APQC知識管理實施指南ThereisawidespreadunderstandingofthevalueofKMinmanyorganizations,andonemightassumethatmatureKMinitiativesarethevalueofKMandthosefullyimplementingitislargeEstablishingknowledgemanagementstrategiesthatwillultimatelymakeyourorganizationmoreeffectivecanbeadauntingtask.Gettingstarteddowntherightpathisoftendifficult,andstayingthecoursecan建立知識管理的戰(zhàn)略以保持企業(yè)的活力是一件非常困難的事情，第一步選對organizationmaybestrugglingtounderstandtheissues,tactics,andtoolsnecessaryforasuccessfulKMjourney.OurRoadMaptomentResultsStagesofImplementationTMframeworkhelpsyounavigatetowardtrueinstitutionalizationbylayingoutthecharacteristics,requirements,andactionstepsofeverystageofKMimplementation:APQC的這套實施方法可以幫助你更好的解決問題，即使你的企業(yè)可能正在施知識管理。為此APQC提供了這份實施指南，通過階段特征的描述，需求分析以及實施步Stage1:GetStartedStage2:DevelopaStrategyStage3:DesignandLaunchaKMInitiativeStage4:ExpandandSupportStage5:InstitutionalizeKnowledgeManagement階段：啟動階段：策略開發(fā)階段：試點階段：推廣和支持階段：將知識管理制度化BasedonAPQC*sstudyofandcollaborationwithbestpracticeorganizationsoveraperiodofyears,APQC*sRoadMaptoKnowledgelsoutessentialstepstoachievetrueknowledgemanagementimplementation.Asynthesisofourexperiencewithearlyadopters,assessmentofemergingtrends,andidentificationofbestpractices,thismodelservesasanavigationtoolfororganizationsthathaveseentheglimmerofopportunityinKMtoefficientlydevelopnewproducts,beatmbersandmaximizeprofitsandinvestments.PQCEachstageinvolvesdescriptionofprovokingevents,objectives,keybudgetissues.Bycompletingthekeyactivitiesforeachstage,yourorganizationwillmaintainsoundfootingthroughouttheentireKMmentationprocessCStage1:GetStarted動Learningwhereyouareisthefirstimportanttaskalongyourpathtoknowledgemanagementsuccess.APQCshowsyouwheretostartand認清現(xiàn)狀是成功實施知識管理的首要任務(wù)，這個指南為你指出應(yīng)該從哪里入如果下面所列的情況有一個是屬于事實的，那么你的組織已經(jīng)做好的準備，?????Knowledgemanagementhasemergedasatopicofinterestinyourorganization.AtleastafewemployeeshaveexploredthebenefitsofKMfornelopinginterestinKMaboutKMTheorganizationhascreatedahigh-levelrationaleorvisionforgKM?知識管理已經(jīng)成為你的組織中一個非常感興趣的話題?一些人已經(jīng)認同知識管理，有很好的基礎(chǔ)?組織有實施知識管理的很高的愿景階段的關(guān)鍵活動KEYACTIVITIESFORSTAGE1So,whatnow?youmightwonder.Fortunately,APQChasbeenhereinitiatethiscomplexprocess.Basedontheorganization*swealthofexperience,APQChassummarizedthekeyactivities,aswellassomeexcitingstagearetodefineKMforothersinyourorganization,shareoriesofhowKMhashelpedothersuccessfulcompaniesandalignKMthcurrentinitiatives案例，并把知識管理跟目前的工作聯(lián)系起來，保持方向上的一致。1.MaketheconceptsofKMrealforothersinyourorganization.Createaclear,tangiblepictureofthebenefitsofKMastheyrelatetogoalsinyourorganization.Usesimpledefinitionsandsimplelanguagetoexplorerealproblems,opportunities,andthepotentialvaluethatKMaddresses.