_产品质量先期策划Apqc知识管理实施指南.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.

　目前，很多企业对K就K有所了解，甚至一些企业已经认为实施 KM的时 机成熟了，但是，在“了解知识管理”和“实施知识管理”这个两个层次之间的 距离还是很大的。Establishing knowledge management strategies that will ultimately makeyour 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 maysee KMas a worthwhile effort, convincing others of its value and making it happen across your organization can be a tall order.建立知识管理的战略以保持企业的活力是一件非常困难的事情， 第一步

　选对方向就更加困难了，整个实施过程到处充满了绊脚石。尽管你认为知识管理 是非常值得做的一件事情。但是让其他人信服并且在组织内部广泛实施是一个非 常艰巨的任务。APQC*sapproach to KMimplementation 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 thecharacteristics, requirements, and action steps of every stage of KM implementation:APQC的这套实施方法可以帮助你更好的解决问题，即使你的企业可能 正在艰难的寻求概念上的理解、战术的制定以及工具的使用去成功地实施知识管 理。为此APQCI供了这份实施指南，通过阶段特征的描述，需求分析以及实施 步骤等内容来帮助你成功的找到实施质是管理的正确方向， 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 InitiativeStage 4: Expand and Support

　Stage 5: Institutionalize Knowledge Management第一阶段：启动

　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 KMto efficiently develop newproducts, beat the petition, motivate team members, and maximize profits and investments.根据APQC；年的在最佳实践基础上的研究和总结，这份实施指南说明 了成功知识管理实施阶段中的关键步骤。我们将先前实施者的经历、行业发展的 最新趋势以及最佳实践的经验综合在一起，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的机会，促进企业开发新产品， 战胜竞争对手，激励团队成员，以及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 pleting the key activities for each stage, your organization will maintain sound footing throughout the entire KM implementation process.在APQC；年来对很多优秀的企业的研究和合作的基础上，这份实施指 南详细描述了知识管理实施的几个阶段。每个阶段都包含有导火索、目标、 管理 和构架、信息技术、案例、衡量方法和预算以及完成每个阶段的关键活动，你的 企业将在知识管理实施的过程中不断的提高。Stage 1: Get Started

　第一阶段：启动

　Learning where you are is the first important task along your path to knowledge managementsuccess. APQCShows you where to start and points you in the right direction.认活现状是成功实施知识管理的首要任务，这个指南为你指出应该从哪 里入手以及正确的方向。If one or more of the following statements is true, your organization is likely ready to embark on Stage 1 of the journey.如果下面所列的情况有一个是届丁事实的，那么你的组织已经做好的准 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的组织中一个非常感兴趣的话题

　?已经有一些员工从知识管理中得到了好处

　? 一些人已经认同知识管理，有很好的基础

　?你和其他一些成员已经通过培训、企业交流等方式学习了知识管理的内容

　?组织有实施知识管理的很高的愿景

　第一阶段的关键活动

　KEY ACTIVITIES FOR STAGE 1

　So, what now? you might wonder. Fortunately, APQC has been here before with dozens of world-class panies and knows what it takes to initiate this plex 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 panies, 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艮世界顶级

　的大公司已经经历了这个过程，并且知道应该怎样开始这个复杂的过程。基于这 些经验，APQC总结出了第一阶段的关键活动。作为一个有洞察力的改革者或者 是知识管理的早期推动者，在这个阶段的任务是定义知识管理，共享知识管理的 成功案例，并把知识管理跟目前的工作联系起来，保持方向上的一致。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.企业内知识管理理念的解释和推广

　将知识管理跟公司的目标联系起来，让大家活楚地看到知识管理的好 处，使用简单的定义和简单的语言指出实际存在的问题、 机会和知识管理的潜在价值。

　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 munities 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 petitors? 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.寻求支持，推广知识管理

　找出目前组织内部可以联系到知识管理的活动， 找出一些共享知识的小

　组，并且和这些人取得联系。寻求有影响力的人的支持是一个好主意。

　然后，检查下面的几个问题乂没有引起你们的注意： 降低成本？提高效 率？平滑的信息交流？简单的流程？作为变革的动力， 在你的组织内寻找最有激 励性的因素去影响别人，让他支持 KM工作Look for windows of opportunity to introduce the benefits of KM.Find where KM will be most valued by talking to people involvedwith strategic initiatives, internal consulting groups, or people inside the pany with whomyou*ve developed personal relationships. Then answer the following questions. What are their objectives? Whatissues are being addressed? Howcan KMhelp the organization meet those objectives and deal with those issues?发现知识管理应用的机会

　通过跟内审，或者公司内其他你已经建立个人关系的个人讨论知识管理 可以发挥价值的地方。然后回答下列问题：他们的目标是什么？达成这些目标存 在什么样的问题？知识管理怎样解决这些问题并达到他们的目标。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. Rememberthat the IT department can truly be a catalyst for emerging KMsupport technologies.利用Internet并获得IT部门的支持

　联系IT部门的领导，找出目前的技术可以做到什么样子。 记住IT部门

　是KM的一个重要支柱。

　ROADBLOCKS TO SUCCESS

　-Ignoring your corporate culture and history not addressing issues that might hinder KM-Attempting to sell an enterprisewide approach without buildin g evidence first-Asking for a large budget before creating a pelling value proposition成功路上的绊脚石

　?忽略公司文化和历史

　?没有任何论据就推销知识管理

　?没有创造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, wel e to Stage 2.如果下面的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 mittee for KM.-An executive sponsor in your organization supports further exploration of KM.-You are looking for successful, internal grassroots efforts alreadyunder 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 w illbenefit your organization.

