BSBINM501 Manage an Information or Knowledge Management system

Learner instructions 3 (Project)

2.1 on the bounce fitness website find the policies and procedures that relate to this initiative. Discuss how
will you plan detailed in 2.3 of assessment task 2 will ensure the compliance, effectiveness and efficiency of
your information management system.

The ability to measure the effectiveness of your Knowledge Management (KM) program and the initiatives
that are essential to its success has been a challenge for all organizations executing a KM Program. Capturing
the appropriate metrics is essential to measuring the right aspects of your KM Program. The right metrics will
facilitate a clear and correct communication of the health of the KM program to your organization’s
leadership. In this post, I will identify metrics (or measurements) of four key initiatives of most KM Programs.
These initiatives are: Communities of Practice, Search, Lessons Learned, and Knowledge Continuity.
Community of Practice (CoP) Metrics

Typical CoP metrics include:

Average posts per day, Unique contributors (People posting at least once), Repeat contributors (People
posting more than once) and Majority contributors (Min people for > 50% of posts).
Some points to consider:
 Recognize the diversity of interests in those participating in the group, and that this is a voluntary
undertaking for all involved.
 Develop a stakeholder classification and perform a RACI assessment for each stakeholder group.
 Through a collaborative process, arrive at coherent goals, objectives, principles and strategies for the
group.
 Develop a CoP plan with agreed upon moderator criteria and stakeholders that influence group
behavior in ways that are congruent with the group’s goals and objectives.

Search Metrics
Search Metrics are determined through Tuning and Optimization. Site Owners/Administrators should
constantly observe and evaluate effectiveness of search results. Site Administrators/Owners should be able to
gather Search Results reports from the KMS administrator periodically (every two weeks).

 Search engine usage – Search engine logs can be analyzed to produce a range of simple reports,
showing usage, and a breakdown of search terms.
 Number of Searches performed (within own area and across areas)
 Number of highly rated searches performed

User rankings – This involves asking the readers themselves to rate the relevance and quality of the
information being presented. Subject matter experts or other reviewers can directly assess the quality of
material on the KM platform.
Information currency – This is a measure of how up-to-date the information stored within the system is. The
importance of this measure will depend on the nature of the information being published, and how it is used.
The great way to track this is using metadata such as publishing and review dates. By using this, automated
reports showing a number of specific measures can be generated:
 Average age of pages
 Number of pages older than a specific age
 Number of pages past their review date
 Lists of pages due to be reviewed
 Pages to be reviewed, broken down by content owner or business group
User feedback – A feedback mechanism is a clear way to indicate if staff is using the knowledge. Alternatively,
while many feedback messages may indicate poor quality information, it does indicate strong staff use. It also
shows they have sufficient trust in the system to commit the time needed to send in feedback
Lessons Learned Metrics
Lessons Learned Basic Process: Identify – Document – Analyze – Store – Retrieve
Metrics are determined and organized by key fields from the lessons learned template and includes responses
gathered during the session. Lessons Learned should be identified by Type of lesson learned captured (i.e.,
resource, time, budget, system, content, etc.). Summarize the lesson learned by creating a brief summary of
the findings and providing recommendations for correcting the findings (i.e., Findings – a summary of the
issues found during the review process; Recommendations – recommended actions to be taken to correct
findings).

Knowledge Continuity
The keys at the heart of knowledge continuity include:
 What constitutes mission-critical knowledge that should be preserved?
 Where is the targeted mission-critical knowledge and is accessible and transferable?
 What decisions and action are required to stem the loss of valuable and in many cases irreplaceable
knowledge?

Successfully obtaining, transferring, and storing the lessons learned and best practices from their most
experienced and valuable workers to a knowledge-base or (KM Application) before employees depart or
retire?

Some Metrics Include:

 Percentage of knowledge harvested and stored from key employees.

