1. KM 2 – KM Processes 1
Debrief Knowledge and Transfer
KM processes: a powerful toolbox and how to organize it
Codify / Deepen / Distribute & Network Knowledge
Locate Knowledge and Learn
Masterclass KM – SlideShare contribution, June 2014
http://de.slideshare.net/HoferAlfeisJ/presentations
Dr.-Ing. Josef Hofer-Alfeis
Consulting on Knowledge & Innovation Management
josef.hofer-alfeis@amontis.com
Design: Ron Hofer

2. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 2
KM Masterclass – Preface
The Masterclass Knowledge Management (KM) is
a set of six presentations describing and
explaining KM via definitions, concepts,
instruments and many practical examples, insights,
stories and exercises as well as links and
references.
The material is the result of 25 years of research,
consulting of challenging clients, discussions with
appreciated peers and communities as well as ten
years of lecturing on KM at various universities in
Germany and Austria including discussions with
many inspiring students, e.g.:
 Zeppelin University, Friedrichshafen
 University of the German Army, Munich
 University of Applied Science, Munich
 University of Applied Sciences for Economics
and Management, Munich
 Donau University Krems, Austria
 University Augsburg
Contents:
 KM 1 – Knowledge and KM
 KM 2 – KM Processes 1
 KM 3 – Soc.-t. KM Systems 1 / Processes 2
 KM 4 – Socio-technical KM-Systems 2
 KM 5 – Plan & Control Knowledge & KM
 KM 6 – KM and Idea / Innovation Mngt.
Any questions, remarks and ideas for
modification or improvement are appreciated –
please contact me, see slide „contact“ at the end
of the presentations.
Munich, May 2014, Josef Hofer-Alfeis

3. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 3
Focus: Debrief Knowledge and Transfer
• Leaving Expert Debriefing
• Team Debriefing and more transfer processes
• Lessons Learned Sharing
KM processes: a powerful toolbox and how to organize it
Codify Knowledge / Deepen Knowledge
Distribute and Network Knowledge
Focus: Locate Knowledge and Learn
Agenda
delicious tags: LXD inWGebVernetzen-ZusArbeiten story-telling WVerteilen-Vernetzen WKodifizieren socialnetworking AgingSociety

4. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 4
How critical is the „leaving knowledge“? How to transfer?
 individual & exclusive  case-specific transfer measures
 distributed, complementary
& exclusive  relationships & specific transfer measures
 distributed & collective  overview and access
 codified  overview, access, … eventually rework
________________________________
Leaving Expert Debriefing process
 taylored knowledge transfer
plan and execution
Classic KM task: Leaving Expert Debriefing
delicious tags: LXD AgingSociety
see reading material:
LeavingExpertDebriefing JHA JKM2008-04.pdf
practice examples:
• successors‘ complaints: „still a gap after
12 months“ … „massive word files and no
systematics – not useful“ …
• selfmade expert for sliding lacquer
• champaign cellarmaster after 30 years
• knowledge grave in public services
• move of production to another site

5. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 5
responsibilites | k. areas
uKM process Leaving Expert Debriefing k. = knowledge
other Knowl.
Stakeholders
Leaving
Expert
Successor(s) Manager
ModeratorModerator
institutionalize Leaving Expert Debriefing
0 prepare LXD workshop
k. transfer
action list
 action
plan
k. portfolio,
maps & models
relationship map
Lessons Learned
3 identify business-critical codified k. assets -
define k. transfer actions
2 identify & evaluate business-critical relationships -
define k. transfer actions
4 capture lessons learned / advice and define transfer
5 consolidate, prioritize and plan transfer actions
1 identify business-critical k. areas -
define transfer actions for exclusive knowledge
success
stories
execute transfer actions;
verify and communicate results
drivingrole
LXDworkshop

6. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 6
[0] Map of responsibilities

7. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 7
uStructure template to map knowledge areas (KA)
Value adding process of the customer / service receiver
KA’s concerning business/task background
KA’s concerning product/service/delivery of
knowledge owner
KA’s concerning production/supply …
KA’s concerning relationship mngt. (clients, partners, …)
KA’s concerning additional mngt. and support …
Layers of business-
specific KA‘s with
decreasing (direct)
importance for the
customer / service
receiver
A knowledge area is described
appropriately by an
action-object space, e.g.
develop utility vehicle
or sell luxury car

8. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 8
[1] Map of business-relevant knowledge areas
Example: „leaving expert“ for Vendor Management (VM)
Value adding process of the customer / service receiver
KA’s concerning
“Product/
Service” of VM
“Production/
Supply” von VM
Partner relation-
ships of VM
Mgt. & Support
in VM
Business
background of VM
Vendor relations mngt.
Contract Mngt.
Vendor selection
& evaluation
Process Mngt. Project Mngt.
Inter-cultural
collaboration
Understanding telecom
business & techniques

9. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 9
Knowledge Portfolio definition and evaluation
Example: expert for Vendor Management
low high current business impact
futurebusinessimpact
lowhigh
Process Mngt.
Project Mngt.
Contract Mngt.Inter-cultural
collaboration
Understanding telecom
business & techniques
Vendor selection
& evaluation Prio by
successor
knowledge area with deep
exclusive knowledge
Vendor relations
mngt.
…
k. area, where successor
is already proficient in
Prio by
manager

10. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 10
http://www.knoco.com/knowledge-scan.htm 2014/04
related approach

11. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 11
The art of transferring deep exclusive individual knowledge
Examples: appropriate models … collaboration … story telling* …
process
modeltimeline
product model
good questions for business stories:
• what is / has been very critical or exciting?
• to do‘s and not to do‘s in this context?
• successes, fiascos, lessons learned – why?
• …
*see e.g. http://blog.slideshare.net/2014/04/30/learn-storytelling-from-the-masters/
+ business
stories + …
+ business
stories + …

12. Mix of subject
and process
knowledge in
a knowledge
model / map –
example: how
to dress a salad

13. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 13
[2] Knowledge map of relationships

14. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 14
[2] Knowledge map of relationships – example
„ask first, but be well
prepared for critical,
useless (?) questions“
„has rather close
connections to CTO“

15. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 15
[1-4] Knowledge transfer action plan – example LX = Leaving Expert
# Decided /planned kowledge transfer actions prio responsible due
1 Transfer actions in the exclusive knowledge area …:
Discussion ... lecture ... practice ... joint project ...
1 Successor
/LX
[date]
2 Transfer actions for relationship knowledge:
Discussion ... introduction to ... joint visit ... collaboration ...
1 Successor
/LX
ok
3 Transfer actions for codified / documented knowledge:
Introduction and access to workspace of a team or community of practice, other
collaboration & document management platforms, Website (intranet or internet),
weblog, wiki, … document, catalogue, flyer, guideline, handbook, patent,
standard, ... books, library, … content structure, taxonomy, folder system, tag
cloud, ... model, instrument, software, app, workflow, knowledge base, ... private
notes, descriptions, scientific papers, …
1 Successor
/LX
…
Location and access to the LX‘s „Heritage Archive“:
selected presentations / publications /scientific papers / ...
2 LX ...
4 Transfer actions for Lessons Learned
Information of ... discussion with ... communication action ...
1 Manager,
Moderator
...

16. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 16
[4] Table of lessons learned and other advices - example
Lesson Learned / Advice Target group
Never capitulate because of burocracy Successor
Vendor managers need a lobby – strengthen the CoP VM Role
Spend on travel and dinner more and less in IT Manager
... Team
... Organizational Unit
Implement an expert career system … Top Management
... …

17. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 17
... too much load?
time for a group exercise with a „real“ leaving expert
source:
Only in Russia
http://www.powersho
w.com/view/2640e7-
YzRjO/Only_in_Rus
sia_powerpoint_ppt_
presentation

18. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 18
 prepare LXD workshop around 2 hours
 LXD workshop (planning around 2-6 hours (depending on range,
knowledge transfer actions) level and complexity of expertise)
 executing knowledge transfer actions typically 1-30 days
 success measurement very often none,
if not driven by the LXD moderator
LXD: how it would have been run typically in practice

19. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 19
Lessons Learned from various Leaving Expert Debriefings
Management:
 plan how you will cooperate with the LX
after he has left
 start LXD early, but the successor
should be already involved
Management und Moderator:
 approach the LX in a sensible trust-
building way with the right wording
(„loss of experience“ …“chance to let
the successor start better“)
 focus on needs and objectives of the
current and future business
Moderator:
 if possible define some critical questions
for the LX with related colleagues in
advance
 be open for new and winding directions
of the discussion, but care then for the
LXD structure again
 pose open questions to enhance
communication and revealing of tacit
knowledge
 eventually audio-record and offer
revising the transscription by the
participants
 check LXD effect after 2-3 months and
get feedback about the proceeding

20. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 20
Invite the experts with business-critical knowledge for
 regular information service Micro-Blog, Blog, Newsletter, …
 presentations and trainings internal conference, webinar, training material,
 publications … lecturing internal academy … FESTO: employee help service
 mentoring … internal consulting BOSCH: wiki Q&A for juniors and senior experts
 regular expert debriefing ELEKTROBIT: „Expert Reflection“ every 3-5 years
 guideline ... handbook … workflow … standard … expert system
 integration into team debriefings, lessons learned processes, peer reviews/assists,
project/program coordination, community management … expert career role responsibilities
 e.g. CONTINENTAL, O2
LXD is the last chance option – how to retain expert
knowledge continuously? Examples

21. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 21
„Alumni service“ for >5k former employee experts
http://www.yourencore.com/
NOVARTIS invites and supports their
retired experts to collaborate here

22. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 22
Group exercise
After Action Review (AAR) / Lesson Learned Workshop
Topic: Our last group exercise on LXD
The four AAR questions:
1. What have we planned (expectation)?
2. What has actually happened (perception)?
3. Why are there deviations (as-is vs. to-be comparison and cause analysis)?
4. What can be learned / improved? Improvement ideas? (change)

23. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 23
Focus: Debrief Knowledge and Transfer
• Leaving Expert Debriefing
• Team Debriefing and more transfer processes
• Lessons Learned Sharing
KM processes: a powerful toolbox and how to organize it
Codify Knowledge / Deepen Knowledge
Distribute and Network Knowledge
Focus: Locate Knowledge and Learn
Agenda

24. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 24
project
closing
order
project
start
project
planning
project execution
uTeam Debriefing – identifying knowledge assets
and examples for established team debriefings
critical
activities
knowl.
assets
tops &
flops &
Lessons
Learned
International flights management – duties for
the pilots to minimize risks:
• Briefing: routine discussion/information before
• Debriefing: discusion/reflection after
(unexpected events, failures and difficulties …)
Automotive Industry:
short team debriefing ... briefing with shift
handover ( blog)
IOC – 4-years-routine (not always an advantage
for the hosts)
see backup slide
moderator
challenge
completing
task
description
& discussion
…
peer assist
with former
project team
… wiki page
template
do not
declare
„started“
before ...

25. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 25
The International Olympic Committee's (IOC) Olympic Games Knowledge Management (OGKM) program plays an
important role in the organization of each edition of the Games by ensuring that future host cities have access to the
latest knowledge that has been gained from the hard work and experience of the previous Games hosts.
The program was created during preparations for the Sydney 2000 Olympic Games and since then has evolved into
an integrated platform of various knowledge services, which assists organizers in their Games preparations, helps
them to compare their progress and success, and allows them to define the future of their own Games.
Gilbert Felli, the IOC Executive Director for the Olympic Games, said: "Managing knowledge is at the core of our
mission. Carefully documenting what Games organizers do, sharing best practices and making available everything
we've learnt from the recent past has become an invaluable support to the OCOGs and their partners. Successful
knowledge management and transfer are about checking there is always enough high-quality oil in your engine. It
enables you to perform and it contributes largely to organizational excellence.”
An integral element of the OGKM platform is the IOC Observer Program, which allows future Games organizers to
attend an Olympic Games and observe the operational demands of hosting such an event. This experience
represents one of the key components of the knowledge transfer process, providing a unique opportunity to live, learn
and observe real Olympic Games operations through a number of visits to various Olympic sites during Games-time.
The program allows each future Organizing Committee to not only observe how things are done, but also study
specific areas so that they can learn and improve upon those subjects within their own organizational and cultural
context.
During the Sochi 2014 Olympic Winter Games, the Observer Program will involve more than 300 participants from
three Organizing Committees of the Olympic Games (Rio 2016, PyeongChang 2018, and Tokyo 2020) and five
Applicant Cities for the Olympic Winter Games in 2022 (Krakow, Oslo, Almaty, Lviv and Beijing).
Olympic Games Knowledge Management Program
http://www.knowledgebusiness.com/knowledgebusiness/Templates/ReadKnowledgeLibrary.aspx?siteI
d=1&menuItemId=34&contentHeaderId=7750 02/04/2014

26. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 26
Focus: Debrief Knowledge and Transfer
• Leaving Expert Debriefing
• Team Debriefing and more transfer processes
• Lessons Learned Sharing
KM processes: a powerful toolbox and how to organize it
Codify Knowledge / Deepen Knowledge
Distribute and Network Knowledge
Focus: Locate Knowledge and Learn
Agenda

27. Corporate Knowledge Management 2010 © Continental AG
KM within Research & Development and Project Management
Project
Realization
Project
Acquisition
& Definition
Project
Completion
Project
Planning
Project
Evaluation
& Transfer
PROJECT MANAGEMENT
Community
Lessons learned
from other projects
• Concepts
• Plans
• Known Problems /
Risks
Lessons learned
for new projects
• After Action Review
• Learning summary
• Selected results /
documents
Urgent requests
• Requirements
• Problems
Adhoc responses
• Direct support
• Experiences
• Contacts
• Documents
Example CONTINENTAL – where Lessons Learned are typically created and applied

28. Corporate Knowledge Management 2010 © Continental AG

29. Corporate Quality and Environment
Continuous Improvement
Ronald Breitkopf – Lessons Learned Program Manager
lessonslearned.conti.de
many companies agree on
the importance of Lesson
Learned Sharing, but
actually do not manage it
successfully

30. Corporate Quality and Environment
Continuous Improvement
Ronald Breitkopf – Lessons Learned Program Manager
lessonslearned.conti.de
Result of Evaluation
Implementation Responsible
evaluates impact on
processes and instructions
uLessons Learned – Generic Workflow
To assure high quality the
proposal has to be evaluated
by a specialist
Steered distribution
and mandatory
implementation
feedback lead to
new / updated
processes and
documents
Every employee can create a
Lessons Learned Proposal to
document positive or negative
experiences with proven
solutions (e.g. 8D, Project Report,
Lessons Learned Workshop...)
Initiation of implementation
request(s) to recommend
systemic prevention
Valuable Lessons are published in
the Lessons Learned Database
Benefit from
Lessons Learned
via pull & push
Benefit from
Lessons Learned
automatically
Ca. 50
LL-
Manager
in the
business
sectors
Example HP SERVICE PROJECTS – alter-
native approach: provide project profiles,
powerful search & expert networking
Example CONTINENTAL

31. Corporate Knowledge Management 2010 © Continental AG

32. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 32
KM reflection on the process group
Debrief and
transfer
knowledge
Leaving Expert Debriefing Team Debriefing
Lesson Learned Sharing Best Practice Sharing
Next Practice Sharing ??
Example GOOGLE: shaping circumstances for positive change /
ideas etc. by offering a 'deviant office day' when staff can 'work
on whatever they want‘  K. Culture in KM4  KM6 KM & Innovation Mngt.

33. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 33
Focus: Debrief Knowledge and Transfer
KM processes: a powerful toolbox and how to organize it
Codify Knowledge / Deepen Knowledge
Distribute and Network Knowledge
Focus: Locate Knowledge and Learn
Agenda

34. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 34
 process … business process
 three major types of business processes
 management / planning processes
 efficiency / value-adding processes (focus)
 support processes
 „knowledge intensive“ processes
 KM processes (activities … instruments … proceedings … „tools“)
Processes – what do we talk about
delicious tags: Instrument ProcessMngt

35. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 35
Create Idea
Concept
Idea concept
created
Check Idea
Business
Relevance
Business
Relevance
sufficient
Check Idea
Feasibility
Feasibility
sufficient
Level: 3
Idea
postponed
Idea
rejected
Plan
Idea
Idea ready
for
definition
Plan
Idea
Idea
postponed
Idea
rejected
Process modelling – example
Idea Management process (section)
flow and input-output model
c
o
Innovation / value-
added strategy
o
o
Level: 3
c
e
Idea Concept
Invention
Disclosure
Check Idea
Feasibility
Guideline for
Intellectual Property
Requirements
Idea Creator
Domain
Expert
Status Feedback to
Idea Creator
Guideline for
Feasibility Check
Idea Concept
Idea Manager
Technology &
competence
analysis
o
Level: 3
feasibility evaluated
this is codification of
operational knowledge

36. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 36
KM Support Org.
Improve / adapt
KM system
Socio-technical KM system: Have we the
right KM systems and do they work well?
KM System
uKM core processes
Three process groups of BITKOM WM-Prozess-Systematik*
Free download: http://www.bitkom.org/de/themen/54938_61676.aspx
Knowledge and KM:
Do we focus on the business-critical
knowledge and the right KM?
Management
Plan & control strategically
Knowledge and KM systems
Improve / adapt
knowledge quality
X no
Knowledge
as-is
Knowledge
to-be
Knowledge Worker
 yes
Knowledge :
available in adequate quality
(depth, distribution/networking,
codification)?
Action (process, proceeding, activity, …), requiring
knowledge (capability for effective action) before-during-after
* BITKOM: German association of companies in IT, telecommunication and media
WM-Prozess-Systematik: systematics of KM processes (in German, 2007/2009)

37. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 37
BITKOM guideline
WM-Prozess-Systematik*
Free download:
http://www.bitkom.org/de/themen/54938_61676.aspx
• 1st version posted:
May 2007
• 2nd completely revised version posted:
November 09
• >225 KM processes (instruments/tools/…)
grouped in process classes
• until 2014: about 3k downloads
* BITKOM: German association of companies in IT, telecommunication and media
WM-Prozess-Systematik: systematics of KM processes (in German, 2007/2009)
see reading material:
BITKOM WM_Prozess_Systematik 2009.pdf

38. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 38
There are several other well-kown models for KM processes, e.g.
from Ikujiro Nonaka, described in The Knowledge-Creating Company

39. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 39
uKM detail processes for Improve/adapt knowledge quality:
Instrument sets (“toolboxes”) for any knowledge worker
• deepen
knowledge (K)
• codify K
• distribute &
network K
• locate K
and learn
• debrief K
and transfer
• network and
collaborate in
knowledge area
multi-Done-D
Example: Leaving
Expert Debriefing

40. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 40
Focus: Debrief Knowledge and Transfer
KM processes: a powerful toolbox and how to organize it
Codify Knowledge / Deepen Knowledge
Distribute and Network Knowledge
Focus: Locate Knowledge and Learn
Agenda

41. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 41
 develop content
structures / models
 consolitate content structures
 equivalent structures in all repositories, e.g. Windows Browser, Outlook folders,
paper folders, … ? Links in Internet-Browser? Better tagging, e.g. in delicious?
 write down your insights and experiences, e.g. blog, micro-blog, … Haiku book
 write down story, micro-article , glossar , report, guideline, webinar , …
 jointly develop concepts … content … knowledge area, e.g. in a wiki, see KM4
 …
uCodify knowledge –
define, structure, describe, … – examples
delicious tags: WKodifizieren socialnetworking conceptmapping visualization Blog-Wiki Maps InfoMngt DokMgt

42. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 42
What you
do in
EXACTLY
7 words!
Quelle:
http://www.linkedin.com
/groupAnswers?viewQu
estionAndAnswers=&di
scussionID=38899025&
gid=1851951&commentI
D=37440755&goback=.g
de_1851951_member_3
8899025&trk=NUS_DIG_
DISC_Q-
ucg_mr#commentID_37
440755

43. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 43
Concept modeling – example
http://cmap.ihmc.us/

44. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 44
Structure:
 topic – short charactarization of the content by the headline
 story - short description of the actual situation / circumstance
 insights / experiences
 (conclusions)
 (open questions)
more (in German):
http://www.wikiservice.at/gruender/wiki.cgi?MikroArtikel
Micro-Article
(according to a proposal from H. Willke)

45. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 45
D-A-CH WM-Glossar – Gemeinschaftsprojekt der sechs
wichtigsten WM-Communities in deutschsprachigen Raum
http://tinyurl.com/dach-
wissensmanagement-glossar

46. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 46
The solutions to all our problems
may be buried in PDFs that nobody reads
www.washingtonpost.com/blogs/wonkblog/wp/2014/05/08/the-solutions-to-all-our-problems-may-be-buried-in-pdfs-that-nobody-reads/
any idea about
the reasons?
summarizing responses May 30:
Rethinking knowledge products after the
'PDF shock': Make them leaner, faster,
and never without the community
http://jschunter.blogspot.com/2014/05/rethinking-knowledge-
products-after-pdf.html

47. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 47
 learn from any knowledge source, e.g. expert, community, journal/book, …
 … via learn platform, webinar , …, e-learning, e.g. new@SIEMENS (2010)
 ... via good questions (make clear your objective and context) plus
active listening (collaterally reflecting and restating)
 "learning by teaching" technique (letting trainees teach the stuff they are supposed
to learn and the experts are part of the audience, too), see http://en.k-at-r.com
 ... by doing, e.g. anticipating … experiments … prototyping … research …
 ... via knowledge acquisition, e.g. hiring an expert, consultant, …
 ... via creativity tools , idea workshops / customer learning, …
uDeepen knowledge … learn
delicious tags: WVertiefen-Lernen Elearning InnovationMngt persönlichesWM Weiterbildung WLokalisieren-Aufnehmen
my personal KM favourites:
client projects & communities  lectures
twitter, outlook/file repository, OneNote,
social bookmarking, classic paper notebook

48. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 48
Webinar - example Collaboration Mapping von USAID/Rwanda (Juni 2013)
https://ac.usaid.gov/p98631577/?launcher=false&fcsContent=true&pbMode=normal | https://ac.usaid.gov/p98631577/
Webinar portals for
personal
development, e.g.
http://developer-
media.de/webinare/

49. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 49
open educational ressources (OER)
and massive open online courses (MOOC)
• iTunes U
• MIT http://ocw.mit.edu/index.htm
• many universities …

50. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 50

51. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 51
synchronous chat!
example MOOC
asynchronous video!

52. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 52
Creativity tools, e.g. the six think hats from deBono
white yellow red
blue green black
Information Benefit Feelings
Control Creativity Caution several creativity
tool collections
can be found in
the internet

53. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 53
Focus: Debrief Knowledge and Transfer
KM processes: a powerful toolbox and how to organize it
Codify Knowledge / Deepen Knowledge
Distribute and Network Knowledge
Focus: Locate Knowledge and Learn
Agenda

54. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 54
 face-to-face: body language ... conversation* … presentation …
discussion ... collaboration … co-design …
 virtually: podcast, videocast, screencast, webcast, lecturecast, … **
 distributing expertise, e.g. job rotation, expert sharing, reorganization, …
 distributing and networking information, e.g.
 dropbox www.dropbox.com … SlideShare http://de.slideshare.net/HoferAlfeisJ
 micro-blogging, weblogging , … see KM4
 …
uDistribute and Network Knowledge – examples
delicious tags: Wverteilen-Vernetzen socialnetworking inWGebVernetzen-ZusArbeiten InfoMngt DokMgt
** many
simple tools
for free, e.g.
audacity,
camstudio,
… *more about organizational conversation: iKnow The Magazine for Inno-
vative Knowledge Workers : May 2014 Ed. - Organizational Conversation
http://www.gurteen.com/gurteen/gurteen.nsf/id/iknow-organizational-conversation?open

55. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 55
slideshare is a lively place
to share presentations and learn

56. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 56
Example: weblogging GfWM-Blog (German society for KM)
topic: BITKOM KM process systematics http://www.gfwm.de/node/269
Seite 56
Start June 06 | Dec 13: ~7700 views

57. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 57
aus Vortrag P. Heisig, KM Egypt Kairo 2010
Example:
Connecting /
networking
expertise

58. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 58
Focus: Debrief Knowledge and Transfer
KM processes: a powerful toolbox and how to organize it
Codify Knowledge / Deepen Knowledge
Distribute and Network Knowledge
Focus: Locate Knowledge and Learn
Agenda

59. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 59
1) first own attempts
2) gardener book
3) ask friend
4) ask gardener shop assistant
5) search for expert communities and ask
 best advice
(change water every 2nd day)
image source found via google images:
http://www.websitepark.de/link_36339249_text_51206982
_deutsch.html
personal experience: searching for knowledge
how to cultivate watercress
1 3 4
25

60. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 60
… or often typical German engineer approach:
do not search, develop by yourself …

61. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 61
 Expert / community / expertise locating
via knowledge map, skill database, social networking or profiles 
 knowledge mining in information … KM & Big Data, see KM1, Walmart example
 information locating / search - externally:
 Information / search abonnements, alert services 
 web crawler service for person-related data 
 google and additional interesting search sevices
 information locating / search - internally:
 desktop search
 enterprise search
uLocate Knowledge and Learn – examples
delicious tags: Maps suche WLokalisieren-Aufnehmen
* Information/KM – Peter Senge probably makes the distinction best in his classic, The 5th Discipline:
“Sharing knowledge is not about giving people something, or getting something from them. That is only valid for information sharing.
Sharing knowledge occurs when people are genuinely interested in helping one another develop new capacities for action; it is about
creating learning processes.”
Chris Collison, 14.10.12, in http://www.linkedin.com/groups/Article-knowledge-mismanagement-1539.S.174008141?view=&gid=1539&type=member&item=174008141&trk=eml-anet_dig-b_nd-pst_ttle-cn
… and learn 
completing the KM process
Information Mngt  KM*

62. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 62
UNICEF
social pro-
files system
source: [km4dev-l] Staff
profiles, Mai 2010; Ian
Thorpe [ithorpe@unicef.org]
„Part of a broader
intranet web 2.0
community of practice
platform.
We deliberately chose
not to merge our
system with our HR
system (in which all
data on experience,
skills etc. needs to be
fully validated), to allow
staff themselves to
manage their pages“

63. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 63
 intelligent search
(experts & topics)
 centrally organized
taxonomy
 interactive dynamic
network display
 quality via
user feedback
 XING-oriented design
 user care for actual content
 Expert Finder software from
finebrain AG www.finebrain.com
B. BRAUN Melsungen AG: Expert Finder
source: Wissensmanagement, Sonderausgabe Best Practices 2009/10, S. 14-15

64. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 64
Traditionally, employees have relied on their personal networks, word of mouth, and perhaps a corporate directory to find colleagues with the expertise or
specialized knowledge to answer questions and provide advice. This is still true in many organizations, but others have implemented more formal expertise
location approaches over the past 20 years, ranging from discussion forums to profiles listing employees’ areas of expertise. More recently, social networking and
advanced analytics have opened new doors in terms of surfacing knowledgeable people and connecting them to colleagues with questions or challenges.
Given all these changes, APQC was curious about how many organizations have adopted formal expertise location, which techniques they are using, and
whether employees see those techniques as effective. To find out, we asked the audience on our January 2013 Knowledge Management (KM) Community Call
about their employers’ expertise location practices. This article summarizes their responses.
Locating experts and expertise – Survey 2013
http://www.apqc.org/survey/expertise-location
my input

65. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 65
 experts feel shortchanged („who pays for that extra-consulting?“)
 managers feel left out („they detract my expert for their project“)
 profiles self-generated by the expert:
 how to check profile quality?
 better use existing „official“ profiles, e.g. consultant profiles for project acquisition
(DETECOM Consulting)
 better generate (much richer) profiles semi-automatically
 use Q&A or member profiles of communities of practice
or equivalent social networking services – eventually in vital social networks the profile
quality is reasonable (checked by other members)
Rich discussions about expert locator systems in LinkedIn groups, e.g.:
Gurteen KM Community, March 2014: http://www.linkedin.com/groups/Expertise-Locator-Tool-
1539.S.5831711119806337024?view=&srchtype=discussedNews&gid=1539&item=5831711119806337024&type=
member&trk=eml-anet_dig-b_pd-ttl-hdp&fromEmail=&ut=2Bqm_VatCBQ641
uExpert / expertise locators – lessons learned
the internet does not forget ??

66. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 66
Information / search abonnements, alert services
... via Web-Alerts
... via RSS Feeds

67. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 67
web crawler service for person-related data
strange findings
in the web

68. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 68
Google your own name –
top ten for JHA, Okt. 2012

69. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 69
Use google professionally
e.g. http://www.techradar.com/news/internet/web/101-
google-tips-tricks-and-hacks-462143
… simple trick to exploit the PDFs (and other kind
of files): when doing a google search, simply add
the extension of the files you are looking for, for
instance .PDF or .DOCX or .XLSX etc. …
[km4dev-l] PDFs that nobody reads, May 2014

70. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 70
• https://duckduckgo.com 
• www.bing.com
• www.alltheweb.com
Meta-Search:
• www.mahalo.com
• www.metacrawler.de
• www.ixquick.com
additional services:
• cuil.com
• grokker.com
• exalead.com
• A9.com
• answers.com
• paperball.de
Additional interesting search sevices - examples
http://search.yippy.com generating content clusters

71. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 71
https://duckduckgo.com – search service not
capturing your search data and history
+ duck-duck-goodies, e.g. weather …

72. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 72
Search for websites with similar content

73. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 73
 ConWeaver
 Google Search Appliance (GSA)
 SAP Netweaver Enterprise Search
 IBM Omnifind Enterprise Search
 FAST Enterprise Search Plattform
(ESP)
 SemanticMiner
 …
Enterprise Search –
examples
„A federated search can be a very effective and
cost effective solution, but it happens far too often that its value is
greatly diminished if it is not configured very carefully: you may end up
with lots of non relevant results. Also, the speed of retrieval, security,
and maintenance costs are important factors to keep an eye on.
There are several players in the market, … most comprehensive
solution by Autonomy... But beware the VERY high price tag, and its
configuration can be a nightmare.
Open source solutions: … Lucene Solr: ientirely free, … need someone
to install and configure it, … Funnelback … with a company that backs
its development and provide support for a very reasonable fee. They
have a large number of customers, including Oxfam Australia, and they
told me they are very happy with it.“
[km4dev-l] Res: Federated Search –
Gabriele Sani [gabrielesani@gmail.com] 28.5.2011
check advice in
CoP discussions
- example
see reading material:
Intelligent-Search-and-Information-Access-May-2014_4504

74. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 74
Gartner‘s Magic Quadrant for Enterprise Search
http://www.gartner.com/technology/reprints.do?id=1-1F7LZKJ&ct=130426&st=sb April 2013
The enterprise search market is
being reshaped by new consumer
experiences and shifts in vendors'
strategies, such as Microsoft's
decision to tie search technology
more closely to SharePoint.
Gartner compares 15 vendors to
help search managers and
information architects make the
right choice.
Vendor overview (2013, in German):
http://www.wissensmanagement.net/fileadmin/backend_uplo
ad/Anbieteruebersicht/Anbieter_PDF/2013_02_Anbieteruebe
rsicht_E-Search.pdf

75. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 75
ranked according
publication weighting enterprise search
example
ConWeaver
http://www.conweaver.de
searching in databases of
research organization
Fraunhofer Gesellschaft
experts
organizations
departments
documents
projects
webpages
 menu offering similar terms

76. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 76
Please discuss in small groups,
which KM processes / instruments
 are rather interesting for you
 you want to apply in the next time
 you use already,
but have not yet been discussed here
Group exercise
mehr-Dein-D
• deepen
knowledge (K)
• codify K
• distribute &
network K
• locate K
and learn
• debrief K
and transfer
• network and
collaborate in
knowledge area
multi-Done-D
KM3

77. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 77
Debrief Knowledge and Transfer
• Leaving Expert Debriefing
• Team Debriefing and more transfer processes
• Lessons Learned Sharing
KM processes and its systematics
Codify Knowledge / Deepen Knowledge
Distribute and Network Knowledge
Locate Knowledge and Learn
Summary & discussion
"A fool with a tool is
still a fool." (Grady Booch)
KM processes 
living KM systems

78. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 78
Contact
Dr.-Ing. Josef Hofer-Alfeis
Consulting for Knowledge and Innovation Management
Josef-Sterr-Str. 4, 81377 München, Germany
T +49 89 85661623
M +49 173 9775943
Email josef.hofer-alfeis@amontis.com
Skype JHofer-Alfeis
BrainGuide http://www.brainguide.de/dr-ing-josef-hofer-alfeis/persondetail,1,,,,,69354.html
XING https://www.xing.com/profile/Josef_HoferAlfeis
Public Maven profile: http://www.maven.co/profile/5Anc2u3D
Twitter HoferAlfeisJ
Bookmarking http://del.icio.us/HoferAlfeisJ
Facebook http://www.facebook.com/profile.php?id=1800807835#!/
yasni http://person.yasni.de/josef-hofer-alfeis-17021.htm
Partner
Competence Center
Knowledge | Innovation | Intellectual Capital Mgt.
Amontis Consulting AG
Kurfürsten Anlage 34
D-69115 Heidelberg
www.amontis.com

79. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 79
Recommended KM Sources Dr.-Ing. Josef Hofer-Alfeis, 2014
BOOKS:
 Hofer-Alfeis, J.: Entwicklung und Umsetzung einer Wissensstrategie. In: Pircher, R. (Hrsg.):
Wissensmanagement, Wissenstransfer, Wissensnetzwerke - Konzepte, Methoden und
Erfahrungen. Publicis Publishing Books, new edition 2013
 Boisot, Max H.: Managing Knowledge Assets – Securing competitive advantage in the
information economy. New York: Oxford University Press, 1998, ISBN: 0-19-829607-X
 Learning to fly: practical knowledge management from leading and learning organisations –
Nov 2004, Chris Collison, Geoff Parcell, ISBN: 1841125091
 Doz, Yves, et al: From Global to Metanational. Harvard Business School Press, 2001.
ISBN: 0-87584-870-2
 Davenport, T. H., Probst, G.: Knowledge Management Case Book. Publicis Corp. Publishing
,2002. ISBN: 3895781819
 Auer, T.: ABC der Wissensgesellschaft, Doculine-Verlag D-72766 Reutlingen, ISBN 978-3-
9810595-4-0
LINKS:
 www.knowledgebusiness.com
 www.apqc.org/membership-knowledge-management
 www.pwm.at
 www.c-o-k.de/index.htm
 www.xing.com/net/pri3b94dax/knowledgemanagement/
 www.xing.com/net/wm
 www.wissenmanagen.net/
 www.cogneon.de
 www.eknowledgecenter.com
 Bookmark services from JHA:
 JHAs 30 InnoLinks (regularily updated) http://delicious.com/hoferalfeisj/jhas-30-innolinks
 Important discussion forums for KM & Innovations Mngt. (selction):
http://delicious.com/hoferalfeisj/top_-_innom_-_wm_-_foren
JOURNALS:
 Wissensmanagement (Fokus Anwenndung, Beratung, Anbieter)
 Journal of Knowledge Management (Fokus Forschung; englisch)
 KM Review (Fokus Anwendung; englisch)
http://www.melcrum.com/products/journals/kmr.shtml
COMMUNITIES OF PRACTICE / BODIES:
WIMIP – Community der KM Practitioners https://www.xing.com/net/wimip
Ges. für WM (GfWM); mit WM-Stammtischen zum Erfahrungsaustausch in vielen Städten,
z.B. gfwm-regional München: http://www.gfwm.de/group/121
BITKOM ArbKreis Knowledge Management, organisiert die jährl. KnowTech-Konferenz
PAPERS, BOOK CONTRIBUTIONS, PRESENTATIONS FROM JHA:
 Improving Knowledge Management for Service Organizations, Munich Re,
Communities Meeting, Hohenkammer 2014
 Wissensmanagement mit Twitter, gfwm-Knowl-edgeCamp, Karlsruhe, 2012,
and more http://de.slideshare.net/HoferAlfeisJ/wissensmanagement-mit-
twitter?from=new_upload_email
 Hofer-Alfeis, J.: Wissensmanagement und Personalmanagement
- Synergien, Projektbeispiele und Erfahrungen - In: KnowTech Konferenzband
2011, www.knowtech.net
 ~: Firmeninterne Vernetzung und Zusammenarbeit der Innovations-Manager
und –Haupttreiber. Und: Wissensvernetzung von Firmen und externen
Forschern/Interessierten für Technologie-Innovation – „Technologie-
Innovations-Communities“ gfwm-KnowledgeCamp, Potsdam, 17.9.2011,
http://knowledgecamp.mixxt.org/networks/files/folder.10675
 Hofer-Alfeis, J., et al: D-A-CH Wissensmanagement Glossar ... - In: KnowTech
Konferenzband 2009, www.knowtech.net
 Hofer-Alfeis, J.: The Leaving Expert Debriefing to fight the retirement wave of
the ageing workforce. Int. J. Human Resources Development and
Management, Vol. 9, Nos. 2/3, 2009
 ~: Lässt sich der wirtschaftliche Erfolg von Wissensmanagement überhaupt
nachweisen? Keynote zum Workshop " WIEM 2009 - Messen, Bewerten und
Benchmarken des wirtschaftlichen Erfolgs von WM, WM2009, Solothurn
 ~: Das virtuelle Aktivitätstal bei sozialen Netzwerken - Diagnose und
Therapie - In: KnowTech Konferenzband 2008, www.knowtech.net
 ~: KM solutions for the Leaving Expert issue. JOURNAL OF KNOWLEDGE
MANAGEMENT j VOL. 12 NO. 4 2008, pp. 44-54,
 ~: Was leistet WM? Wissensmanagement, Heft 1/2008, S. 38-39;
 ~, Keindl, K.: Die Prozess-Systematik im Unternehmenseinsatz.
Wissensmanagement, Heft 2/2008, S. 38-39
 ~, Keindl, K. und BITKOM Ak KEM: BITKOM Leitfaden WM-Prozess-
Systematik, 2007, http://www.bitkom.org/de/publikationen/38337_45785.aspx
 ~: Wissensmanagement im prozess-orientierten Unternehmen. Beitrag in:
KnowTech Konferenzband 2006, www.knowtech.net
 ~: Mehrwert und Zukunft von Wissensmgt. liegen im trans-disziplinären
Vorgehen. In: KnowTech Konferenzband 2005, www.knowtech.net
 ~: Effective Integration of KM into the Business Starts with a Top-down
Knowledge Strategy. J. of Universal Comput. Science, vol. 9, no. 7 2003, 719-
728

80. Dr.-Ing. Josef Hofer-Alfeis, 2014 - 80
 Analysis of KM / InnoM state and needs via interviews with key people and design
of an inter-disciplinary KM / InnoM program
 Moderation of developing a knowledge strategy with the business strategy by the
management team
 Support of KM strategy definition, KM implementation and controlling
 Systematic and transparent design of expert career systems based on a
knowledge strategy
 Support with specific KM / InnoM instruments – examples:
 Debriefing of teams or leaving experts
 Development and improvement of communities of practice and other social networks
 Coaching by development of an individual knowledge strategy / KM program
Dr.-Ing. Josef Hofer-Alfeis:
Consulting Offerings for KM and Innovation Mngt. (InnoM)