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NZKM Knowledge Update -- April 2009

Submitted by marketing on 22 December 2008 - 12:16pm.

NZKM newsletter

Practical application of Cognitive Edge methods in the Victorian Public Service
Anita Rapson

Public Sector Records Manager Challenges in Preparation for the PRA audits in 2010
Janita Stuart

Meet the NZKM Committee – Alex Natelli

Does everything have a place in your world?
Deloitte Opportunity

Temporary Knowledge Organisations: What are they?
James Thompson

Lunchtime Networking Opportunities

Websites We Recommend

Upcoming Events

Contact Us

Practical application of Cognitive Edge methods in the Victorian Public Service

Anita Rapson

In early March, Laurel Sutton, Project Manager with the Victoria Police, provided Wellington-based NZKM members with an informative session on how the Victoria Public Service recently used Cognitive Edge methods.

The Victorian Public Service Continuous Improvement Network (VPSCIN) ran two workshops using the Cognitive Edge methods earlier this year, both facilitated by a number of recently accredited practitioners in Cognitive Edge methods. One workshop mapped the issues related to engaging with the community on climate change and the other focused on innovation within the Victorian Public Service.

The NZKM presentation involved information sharing on the structure and activities of the VPSCIN and a description of the process of archetype extraction and its application to innovation within the public service. More information on the Archetype Development Process.

The group then broke into a modified Knowledge Café format to discuss the application of archetypes within their own settings. The whole of group discussion offered up possibilities in the

New Zealand context of change management, developing organisational culture as well as training and development.

Thanks Laurel for an informative, practical session – and we look forward to how we can continue to share information.

Public Sector Records Manager Challenges in Preparation for the PRA audits in 2010

Janita Stuart

With the first series of PRA audits less than 12 months away, public sector agencies are facing a number of challenges as records managers work towards readiness. Having discussed PRA and the 2010 audits with a number of these records managers, I thought I’d compile a list of what I see as 11 challenges:

1. Senior Management is unaware of PRA compliance needs. CEOs have many laws and regulations they have to comply with. Generally they hire someone, delegate the work to the employee with performance monitoring and feel they’ve covered their responsibilities. However, the PRA changes the way everyone does their jobs…including the CEO. So, more is required of a CEO.

2. Some people feel the PRA with its associated standards are so impractical they just ignore it. They are doing nothing towards becoming compliant.

3. Defining which systems the PRA applies to presents a challenge. The standards state they apply to “business-critical systems” but how are those defined? Although EDRM systems are obvious, there are questions around Case file systems, FMIS, HRIS, Client relationship management, Web content and authoring, email, email archiving, social networking web 2.0. It might be better to think about the systems that carry the greatest risk of misuse and would come under the greatest scrutiny if the agency should end up in court and the usability of the records that system creates or stores as evidence be in question.

Read rest of article at NZKM.net...

Meet the NZKM Committee – Alex Natelli

Alex joined the NZKM Management Committee as the Marketing Manager in December 2008. Having been a member for over 3 years, he figured it was time to contribute a bit more to the NZKM community and the marketing role clearly provides that.

He is currently working with Sally Jensen van Vuuren (a NZKM management committee alumnus) to develop knowledge and information management consulting at Intergen Ltd in

Wellington . It’s probably not the best time to launch a new consultancy within all the economic gloom, but the work has been steady.

Alex has lived and worked in the

Wellington area for over six years. Working for Land Information New Zealand, Fonterra and Shift Limited, he has been able to diversify his skills and experiences which include: business process management, change management, communities of practice, corporate websites, e-learning, information architecture, intranets, knowledge strategy, and records management.

Does everything have a place in your world?

If so, Deloitte may have your next role waiting. We are looking for a Document Management Specialist on a fixed-term contract for up to 18 months. You will form part of a project team focused on implementing and delivering our new Electronic Document and Records Management System across Deloitte New

Zealand .

With your knowledge of document management systems and implementation experience, combined with a relevant tertiary qualification and database management experience, you will have the system operating at best practice level in record time.

Whilst the role is based in our Wellington office, some travel is required between the other five New Zealand offices, providing user support and training, so you will need strong communication and presentation skills and be able to engage with people at all levels.

If we have peaked your interest, apply online now or call Michele Olney on (04) 472-1677 for more information.

Please NO Agency calls. Resumes from Agencies will not be accepted.

Temporary Knowledge Organisations: What are they?

James Thomson

At the recent Information Management seminar at the Duxton Hotel in

Wellington , I was asked to present on retaining knowledge in an organisation. I made the point that the important thing is not so much about retaining knowledge, but finding it, using it and learning from it so that when the people with the knowledge go, as they must surely do given time, the organisation does not unduly suffer. Enough on that well worn path. I was also asked to address a thing called the ‘temporary knowledge organisation’. I had not come across the term (somewhat to my surprise no one in the audience had either!). So, I was happy to research, learn and share the result. When the request was made, the seminar organisers were also vague about it, suggesting that TKO was about knowledge that stayed only on a temporary basis in an organisation, suggesting it fitted well with the main theme of knowledge retention. A few keystrokes on Google clarified the point.

A temporary organisation is akin to what I understand a project team to be. A traditional project team is referred to in the various articles as a ‘Temporary Organisation’ that forms to do a project, guided by traditional project management methodologies to complete the project, and then disbands. The Temporary Knowledge Organisation is a project type team brought together to complete a task or project. However, it is differs in that it is not constrained by traditional project management linear requirements. Subject matter experts make up the team, they contribute and learn and at the boundaries of their expert knowledge and context, things like complexity and other wonderful theories come into play, new knowledge is created and applied to the task at hand. Task completed and the team (organisation) disbands. Hence, the use of the term “temporary”. Sounds a lot like knowledgeable people getting together to solve a problem doesn’t it. Some of the articles make interesting reading. Worth a read if project management is your game.

Lunchtime Networking Opportunities

Last year, we ran a series of lunchtime networking sessions. The purpose of the meetings was to give practitioners the opportunity to come together and discuss challenges, issues and opportunities they are currently facing and to share ideas on how these might be approached.

Attendance and feedback were very positive, so these sessions will continue. Keep an eye on the website for more details.

Websites We Recommend

Visiting the NZKM website and create/update your profile. It doesn’t take long and we’re likely to have better collaboration if our information is up-to-date.

Does your story have impact? Check out Anecdote’s storytelling articles to find out.

KMTool.net – This website has been around since 1999 and contains good resources for planning KM projects, and learning about collaboration and change initiatives.