APQC知识管理实施手册模板.doc

APQC知识管理实施指南

    There is a widespread understanding of the value of KM in many organizations, and one might assume that mature KM initiatives are widespread as well. However, the gap between organizations recognizing the value of KM and those fully implementing it is large.

    现在，很多企业对KM全部有所了解，甚至部分企业已经认为实施KM时机成熟了，不过，在“了解知识管理”和“实施知识管理”这个两个层次之间距离还是很大。

    Establishing knowledge management strategies that will ultimately make your organization more effective can be a daunting task. Getting started down the right path is often difficult, and staying the course can be even more so as roadblocks spring up in your way. Although you may see KM as a worthwhile effort, convincing others of its value and making it happen across your organization can be a tall order.

    建立知识管理战略以保持企业活力是一件很困难事情，第一步选对方向就愈加困难了，整个实施过程四处充满了绊脚石。尽管你认为知识管理是很值得做一件事情。不过让其它人信服而且在组织内部广泛实施是一个很艰巨任务。

    APQC*s approach to KM implementation eases your way, even as your organization may be struggling to understand the issues, tactics, and tools necessary for a successful KM journey. Our Road Map to Knowledge Management Results: Stages of ImplementationTM framework helps you navigate toward true institutionalization by laying out the characteristics, requirements, and action steps of every stage of KM implementation:

    APQC这套实施方法能够帮助你愈加好处理问题，即使你企业可能正在艰苦寻求概念上了解、战术制订和工具使用去成功地实施知识管理。为此APQC提供了这份实施指南，经过阶段特征描述，需求分析和实施步骤等内容来帮助你成功找到实施质是管理正确方向，其实施过程分成了以下5个部分。

Stage 1: Get Started
Stage 2: Develop a Strategy
Stage 3: Design and Launch a KM Initiative
Stage 4: Expand and Support
Stage 5: Institutionalize Knowledge Management

第一阶段：开启
第二阶段：策略开发
第三阶段：试点
第四阶段：推广和支持
第五阶段：将知识管理制度化

    Based on APQC*s study of and collaboration with best practice organizations over a period of years, APQC*s Road Map to Knowledge Management Results: Stages of ImplementationTM framework spells out the essential steps to achieve true knowledge management implementation. A synthesis of our experience with early adopters, assessment of emerging trends, and identification of best practices, this model serves as a navigation tool for organizations that have seen the glimmer of opportunity in KM to efficiently develop new products, beat the competition, motivate team members, and maximize profits and investments.

    依据APQC多年在最好实践基础上研究和总结，这份实施指南说明了成功知识管理实施阶段中关键步骤。我们将先前实施者经历、行业发展最新趋势和最好实践经验综合在一起，作为指南帮助企业成功实施知识管理，这些企业已经看到了实施知识管理所带来机会，促进企业开发新产品，战胜竞争对手，激励团体组员，和使利润和收益最大化。
    Each stage involves description of provoking events, objectives, key players and roles, governance and structure, information technology impact, the nature of business cases, measurement approaches, and budget issues. By completing the key activities for each stage, your organization will maintain sound footing throughout the entire KM implementation process.
    在APQC多年来对很多优异企业研究和合作基础上，这份实施指南具体描述了知识管理实施多个阶段。每个阶段全部包含有导火索、目标、管理和构架、信息技术、案例、衡量方法和预算和完成每个阶段关键活动，你企业将在知识管理实施过程中不停提升。

Stage 1: Get Started
第一阶段：开启　　　　　　　　　　　　　　　　　　　　　　　　　

    Learning where you are is the first important task along your path to knowledge management success. APQC shows you where to start and points you in the right direction.

    认清现实状况是成功实施知识管理首要任务，这个指南为你指出应该从哪里入手和正确方向。

    If one or more of the following statements is true, your organization is likely ready to embark on Stage 1 of the journey.
    假如下面所列情况有一个是属于事实，那么你组织已经做好准备，请进入知识管理第一阶段。

· Knowledge management has emerged as a topic of interest in your organization.
· At least a few employees have explored the benefits of KM for your organization.
· Someone has had a personal stake in developing interest in KM.
· You or other members of the organization have learned about KM through participation in consortia or conferences.
· The organization has created a high-level rationale or vision for pursuing KM.

