All in Knowledge Management
Horatio Nelson, Dwight Eisenhower, SharePoint, and Big Data
There’s a lot more to collaboration than just providing a technology platform.
The Changing Culture of Big Data Management
In some ways managing “big data” tools and processes is no different than figuring out how to manage any other type of technological innovation. The technology is introduced, experts emerge and help control and shape evolving practical applications, and management eventually figures out what is worth keeping and what can be discarded.
Is the Project Management Office Evolving or Devolving?
If you’ve ever run a PMO, you know how much of your time and energy are devoted to gathering, analyzing, and distributing information. Perhaps we are seeing that the project management organization is changing because how people communicate and share information is also changing.
In Forrester’s Top 15 Emerging Technologies To Watch: Now to 2018, Brian Hopkins provides a peek at the results of an online survey conducted in 2012 to answer a question about what respondents feel the most “disruptive” technologies will be.
Collaboration Can Be Messy
Collaboration can be messy. Convincing a group of people to work together to accomplish a common objective, especially when the group contains many people that don’t know each other, requires artful leadership.
This post was sparked by reading a discussion series in GovLoop’s Knowledge Management in Government group. What caught my eye were several references to the relationship between “knowledge management” and “social media.”
Let's Stop Talking about "Social Business"
Let’s stop talking about “social business” as if it were some sort of change in how organizations behave.
On the Need to Tolerate Communication Diversity
IBM’s Luis Suarez’ blog post Social Media at Work presents basic arguments for why organizations, not just individuals, need to adopt social media as a normal part of their communication infrastructure. He suggests that organizations need to adopt social media because their employees and their customers are using social media.
As deficits increase, unemployment continues, and tax revenues decline, government has to shrink. An important question is, will government “shrink smart”? Or will the axe fall randomly or primarily on the weak and unconnected?
This morning U.S. Chief Information Officer Vivek Kundra released his ambitious 25 Point Implementation Plan to Reform Federal Information Technology Management. Here’s number 10:
Gene L. Dodaro, Acting Comptroller General, U.S. Government Accountability Office (GAO) gave a presentation on November 2010 titled Acquisition Reform Challenges Facing Government. Referring to GAO’s strategic plan, Dodaro’s presentation addressed large-scale acquisitions as “targets of opportunity,” repeating the often-heard criticism that “… much of the government’s major investments have faced persistent cost and schedule growth.” His analysis is a very intelligent review of the challenges involved in reducing acquisition costs. Here I suggest an approach he doesn’t discuss but which is based on concepts he presents.
According to the FederalTimes.com report 5 teams to tackle Gates call to improve efficiency, five Pentagon teams will focus on identification of Pentagon cost savings based on affordability, incentives, contract terms, metrics, and service contracts
I’m optimistic. I’m beginning to think that second-nature use of collaborative technologies by non-technologists, both for social engagement as well as for work, could reach a tipping point much sooner than I had thought. It’s not going to be completely smooth sailing, though.
Promoting Technology Enabled Collaboration in Complex R&D Environments
An important element in a successful R&D effort is effective collaboration. As the complexity of the research, development, and eventual adoption environments increases — as it does with large Federally funded R&D efforts — the importance of the sharing of information, ideas, and goals increases as well.
The Knowledge Management Section of the U.S. Army’s Field Manual FM 6-01.1 is a classic example of the formal structure and organization one can apply to just about any organizational process that requires management.
How Much do People Need to Understand Technology to Manage It?
Jeremiah Owyang’s post Gen Y Enter Stage Left, Baby Boomers Exit Stage Right got me to wondering how much people should understand about technology in order to manage it in an organization.
Social Networking and Elsevier's "Grand Challenge" for Knowledge Enhancement in the Life Sciences
Netherlands-based mega-publisher (and former employer) Elsevier BV has issued a grand challenge:
I recently spoke with Trish Bharwada of The Dow Chemical Company. Trish manages My Dow Network, a web-based online membership service launched in 2007 that targets retirees and former employees of Dow.