咨询公司知识管理ppt课件

1、Knowledge Management and the Consulting IndustryThe ConsultantOnce upon a time there was a shepherd tending his sheep at the edge of a country road. A brand new Mustang screeches to a halt next to him. The driver, a young man dressed in an Armani suit, Cerrutti shoes, Oakley glasses, TAG wrist watch

2、 and a Bhs tie gets out and asks the shepherd, If I guess how many sheep you have, will you give me one of them? The shepherd looks at the young man, then looks at the sprawling field of sheep and says, Okay. The young man parks the car, connects his notebook and wireless modem, enters a NASA site,

3、scans the ground using his GPS, opens a database and 60 Excel tables filled with algorithms, then prints a 150 page report on his high tech mini printer. He then turns to the shepherd and says, You have exactly 1,586 sheep here. The shepherd answers: Thats correct, you can have your sheep. The young

4、 man takes one of the animals and puts it in the back of his vehicle. The shepherd looks at him and asks: Now, if I guess your profession, will you pay me back in kind? The young man answers: Sure. The shepherd says, You are a consultant. Exactly! How did you know? asks the young man. Very simple, a

5、nswers the shepherd. First, you came here without being called. Second, you charged me a fee to tell me something I already knew. Third, you do not understand anything about my business . and Id really like to have my dog back.What is consulting?The Collins English Dictionary reveals that to consult

6、 is to make oneself available to give professional advice, especially at scheduled times and for a fee. The term consult originates in the medical profession. There a consultant is a physician who is asked to confirm a diagnosis; or it is a physician (or surgeon) who holds the highest appointment in

7、 a particular branch of medicine or surgery in a hospital. The consultant is therefore someone mostly a specialist who is asked to give expert advice or information.The management consultantThe management consultant is a special breed of consultant. Personification of the knowledge economy; Anti-the

8、sis to Fords assembly-line worker. Symbolises the future of work: not dirty, not heavy-duty, not manual, not monotonous, not de-skilled, not de-humanized, not badly paid; but flexible, creative, international, demanding, cross-cultural, well-paid, technologically advanced, fun. The idol of todays wo

9、rking world; it is one of the main drivers of the business of business educationAccenture, PricewaterhouseCoopers (PwC), Cap Gemini Ernst & Young, McKinsey & Co., Bain & Co., The Boston Consulting Group and Mercer (to name but a few) are the archetypal companies of todays global informat

10、ional capital, which attract the highest calibre graduates.InterCon German subsidiary of a global management and technology consulting company The IKM project Virtual project team ITStrategyCAsOperational ProcessesCAsInformation ManagementCAsPeopleCAsTelecom & MediaConsumer GoodsChemicalsLife Sc

11、iencesFinancial ServicesEnergyTransport/ TourismAutomotive / EngineeringUtilitiesetc.USAFranceUKGermanySupplier NetworksElectronicBusinessEuro TransformationKnowledge- ManagementERP (Standard Software)Customer Relationship ManagementService OfferingsOrganisational Structure of InterConupdates KBaseu

12、pdates KBasefinalize knowledge capture report, copy to PKC, PM, GMT/Disc, CoE, CA, PoA KCat project end, hands over project archive to local Info Centrereview KCapture report and together with stream leads, identify Best in Class GMT documentsDefine and communicate the strategic knowledge management

13、 objectives and set expectations at all levelse.g. at yearly KM conference in September, Capabilities Councils and other leadership meetingsQuarterly meeting with GMT/Disc. to filter non relevant documents out, identify gaps and discuss expectations to fill the gaps. Update CD-ROM copies of Tool Box

14、es and KBases.Projects access knowledge via:the COMPASS (intranet which provides world-wide access to the KBases), CoE, CA, Discipline, GMT Expert Teams and KCs (whose main role is to help develop, capture and disseminate knowledge), and Knowledge Specialists (who act as a global point of contact an

15、d answer specific, complex requests for information on a case by case basis, throughout project duration).Make Knowledge Management part of the feedback and reward loop:360o expectation and feedback exchange for knowledge captureReward most innovative and best in class contributions.Internal knowled

