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112 APPENDIX L Annotated Survey of Other Knowledge Management Resources WEBSITES It is an international web-based professional knowledge- sharing network. The KNOW Network provides an array of APQC, formerly known as the American Productivity & web-based services including access to Most Admired Knowl- Quality Center, is primarily an organization that seeks ways edge Enterprises (MAKE) studies, self-assessment audits, to improve productivity in America's business community, external benchmarking comparison, and by facilitating trans- although affiliate members are non-profit organizations. fer of best KM practices and communication technologies APQC's website has, however, a "Knowledge Management" such as blogs that enable members to tap into the best minds page in its free resources area. This part of the website con- in knowledge organizations worldwide. There is a member- tains many highly useful articles, case studies, white papers, ship fee; however, much information on the site can be and publications regarding knowledge management (KM). accessed by non-members. As a business-oriented resource, Note that although membership requires a fee, anecdotal evi- the focus is on the economic and competitive advantages of dence in this author's experience would confirm that it is using business strategies based on knowledge leadership; worth the investment. The general website can be accessed at: however, the underlying ideas may be useful to government agencies. Dave Snowden is the founder of Cognitive Edge, head- Annually, the company Teleos, in association with the quartered in Singapore. Cognitive Edge Pte Ltd was created in KNOW Network, identifies winners of the Global Most 2006 to take on the work originally initiated at IBM as the Admired Knowledge Enterprises (MAKE) study. The exec- Cynefin Centre for Organisational Complexity. Dave has utive summaries of the annual MAKE reports are available posted numerous short papers, case studies, etc. (see: http:// free of charge on the website, along with other resources. Dave is a thinker; it is impossible The 2005 winners were selected by a panel of Global Fortune not to be inspired by his fountain of ideas regarding KM 500 executives and KM experts [2005 Global Most Admired specifically and management generally. He is especially inter- Knowledge Enterprises (MAKE) Report, Executive Summary] ested in social complexity, and his writings are helpful for and are recognized leaders in: managers trying to change the paradigms within their organi- zations. His individual papers are not summarized here, except Creating a corporation knowledge culture to note Tools for Chief Knowledge and Learning Officers, Developing knowledge workers through senior manage- which is available for viewing on the website. His company, ment leadership Cognitive Edge (formerly The Cynefin Centre for Organiza- Delivering knowledge-based products and solutions Maximizing enterprise intellectual capital tional Complexity) was spun off from IBM in July 2004. His Creating an environment for collaborative knowledge relatively new website is at sharing Creating a learning organization The Intelligent Transportation Systems Joint Program Delivering value based on customer knowledge Office's Lessons Learned website presents a good example of Transforming enterprise knowledge into shareholder the use of major classification schemes used for capturing and value (p. 2). finding lessons learned. Therefore, it may be able to serve as a resource for state-level organizations creating their own simi- In Knowledge Networks: A Management Strategy for the lar sites (see: 21st Century: Special Report 284, the Committee for a Future Strategy for Transportation Information Management (2005) KM.GOV, sponsored by the Federal Chief Information highlighted Parsons Brinckerhoff (PB), a planning, engineer- Officers Council (the CIO Council), established the Knowl- ing, and program and construction management company, for edge Management Working Group as an interagency body to their KM practices. According to the Special Report, PB bring the benefits of the government's intellectual assets to all organizes its professionals by 53 disciplines in people net- federal organizations, customers, and partners. This site may works known as practice area networks and describes other be helpful to departments of transportation as a model for aspects of the company's KM program (p. 21). PB's acces- supporting KM practitioners. sible website, called The Research Library, can be accessed at, which is "devoted to The KNOW Network describes itself as a "global commu- showcasing the broad technical excellence of our employ- nity of knowledge-driven organizations dedicated to network- ees around the world." Drilling down, one finds the PB ing, benchmarking, and sharing best practices leading to supe- Network ( rior performance" (see: network), a publicly available website designed to:

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113 Promote technology transfer within the entire firm; Produces lessons learned for military commanders, staff, Encourage widespread dissemination and exchange of and students; and technical information for the sake of solving problems, Disseminates these lessons and other related research creating new applications, and completing projects; materials through a variety of print and electronic Educate employees on PB's new, developing, and emerg- media, including the website at ing technical capabilities; mission.asp. Broaden the understanding and use of computer tools and information technology by PB staff; The Wildfire Lessons Learned website is located at the Foster the professional development of employees by National Advanced Resource Technology Center (NARTC) providing opportunities for writing and publication; and in Arizona and serves as a resource center for the wild land Support PB in becoming the premier provider of infra- firefighter professional. It promotes a program of "train as you structure services worldwide. work and work as you train." The LLC was modeled after the U.S. Army's Center for Army Lessons Learned. The site The PB website may be useful to STAs not so much for its con- includes many examples of after action reviews, case studies, tent, but as a possible model for design, philosophy, and over- and other resources. It provides a potential model for STAs all technical approach. developing a lessons learned resource. The Specialist Library for Knowledge Management within The WWW Virtual Library on Knowledge Management the National Library for Health, United Kingdom National Health Service (NHS), maintains a website directed at staff website is aimed squarely at KM professionals. There are and organizations throughout the NHS and its partner organi- plenty of links and lots of information on events around the zations. More importantly for readers of this report, how- world. This website can be found at: http://www.brint. ever, is that it is an exceptionally rich site for anyone with com/km. an interest in learning about KM techniques, and in sharing ideas and best practices. The stated aim of the site, to para- OTHER RESOURCES phrase the information given on the homepage, is to support a knowledge-sharing culture within the NHS, by providing An example of the academic world's involvement in KM is access to high-quality research, practical examples in the form the newly formed Institute for Innovation in Information of case studies, tools to help implement KM within individual Management (I3M) at the University of Washington, Seattle, organizations, and details of events relevant to this area. which is chartered with the mission to be the premier research Although the content of the site is not related to transporta- institute that will help organizations attain agility and com- tion, the site itself provides an excellent model of how such a petitive successes by managing their most vital assets-- site can be developed, and it also provides a wealth of useful, practical advice on KM practices, especially in the toolkit information and knowledge. I3M will undertake research section at projects shaped by the interests of its partners and expertise km2/toolkit.asp (2005). of Institute faculty (see: i3m/index.html). According to Michael Crandall, one of the The U.S. Army's Combined Arms Center's Center for Institute's faculty members (as of March 6, 2006), results of Lessons Learned (CALL) website is another potential model I3M studies will be made available at seminars and ultimately for how to use web technology for lessons learned applica- be published. In addition, the I3M will host a one-week, tions. According to its mission statement it intense summer program, Knowledge Management Summer Institute. There are many other examples of graduate and Collects and analyzes data from a variety of current and undergraduate programs, seminars, symposiums, etc., in historical sources, including Army operations and train- KM now available at various universities--the University of ing events; Washington example serves as a model.