Comments on: Imaginary Interview: KM and ITIL http://pdorfman.wordpress.com/2008/08/26/imaginary-interview-km-and-itil/ Knowledge management solutions: Strategic advisory and consulting on People, Process, Content and Technology. Wed, 28 Jan 2009 18:28:53 +0000 http://wordpress.com/ hourly 1 By: Ellen Feaheny http://pdorfman.wordpress.com/2008/08/26/imaginary-interview-km-and-itil/#comment-47 Ellen Feaheny Sat, 06 Dec 2008 00:55:15 +0000 http://pdorfman.wordpress.com/?p=55#comment-47 p.s. In my opinion, you passed the interview with flying colors. I hope the Universe agrees too - for everyone's sake! :) p.s.

In my opinion, you passed the interview with flying colors.

I hope the Universe agrees too – for everyone’s sake! :)

]]> By: Ellen Feaheny http://pdorfman.wordpress.com/2008/08/26/imaginary-interview-km-and-itil/#comment-46 Ellen Feaheny Sat, 06 Dec 2008 00:53:44 +0000 http://pdorfman.wordpress.com/?p=55#comment-46 This is a great post - and agree that these decisions and relevance needs to come from the top to be able to be the most effective in organizations ... the trouble is that this is a forever old grief among knowledge management, information management, and technical communication professionals. I am hopeful that the rage of WIKIs these days as well as the recession will give some executives a chance to pause and brush up on trends, but more the WHYs of the trends. WHY is social media a craze? WHY is collaboration a craze? WHY the thirst for knowledge (more than surface PR)? The Internet has created this unquenchable thirst for knowledge. That's the good news. And with that comes the need for proper and organized systems that are helpful, not WIKI disasters/insanity (seen those for years - I've stumbled on at least 6 or 7 in different companies - usually only in engineering - and even that, why is that?). I continue to applaud <a>Atlassian</a> for setting the example with <a href="http://confluence.atlassian.com/dashboard.action" rel="nofollow">their own implementation exposed to the Web on how good it can be</a>. Building this is not overnight - it didn't happen for Atlassian overnight - but it did take a top-down, bottoms-up, and side-to-side appreciation for company-wide collaboration in knowledge sharing. This is clear. Atlassian's tools are good - but I'm actually starting to think their reference implementation trumps ! It is one of a kind, a model that all companies should follow with like-evolution for effective communication and collaboartion inside and out, in my opinion. This is a great post – and agree that these decisions and relevance needs to come from the top to be able to be the most effective in organizations … the trouble is that this is a forever old grief among knowledge management, information management, and technical communication professionals.

I am hopeful that the rage of WIKIs these days as well as the recession will give some executives a chance to pause and brush up on trends, but more the WHYs of the trends. WHY is social media a craze? WHY is collaboration a craze? WHY the thirst for knowledge (more than surface PR)?

The Internet has created this unquenchable thirst for knowledge. That’s the good news. And with that comes the need for proper and organized systems that are helpful, not WIKI disasters/insanity (seen those for years – I’ve stumbled on at least 6 or 7 in different companies – usually only in engineering – and even that, why is that?).

I continue to applaud Atlassian for setting the example with their own implementation exposed to the Web on how good it can be. Building this is not overnight – it didn’t happen for Atlassian overnight – but it did take a top-down, bottoms-up, and side-to-side appreciation for company-wide collaboration in knowledge sharing. This is clear.

Atlassian’s tools are good – but I’m actually starting to think their reference implementation trumps !

It is one of a kind, a model that all companies should follow with like-evolution for effective communication and collaboartion inside and out, in my opinion.

]]> By: John Custy http://pdorfman.wordpress.com/2008/08/26/imaginary-interview-km-and-itil/#comment-33 John Custy Mon, 01 Sep 2008 01:58:05 +0000 http://pdorfman.wordpress.com/?p=55#comment-33 KM has the same issues as most other IT Service Management issues; lack of understanding of the value it will/can bring and not tying the project into business goals. KM is more difficult to sell as it is based on understanding the value that km brings to an organization, and IT needs to sell that value to the business KM has the same issues as most other IT Service Management issues; lack of understanding of the value it will/can bring and not tying the project into business goals.

KM is more difficult to sell as it is based on understanding the value that km brings to an organization, and IT needs to sell that value to the business

]]> By: pdorfman http://pdorfman.wordpress.com/2008/08/26/imaginary-interview-km-and-itil/#comment-32 pdorfman Fri, 29 Aug 2008 03:29:08 +0000 http://pdorfman.wordpress.com/?p=55#comment-32 Precisely. One of the core commitments one has to secure from management to make KM work is the recognition that there will be a long-run benefit to productivity that more than compensates for the service dip you describe. The dip is inevitable and has to be factored into any projected pattern of productivity gain. Once management recognizes that the dip is coming, it has to make clear to the support people who will do the work of capturing and using knowledge every day that the executives know about the service dip, and that the participants in the KM effort will not be hurt by it. Securing that commitment is one of the most difficult challenges in KM. It's harder than picking the right software platform. And it's much more critical to the ultimate success of the initiative. Precisely. One of the core commitments one has to secure from management to make KM work is the recognition that there will be a long-run benefit to productivity that more than compensates for the service dip you describe. The dip is inevitable and has to be factored into any projected pattern of productivity gain. Once management recognizes that the dip is coming, it has to make clear to the support people who will do the work of capturing and using knowledge every day that the executives know about the service dip, and that the participants in the KM effort will not be hurt by it.

Securing that commitment is one of the most difficult challenges in KM. It’s harder than picking the right software platform. And it’s much more critical to the ultimate success of the initiative.

]]> By: Kate Nasser http://pdorfman.wordpress.com/2008/08/26/imaginary-interview-km-and-itil/#comment-31 Kate Nasser Fri, 29 Aug 2008 01:10:08 +0000 http://pdorfman.wordpress.com/?p=55#comment-31 I spend so much time as a customer service guru helping IT support deliver more value. On a very basic level, one barrier to KM in IT is upper management expecting no dips in service while KM (or any major improvement) is truly implemented. So it dies slowly because analysts fear being dinged or even off-shored if their current numbers dip. I spend so much time as a customer service guru helping IT support deliver more value. On a very basic level, one barrier to KM in IT is upper management expecting no dips in service while KM (or any major improvement) is truly implemented. So it dies slowly because analysts fear being dinged or even off-shored if their current numbers dip.

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