【正文】 Stewart, 1998。 Edvinsson and Malone, 1998。D business cases ? Charters ? Issues/challenges, lessons learned ? Final reports/deliverables ? Implementation plans ? Project designs/approaches ? RD executive updates ? Strategic remendations ? Value chains ? Workshop items 07 Case Studies ? Documents detailing what work InterCon conducted on behalf of a client including points such as the background of the project, what we found, what we did and what we are looking forward to. 08 Benchmarking Studies/Approaches: ? Benchmarking documents may contain metrics (specific figures, . 23 widgets per fortnight), processes (. ACME utilises concurrent engineering to get gadgets to market faster and with fewer defects), or both. 09 Competitor Profiles/Approaches: ? Documentation referencing how petitors apply methodology ? Other ?names39。D/ impact case studies Project design Program management and monitoring Benefits case Checklists Tools/ methodologies Best practices Program management and monitoring H2 guide and tools Benefits tracking 01 Read me first ? Process of Knowledge capture ? Contacts and Experts ? Current Live project portfolio 01 Point of Views: ? InterCon?s point of view on a given industry or methodology, . some perspective is brought to the document rather than a recitation of facts/steps ? Often, but not always, a short document (1520 pages) ? includes “what we finds” 02 Detailed Industry Overviews: ? Detailed overview of a specific industry ? Same content as Point of View, but more detail and more emphasis on analysis ? Indepth description of industries (major players, industry structure, critical success factors) 03 Marketing Support Materials: ? Quality material to share with clients during business development and other client munication activities, including: ? Capability brochures/statements ? Conference presentations ? Horseblankets/whitepapers ? Proposals/proposal letters ? Red issues (selling issues for a given client/industry) ? RFP (Request for Proposal。 Presentation Knowledge Capture on Project XXX Workstream Area of Knowledge Capture What Aspects are Novel amp。 Please see next slide for Discipline and Aamp。P Database Contacts PM to identify PKC and KS identifies PKC and accountable KS sends “KC Pack” and GMT KBase CDROM pletes Pamp。 Young, McKinsey amp。 or it is a physician (or surgeon) who holds the highest appointment in a particular branch of medicine or surgery in a hospital. The consultant is therefore someone – mostly a specialist – who is asked to give expert advice or information. The management consultant ? The management consultant is a special breed of consultant. ? Personification of the knowledge economy。 ? Antithesis to Ford?s assemblyline worker. ? Symbolises the ?future? of work: not dirty, not heavyduty, not manual, not monotonous, not deskilled, not dehumanized, not badly paid。 Co., Bain amp。P form and forwards to KS fills in KCapture report and sends to KS define and municate knowledge capture approach and set concrete capture expectations with team abstract and sanitize best documents and send to KS Involvement of all project team members is critical to achieving our objectives GMT, CoE, CA and Disciplines KC and experts play a key role in assessing innovations and best in class contributions. In the case that the PM identifies a KS other than the GMT KS, please refer to Panel 16 to see how the KCapture process changes. A joint conference call for small projects and an onsite expectation session for large projects is suggested A joint conference call for small projects and an onsite knowledge capture session for large projects is suggested Capturing knowledge from projects involves the following principles... Project Knowledge Capture updates KBase updates KBase finalize knowledge capture report, copy to PKC, PM, GMT/Disc, CoE, CA, PoA KC at project end, hands over project archive to local Info Centre review KCapture report and together with stream leads, identify ?Best in Class? GMT documents Key Roles GMT KC GMT Knowledge Champion PM Project Manager PKC Project Knowledge Champion GMT KS GMT Knowledge Specialist CoE, CA, PoA, Discipline Knowledge Specialist CoE, CA, PoA, Discipline Knowledge Champion review documents and allocate to the relevant (GMT, CoE, CA, Disc.) KBases updates Pamp。D examples) ? If the PM can not identify a KS, the GMT KS is selected automatically ? GMT KS sends ‘Knowledge Capture’ Pack and GMT KBase CDROM ? Exchange and documentation of Knowledge Capture expectations ? GMT KS and other appropriate KS, PM, PKC and other project members exchange concrete knowledge capture expectations which are documented in the KCapture report (Please see appendix for a template) ? A joint conference call for small projects and an onsite expectation setting session for large projects is suggested ? PKC sends KCapture report to GMT KS who forwards it to other KS (Discipline, CA, CoE) ? The GMT KS ensures that the Peopleamp。 Why Relevant for which unit Proposed Capture Date Project “A” KS “A” To be filled out by Project team To be filled out by KS team Actual Capture Date KBases/ Homepages Knowledge Domains of GMTs, Disciplines/CAs and CoEs will have the following basic structure Introductions, Points of View, Training Material, Case Studies, External Readings BD Business Development Aamp。 as InterCon uses the term typically a detailed response to a client?s Request for Proposal on a given project) ? What we finds (mon issues