Difference between revisions of "Information technology"
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Silos are created when too much emphasis is placed on a single activity whether it’s the Technology, People, or Process to the exclusion of the other two key success activities. For example, focusing on technology and ignoring the people and process part of the programme. Technology is easy to focus on, but it only addresses one of three keys to success. Developing and implementing people and process initiatives in conjunction with the technology will enable the success of the over-all initiative. By ignoring people and process activities, an organization will have another technology platform that is underutilized. | Silos are created when too much emphasis is placed on a single activity whether it’s the Technology, People, or Process to the exclusion of the other two key success activities. For example, focusing on technology and ignoring the people and process part of the programme. Technology is easy to focus on, but it only addresses one of three keys to success. Developing and implementing people and process initiatives in conjunction with the technology will enable the success of the over-all initiative. By ignoring people and process activities, an organization will have another technology platform that is underutilized. | ||
To mitigate the risk of this occurring, it is important to have strong leadership and grassroots support for the initiative so that both management and front-line staff are involved and continue to be involved as the initiative moves forward. Both management and staff must recognize that it is important to maintain balance among People, Process, and Technology in order to be successful. | To mitigate the risk of this occurring, it is important to have strong leadership and grassroots support for the initiative so that both management and front-line staff are involved and continue to be involved as the initiative moves forward. Both management and staff must recognize that it is important to maintain balance among People, Process, and Technology in order to be successful. | ||
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'''People/groups not participating''' | '''People/groups not participating''' | ||
There is always a risk of people/groups not participating, i.e. they will create their own local solutions or will just not participate and that they will continue in their less efficient and effective behaviours. Lack of participation also results in a sub-optimal solution being rolled out, having user input is critical to designing a solution that will be user-friendly, and address pain points helping rather than hindering people’s ability to do their jobs. | There is always a risk of people/groups not participating, i.e. they will create their own local solutions or will just not participate and that they will continue in their less efficient and effective behaviours. Lack of participation also results in a sub-optimal solution being rolled out, having user input is critical to designing a solution that will be user-friendly, and address pain points helping rather than hindering people’s ability to do their jobs. | ||
A comprehensive management of change initiative will help to ensure that people and groups participate in the Knowledge Management programme. Management of change incorporates communication, education and training to help staff adapt to the new activities. Additionally, there are always early adopters and laggards. Sometimes people or groups will need to be re-prioritized until it is the right time to bring them on-board. | A comprehensive management of change initiative will help to ensure that people and groups participate in the Knowledge Management programme. Management of change incorporates communication, education and training to help staff adapt to the new activities. Additionally, there are always early adopters and laggards. Sometimes people or groups will need to be re-prioritized until it is the right time to bring them on-board. | ||
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'''Loss of momentum''' | '''Loss of momentum''' | ||
Loss of momentum occurs when the excitement, enthusiasm, and interest built up in the requirements phase of the project is lost due to delays in selecting and implementing the technology or otherwise moving forward with the KM initiative. At the early stages people are interested and involved, but it is easy for them to lose that focus and commitment /enthusiasm and transfer it to other initiatives. | Loss of momentum occurs when the excitement, enthusiasm, and interest built up in the requirements phase of the project is lost due to delays in selecting and implementing the technology or otherwise moving forward with the KM initiative. At the early stages people are interested and involved, but it is easy for them to lose that focus and commitment /enthusiasm and transfer it to other initiatives. | ||
This loss of momentum can be mitigated through ensuring an adequate budget is committed to by management which supports the Knowledge Management initiative, and a comprehensive management of change1 plan is in place and being executed. Management of change can help communicate any changes in the planned implementation and rollout of KM activities. | This loss of momentum can be mitigated through ensuring an adequate budget is committed to by management which supports the Knowledge Management initiative, and a comprehensive management of change1 plan is in place and being executed. Management of change can help communicate any changes in the planned implementation and rollout of KM activities. | ||
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'''Passion to lead KM''' | '''Passion to lead KM''' | ||