將知識管理跟公司的目標聯(lián)系起來，讓大家清楚地看到知識管理的好處，使用簡單的定義和簡單的語言指出實際存在的問題、機會和知識管理的潛在價值。2.IdentifyotherstosupportthedevelopmentofKM.Tofindadvocatesofknowledgemanagement,lookaroundtheorganizationforcurrentactivitiesthatmightalreadyberelatedtoKM.LookforsmallercommunitiesorgroupsthatarecurrentlysharingtionswiththesepeopleRecruitinglwaysagoodideaNext,considerwhichofthefollowingphrasesreallygetsyourorsStreamlinedinformationaccess?Simplifiedprocesses?AsanagentofefactorinyourorganizationtoinfluenceotherstosupportKMinitiatives.找出目前組織內(nèi)部可以聯(lián)系到知識管理的活動，找出一些共享知識的小組，并且和這些人取得聯(lián)系。尋求有影響力的人的支持是一個好主意。然后，檢查下面的幾個問題又沒有引起你們的注意：降低成本？提高效率？勵性的因素去影響別人，讓他支持KM工作3.LookforwindowsofopportunitytointroducethebenefitsofKM.valuedbytalkingtopeopleinvolvedwithstrategicinitiativesinternalconsultinggroupsorpeopleinsidethecompanywithwhomyou*vedevelopedpersonalrelationships.Thenanswerthefollowingquestions.Whataretheirobjectives?Whatissuesarebeingaddressed?HowcanKMhelptheorganizationmeetthosees通過跟內(nèi)審，或者公司內(nèi)其他你已經(jīng)建立個人關(guān)系的個人討論知識管理可以么樣的問題?知識管理怎樣解決這些問題并達到他們的目標。4.CapitalizeontheInternetandenlisttheITdepartmenttoprovidetoolsandabalancedviewofKM.MakeconnectionswithyourITleaderstofindoutwhatKMpossibilitiesareavailablewithexistingtechnology.Findoutwhatcapabilitiesrealisticupgradesmightprovide.RememberthattheITdepartmentcantrulybeacatalystforemergingKMsupporttechnologies.ROADBLOCKSTOSUCCESS·IgnoringyourcorporatecultureandhistorynotaddressingissuesthatmighthinderKMAttemptingtosellanenterprisewideapproachwithoutbuildingrstompellingvalue石?忽略公司文化和歷史?沒有任何論據(jù)就推銷知識管理?沒有創(chuàng)造任何價值就要求很大一筆預(yù)算Stage2:DevelopStrategyruewelcometoStage。·YourorganizationhasestablishedaKMexploratorygrouporsteeringforKM·AnexecutivesponsorinyourorganizationsupportsfurtherexplorationfKM·Youarelookingforsuccessful,internalgrassrootseffortsalreadyunder·Youhavestoriesofhowknowledgesharinghashelpedyourepast·YouhaveidentifiedpilotsthatallowyoutodemonstratehowKMwill以前的知識共享的案例可以讓你證明知識管理是如何使企業(yè)收益的，預(yù)算和支持APQCcanguideyouthroughtheroughspots.Wecanevenhelpyoubuildthebusinessrationaleyouneedtosecurefundingforpilots.TheoverallobjectiveofStage2istoformulateaKMstrategythatfitsthebusinessmodel.Fromthere,businessopportunitiesareidentifiedandinitializedaspilotinitiatives.Ataskforcetakeschargeoftheseactivitiesonbehalfoftheorganization.如果大部分的回答是”我希望”，你不需要停下來。如果在這里提到的任何KEYACTIVITIESFORSTAGE2Perhapsapersonalvisionofcapturing,sharing,andusinginformationandknowledgehasbecomeanorganizationalexplorationofbusinessspecificallyhowKMwillworkforyourbusiness.Thekeyactivitiesofesummarizedforyouhere關(guān)鍵活動在第二階段，你的公司已經(jīng)到達了一個重要的轉(zhuǎn)折點?