· 知识管理已经成为你组织中一个很感爱好话题
· 已经有部分职员从知识管理中得到了好处
· 部分人已经认同知识管理，有很好基础
· 你和其它部分组员已经经过培训、企业交流等方法学习了知识管理内容
· 组织有实施知识管理很高愿景

第一阶段关键活动
KEY ACTIVITIES FOR STAGE 1
    So, what now? you might wonder. Fortunately, APQC has been here before with dozens of world-class companies and knows what it takes to initiate this complex process. Based on the organization*s wealth of experience, APQC has summarized the key activities, as well as some helpful hints, of Stage 1.
    As an insightful innovator and early promoter of KM, your tasks at this exciting stage are to define KM for others in your organization, share stories of how KM has helped other successful companies, and align KM use with current initiatives.
    你可能会想：说了这么多，现在我该做什么?很幸运，APQC跟世界顶级大企业已经经历了这个过程，而且知道应该怎样开始这个复杂过程。基于这些经验，APQC总结出了第一阶段关键活动。作为一个有洞察力改革者或是知识管理早期推进者，在这个阶段任务是定义知识管理，共享知识管理成功案例，并把知识管理跟现在工作联络起来，保持方向上一致。

1. Make the concepts of KM real for others in your organization.
    Create a clear, tangible picture of the benefits of KM as they relate to goals in your organization. Use simple definitions and simple language to explore real problems, opportunities, and the potential value that KM addresses.

1，企业内知识管理理念解释和推广
    将知识管理跟企业目标联络起来，让大家清楚地看到知识管理好处，使用简单定义和简单语言指出实际存在问题、机会和知识管理潜在价值。

2. Identify others to support the development of KM.
    To find advocates of knowledge management, look around the organization for current activities that might already be related to KM. Look for smaller communities or groups that are currently sharing knowledge, and make connections with these people. Recruiting well-respected, influential people is always a good idea.

    Next, consider which of the following phrases really gets your attention: Cost cutting? Improved efficiency? Pressure from competitors? Streamlined information access? Simplified processes? As an agent of change, find the greatest motivating value factor in your organization to influence others to support KM initiatives.

2，寻求支持，推广知识管理
    找出现在组织内部能够联络到知识管理活动，找出部分共享知识小组，而且和这些人取得联络。寻求有影响力人支持是一个好主意。
    然后，检验下面多个问题又没有引发你们注意：降低成本？提升效率？平滑信息交流？简单步骤？作为变革动力，在你组织内寻求最有激励性原因去影响她人，让她支持KM工作

3. Look for windows of opportunity to introduce the benefits of KM.
    Find where KM will be most valued by talking to people involved with strategic initiatives, internal consulting groups, or people inside the company with whom you*ve developed personal relationships. Then answer the following questions. What are their objectives? What issues are being addressed? How can KM help the organization meet those objectives and deal with those issues?

3，发觉知识管理应用机会
    经过跟内审，或企业内其它你已经建立个人关系个人讨论知识管理能够发挥价值地方。然后回复下列问题：她们目标是什么？达成这些目标存在什么样问题?知识管理怎样处理这些问题并达成她们目标。

4. Capitalize on the Internet and enlist the IT department to provide tools and a balanced view of KM.
    Make connections with your IT leaders to find out what KM possibilities are available with existing technology. Find out what capabilities realistic upgrades might provide. Remember that the IT department can truly be a catalyst for emerging KM support technologies.

4，利用Internet并取得IT部门支持
    联络IT部门领导，找出现在技术能够做到什么样子。记住IT部门是KM一个关键支柱。

ROADBLOCKS TO SUCCESS
·Ignoring your corporate culture and history not addressing issues that might hinder KM
·Attempting to sell an enterprisewide approach without building evidence first
·Asking for a large budget before creating a compelling value proposition

成功路上绊脚石

· 忽略企业文化和历史
· 没有任何论据就推销知识管理
· 没有发明任何价值就要求很大一笔预算

Stage 2: Develop Strategy
第二阶段：开发战略

If one or more of the following statements is true, welcome to Stage 2.
假如下面情况有一个甚至更多跟实际相符，欢迎进入第二阶段。

·Your organization has established a KM exploratory group or steering committee for KM.
·An executive sponsor in your organization supports further exploration of KM.
·You are looking for successful, internal grassroots efforts already under way.
·Your IT organization is interested in actively supporting KM initiatives.
·You have stories of how knowledge sharing has helped your organization in the past.
·You have identified pilots that allow you to demonstrate how KM will benefit your organization.
·You have secured ownership, funding, and buy-in for pilots.

·你组织已经建立了KM探讨小组或KM筹委会。
·企业高层领导支持知识管理推广
·你所一直关注成功内在驱动力已经存在。
·IT部门对KM导入和建设感爱好
·你现在已经掌握了部分企业以前知识共享案例
·你已经找到一个试点能够让你证实知识管理是怎样使企业收益
·你已经确立了试点项目标领导，预算和支持

    If most of your answers are "I wish!" you don*t have to stop. And if the tasks mentioned in any of these statements seem difficult to accomplish, APQC can guide you through the rough spots. We can even help you build the business rationale you need to secure funding for pilots. The overall objective of Stage 2 is to formulate a KM strategy that fits the business model. From there, business opportunities are identified and initialized as pilot initiatives. A task force takes charge of these activities on behalf of the organization.
    假如大部分回复是”我期望”，你不需要停下来。假如在这里提到任何任务看起来极难完成，APQC能够帮助你度过难关。第二阶段关键任务是建立一个符合商业目标知识管理战略。从这里开始，试点目标将跟业务目标相一致。一个项目团体将基于企业利益实施她们行动。