Not identifying someone with the capacity, commitment and passion to lead the initiative. The KM initiative is not technically difficult but there are significant risks around how it is led, developed and implemented because people have to change their behaviours; facilitating/championing this change requires passion and commitment on the part of the leader. It needs to be someone who has credibility with both management and front-line workers. It also needs to be someone who is senior enough in the organization to have positional power, i.e. someone with influence and visibility. | Not identifying someone with the capacity, commitment and passion to lead the initiative. The KM initiative is not technically difficult but there are significant risks around how it is led, developed and implemented because people have to change their behaviours; facilitating/championing this change requires passion and commitment on the part of the leader. It needs to be someone who has credibility with both management and front-line workers. It also needs to be someone who is senior enough in the organization to have positional power, i.e. someone with influence and visibility. | ||
This is a difficult risk to mitigate. Certainly the Knowledge Management programme can move forward without someone in this role, however, true organizational success will only come when there is someone with the availability (see above) and passion to lead the initiative. | This is a difficult risk to mitigate. Certainly the Knowledge Management programme can move forward without someone in this role, however, true organizational success will only come when there is someone with the availability (see above) and passion to lead the initiative. | ||
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Link to the business case is lost | Link to the business case is lost | ||
Losing the link to the business case is a risk, especially when KM has been viewed as a quick fix for a problem or if a solid business reason for KM is not established. It is critical that the focus remains on solving the business issues that gave rise to this KM initiative in the first place. Losing that link will result in a lack of direction and potential failure of the initiative. | Losing the link to the business case is a risk, especially when KM has been viewed as a quick fix for a problem or if a solid business reason for KM is not established. It is critical that the focus remains on solving the business issues that gave rise to this KM initiative in the first place. Losing that link will result in a lack of direction and potential failure of the initiative. | ||
To help mitigate this risk, it is important, in securing support to move to the collect phase, to select a business case that is critical enough and with enough visible impact within the organization that it will not diminish in importance over time. | To help mitigate this risk, it is important, in securing support to move to the collect phase, to select a business case that is critical enough and with enough visible impact within the organization that it will not diminish in importance over time. | ||
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'''Organizational culture''' | '''Organizational culture''' | ||
The culture of the organization can result in implementation issues and failure. The culture must be taken into consideration and factored into in the change management activities for the programme through communication, and rewards and recognition initiatives. | The culture of the organization can result in implementation issues and failure. The culture must be taken into consideration and factored into in the change management activities for the programme through communication, and rewards and recognition initiatives. | ||
The risks associated with the culture of the organization can be mitigated through a thorough analysis of the culture during the collect and analyse phase of the Knowledge Management initiative. It is during these early stages of the programme that an understanding of the culture becomes critical, to ensure success throughout the remaining phases. | The risks associated with the culture of the organization can be mitigated through a thorough analysis of the culture during the collect and analyse phase of the Knowledge Management initiative. It is during these early stages of the programme that an understanding of the culture becomes critical, to ensure success throughout the remaining phases. | ||
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'''Sponsorship''' | '''Sponsorship''' | ||
There is a risk that sponsorship of the initiative will not be clear and directed. Should the programme lose its sponsorship or that sponsorship wane, the programme will be in jeopardy. It is important that people understand the management team supports and endorses the initiative. | There is a risk that sponsorship of the initiative will not be clear and directed. Should the programme lose its sponsorship or that sponsorship wane, the programme will be in jeopardy. It is important that people understand the management team supports and endorses the initiative. | ||
Like the risk identified above regarding availability and passion of the KM leader, this is a difficult risk to mitigate. Certainly the Knowledge Management programme can move forward without a sponsor, but, true organizational success will only come with the commitment of a sponsor who consistently promotes the KM initiative as opposed to limiting his/her involvement to providing funding. | Like the risk identified above regarding availability and passion of the KM leader, this is a difficult risk to mitigate. Certainly the Knowledge Management programme can move forward without a sponsor, but, true organizational success will only come with the commitment of a sponsor who consistently promotes the KM initiative as opposed to limiting his/her involvement to providing funding. | ||
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==Related articles== | ==Related articles== | ||
Revision as of 13:58, 7 March 2016
Contents
Definition
Comprises the elements of computing, including software, servers, networks and desktop computing, which enable digital information to be created, stored, used and shared.
Purpose & benefits
The appropriately implemented information technology (IT) can enable the KM program and activities of the organization. Information technology can make or break a KM program: if it is done well KM can be very successful, if it is done poorly KM will fail, but IT is not the only part of a KM program, it is an enabler only.
Description
IT refers to both hardware and software, it can be owned and operated by the organization or it can be cloud-based, whatever makes sense for the size and operations of the organization.