 Percentage of knowledge transferred to successor employees.
 Cost associated with preventing corporate mission-critical knowledge from loss
 Provides a structured framework and system to store, update, access, enrich, and transfer to
employees to support their work activities
 The amount of ramp-up time of new hires, moving them rapidly up their learning curves and making
them more productive sooner
2.2 Discuss the possible implementation issues which could occur. How will you resolve each?
1. Getting and Keeping People Motivated: It can prove challenging to get everyone on the same frequency
when it comes to storing and sharing data. Getting your team motivated to share their work and ideas in a
shared space is imperative to the success of your community and productivity.
2. Keeping up with Ever-Changing Technology: Releases and updates are continuing to get more and more
frequent when it comes to the technology we are using. But they usually open doors for new opportunities
and can do more things for us in return.
3. Measuring Knowledge Contribution: Knowledge is not something that can be easily quantified and is far
more complex because it is derived out of human relationships and experience. When it comes to knowledge
contribution, the focus should be on the shared purpose rather than results or efforts.
4. Security: It is key (in most technical efforts) provide the right level of security for your data, and it’s no
different for knowledge management. Use permissions and levels of security to make sure that information is
shared in the correct channels and with the right people.
5. Keeping Shared Information up to Date and Accurate: Moderation of your content is challenging, there’s
no denying it. Valuable data generated by your users may need routine updating and verification. Keep your
information up-to-date by setting up validation reminders for your moderators or for the original posters.
6. Interpreting Data Effectively: Information derived by one group may need to be mapped or standardized in
order to be meaningful to someone else in the organization.
7. Ensuring Relevancy: Data must support and answer questions being asked by your users. Data relevancy
means avoiding overloading users with unnecessary data and ensuring that content is moderated efficiently.
8. Rewarding Active Users: Choosing how you’re going to reward your users is tough, and if you get enough
contribution that you don’t worry about what it would be like without those users, you may have never had
this idea cross your mind. A community is only as strong as its users, so do what you can to recognize them for
their knowledge contributions. It will not only encourage them to continue their interaction with your
community, but it will encourage new users to jump on board and join your community.
10. Overcoming Shared Leadership: An extension of the above challenge, sometimes giving multiple people
community responsibility can create a level of tension because many people feel attached in a way that they
need to give their approval for various things.
11. Turnover:
There are two levels to this, and neither of them is very fun. Turnover is inevitable, and sometimes the
responsibilities tied to your community can fall through the cracks. Keep a detailed log or manual of the tasks
involved to keep your knowledge management system running smoothly. You can also experience a level of
turnover at the user level. Some of your best users may have the time budgeted for you now, but what will
you do manage all of their expertise once they move on. Create clear and easy to understand processes for
data migration once people have left your company or no longer use your community.
Overcoming Knowledge Management Challenges: Knowledge, learning, and sharing from people and their
relationships with each other, not from the tools, databases and technological aids used. However, with the
proper technology in place, you can facilitate better communication and overcome these challenges to have
an up-to-date, secure and organized knowledge base.
2.3 Discuss how will you monitor how well the data is being integrated and aligned.
System configuration management: Continued monitoring and measurement practice is an essential element
of a decision making process for any successful economy. Monitoring system data integration and support
platform, through its System configuration management component, offers a suite of structured components
for visualization, management and analysis of temporal data interlinked with data sources. Visualization of
temporal data is centered on time series-type displays. An integrative display component, the graphical layer
representing area maps or structure schematics with overlays that hold various types of symbols denoting the
components of the monitoring system, is also available. User’s tasks can thus range from manual addition of
the monitoring system data and linkage with graphical layers, through time-series data quality assurance and
corrections, to composing visualizations by combining time-series diagrams and graphical layers.
Historical data collections viewer: Understanding of complex systems, observed through time, is essentially
dependent on the ability for simple and effective dissemination of the gathered data. On the premise of
accessible and organized data storage, Historical data collections viewer provides a system-wide overview of
all aspects of the data, from collection and storage to its dynamics through time. Its visualization components
are previously prepared in the System configuration component. Specific timeline mechanism enables
historical snapshots which represent configurations of the monitoring system prior to structural changes, like
the additions of new instruments. This mechanism provides a historical overview of the past where all display
components reflect data from a time when the timeline slider was dragged to. For example, if a time-series
diagram is currently displayed, time shifting would result in the active display update showing the time series
up to the selected time.
Real-time data monitoring tool: Dynamics of data monitoring, as a day-to-day practice, can be regarded as a
driving force behind key decisions in management and operational control in both industrial and scientific
environments. Focusing on continually incoming data, Real-time data monitoring tool provides a setting where
users can observe time-series dynamics, inspect the evaluated data quality, compare new data with control
values, and receive warnings with custom level of sensitivity and regularity. Constant data flow is ensured by
establishing and maintaining a connection with data monitoring system. Time-series statistical models,
created and tested in the Data analysis tool or Data derivation and validation manager, are primarily used in
the warning control system, since their confidence intervals represent the allowed variability in the observed
time-series values.
Data acquisition manager: Although much of the communications between central database and the
measuring equipment used in organized monitoring practice is an automated process, there is still the
necessity to manage the dynamics of data acquisition. Primarily, Data acquisition manager enables timetable
based scheduling of data gathering and forwarding so that the database servers are always optimally weighted
regardless of the acquisition dynamics. Additionally, not all data stored in the central database originates from
the monitoring practice. For example, if paper-based archives are available, much of the past data
observations are not in the digital form. Manual data entry is also available and it enables the inclusion of such
data sources along with the automatically gathered data.
2.4 Discuss how you will collect information on the achievement of performance measures.
Name the key department managers involved: In this step, the decision makers must be labeled and put into
place. Various decisions should be made such as how and what data will be collected, who will analyze and
report the performance, how to compare the goals and performance and what needs to be done if corrective
action is needed.
Collect relevant information: In order to support the goals and have cohesive information, useful, and
relevant data must be collected. Once collected, however, the leader in charge of data retrieval will need to
extract all the necessary information to find all the answers to the questions that will lead to performance
measurements. There are two types of data to be collected in this particular process: (1) variable or measured
and (2) attributed or counted data. Measured data takes on different values and shows a numeric picture of
the business’ process. An example would be the number of hours spent working on a problem.
Examine and report performance: The point, of collecting the data, is to gather new insights and draw
conclusions. But before this happens the data has to meet the following criteria:
 Ensure data collected answered original questions,
 Locate and remove any bias in the collection process,
 Ensure the correct number of observations were accumulated, and
 Finally ensure the data is enough to come to meaningful conclusion
Compare goals and performance measured: In this step, the responsible party has to compare the report to
the goals outlined from the start. Are there variances to be corrected? If so, the leader will create his or her
report and send it on to the person in charge of making the changes.
Ensure corrective measures are taken: This step has to do with making a decision; does the leader take
action, toss out the recognized variance or make a new set of standards? The leader can either change the
objectives or change the process taken to get to the objectives. A root cause analysis will help to determine
what the best possible solution is whether the process is redundant or the goals unrealistic.
2.5 If the system fails or there are technical difficulties, how will you know when to contact a technical
specialist?
 Lack of widespread contribution
 Lack of relevance, quality, and usability
 Overemphasis on formal learning, systematization, and determinant needs
 Improper implementation of technology
 Improper budgeting and excessive costs
 Lack of responsibility and ownership
 Loss of knowledge from staff defection and retirement