KEY ACTIVITIES FOR STAGE 2
    At Stage 2, your organization has reached an important turning point. Perhaps a personal vision of capturing, sharing, and using information and knowledge has become an organizational exploration of business potential. With the support of an executive sponsor, you can now explore specifically how KM will work for your business. The key activities of Stage 2, and some helpful hints, are summarized for you here.
第二阶段关键活动
    在第二阶段，你企业已经抵达了一个关键转折点。或许个人获取共享和使用信息和知识愿景已经变成了企业对业务潜力探索。在企业领导支持下，你能够明确探索KM将怎样为你业务服务。这里列出了总结出有用第二阶段关键活动。

1. Form a KM task force.
1.形成“特种部队”
    Base this cross-functional team on the core group that has already formed around KM. The team members will identify opportunities for pilots and set the standards for methods to be used across all initiatives.
    形成跨职能部门专业项目团体。这个团体组员将寻求试点机会，形成方法标准。

2. Select pilots or identify current initiatives that could work as pilots.
2，选择试点或发觉能够作为试点现有工作

    We recommend three pilots. You can select new strategic pilots or adopt current grassroots efforts already under way. Address issues that are important to your business, and design the pilots to show demonstrable, relevant results. Select pilot sponsors with the resources to help the initiative along.
    我们推荐3个试点。你能够选择新战略试点或采取已经进行部分工作。发觉对企业业务关键东西并设计试点来显示可论证结果。选择试点支持者来提供实施所需资源。

3. Find the resources to support the pilot.
3，发觉资源，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.
    最关键资源是技术熟练工人，她们能够推进试点工作，而且许可花费很长时间。其它资源比如IT，你可能需要创建和修改部分程序。资源是很广泛，可能你已经准备齐全。
Stage 3: Design and Launch KM Initiatives
第三阶段：设计并开启KM工作

    You*ve already come 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。你已经形成了团体，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. Welcome to Stage 3.
    假如以下情况有一个或多个符合你情况，说明你项目已经进行了二分之一，欢迎来到第三阶段。
·Your organization has designed a pilot and implementation strategies.
·You have launched communities of practice, an interactive KM Intranet site, or some other pilot initiative.
·You 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 organization.

·你组织已经设计了试点并实施了战略
·你已经开启了一个经验交流团体，一个交互式KM内部站点
·你已经找到并培训了试点推进者和领导者
·你已经建立了试点工作方法和衡量标准而且形成了跟踪和反馈机制
·你已经创建了一个从KM工作中学习战略
·你已经勾画出在全企业推广试点策略
    Stage 3 can be a rewarding time of new organizational 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。关键目标是引导成功试点，提供KM商业价值证据并总结经验。

KEY ACTIVITIES FOR STAGE 3
第三阶段关键活动
    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好处已经很显著。是时候将前两个阶段悬而未决任务具体化了，比如一份正式预算。领导现在需要看到试点可估计收益潜力和投资回报率。

1. Fund the pilots.
    Assign a KM oversight group, such as a steering committee or cross-unit task force, to reallocate organizational resources, such as money and time, for KM initiatives. Every best-practice 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 organizational resources.
1，形成试点
    形成一个小组，比如计划委员会或跨单位团体，来分配资金和时间等资源。每一个成功企业，包含世界银行，HP等，全部建立了专门团体来管理和支持企业资源分配。

2. Develop methodologies that can be replicated.
    Avoid building knowledge collections without an active community to contribute to the effort. Combine knowledge providers and knowledge users in a seamless community of practitioners. Allow these active communities to form voluntarily from natural groupings that span boundaries; encourage participation with face-to-face networking and community-driven Web sites. Establish a process for screening, filtering, and validating shared knowledge from the sites before presenting it as organizational knowledge.

2．形成通用方法：
    避免脱离活跃小区努力来搜集知识。经过无间隔实践小区将知识提供者和知识使用者结合起来。许可那些活跃小区去自发组织团体去拓展知识管理边界。激励面对面交流和虚拟网络小区。建立步骤去监控，筛选和公布共享知识，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 common space for sharing the results. To complete this most crucial last step, answer questions such as What made the pilots most successful? and Are the results worth investing in for expansion?
     团体要常常在一个会议上分享和讨论部分企业案例。为了完成这个至关关键步骤，能够回复以下问题:这个试点为何会成功?结果是否值得推广？

LOOKING AHEAD
预告
    After your company 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.
    在企业评定试点工作以后，知识管理将继续剩下三分之一路，KM实施将将逐步扩展到新项目，提升现有工作，固化新工作模式，以预防职员因为习惯返回以前工作方法。
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 organization, which necessitates rapid and highly visible growth.
    现在你已经取得了部分KM实施经验，已经开启了试点项目、搜集结果、得到了教训并决定继续KM之旅。第四阶段将