　-You have secured ownership, funding, and buy -in for pilots.?你的组织已经建立了 KM探讨小组或者KM筹委会。

　-公司的高层领导支持知识管理的推广

　?你所一直xxx的成功的内在驱动力已经存在。

　-IT部门对KM的导入和建设感兴趣

　-你现在已经掌握了一些公司以前的知识共享的案例

　-你已经找到一个试点可以让你证明知识管理是如何使企业收益的 ?你已经确立了试点项目的领导，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 ac plish, 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.如果大部分的回答是”我希望”， 你不需要停下来。如果在这里提到的任何任务看起来很难完成，APQC可以帮助你度过难关。第二阶段的主要任务是 建立一个符合商业目标的知识管理战略。 从这里开始，试点的目标将跟业务目标相一致。一个项目团队将基于公司的利益执行他们的行动。

　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 be e 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 somehelpful hints, are summarized for you here. 第二阶段的关键活动在第二阶段，你的公司已经到达了一个重要的转折点。 或许个人获取共

　享和使用信息和知识的愿景已经变成了公司对业务潜力的探索。 在公司领导的支持下，你可以明确的探索 KM将怎样为你的业务服务。这里列出了总结出的有用 的第二阶段的关键活动。Form a KM task force.

　形成“特种部队”

　Base this cross-functional team on the core group that has already formed around KM. The team memberswill identify opportunities for pilots and set the standards for methods to be used across all initiatives.形成跨职能部门的专业项目团队。这个团队的成员将寻找试点的机会， 形成方法的标准。Select pilots or identify current initiatives that could work as pilots.选择试点或者发现可以作为试点的现有的工作

　We re mend 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。

　Find the resources to support the pilot.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KMX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. Wel e 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 organization has designed a pilot and implementation strategies. -You have launched muni ties 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 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。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 momentumfrom 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。

　Fund the pilots.

　Assign a KM oversight group, such as a steering mittee 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 forthe reallocation of organizational resources.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。

　Develop methodologies that can be replicated.Avoid building knowledge collections without an active munity to contribute to the effort. bine 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 face-to-face networking and munity-driven Web sites. Establish a process for screening, filtering, and validating shared knowledge from the sites before presenting it as organizational knowledge.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。

　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 madethe 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, KMwill continue along one of three paths, KMefforts will be expanded to new initiatives, existinginitiatives 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 organization, 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 journey. Wel e to Stage 4.如果下面所列举的集中情况有一种或一种以上届实，你已经快要接近成 功的终点。欢迎进入第四阶段。-Other departments in the organization are expressing a demand for KM, based on pilot results.-You have begun to market KM throughout the organization.-You have made the entire organization aware of KM.-You have an expansion strategy in place for your KM initiatives.-You have identified the resources necessary for expanding your KM efforts.-根据试点的结果，其他部门明确表示了对知识管理的需求。

　,你已经开始在整个公司推销知识管理

　?你已经使整个的公司xxx知识管理

　-你有一个适当的知识管理推广扩展计划

　-你已经活楚的指明推广知识管理所需要的资源。

　The overall objectives of Stage 4 are to develop and market an expansion strategy and to effectively manage KM growth. Being given the green light to expand adds the pressure of meeting formal business evaluations and ROI justification. APQC can help you through this stage by sharing with you the experiences of panies who have already been there ? and e through it successfully.第四阶段的总体目标使开发和部署知识管理推广的战略， 以及有效的管

　理知识的增长。如果下一步要继续推广知识管理，这需要研究企业的业务模式和 投资回报。APQC已经从世界各大成功的公司积累了丰富的经验，在这里可以跟 你分享。KEY ACTIVITIES FOR STAGE 4

　第四阶段的关键活动

　Getting through this highly visible stage requires meeting ROI demands and carefully managing KM growth. The good news is that KM is at this point well on its way to being considered a necessary organizational petency.顺利地进行这一可预见阶段需要符合投资回报的要求以及小心的管理 知识的增长。好消息是知识管理在这一阶段已经被认为是企业的核心竞争力之Develop an expansion strategy.

　开发推广战略

　You can choose to apply the pilot selection criteria for programs in other departments or develop an all-at-once strategy to universally implement KM. Regardless of your approach, provide the appropriate resources, such as a group of core facilitators, CoPleaders, a corporateKMgroup, or a chief knowledge officer. Makesure the necessary technology is in place and that appropriate user support is available.你可以选择一个新的试点实施方案或者选择一个全公司范围内的知识 管理实施。不论你采用什么方法，提供一些合适的资源，如一群核心的协调人员， 公司领导，知识管理人员以及知识总监等是非常必要的。 确保一些必要的技术和合适的用户处在随时可以运用的位置。

　Deal with cultural challenges. Deal with language issues; software exists that can automatically translate shared information in global CoPs. You can deal with the "silo" mentality, for example, by obtaining active support from senior leadership.解决企业文化方面的挑战。解决语言的问题。已经存在一些软件可以自 动的翻译，在公司范围内传播共享的信息。 你可以寻求一些精神支柱，如想办法得到一些高层领导层的全面支持。

　municate and market the strategy.

　Publicize KM initiatives throughout the organization. Some options include incorporating KM training into new-hire orientation;training managers and quality coordinators; holding an open house, knowledge fair, or regular meetings; or advertising on the intranet or through brochures and pamphlets.沟通并推广战略

　在整个组织宣扬KM工作。比如，为新员工进行知识管理培训；培训经 理和同等级的人员；保持一个开放的场所，一个常规的会议； 在内部网进行宣传或者通过小册子进行宣传。

　Manage growth.

　Control the confusion from the explosion of KM initiatives that normally happens at this stage. A consistent online policy can keep KM resources or

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