；蛟S個人獲取共享和使用信息和知識的愿景已經(jīng)變成了公司對業(yè)務(wù)潛力的探索。在公司領(lǐng)導(dǎo)的支持下，你可以明確的探索KM將怎樣為你的業(yè)務(wù)服務(wù)。這里列出了總結(jié)出的有用1.FormaKMtaskforce.1.形成“特種部隊”Basethiscross-functionalteamonthecoregroupthathasalreadyformedaroundKM.Theteammemberswillidentifyopportunitiesfordsetthestandardsformethodstobeusedacrossallinitiatives形成跨職能部門的專業(yè)項目團隊。這個團隊的成員將尋找試點的機會，形成2.Selectpilotsoridentifycurrentinitiativesthatcouldworkaspilots.Werecommendthreepilots.Youcanselectnewstrategicpilotsoradoptcurrentgrassrootseffortsalreadyunderway.Addressissuesthatareimportanttoyourbusiness,anddesignthepilotstoshowdemonstrable,relevantresults.Selectpilotsponsorswiththeresourcestohelptheinitiativealong.3.Findtheresourcestosupportthepilot.Themostimportantresourcesareskilledstaffmemberswhocanfacilitatetheinitiativeandwhoareauthorizedbymanagementtofocustheirtimeonit.OtherresourcesincludeITapplicationsthatmightneed最重要的資源是技術(shù)熟練的工人，他們可以推動試點工作，并且允許花費很長的時間。其他的資源比如IT，你可能需要創(chuàng)建和修改一些程序。資源是非常Stage3:DesignandLaunchKMInitiatives第三階段：設(shè)計并啟動KM工作You*vealreadycomealongway.You*veformedataskforce,signedapilotandlocatedresourcesNowyoureapproachingStage3,thatexcitingpointoflaunchingsuccessfulpilotsndgatheringresults項目已經(jīng)進行了很大一部分。你已經(jīng)形成了團隊，找出并設(shè)計了試點，確定了資源?，F(xiàn)在你正在走近第三階段，Ifoneormoreofthefollowingstatementsistrue,youareatthe你的情況，說明你的項目已經(jīng)進行了一半，strategies·Youhavelaunchedcommunitiesofpractice,aninteractiveKMIntranetotherpilotinitiativeeaders·Youhaveestablishedpilotmeasuresandindicatorsanddevelopedareportingresults·Youhavemappedoutstrategiesforexpandingyourpilotinitiativesorganization·你已經(jīng)勾畫出在全公司推廣試點的策略Stage3canbearewardingtimeofneworganizationalgrowthandidenceofKMsbusinessvalueandcapturelessonslearned第三階段是收益時間。主要的目標是引導(dǎo)成功的試點，提供KM商業(yè)價值的KEYACTIVITIESFORSTAGE3Atstage3,thebenefitsofcapturing,sharing,andusinginformationandknowledgehavebeguntotakedefiniteform.Thisisthetimetoharnessthemomentumfromthefirsttwostagesandfocusondetails,suchasaformalbudget.LeadershipnowneedstoseethepotentialformeasurablegainsandROIfromsuccessfulpilots.三階段，獲取/共享和使用知識和信息的好處已經(jīng)非常明顯。是時候?qū)⑶?.Fundthepilots.AssignaKMoversightgroup,suchasasteeringcommitteeorttaskforcetoreallocateorganizationalresourcessuchastheWorldBank,Chevron,HPConsulting,Xerox,andSiemens,reportedhavingaKMtaskforcetoprovidesupervisionandsupportfortheizationalresources形成一個小組，比如籌劃委員會或者跨單位的團隊，來分配資金和時間等資2.Developmethodologiesthatcanbereplicated.tanactivecommunitytocontributetotheeffort.Combineknowledgeprovidersandknowledgeusersinaseamlesscommunityofpractitioners.Allowtheseactivecommunitiestoformvoluntarilyfromnaturalgroupingsthatspanboundaries;encourageparticipationwithface-to-facenetworkingandcommunity-drivenWebsites.Establishaprocessforscreening,filtering,andvalidatingsharedknowledgefromthesitesbeforepresentingitasnizationalknowledge避免脫離活躍的社區(qū)的努力來收集知識。