All posts by KMWorld

W2: Maximizing Effectiveness, Efficiency & Innovation of Knowledge-Intensive Activities

Morning Preconference Workshops – Monday 6 November 
09:00 – 12:00

Led by experienced KM practitioners, this workshop focuses on KM fundamentals, principles and concepts, specifically how to enhance the effectiveness and efficiency of planning, problem solving, decision making, collaboration, continuity, innovation, and learning in any organization. They discuss using knowledge repositories/forums on SharePoint to maximize learning, innovation, and to support the decision-making cycle, mission, and vision; using online meetings and chat to enhance KM activities; KM tools to use as enablers such as SharePoint, online meetings, chat, OneNote, lessons learned/AARs, etc.; transforming knowledge-intensive activities into a knowledge process with related goals and objectives to support decision making; new knowledge creation (innovation), learning, and elearning tips; strategic knowledge gap analysis and knowledge audits; KM failures; applying KM as part of your daily business processes; and more. Gain insights, techniques, and best practices for making your daily business process more innovative, effective, and efficient using KM.

Presented by: Peter Barcelo Jr., Shellie Glass

W2: Maximizing Effectiveness, Efficiency & Innovation of Knowledge-Intensive Activities

Morning Preconference Workshops – Monday 6 November 
09:00 – 12:00

Led by experienced KM practitioners, this workshop focuses on KM fundamentals, principles and concepts, specifically how to enhance the effectiveness and efficiency of planning, problem solving, decision making, collaboration, continuity, innovation, and learning in any organization. They discuss using knowledge repositories/forums on SharePoint to maximize learning, innovation, and to support the decision-making cycle, mission, and vision; using online meetings and chat to enhance KM activities; KM tools to use as enablers such as SharePoint, online meetings, chat, OneNote, lessons learned/AARs, etc.; transforming knowledge-intensive activities into a knowledge process with related goals and objectives to support decision making; new knowledge creation (innovation), learning, and elearning tips; strategic knowledge gap analysis and knowledge audits; KM failures; applying KM as part of your daily business processes; and more. Gain insights, techniques, and best practices for making your daily business process more innovative, effective, and efficient using KM.

Presented by: Peter Barcelo Jr., Shellie Glass

W3: Improving Internal & External Knowledge Sharing

Morning Preconference Workshops – Monday 6 November 
09:00 – 12:00

Expert knowledge is difficult to capture and transfer effectively because it involves deeply embedded skills that an expert may not be consciously aware of using and may not understand how to share. The challenge this poses is how to capture and transfer that knowledge among coworkers and external partners who need to work together on critical, high-stakes projects. Without effective knowledge transfer strategies, these valuable lessons learned and best practices are often lost. This is especially difficult with experts in niche specialties, when parties are geographically dispersed, and when the people who need the knowledge work in different organizations. The knowledge in each of these situations can be easily lost, yet it is knowledge essential to the success of the mission, especially in emergency situations such as responses to natural disaster events that are time-critical. Based on case studies of more than 200 top-level executives, engineers, and scientists at Fortune 500 companies; the military; and multiple government agencies, this workshop begins by offering a background of knowledge transfer and flow strategies and then offers effective processes for enhancing knowledge flow at all levels of organizations—both internally and externally. It covers the impact of internal vs. external parties on knowledge transfer, as well as maintaining knowledge flow when organizations are geographically dispersed. Best practices and tools are shared for capturing key knowledge, analyzing and documenting that knowledge, and multiple methods to transfer that key knowledge. The workshop provides an open forum for addressing individual challenges that participants are facing.

Presented by: Holly C. Baxter

W3: Improving Internal & External Knowledge Sharing

Morning Preconference Workshops – Monday 6 November 
09:00 – 12:00

Expert knowledge is difficult to capture and transfer effectively because it involves deeply embedded skills that an expert may not be consciously aware of using and may not understand how to share. The challenge this poses is how to capture and transfer that knowledge among coworkers and external partners who need to work together on critical, high-stakes projects. Without effective knowledge transfer strategies, these valuable lessons learned and best practices are often lost. This is especially difficult with experts in niche specialties, when parties are geographically dispersed, and when the people who need the knowledge work in different organizations. The knowledge in each of these situations can be easily lost, yet it is knowledge essential to the success of the mission, especially in emergency situations such as responses to natural disaster events that are time-critical. Based on case studies of more than 200 top-level executives, engineers, and scientists at Fortune 500 companies; the military; and multiple government agencies, this workshop begins by offering a background of knowledge transfer and flow strategies and then offers effective processes for enhancing knowledge flow at all levels of organizations—both internally and externally. It covers the impact of internal vs. external parties on knowledge transfer, as well as maintaining knowledge flow when organizations are geographically dispersed. Best practices and tools are shared for capturing key knowledge, analyzing and documenting that knowledge, and multiple methods to transfer that key knowledge. The workshop provides an open forum for addressing individual challenges that participants are facing.