16、ge management involves a number of actors at all stages of the project life cyclereview documents and allocate to the relevant (GMT, CoE, CA, Disc.) KBases updates P&PDatabaseContacts PM to identify PKC and KSidentifies PKC and accountable KSsends “KC Pack” and GMT KBase CD-ROM completes P&P

17、form andforwards to KSfills in KCapture report and sends to KSdefine and communicate knowledge capture approach and set concrete capture expectations with teamabstract and sanitize best documents and send to KSInvolvement of all project team members is critical to achieving our objectivesGMT, CoE, C

18、A and Disciplines KC and experts play a key role in assessing innovations and best in class contributions.In the case that the PM identifies a KS other than the GMT KS, please refer to Panel 16 to see how the KCapture process changes.A joint conference call for small projects and an on-site expectat

19、ion session for large projects is suggestedA joint conference call for small projects and an on-site knowledge capture session for large projects is suggestedCapturing knowledge from projects involves the following principles.updates KBaseupdates KBasefinalize knowledge capture report, copy to PKC,

20、PM, GMT/Disc, CoE, CA, PoA KCat project end, hands over project archive to local Info Centrereview KCapture report andtogether with stream leads, identify Best in Class GMT documentsreview documents and allocate to the relevant (GMT, CoE, CA, Disc.) KBases updates P&PDatabaseContacts PM to ident

21、ify PKC and KSidentifies PKC and accountable KSsends “KC Pack” and GMT KBase CD-ROM completes P&Pform andforwards to KSfills in KCapture report and sends to KSdefine and communicate knowledge capture approach and set concrete capture expectations with teamabstract and sanitize best documents and

22、 send to KSInvolvement of all project team members is critical to achieving our objectivesGMT, CoE, CA and Disciplines KC and experts play a key role in assessing innovations and best in class contributions. The GMT KS contacts the PM, offers Knowledge Management coaching The Project Manager (PM) id

23、entifies the Project Knowledge Champion (PKC) and the Knowledge Specialist (KS) that will be accountable for capturing the projects knowledge The accountable KS will usually be the GMT KS. However, if a project is largely Discipline/CA/CoE driven (for example, IM Discipline), then the appropriate Di

24、scipline/CA/CoE KS should become the accountable Knowledge Specialist (The above process assumes the GMT KS is selected; Please see next slide for Discipline and A&D examples) If the PM can not identify a KS, the GMT KS is selected automatically GMT KS sends Knowledge Capture Pack and GMT KBase

25、CD-ROM Exchange and documentation of Knowledge Capture expectations GMT KS and other appropriate KS, PM, PKC and other project members exchange concrete knowledge capture expectations which are documented in the KCapture report (Please see appendix for a template) A joint conference call for small p

26、rojects and an on-site expectation setting session for large projects is suggested PKC sends KCapture report to GMT KS who forwards it to other KS (Discipline, CA, CoE) The GMT KS ensures that the People&Project Summary is submitted by the PKC The GMT KS ensures that the case history, case study

27、 and project archive is captured from the project Selection of Best in Class documents The Knowledge Capture report should be reviewed All project members (under the leadership of PKC) review all relevant documents and select most innovative and other Best in Class GMT as well as Disc./CA/CoE docume

28、nts GMT, Discipline, CA and CoE Knowledge Specialists, Knowledge Champions and other experts can be consulted to identify Best in Class documents A one-day Knowledge Capture session with all relevant KS is suggested for large projects; a joint conference call should be organised for KCapture from sm

29、all projects The KCapture report is updated by the PKC and sent to GMT KS All identified Best in Class documents are abstracted (in English) by the project members and submitted to the GMT KS who is forwarding relevant documents to other Knowledge Specialists (according to KCapture report) All KS re

30、view the submitted documents and update their Knowledge Domains accordingly The Knowledge Capture report is finalized by all involved KS (under leadership of GMT KS) and forwarded to the PKC as well as copied to the PM and all relevant Knowledge ChampionsIn the case that the PM identifies a KS other