Variations
Implementation guide
Success factors
Understand business objectives The first thing to do is to understand the business objectives. This means understanding the issue that the business is trying to resolve. For example, is the business trying to increase sales, are they trying to improve marketing campaign results, are they trying to improve communication, is there a collaboration problem that needs to be corrected? Just what is the problem that is being addressed and how does it align with the overall organizational strategy? Understanding the objective(s) underpins not only the selection of the right kind of technology but the determination of success criteria and metrics for the initiative.
Understand user requirements Another activity in aligning the business and IT is understanding the user requirements from a business perspective. This means asking the users what functionality they currently have in any existing tools that they may be using and asking them what additional functionality they want. This is not as easy as it may seem as the users may not understand the functionality that is available or know what they want. In this case, it is incumbent upon the person collecting the requirements to know the functionalities that are available and discuss them with the users. In some cases this may involve showing users’ technology options; however, this should be avoided if possible, as jumping to possible solutions too soon can spell disaster for the project through misaligned expectations. Part of understanding user requirements is understanding how people do their work. When do they work, how do they work, who do they work with, what tools do they use, and what expectations do they have about the availability of technology and information. These are all important questions to ask in determining the technology requirements. The technology requirements do not just mean the software but also mean the hardware requirement, for example, what is its availability level, where geographically should it be located, what kinds of bandwidth and redundancy are required. In understanding user requirements it is important to identify groups of users based on the types of activities they will be doing using the technology. For example, Community of Practice leaders is one type of user group or profile. They will expect to be able to create a community, add members, send messages, and do other administrative and facilitative activities for their Community using the technology platform.
Embed KM in processes Once the strategic and process driven requirements are understood it is important to determine how Knowledge Management will be embedded in these processes. Do the processes need to change, does the software need to be configured to accommodate existing processes, what needs to happen in order to enable the business processes with Knowledge Management.
Training and communications Part of this alignment with business processes includes the training and communication plan. It is important to train staff in the new technology. Whether that training takes place in a classroom or through CBT (computer-based training), or through some other means is up to the implementation team to determine. Training will be different for different organizations and for different groups within an organization. The communication plan needs to assess the needs of various stakeholder groups and determine the frequency of the messaging to each group, in order to maximize buy-in and support.
Metrics Metrics are an important part of ensuring the technology is aligned with the business needs. Understanding what the business needs to measure helps to identify the data that needs to be collected as part of the technology. In fact, that the technology must be able to collect data and report on it in order to meet business needs and objectives is itself a requirement.
Senior management support Another component of business-IT alignment is ensuring that there is passionate and on-going senior management support. It is only through buy-in at senior levels and a relationship between business and IT management that the Knowledge Management initiative will be able to get the resources it needs to be successful. When other stakeholders see the management alignment and support, they are more likely to support it themselves.
Cross-functional participation Implementing Knowledge Management technology goes across functions in the organization, as such, it is a necessary part of the project to reach out into the whole organization by creating a virtual team. While at first glance this may seem cumbersome and time-consuming, the investment in involving all stakeholders in the initial planning stages is critical to the success of the project. Soliciting user requirements from all areas of the organization helps to ensure that nothing is missed; it also helps in change management, communication, implementation, rollout support, on-going maintenance, improvement, and governance activities. Without this kind of involvement across the organization, technology may very well be rolled out, but it will be perceived as something that IT or another organizational department is doing to the rest of the organization and it will not be adopted and used, resulting in sub-optimal ROI and productivity improvements. Having implementation leads from across the business helps to ensure that as the technology and Knowledge Management activities are rolled out they align with the users and their processes. This allows for minor modifications in configuration if necessary. As previously mentioned, this distributed model helps ensure buy-in and support from all stakeholders. Tied into these previous two points is the need for the KM initiative to have relationships with key knowledge network points within the organization. Understanding who these people are and the role that they play is critical to the successful adoption of the KM technology and programme as a whole. These people are thought leaders, gateways, to the legions of people in their network that they may work with regularly, or only on an occasional basis. Having the support of these individuals makes roll-out that much easier.
Technology is a means to an end It must be remembered that technology is a means to an end, not the end itself. If stakeholders and business processes are not involved and considered as part of the process of determining what technology to purchase or create, the best software in the world can be rolled-out to the organization, but no one will use it.
