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KMS Performance assessment

KMS Performance assessment. Contents. Why measure the performance of KMS Case study Assignment. Why measure the performance of KMS. As an intangible asset. Knowledge results are difficult to measure and quantify. The question is “how can organizations measure KMS benefit ? ”.

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KMS Performance assessment

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  1. KMS Performance assessment

  2. Contents • Why measure the performance of KMS • Case study • Assignment

  3. Why measure the performance of KMS As an intangible asset Knowledge results are difficult to measure and quantify The question is “how can organizations measure KMS benefit?”

  4. Why measure the performance of KMS • Provide a concrete way of defining what a KMS will achieve and whether it has met its goals • The need to improve the transparency of value creation to stakeholders – for governance and financing person.

  5. Benefit of KMS measure • Representation a way of learning what works and what does not • Securing funding for KM implementation • Providing targets and feedback on implementation • Assessing the success of implementation • Deriving lessons for future implementation

  6. Non existing of standardized method for evaluating KM results in general and specially in monetary terms • Managers often use easily estimable quantitative factors – ROIto justify the dollar invested and gain support from management in times of tight IT budgets • While thesebenefits have not been tagged. • better informed employee • Streamline d communication with customers • Repeatable and consistent process

  7. If change can be measured, it has to be cross-checked whether these are the result of KM activities The question, then How can organizations measure KMS benefits?

  8. Case study

  9. Case study: Wilson SonsiniGoodrich & Rosati • Law firm with 600 lawyers • Provide legal services to technology and growth business enterprises at all stages of development. • Its headquarters are in California, with offices in six other US cities. Knowledge intensive firm

  10. Why WSGR needs KM, KMS • 12 lawyers – 100 lawyers – 600 lawyers • One office – 7 offices in 6 different locations • Knowledge dispersion • Clients’ expectation increased Need a strategy to response to client faster, and better quality

  11. How WSGR developed KM • KM Program started in 1998 • Report to IT group until 2001 • In 2001, Director of KM was nominated and formal team of KM was put in place • One team – 2 staff – one focused on the litigation aspect (the court), the other focused on transaction and advising clients (negotiation)

  12. Case study: Wilson SonsiniGoodrich & Rosati The firm runs and manage KM program by a small full time team. Support To sell and deliver the services as effectively and efficiently as possible. Business objective

  13. Case study: Wilson SonsiniGoodrich & Rosati The KM program in WSGR focus on getting new lawyers and other professionals up to speed quickly, and continuously developing their legal knowledge and professional skills Support client service by putting the essential expertise experience of the whole firm by a fingertips - readily or instantly available ,of each lawyer. What KMS supports To Deal with different knowledge challenges that the organization is facing via KMS

  14. How WSGR developed KMS • Three types of knowledge are focused: • Work product • Project databases • People, Expertise locator

  15. How WSGR developed KMS Work product collections Model and precedent documents to guide lawyers as starting point for drafting new deal or case documents. This includes sample document , patterns, high quality templates, forms, and transactional documents for using as guideline for lawyers.

  16. How WSGR developed KMS Project databases Principle deal types are profiled such as private and public financing, mergers and acquisition Attach profiles as possible Lawyers can search profiles for deal similar to those they are working on. Good stating point To show a client that they have valuable experience with a certain deal type, industry, geography

  17. How WSGR developed KMS People, Expertise locator Q & A process to find internal and external experts Dedicated e-mail addressees are provide for tough. Provide practical and related questions and answers to all staff via online data bases.

  18. The expert location process Expert 1 Online submission of problem Solutions Automatically directed to the best available experts Expert 2 Expert 3

  19. Why WSGR evaluate KM program KM team in WSGR runs program to sell and deliver legal services as effectively and efficiently as possible. KM team costs the firm money for salaries, technology, and fee-earners’ time No direct revenue

  20. Why WSGR evaluate KM program KM team needs to find the way to show how the program benefit To justify the firm’s investment Output, Usage, Results are employed to measure KM benefit

  21. How WSGR evaluate KM program Three models used to measure KM benefits Outputs Usage Results

  22. How WSGR evaluate KM program • Output: measure • quantity of easily accessible • High quality knowledge provides an answer to the essential question Answers the essential questions “Have you built it?” The firm KM resource must have critical mass of material before lawyers use it

  23. How WSGR evaluate KM program • Usage: measure • Who use the KM resource • In what way they use • How often they use Answers the essential questions “Did they come?” Heavy usage of a resource generally indicates that lawyers value it highly and low usage means it is worthless

  24. How WSGR evaluate KM program • Results: measure • The outcomes of using the KM resource answers the most important questions, • “How did the clients and the firms benefit?” Great benefit KM should be replicated and expanded wherever possible. One provides little benefit should be either repaired or terminated

  25. Measuring output • Work product collection • Project data based • Expertise locator

  26. Measuring output : Work product collection • Work product collection - precedent documents • Measure : number of items - briefs in the brief bank , - form in the form collection Is the firm collect more or less, relative to the pace of over all firm and the specific practices? How does it help? Too low number of documents relative to the size or growth of the practice force the firm to figure out why, and should do something to increase them.

  27. Measuring output : Work product collection • Work product collection – precedent documents In early 2003 – too low number of briefs in brief bank compare to the peace of litigation practice which is quite busy. In March 2003, the firm design to increase the number of briefs in brief bank by improving the collection process. Inform leader to tell everyone to file each brief with the KM department at the same time that it was filed with the court. Having secretaries responsible for file maintenance (rather than lawyers) send the briefs. These two changes caused double of briefs in every months, without major change in the pace of litigation business.

  28. Measuring output : Work product collection

  29. Measuring output : Project data based • Project data based- collections of deals that are profiled. • Measure : percentage of deals closed in a given month for which profile meet a minimum standard. • Percentage are analyzed over all and by the practice groups Howdoes it help? Number that are too low force the firm to figure out why, andto do something to increase them.

  30. Measuring output : Expertise locator • Expertise locator – e-mail based Q&A facility. Use by lawyers to locate internal and external experts and examples of their expertise. • Measure : number of questions sent and responses each week Howdoes it help? • Too many easy and poorly draft questions • The channel becomes devalued because recipients lose interest and through out To keep the quality of e-mail high • lawyers are trained to explain clearly both reason for the question and the question its self. • Send reminder when necessary – cooling off effect.

  31. Measuring usage : site and document usage • Site usage • Measure : a website counter facility is used to track how many unique users visit KM site each week Howdoes it help? It represents the awareness of and demand for , • each online KM resource, • reaction to training , • where the KM team should be investing their time and expertise.

  32. Measuring usage : site and document usage • Document usage • Measure : number and type of users who view each KM document Howdoes it help? They show • which KM documents are the most demand and should be revised most frequently • which lawyers can be called for feedback.

  33. Measuring result In WSGR results are measured only anecdotally – user stories that show how a layer has used a KMS to get client better, faster, more efficient results.

  34. Assignment • ประเมินระบบ KMS ปริญญาโท โดยใช้ • Output • Usage • Result

  35. Outputs

  36. Usage and Results

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