通過無間隔的實踐社區(qū)將知識提供布共享的知識，使這些知識從個人知識提升為組織知識。3.Capturelessonslearned.Theoversightgroupmustdiscusslessonslearnedatregularmeetingsandprovideacommonspaceforsharingtheresults.Tocompletethismostcruciallaststep,answerquestionssuchasWhatmadethepilotsmostsuccessful?andAretheresultsworthinvestinginforexpansion?LOOKINGAHEADalongoneofthreepaths,KMeffortswillbeexpandedtonewinitiatives,existingrttopriorbehaviorStage4:ExpandandSupportgatheredresults,capturedsomeimportantlessons,anddecidedtocontinuetheKMjourney.Stage4involvesexpandingKMinitiativesthroughoutyourorganization,whichnecessitatesrapidandhighlyvisiblegrowth.M得到了教訓(xùn)并決定繼續(xù)KM之旅。第四階段將介紹怎樣在整個公司推廣知識管Ifoneormoreofthefollowingstatementsistrue,youaresteadily如果下面所列舉的集中情況有一種或一種以上屬實，你已經(jīng)快要接近成功的rKM·YouhaveidentifiedtheresourcesnecessaryforexpandingyourKMefforts.·你已經(jīng)開始在整個公司推銷知識管理你已經(jīng)使整個的公司關(guān)注知識管理·你有一個適當?shù)闹R管理推廣擴展計劃TheoverallobjectivesofStage4aretodevelopandmarketanexpansionstrategyandtoeffectivelymanageKMgrowth.BeinggiventhegreenlighttoexpandaddsthepressureofmeetingformalbusinessevaluationsandROIjustification.APQCcanhelpyouthroughthisstagebysharingwithyoutheexperiencesofcompanieswhohavealreadyuccessfully第四階段的總體目標使開發(fā)和部署知識管理推廣的戰(zhàn)略，以及有效的管理知KEYACTIVITIESFORSTAGE4GettingthroughthishighlyvisiblestagerequiresmeetingROIisatthispointwellonitswaytobeingconsideredanecessary順利地進行這一可預(yù)見階段需要符合投資回報的要求以及小心的管理知識的增長。好消息是知識管理在這一階段已經(jīng)被認為是企業(yè)的核心競爭力之一。1.Developanexpansionstrategy.YoucanchoosetoapplythepilotselectioncriteriaforprogramsinotherdepartmentsordevelopanallatoncestrategytouniversallyimplementKM.Regardlessofyourapproach,providetheappropriateresources,suchasagroupofcorefacilitators,CoPleaders,acorporateKMgroup,orachiefknowledgeofficer.Makesurethenecessarytechnologyisinplaceandthatappropriateusersupportisavailable.你可以選擇一個新的試點實施方案或者選擇一個全公司范圍內(nèi)的知識管理實Dealwithculturalchallenges.Dealwithlanguageissues;softwareYoucandealwiththe"silo"mentality,forexample,byobtainingactivesupportfromseniorleadership.解決企業(yè)文化方面的挑戰(zhàn)。解決語言的問題。已經(jīng)存在一些軟件可以自動的2.Communicateandmarketthestrategy.PublicizeKMinitiativesthroughouttheorganization.Someoptionsmanagersandqualitycoordinators;holdinganopenhouse,knowledgefair,orregularmeetings;oradvertisingontheintranetorthroughchuresandpamphlets2.溝通并推廣戰(zhàn)略在整個組織宣揚KM工作。