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Knowledge Auditing: Methods and Issues

Knowledge Auditing: Methods and Issues. AKT Knowledge Auditing. AKT project concerned with knowledge management. In order to be able to manage it, we first need to identify it… …which is the purpose of a knowledge audit. Knowledge Audit Definitions.

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Knowledge Auditing: Methods and Issues

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  1. Knowledge Auditing:Methods and Issues SSP/AKT Meeting

  2. AKT Knowledge Auditing • AKT project concerned with knowledge management. • In order to be able to manage it, we first need to identify it… • …which is the purpose of a knowledge audit. SSP/AKT Meeting

  3. Knowledge Audit Definitions • “Knowledge audit: characterising, locating & assessing knowledge assets”. • “A knowledge audit answers the questions ‘What do we know?’ and ‘Where does this knowledge reside?’ ” • “A formal determination and evaluation of how and where knowledge is used in business processes.” • “A process to determine how information is collected, stored and reported, and how the reports are used.” • “An assessment of an organization’s current achievements in Knowledge Management, its current Knowledge Ecology, and the mapping of available Tacit and Explicit Knowledge resources.” SSP/AKT Meeting

  4. Knowledge Value Added Methodology (BPA) • KVA is “a framework for measuring the value of corporate knowledge assets.” • 7-stage audit methodology. • Based upon the identification of the ‘core’ business processes. • Supported by a suite of software tools. SSP/AKT Meeting

  5. KVA Methodology • Valuation expressed in terms of 2 return ratios: • Return on investment in process (ROP). • Return on investment in knowledge (ROK). • Amount of knowledge is proportional to: • amount of time needed to learn it. • number of instructions required to perform process. SSP/AKT Meeting

  6. KVA Methodology • Identify processes (and sub-processes). • Establish standard unit of ‘learning time’. • Calculate learning time required for each (sub-)process. • Sample the organisation’s product/service outputs within a ‘representative’ time-frame. SSP/AKT Meeting

  7. KVA Methodology • Multiply the learning time for each process by the number of times process executed. • Allocate revenue to component processes in proportion to their values from (5). • Calculate the cost to execute each component process, calculate ROP/ROK. SSP/AKT Meeting

  8. KVA Methodology - Example SSP/AKT Meeting

  9. Structural Knowledge Auditing • AKRI (developed as part of a wider KM project with the support of BAe). • Project aim is to “bring the knowledge asset into the open so that it can be managed just like any other resource”. • The Structural Knowledge Audit is the first step in this process. SSP/AKT Meeting

  10. Structural Knowledge Auditing Aim is to elicit: • the structure (“a label and possibly a brief description”) of the knowledge, but not its detail, and; • the dependent relationships of this knowledge: • “What do you need to know before you can acquire this new knowledge?” SSP/AKT Meeting

  11. Structural Knowledge Auditing • Also for each knowledge item, provide some indication (scale 0-9) of following: • Importance. • Difficulty. • Degree to which knowledge is declarative. • Degree to which knowledge is procedural. SSP/AKT Meeting

  12. Structural Knowledge Auditing • Result: a knowledge map, showing relationships between knowledge items, and their characteristics. SSP/AKT Meeting

  13. KM2 Approach • The Delphi Group’s approach to knowledge auditing. • KM2 is a “diagnostic methodology…for Knowledge Management analysis and planning”. • Emphasis placed on the need for performing this analysis quickly. SSP/AKT Meeting

  14. KM2 Approach • Aims to identify, measure and quantify: • “The levels of knowledge usage throughout an organisation; • “An organisation’s current and potential KM proficiency; • “Strong and weak links throughout the knowledge enterprise chain. • “Activities, attitudes and infrastructure issues impacting an organisation’s KM aptitude.” SSP/AKT Meeting

  15. KM2 Approach Uses web-based survey approach: • Step 0: customise survey for the organisation. • Step 1: deploy the survey and collect replies. • Step 2: analyse replies. • Step 3: (perhaps) conduct further interviews with particular ‘interesting’ respondents. SSP/AKT Meeting

  16. KM2 Approach • Results presented in graphical format. • Accompanied by a KM expert’s advice and recommendations. • Results can be compared with those of other organisations. SSP/AKT Meeting

  17. Knowledge Audit - Issues • What ‘knowledge items’ should be (can be) audited? • How can a value be placed on these items? (Do we need to value them?) • What is the goal of the audit? (Should an audit be ‘purpose-neutral’, or should it be goal-driven?) SSP/AKT Meeting

  18. Knowledge Audit - Issues • How do we identify an organisation’s knowledge items? What (AI) tools can help in this? • Should the audit be a one-off or a continual process? • What time-frame for an audit is acceptable/ desirable? SSP/AKT Meeting

  19. Knowledge Audit - Issues • Is it possible to audit the entire organisation? If not, how might a representative picture be gained? • In what form should the results be presented? • What are the research questions here? (What can we offer to the knowledge auditing field?) SSP/AKT Meeting

  20. Links • KVA Method (BPA): www.businessprocessaudits.com • Structural Knowledge Auditing (AKRI): www.akri.org/Research/kaudit.htm • KM2 (Delphi Group): www.delphigroup.com/consult/KM2.pdf SSP/AKT Meeting

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