s
Knowledge Management Maturity Model
®
KMMM
Holistic Development of KM
with the KM Maturity Model
2000
Siemens AG
Dr. Manfred Langen
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Overview
KM-2k – Situation and Trends
KMMM® Ideas, Structures, Concepts
Process of a KMMM® Assessment
Results of a KMMM® Assessment
KMMM® – Conclusion and next Steps
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KM-2k – Situation and Trends
üfirst wave / hype is over à more awareness & sensitization
û systematization and orientation
û approved method for the first step in KM projects, i.e. ...
û comprehensive assessment for organizational KM
û „Metrics“ for KM evaluation
K
KM must get from confession to profession
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Knowledge Management Metrics
Measuring knowledge or knowledge management activities:
The experts don‘t agree?
“You can only manage what
you can measure”
“For every new idea it is important
not to destroy it too early by
evaluation.“ ...
“Isn‘t this a high tribute to the
attempt to avoid uncertainty?“
(from management literature)
(U. Schneider, university of Graz)
“If you cannot measure it
– leave it !“
2002
ð Metrics can make knowledge and knowledge management
more visible and quantifiable - but start smooth and careful.
APQC Conference December 7-8, 2000
Knowledge Management Maturity Model
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Overview
KM-2k – Situation and Trends
KMMM® Ideas, Structures, Concepts
Process of a KMMM® Assessment
Results of a KMMM® Assessment
KMMM® – Conclusion and next Steps
APQC Conference December 7-8, 2000
Knowledge Management Maturity Model
Knowledge Management
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Ideas Driving KMMM® Development
holistic and systematic assessment of KM position
quantitative and qualitative results
oriented towards KM interventions
basic input to build a KM roadmap
use different methods and perspectives
use well-known and approved models (CMM, EFQM)
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KMMM®
Knowledge Management Maturity Model
The KMMM® is a structured method to
assess an organization‘s overall position
in knowledge management.
Goals:
get a „real“ picture – on site, efficient
K
point to the right interventions
K
deliver comparable results
K
planning of suitable actions
KMMM®
2004
K
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Maturity Levels of Organizational
Knowledge Management (KM)
optimizing
managed
defined
repeated
Creation, sharing and usage of knowledge is
organizationally integrated and improved
(measurement!)
Standardized processes make creation, sharing
and usage of knowledge efficient.
Pilot projects and single activities labelled
as „KM“
KM activities are non-systematic and ad-hoc. No
language for describing org. phenomenons from
a knowledge point of view.
2005
initial
KM is developed continuously and selforganized
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Key Areas of the KMMM®
Strategy,
Knowledge Objectives
e
ex
Kn ter
ow na
le l
dg
Planning
Technology
People
in
Kn ter
ow nal
le
dg
Operation
Knowledge
Structures / Forms
People,
Competencies
al
rm s
fo le
in Ru
e
Technology,
Infrastructure
al
rm s
fo ule
R
Processes, Roles,
Organization
Environment,
Partnerships
Collaboration,
Culture
APQC Conference December 7-8, 2000
Knowledge Management Maturity Model
2007
Leadership,
Support
Knowledge Management
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Structure of the KMMM®
Analysis
Development
Strategy,
Knowledge Objectives
optimizing
Processes,
Roles, Organization
Environment,
Partnerships
managed
Technology,
Infrastructure
People,
Competencies
defined
repeated
Knowledge
Structures / Forms
Collaboration,
Culture
initial
APQC Conference December 7-8, 2000
Knowledge Management Maturity Model
2008
Leadership,
Support
Knowledge Management
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Overview
KM-2k – Situation and Trends
KMMM® Ideas, Structures, Concepts
Process of a KMMM® Assessment
Results of a KMMM® Assessment
KMMM® – Conclusion and next Steps
APQC Conference December 7-8, 2000
Knowledge Management Maturity Model
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KMMM® Assessment Process
Orientation &
Planning
Motivation &
Data Collection
Interviews
Consolidation &
Preparation
Feedback &
Consensus
Ideas for
Solutions &
Action Proposals
Report &
Presentation
Interviews
continuous Consolidation & Preparation
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1
2
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Knowledge Management Maturity Model
3
4
Action Plan
Reporting
Feedback
Interviews
Workshop
Interviews
Workshop
Management
Briefing
Preparation/
Scheduling
Consolidation
Consolidation
Preparation
KMMM® Assessment Process
back-office work
on-site work
Start KMImprovement
Projects
5
6
weeks
Knowledge Management
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Overview
KM-2k – Situation and Trends
KMMM® Ideas, Structures, Concepts
Process of a KMMM® Assessment
Results of a KMMM® Assessment
KMMM® – Conclusion and next Steps
APQC Conference December 7-8, 2000
Knowledge Management Maturity Model
Knowledge Management
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Results – General Remark
The main result of a KMMM® assessment is the ability to
select the KM interventions which are most appropriate for
your business!