比如，為新員工進行知識管理培訓(xùn)；培訓(xùn)經(jīng)理和3.Managegrowth.ControltheconfusionfromtheexplosionofKMinitiativesthatnormallyhappensatthisstage.AconsistentonlinepolicycankeepKMresourcesorganized,consistent,andeasilyaccessible.WorldBank,forexample,hasatechnologygroupthatspendsabout50percentofitstimeontechnologyissuesrelatedtoKMandmanaginginformationoninternalandexternalWeb3.管理成長在知識管理工作的推廣、擴展過程中，控制混亂是非常重要的并且也是經(jīng)常界銀行，有一個專門的技術(shù)小組，花費了50%的時間在與KM有關(guān)的技術(shù)上并STAGE4SUCCESS·Appointacentralcross-functionalKMgrouptocreateanexpansionstrategy,identifyrequiredresources,andalleviateconfusionfromrapidgrowth·ResourcestosuccessfullysupportwidespreadKMinitiativesmustbeedfromotherunitsnicatetheKMstrategyusingvigorousmarketing減少快速成長的問題LOOKINGAHEADToprogresstoStage5,severalbest-practiceadvancedfirmsassessedusedaninternalcorporateKMgroup;WorldBankengagedanoutsideteamofKMpractitioners;andXeroxembeddedKMevaluationintoitseroxManagementModelassessmentprocess在第五階段，一些優(yōu)秀的有經(jīng)驗的公司評定了他們知識管理工作的成果并找nStage5:InstitutionalizeKnowledgeManagement識管理制度化建設(shè)ofitsown.Tofulfillthepotentialofthisstage,yourcompanymustredefineitsstrategies,itsorganizationalstructure,anditsperformancehavereachedthisstage,APQCoffersguidancetomakethisphaseofh現(xiàn)在我們到了最后一個階段：第五階段。它既是一個終點，也是一個新的開Ifoneormoreofthefollowingstatementsistrue,youarebeginningtointegrateKMthroughoutyourorganization.KMisonitswayto如果以下的情況之一是真實的，那么你應(yīng)該開始在你們整個組織內(nèi)部整合和推廣知識管理，知識管理正一步步的變成業(yè)務(wù)的一部分。·AllyourmanagersandemployeesaretrainedtouseyourKMtechnologies.·YoumethodicallyassessyourKMstrategy,identifygaps,andoutlinegaps·你已經(jīng)系統(tǒng)的評估了你們的知識管理戰(zhàn)略，分析了差距所在，已經(jīng)找到了核心管理。適合的激勵機制。Stage5placesyouamongafewselectcompanieswhohavereachedthisstageofinstitutionalizedKM.APQCcanhelpyouthroughthisstagebysharingwithyoutheexperiencesofcompanieswhohavealreadybeenthereandarenowsuccessfullyleveragingtheirKMcapabilities.We*llhelpyoumakethemostofyouropportunitiesandavoidunnecessarypitfalls.這一階段將使你和一小部分已處在在這一階段已經(jīng)將知識管理制度化的公司這一階段并且已經(jīng)發(fā)揮知識管理能力的企業(yè)的經(jīng)KEYACTIVITIESFORSTAGE5AtStage5,yourorganizationisbeginningtounderstandthatKMisayourbusinessmodel.KMatthispointbecomesanecessaryofyourorganization.在第5階段，你們的組織開始意識到知識管理是一種企業(yè)運作的戰(zhàn)略(并不只是一個數(shù)據(jù)庫)，而且有必要成為一個綜合的企業(yè)運作機制的一部分。知識管1.EmbedKMinthebusinessmodel.canaccomplishthisstepbyincludingKMinyourmissionstatement,managementmodel,orassessmentprocess.Expectfinancialpressuretoincreaseatthisstage,andearlybarriers,suchasfunctionalsilos,to2.Realigntheorganization*sstructureandbudget.ReorganizebudgetanddepartmentalresponsibilitiestoorldBank,forexample,shiftedKMleadershiptooperationsfromthechiefinformationofficer,asKMevolvedfromadatabasetoanactivitiesthathadbeencontributingtoKM.Yo