apqc知识管理实施指南(doc12)-质量检验(编辑修改稿)

apqc知识管理实施指南(doc12)-质量检验(编辑修改稿)内容摘要：

s to show demonstrable, relevant results. Select pilot sponsors with the resources to help the initiative along. 我们推荐 3 个试点。 你可以选择新战略的试点或者采用已经进行的一些工作。 发现对公司业务重要的东西并设计试点来显示可论证的结果。 选择试点的支持者来提供实施所需的资源。 3. Find the resources to support the pilot. 3，发现资源，支持试点工作 The most important resources are skilled staff members who can facilitate the initiative and who are authorized by management to focus their time on it. Other resources include IT applications that might need to be created or modified. They may be extensive‹or you may have them already. 最重要的资源是技 术熟练的工人，他们可以推动试点工作，并且允许花费很长的时间。 其他的资源比如IT，你可能需要创建和修改一些程序。 资源是非常广泛的，可能你已经准备齐全。 Stage 3: Design and Launch KM Initiatives 第三阶段：设计并启动 KM 工作 You*ve already e a long way. You*ve formed a task force, identified and designed a pilot, and located resources. Now you*re approaching Stage 3, that exciting point of launching successful pilots and gathering results. 项目已经进行了很大一部分。 你已经形成了团队，找出并设计了试点，确定了资源。 现在你正在走近第三阶段， If one or more of the following statements is true, you are at the midway point of your journey. Wele to Stage 3. 如果以下情况有一个或者多个符合你的情况，说明你的项目已经进行了一半，欢迎来到第三阶段。 Your anization has designed a pilot and implementation strategies. You have launched munities of practice, an interactive KM Intra site, or some other pilot initiative. Y ou have enlisted and trained pilot facilitators and leaders. You have established pilot measures and indicators and developed a system for tracking and reporting results. You have created strategies for learning from your KM initiatives. You have mapped out strategies for expanding your pilot initiatives across the anization. 你的组织已经设计了试点并执行了战略 你已经启动了一个经验交流团队，一个交互式的 KM 内部站点 你已经找到并培训了试点的推动者和领导者 你已经建立了试点工作的措施和衡量标准并且形成了跟踪和反馈机制 你已经创建了一个从 KM 工作中学习的战略 你已经勾画出在全公司推广试点的策略 Stage 3 can be a rewarding time of new anizational growth and vitality. The overall objectives of Stage 3 are to conduct successful pilots, provide evidence of KM*s business value, and capture lessons learned. 第三阶段是收益时间。 主要的目标是引导成功的试点，提供 KM 商业价值的证据并总结经验。 KEY ACTIVITIES FOR STAGE 3 第三阶段的关键活动 At stage 3, the benefits of capturing, sharing, and using information and knowledge have begun to take definite form. This is the time to harness the momentum from the first two stages and focus on details, such as a formal budget. Leadership now needs to see the potential for measurable gains and ROI from successful pilots. 在第三阶段，获取 /共享和使用知识和信息的好处已经非常明显。 是时候将前两个阶段悬而未决的任务详细化了，比如一份正式的预算。 领导现在需要看到试点的可预计的收益潜力和投资回报率。 1. Fund the pilots. Assign a KM oversight group, such as a steering mittee or crossunit task force, to reallocate anizational resources, such as money and time, for KM initiatives. Every bestpractice partner, including the World Bank, Chevron, HP Consulting, Xerox, and Siemens, reported having a KM task force to provide supervision and support for the reallocation of anizational resources. 1，形成试点 形成一个 小组，比如筹划委员会或者跨单位的团队，来分配资金和时间等资源。 每一个成功的公司，包括世界银行， HP 等，都建立了专门的团队来管理和支持公司资源的分配。 2. Develop methodologies that can be replicated. Avoid building knowledge collections without an active munity to contribute to the effort. Combine knowledge providers and knowledge users in a seamless munity of practitioners. Allow these active munities to form voluntarily from natural groupings that span boundaries。 encourage participation with facetoface working and munitydriven Web sites. Establish a process for screening, filtering, and validating shared knowledge from the sites before presenting it as anizational knowledge. 2．形成通用的方法： 避免脱离活跃的社区的努力来收集知识。 通过无间隔的实践社区将知识提供者和知识使用者结合起来。 允许那些活跃的社区去自发的组织团队去拓展知识管理的边界。 鼓励面对面的交流以及虚拟的网络社区。 建立流程去监控，筛选和发布共享的知识，使这些知识从个人知识提升为组织知识。 3. Capture lessons learned. The oversight group must discuss lessons learned at regular meetings and provide a mon space for sharing the results. To plete this most crucial last step, answer questions such as What made the pilots most successful? and Are the results worth investing in for expansion? 团队要经常在一个会议上分享和讨论一些公司案例。 为了完成这个至关重要的步骤，可以回答以下问题 :这个试点 为什么会成功 ?结果是否值得推广。 LOOKING AHEAD 预告 After your pany assesses the pilots, KM will continue along one of three paths, KM efforts will be expanded to new initiatives, existing initiatives will be improved, or the status quo will be maintained, in which case employees will likely revert to prior behavior. 在公司评定试点工作之后，知识管理将继续剩下的三分之一的路， KM 的实施将将逐渐的扩展到新的项目，提升现有的工作，固化新的工作模式，以防止员工由于习惯返回以前的工作方式。 Stage 4: Expand and Support 第四阶段：扩展和支持 By now, you*ve gained quite a bit of expertise. You*ve launched pilots, gathered results, captured some important lessons, and decided to continue the KM journey. Stage 4 involves expanding KM initiatives throughout your anization, which necessitates rapid and highly visible growth. 现在你已经获得了一些 KM 实施的经验，已经启动了试点项目、收集结果、得到了 教训并决定继续 KM之旅。 第四阶段将介绍怎样在整个公司推广知识管理，成为公司迅速增长的必要。 If one or more of the following statements is true, you are steadily nearing the final stage of your journ。