Project Management for KM Engagements Kate Cain, Winston & Strawn LLP Risa Schwartz, Cisco Systems, Inc.

Project Management for KM Engagements

Kate Cain, Winston & Strawn LLP

Risa Schwartz, Cisco Systems, Inc.

Agenda

Learning ObjectivesLearning Objectives

Common MythsCommon Myths

Case I: WestKM ImplementationCase I: WestKM Implementation

Case II: Experience DatabaseCase II: Experience Database

Segment I: Winston & StrawnSegment I: Winston & Strawn

Drivers & ApproachDrivers & Approach

Case I: Integrating KM in Legal DeptCase I: Integrating KM in Legal Dept

Case II: Transaction RepositoryCase II: Transaction Repository

Segment II: Legal Department and Law Firm KMSegment II: Legal Department and Law Firm KM

Case III: Content & CollaborationCase III: Content & Collaboration

Learning Objectives

Incorporate communication plans into PM process to reach target audience

Identify PM documentation needed to keep on track

Tailor PM processes to fit specific needs of KM projects

ProcessProcess

Communicate the value of applying PM processes and tools

DocumentationDocumentation ValueValue CommunicationCommunication

Take goals, objectives and motivation into account

MotivationMotivation

Project Management Myths

ProcessProcess DocumentationDocumentation ValueValue CommunicationCommunication MotivationMotivation

• Project Management adds time not value

• Project Management = Paperwork

• Benefits of PM and KM are obvious

• If we build it, they will come

PM Myths:

Case I: WestKM Implementation

Original Scope: We bought it…go implement it!

PM Alarm: • What is the business goal?

• Who are the stakeholders?

• Who are the decision makers?

• What problem are we solving?

• How will people use it?

• Why should people care?

• WHAT ARE WE DOING?WHAT ARE WE DOING?



PM Solution: • "Charter Light" Project Definition

– Business Goal

– Business Objectives

– Decision Makers

– Contributors

Exam

ple

Exam

ple

Not enough to go on!




PM Impact: • Clarified problem being solved

• Provided road map for technical configuration decisions

• Identified real benefits for target audience

• Established common vocabulary




PM Solution: • Communication Plan

– Support preparation

– Roll out training

– Announcements

– Follow up

– Continuing education

– Schedule




PM Solution: • Communication Plan

PM Impact: • United resources from multiple departments

• Focused on benefits to tailor message to specific groups

• Expanded audience reach by engaging practice leaders

• Captured more attention with variety of media


Case II: Experience Database

Project Scope: Capture transaction information in a database

PM Alarm: • Who will use the information?

• Who will input the information?

• How much effort is required?

• Why would someone take the time to input information?

• WHAT ARE WE DOING?WHAT ARE WE DOING?



• Project Definition:


– Development Requirements


PM Solution:

Exam

pleExam

ple



• Project Definition


PM Solution:

PM Impact: • Identified opportunities to improve usability

• Leveraged data available from other sources to ensure consistency

• Created opportunity for positive reinforcement to encourage contributions

Common Myths• Project Management adds time not value


• Project & Knowledge Management benefits are obvious


Common Myths• Project Management adds time not value


• Project & Knowledge Management benefits are obvious


PM Processes and Tools add value by:• Focusing efforts on providing real value by solving business

problems• Saving time by avoiding confusion, distractions and re-work• Keeping technical resources, contributors and decision

makers on "same page"• Creating common vocabulary to unite communication efforts

BUSTED!



– Business GoalBusiness Goal


– Decision Makers

– Contributors

Business Goal:

Improve ability to service clients by connecting attorneys across practice and geographic boundaries.

Original Scope: We bought it…go implement it!Not enough to go on!



– Business Goal

– Business ObjectivesBusiness Objectives

– Decision Makers

– Contributors

Business Objectives:

• Make it easier to locate previous work product addressing specific topic or area of law.

• Make it easier to locate a colleague with experience with a specific area of law, topic, issue, etc.

Original Scope: We bought it…go implement it!Not enough to go on!




– Business ObjectivesBusiness Objectives

– Development Requirements


PM Solution:

Business Objectives:

• Make it easier to submit a new entry

• Improve the quality of the search results

• Motivate attorneys to contribute





– Development RequirementsDevelopment Requirements


PM Solution:

Development Requirements:

• Streamline entry form and include explanatory text

• Normalize selection lists and pre-fill fields where possible

• Trigger notification announcing deal and acknowledging team

Drivers & Approach


• Alignment with business goals

• Manage cultural process

• Marketing

• Efficiency

• Cost savings

• Improved business agility

PM Drivers:

Drivers & Approach


DMAIC Project Lifecycle Methodology

• Prepare

• Plan

• Design

• implement

• Operate

• Optimize

PM Approach:

Case I: KM Integration

Challenge:Integrate KM group into corporate law department

PM Alarm: • Multiple groups starting to collide as KM group grew

- Learning & Development - Contract Architecture- Operations - Processes & Systems

• Groups functioning as silos despite related project efforts

• Missing opportunities to leverage expertise of each group


PM Solution: • Employ Project Life Cycle Methodology

– Identify projects and services

– Assign responsibilities

– Provide clear, flexible, manageable roadmap



PM Solution: • Employ Project Life Cycle Methodology

PM Impact: • Identify and market KM and other services

• Leverage skills and experience across groups

• Distribute responsibility

• Now able to deliver complex projects that cross reporting boundaries


Case II: Transaction Repository

Challenge:Need transaction repository for advance analytical reporting

PM Alarm: • Required data spanned multiple systems

- Financial - Document Management- Expertise - Time Management

• Data extraction and analysis managed manually by brute force

• Effort required ranged from painful to almost impossible


PM Solution: • Apply PM techniques individually to each stakeholder group

– Identify appropriate degree of PM documentation required to keep each portion of the team on track



PM Solution: • Apply PM techniques individually to each stakeholder group

PM Impact: • Hone project scope and prevent scope creep

• Market repository early in process

• Leverage input from key stakeholders

• Market KM

• Manage the unmanageable


Case III: Content & Collaboration

Challenge:Make it easier to collaborate across the organization

PM Alarm: • Needed to locate what we know and who knows what to collaborate on issues, cases and deals

• Information needs reached beyond legal to business units and service departments

• Aggregating information from multiple sources and locating key contacts efficiently was not an easy task


PM Solution: • If you build it, they will come

• If you build it with them, they will come

– Set expectations

– Align with business processes

– Market KM and intranet early



PM Solution: • If you build it, they will come

• If you build it with them, they will come

PM Impact: • Increase stakeholder collaboration

• Managed the cultural process

• Marketed new tools successfully


Lessons Learned


• Marketing

• Training

• Financial justification

• Leveraging expertise

• Evaluating what worked and what didn't

Project Management for KM Engagements

Kate Cain: [email protected]

Risa Schwartz: [email protected]

Project Management for KM Engagements Kate Cain, Winston & Strawn LLP Risa Schwartz, Cisco Systems, Inc.

Documents

pm myths

database project definition

pm processes

database pm alarm

westkm implementation

paperwork benefits of

communication plan pm

pm processe s