Adequate budget The last thing to consider in aligning business and IT around the Knowledge Management technology is that an adequate budget must exist. Users will provide lots of requirements and functionality requests that will make their jobs easier. All of this functionality does not need to be available at the initial roll-out, but the functionality does need to be prioritized and a set of "must-have" functionality must be incorporated into the initial technology release. If that core technology functionality is not present users will rebel against the implementation and will continue to do their jobs the way that they have always done them. The investment in planning, technology selection, and development will have been for nothing.
Common pitfalls
Silos Silos are created when too much emphasis is placed on a single activity whether it’s the Technology, People, or Process to the exclusion of the other two key success activities. For example, focusing on technology and ignoring the people and process part of the programme. Technology is easy to focus on, but it only addresses one of three keys to success. Developing and implementing people and process initiatives in conjunction with the technology will enable the success of the over-all initiative. By ignoring people and process activities, an organization will have another technology platform that is underutilized. To mitigate the risk of this occurring, it is important to have strong leadership and grassroots support for the initiative so that both management and front-line staff are involved and continue to be involved as the initiative moves forward. Both management and staff must recognize that it is important to maintain balance among People, Process, and Technology in order to be successful.
People/groups not participating There is always a risk of people/groups not participating, i.e. they will create their own local solutions or will just not participate and that they will continue in their less efficient and effective behaviours. Lack of participation also results in a sub-optimal solution being rolled out, having user input is critical to designing a solution that will be user-friendly, and address pain points helping rather than hindering people’s ability to do their jobs. A comprehensive management of change initiative will help to ensure that people and groups participate in the Knowledge Management programme. Management of change incorporates communication, education and training to help staff adapt to the new activities. Additionally, there are always early adopters and laggards. Sometimes people or groups will need to be re-prioritized until it is the right time to bring them on-board.
Loss of momentum Loss of momentum occurs when the excitement, enthusiasm, and interest built up in the requirements phase of the project is lost due to delays in selecting and implementing the technology or otherwise moving forward with the KM initiative. At the early stages people are interested and involved, but it is easy for them to lose that focus and commitment /enthusiasm and transfer it to other initiatives. This loss of momentum can be mitigated through ensuring an adequate budget is committed to by management which supports the Knowledge Management initiative, and a comprehensive management of change1 plan is in place and being executed. Management of change can help communicate any changes in the planned implementation and rollout of KM activities.
Passion to lead KM Not identifying someone with the capacity, commitment and passion to lead the initiative. The KM initiative is not technically difficult but there are significant risks around how it is led, developed and implemented because people have to change their behaviours; facilitating/championing this change requires passion and commitment on the part of the leader. It needs to be someone who has credibility with both management and front-line workers. It also needs to be someone who is senior enough in the organization to have positional power, i.e. someone with influence and visibility. This is a difficult risk to mitigate. Certainly the Knowledge Management programme can move forward without someone in this role, however, true organizational success will only come when there is someone with the availability (see above) and passion to lead the initiative.
Link to the business case is lost Losing the link to the business case is a risk, especially when KM has been viewed as a quick fix for a problem or if a solid business reason for KM is not established. It is critical that the focus remains on solving the business issues that gave rise to this KM initiative in the first place. Losing that link will result in a lack of direction and potential failure of the initiative. To help mitigate this risk, it is important, in securing support to move to the collect phase, to select a business case that is critical enough and with enough visible impact within the organization that it will not diminish in importance over time.
Organizational culture
The culture of the organization can result in implementation issues and failure. The culture must be taken into consideration and factored into in the change management activities for the programme through communication, and rewards and recognition initiatives.
The risks associated with the culture of the organization can be mitigated through a thorough analysis of the culture during the collect and analyse phase of the Knowledge Management initiative. It is during these early stages of the programme that an understanding of the culture becomes critical, to ensure success throughout the remaining phases.
Sponsorship There is a risk that sponsorship of the initiative will not be clear and directed. Should the programme lose its sponsorship or that sponsorship wane, the programme will be in jeopardy. It is important that people understand the management team supports and endorses the initiative. Like the risk identified above regarding availability and passion of the KM leader, this is a difficult risk to mitigate. Certainly the Knowledge Management programme can move forward without a sponsor, but, true organizational success will only come with the commitment of a sponsor who consistently promotes the KM initiative as opposed to limiting his/her involvement to providing funding.
