager nuggets and so on. There was significant pressure to produce these (top level management buy in)</p> <p>me@hp can be thought of as myspace or even facebook for HP written of course before facebook was.Pligg like digg, you can vote on articles.Hpedia like wikipedia. </p> <p>Watercooler aggregated rss feed from all the hp sources Ideavine vote on the best ideas </p> <p>Semantic blogging see my paper about this http://portal.acm.org/citation.cfm?id=1035134.1035164</p> <p>40Enterprise Social Networks</p> <p>Bernardo Huberman and Lada Adamic 2003 Information Dynamics in the...</p>