31、 than the GMT KS, please refer to Panel 16 to see how the KCapture process changes.A joint conference call for small projects and an on-site expectation session for large projects is suggestedA joint conference call for small projects and an on-site knowledge capture session for large projects is su

32、ggestedFiltering relevant documents ensures higher quality content in the Knowledge BaseNoNoYesNoYesYesNoYesHow do we value the importance of the doc for the CA, CoE, GMT, PoA or Disc.?Is document an addition or build to an existing document or technology?Is document a new application of an existing

33、 tool or technology?KeyBasic Project Members must select the Best in Class project documents and abstract them. One day on-site knowledge capture session together with Knowledge Specialists is suggested for large projects.This is the detailed workplan for Knowledge Capturing0.Setup0.1Technical infra

34、structure- Get organized quickly! Chose the easiest way to transfer files to your machine. Use disks if necessary.1.Data Mining1.1Data Transfer- copy all files into directory A, copy them one-by-one to directory B and rename according to standards1.2Keep Track of files- use Excel-sheet to identify a

35、nd categorize every file. Be very exact with this XLS-sheet!2.Structuring2.1Project plan- have the project lead or workstream leads make a draft or use a presentation on this issue, define topics- get them to identify important files and assign them to topics, mark files without topic for later use2

36、.2HMTL-structure- use templates as much as you can, keep to standards, involve leads with design3.Prototyping3.1Graphics- convert ppt-files to jpgs, map them, define topic HTML-file names- create the topic-HTML files3.2HTML-templates- add client logos, change colors, but stick with the standards!4.E

37、ncoding4.1HTML-files- check XLS-sheet for gaps, have leads fill them in or set marks- use mail-merge feature from Word, view file and save each file with correct filename (tedious, but critical)5.Refining5.1Abstracts and Keywords- have authors write up some keywords where necessary, add purpose info

38、rmation when apropriate5.2Test, test, test the structure, links and assets6.Production & Presentation Knowledge Capture on Project XXXWorkstreamArea of Knowledge CaptureWhat Aspects are Novel & WhyRelevant for which unitProposed Capture DateProject“A”KS“A”To be filled out by Project teamTo b

39、e filled out by KS teamActual Capture DateKBases/HomepagesKnowledge Domains of GMTs, Disciplines/CAs and CoEs will have the following basic structureIntroductions, Points of View, Training Material, Case Studies, External ReadingsIndustry issuesConferences and seminar presentationsMarketing material

40、Competitor intelligenceClient referencesWhat we findProposal examplesPeople and facultyA&D/ impact case studiesProject designProgram managementand monitoringBenefits caseChecklistsTools/ methodologiesBest practicesProgram management and monitoringH2 guide and toolsBenefits tracking01Read me firs

41、tProcess of Knowledge captureContacts and ExpertsCurrent Live project portfolio01 Point of Views:InterCons point of view on a given industry or methodology, i.e. some perspective is brought to the document rather than a recitation of facts/stepsOften, but not always, a short document (15-20 pages)in

42、cludes “what we finds”02 Detailed Industry Overviews:Detailed overview of a specific industrySame content as Point of View, but more detail and more emphasis on analysisIn-depth description of industries (major players, industry structure, critical success factors)03 Marketing Support Materials:Qual

43、ity material to share with clients during business development and other client communication activities, including:Capability brochures/statements Conference presentationsHorseblankets/whitepapersProposals/proposal lettersRed issues (selling issues for a given client/industry)RFP (Request for Propo

44、sal; as InterCon uses the term typically a detailed response to a clients Request for Proposal on a given project)What we finds (common issues in a given industry or function within an industry)04 Training Modules:Training-focused documents to guide InterCon and client team members in applying metho

45、dology or in understanding an industry including:Competency overview/training objectivesDetailed methodology approach; details implementation stepsCritical success factorsIssues/challenges, lessons learnedTools/diagnostics required05 Key Tools & Diagnostics (Industry specific):For each diagnosti