These results are backed up with the today practices of your
organization.
KMMM® is the foundation to build upon a KM roadmap with
suitable actions for improvement.
APQC Conference December 7-8, 2000
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Quantitative Results (Example)
Technology, Infrastructure
Information-Retrieval
3
Collaboration-Support
2
...
...
Decision-Support
3
2
4
2010
Information-Security
3
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Quantitative Results (Example)
Strategy,
Knowledge Objectives
Environment,
Partnerships
Processes, Roles,
Organization
Technology,
Infrastructure
People,
Competencies
Collaboration,
Culture
Knowledge
Structures / Forms
APQC Conference December 7-8, 2000
Knowledge Management Maturity Model
2011
Leadership,
Support
Knowledge Management
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Quantitative Goals (Example)
Strategy,
Knowledge Objectives
Environment,
Partnerships
Processes, Roles,
Organization
Technology,
Infrastructure
People,
Competencies
Collaboration,
Culture
Knowledge
Structures / Forms
APQC Conference December 7-8, 2000
Knowledge Management Maturity Model
2011
Leadership,
Support
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Qualitative Results (Show Case)
Key Area: Environment, Partnerships
Customer relations; alliances; stakeholder; ...
Development of level 3 activities
K
systematically gain knowledge from customer contacts
à build a community with lead customers
K
build and keep contact with your most important stakeholders
à create a scorecard with time spent per stakeholder
K
develop a program to cooperate with your partners
à define a process how knowledge can be exchanged on a regular basis
APQC Conference December 7-8, 2000
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Quantitative Success (Example)
Strategy,
Knowledge Objectives
Environment,
Partnerships
Processes, Roles,
Organization
Technology,
Infrastructure
People,
Competencies
Collaboration,
Culture
Knowledge
Structures / Forms
APQC Conference December 7-8, 2000
Knowledge Management Maturity Model
2011
Leadership,
Support
Knowledge Management
ZT Information & Communications
© Siemens AG - all rights reserved
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Overview
KM-2k – Situation and Trends
KMMM® Ideas, Structures, Concepts
Process of a KMMM® Assessment
Results of a KMMM® Assessment
KMMM® – Conclusion and next Steps
APQC Conference December 7-8, 2000
Knowledge Management Maturity Model
Knowledge Management
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Benefits
first holistic and systematic approach
oriented towards KM interventions
adaptive – focussed on the next step
model is easy to understand
derived from successful methods (EFQM, CMM)
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Next Steps
further spreading within Siemens Groups
K
build internal benchmark statistics
K
discover KM development patterns
K
integrate with indicator systems (KM scorecards)
K
establish KMMM® as standard measurement method
2007
K
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Approach for Quick or Self-Assessments
Original: KMMM® is naturally combined with a consulting
approach
K
Light version: the 64 topics are represented by one
statement (instead of a detailed maturity description for
each topic)
K
Advantage: web-based online version possible, suitable for
large-scale benchmarking and sensitization/awareness
K
Disadvantage: no representation of maturity levels,
no interventions possible
2007
K
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Website KMMM®
www.kmmm.org
Description of KMMM®
K
FAQs
K
Contact to developers
K
Member community
2007
K
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Thank You for Your Attention !
Comments ?
Questions ?
xxxx
... ?
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