Presented by: Holly C. Baxter

W3: Improving Internal & External Knowledge Sharing

Morning Preconference Workshops – Monday 6 November 
09:00 – 12:00

Expert knowledge is difficult to capture and transfer effectively because it involves deeply embedded skills that an expert may not be consciously aware of using and may not understand how to share. The challenge this poses is how to capture and transfer that knowledge among coworkers and external partners who need to work together on critical, high-stakes projects. Without effective knowledge transfer strategies, these valuable lessons learned and best practices are often lost. This is especially difficult with experts in niche specialties, when parties are geographically dispersed, and when the people who need the knowledge work in different organizations. The knowledge in each of these situations can be easily lost, yet it is knowledge essential to the success of the mission, especially in emergency situations such as responses to natural disaster events that are time-critical. Based on case studies of more than 200 top-level executives, engineers, and scientists at Fortune 500 companies; the military; and multiple government agencies, this workshop begins by offering a background of knowledge transfer and flow strategies and then offers effective processes for enhancing knowledge flow at all levels of organizations—both internally and externally. It covers the impact of internal vs. external parties on knowledge transfer, as well as maintaining knowledge flow when organizations are geographically dispersed. Best practices and tools are shared for capturing key knowledge, analyzing and documenting that knowledge, and multiple methods to transfer that key knowledge. The workshop provides an open forum for addressing individual challenges that participants are facing.

Presented by: Holly C. Baxter

W3: Improving Internal & External Knowledge Sharing

Morning Preconference Workshops – Monday 6 November 
09:00 – 12:00

Expert knowledge is difficult to capture and transfer effectively because it involves deeply embedded skills that an expert may not be consciously aware of using and may not understand how to share. The challenge this poses is how to capture and transfer that knowledge among coworkers and external partners who need to work together on critical, high-stakes projects. Without effective knowledge transfer strategies, these valuable lessons learned and best practices are often lost. This is especially difficult with experts in niche specialties, when parties are geographically dispersed, and when the people who need the knowledge work in different organizations. The knowledge in each of these situations can be easily lost, yet it is knowledge essential to the success of the mission, especially in emergency situations such as responses to natural disaster events that are time-critical. Based on case studies of more than 200 top-level executives, engineers, and scientists at Fortune 500 companies; the military; and multiple government agencies, this workshop begins by offering a background of knowledge transfer and flow strategies and then offers effective processes for enhancing knowledge flow at all levels of organizations—both internally and externally. It covers the impact of internal vs. external parties on knowledge transfer, as well as maintaining knowledge flow when organizations are geographically dispersed. Best practices and tools are shared for capturing key knowledge, analyzing and documenting that knowledge, and multiple methods to transfer that key knowledge. The workshop provides an open forum for addressing individual challenges that participants are facing.

Presented by: Holly C. Baxter

W4: Getting Good Evidence for a KM Plan

Morning Preconference Workshops – Monday 6 November 
09:00 – 12:00

A good deal of knowledge use in organizations is not directly observable: It happens in interactions between people and is embedded in processes, tools, and artifacts. People are not necessarily good witnesses to their own knowledge needs. This workshop addresses the question of what counts for evidence in KM planning and measurement and evaluates the strengths and weaknesses of different methods for gathering insight into KM gaps, needs and opportunities, to use in planning interventions and evaluating outcomes. It looks at examples, input from a global survey of knowledge managers on KM assessment methods, and ways you can create KM plans for the future.

Presented by: Patrick Lambe

W4: Getting Good Evidence for a KM Plan

Morning Preconference Workshops – Monday 6 November 
09:00 – 12:00

A good deal of knowledge use in organizations is not directly observable: It happens in interactions between people and is embedded in processes, tools, and artifacts. People are not necessarily good witnesses to their own knowledge needs. This workshop addresses the question of what counts for evidence in KM planning and measurement and evaluates the strengths and weaknesses of different methods for gathering insight into KM gaps, needs and opportunities, to use in planning interventions and evaluating outcomes. It looks at examples, input from a global survey of knowledge managers on KM assessment methods, and ways you can create KM plans for the future.

Presented by: Patrick Lambe

W4: Getting Good Evidence for a KM Plan

Morning Preconference Workshops – Monday 6 November 
09:00 – 12:00

A good deal of knowledge use in organizations is not directly observable: It happens in interactions between people and is embedded in processes, tools, and artifacts. People are not necessarily good witnesses to their own knowledge needs. This workshop addresses the question of what counts for evidence in KM planning and measurement and evaluates the strengths and weaknesses of different methods for gathering insight into KM gaps, needs and opportunities, to use in planning interventions and evaluating outcomes. It looks at examples, input from a global survey of knowledge managers on KM assessment methods, and ways you can create KM plans for the future.

Presented by: Patrick Lambe

W4: Getting Good Evidence for a KM Plan

Morning Preconference Workshops – Monday 6 November 
09:00 – 12:00

A good deal of knowledge use in organizations is not directly observable: It happens in interactions between people and is embedded in processes, tools, and artifacts. People are not necessarily good witnesses to their own knowledge needs. This workshop addresses the question of what counts for evidence in KM planning and measurement and evaluates the strengths and weaknesses of different methods for gathering insight into KM gaps, needs and opportunities, to use in planning interventions and evaluating outcomes. It looks at examples, input from a global survey of knowledge managers on KM assessment methods, and ways you can create KM plans for the future.

Presented by: Patrick Lambe