46、c/tool relevant to methodologyHow to apply/use tool, expected results, detailed stepsSample panel set for presenting to client/steering committeeActual diagnostic tool of survey, spreadsheets, interviews, etc., and sources for vendor toolsAny scoring spreadsheets or resources who can assist06 Indust

47、ry Examples/Approaches:Documents developing during the course of a project, outlining how InterCon plans to conduct work and what deliverables will result or the final deliverables themselves. Includes:As Is/interview findingsA&D business casesChartersIssues/challenges, lessons learnedFinal repo

48、rts/deliverablesImplementation plansProject designs/approachesRD executive updatesStrategic recommendationsValue chainsWorkshop items07 Case StudiesDocuments detailing what work InterCon conducted on behalf of a client including points such as the background of the project, what we found, what we di

49、d and what we are looking forward to.08 Benchmarking Studies/Approaches:Benchmarking documents may contain metrics (specific figures, e.g. 23 widgets per fortnight), processes (e.g. ACME utilises concurrent engineering to get gadgets to market faster and with fewer defects), or both.09 Competitor Pr

50、ofiles/Approaches:Documentation referencing how competitors apply methodologyOther names for methodologyIndustry experienceLessons learned10 External Reading List:Abstracts of important books and articles relevant to methodologyInclude accurate source for each (title, author, date, journal title and

51、 page numbers if appropriate)Content for Industry HomepagesH2 get from an unstructured heap of project filesto a fully operational Intranet structure in 5 daysTaskTimetableDescriptionDeliverables1. Data Mining2. Structuring0. Setup3. Prototyping4. Encoding5. Refining6. ProductionConnect to local sys

52、temsCollect all files fromprojectDefine project plan, assign files to topicsDesign Internet pages and logical structureCreate HTML-files,create linksImprove abstracts,review keywordsProduce finalizedVersion, PresentationMonTueWedThuFriTechnical infrastructurein placeAll files renamed and catalogized

53、, XLS-sheetKey areas defined,XLS-sheet updatedHTML-structure and links definedHTML-files created andlinked into structureAll abstracts finalized with keywordsFinished Intranet Knowledge Base Task 0 - SetupRequirementsExternal InputsObstaclesActionsDeliverablesLessons LearnedNever underestimate the t

54、ime it takes to set up a system in a foreign environment!- fully equipped hardware- complete set of software- information on infrastructure- disks, laplink-cable, modem- telephone and modem line- room to work- access to systems- User-ID, password- incompatible HW/SW- no system access- limited access

55、 to shared resources- set up computer, check modem connection- estimate best data transfer method- check data transfer and compatibility- get info on what material to obtain- check availability of shared resources- solution of major IT obstacles- independently operational system- hard-/ software che

56、cks- scope of data transfer definedTask 1 - Data MiningRequirementsExternal InputsObstaclesActionsDeliverablesLessons LearnedSome files exist in older version. Make sure you have the newest one! Check in all disks and sources available.- connection to network OR- laplink connection- other data media

57、- access to systems- User-ID, password- list of required files- incompatible HW/SW- no system access- limited access to shared resources- transfer data- rename files according to standards- create XLS-sheet with file information- all files copied and categorized- XLS-sheet updated and completeTask 2

58、 - StructuringRequirementsExternal InputsObstaclesActionsDeliverablesLessons LearnedA good design of the project plan improves the categorizing of the files. - agreement on project scope- support from project leads- draft of project plan- defined topic areas- ideas on design- project lead not availa

59、ble- too many files undefined- design project plan graphics- define HTML-structure- design HTML-template pages (abstracts)- design of project plan graphics- design of HTML-structure- design of HTML-pages- updated XLS-sheetTask 3 - PrototypingRequirementsExternal InputsObstaclesActionsDeliverablesLes

60、sons LearnedCreating graphics for internet pages takes time. Dont try to get perfect images. - OK for project plan design- workstream leads- projects leads- complexity too high- integration cannot be visualized- create project plan graphics- create HTML-map and links- create HTML-template- HTML-structure operational- project plan map complete- HTML-tem