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Enterprise Collaboration: A Journey, Not a Destination (Slides)

These are slides from APQC’s April 2012 knowledge management (KM) community call.

Type: Presentations  Topics: KM Implementation, Knowledge and Information Management, Knowledge Management (KM), KM Culture, KM Change Management, Portals and Collaboration, Information Technology  Processes: 12.3.4.1 Design process for knowledge sharing, capture, and use, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.4 Design and launch KM projects, 12.3.4.3 Identify specific IT requirements, 12.3.4.4 Create training and communication plans, 12.3.4.5 Develop change management plans  Industry: Consulting/Consultants, Professional Services/Business Services 
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Enterprise Collaboration: A Journey, Not a Destination - April 2012 KM Community Call

KPMG recently implemented an enterprise-wide collaboration tool for use both internally and with clients.

Type: Presentations  Topics: KM Implementation, Knowledge and Information Management, Knowledge Management (KM), KM Culture, KM Change Management, Portals and Collaboration, Information Technology  Processes: 12.3.4.1 Design process for knowledge sharing, capture, and use, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.4 Design and launch KM projects, 12.3.4.3 Identify specific IT requirements, 12.3.4.4 Create training and communication plans, 12.3.4.5 Develop change management plans  Industry: Consulting/Consultants, Professional Services/Business Services 
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Creating a Global Virtual Hallway Using Yammer

As organizations become more dispersed and virtual interaction replaces personal contact, connecting with colleagues and getting answers in real time is challenging.

Type: Presentations  Topics: KM Implementation, Knowledge and Information Management, Knowledge Management (KM), Portals and Collaboration, Information Technology  Processes: 12.3.3.4 Identify appropriate KM methodologies (e.g., self-service, communities, transfer), 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.3 Identify and plan KM projects, 12.3.4.1 Design process for knowledge sharing, capture, and use, 12.3.4 Design and launch KM projects, 12.3.4.3 Identify specific IT requirements, 7.4 Manage enterprise information, 7.0 Manage Information Technology  Industry: Consulting/Consultants, Professional Services/Business Services 
  • Relevance: 78%
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External Collaboration: An Emerging Trend

While collaboration within organizational boundaries has become the norm, APQC believes that secure support for external collaboration may be the "next big thing." Several best-practice organizations in APQC’s ...

Type: Best Practices and Business Drivers  Topics: KM Implementation, Knowledge and Information Management, Knowledge Management (KM), KM Culture, Portals and Collaboration, Information Technology  Processes: 12.3.4.1 Design process for knowledge sharing, capture, and use, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.4 Design and launch KM projects, 12.3.4.3 Identify specific IT requirements  Industry: Construction, Consulting/Consultants, Engineering, Financial Services/Banking, Government/Military, Non-Profit, Petroleum/Oil/Gas, Professional Services/Business Services, Research Organization 
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Emerging Practices That Drive KM Engagement and Participation

During APQC’s Collaborative Benchmarking study Engagement and Participation for Knowledge Sharing and Collaboration , the research team identified 17 best practices for increasing employee engagement and ...

Type: Best Practices and Business Drivers  Topics: KM Implementation, Knowledge and Information Management, Knowledge Management (KM), KM Culture, KM Change Management  Processes: 12.3.3.1 Identify strategic opportunities to apply KM approach(es), 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.3 Identify and plan KM projects, 12.3.4.1 Design process for knowledge sharing, capture, and use, 12.3.4 Design and launch KM projects, 12.3.4.3 Identify specific IT requirements, 12.3.4.4 Create training and communication plans  Industry: Consulting/Consultants, Government/Military, Non-Profit, Petroleum/Oil/Gas, Professional Services/Business Services, Research Organization 
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How Intel Rewards Continuous Improvement and Connects Employees to Best Practices

Intel is the world’s largest semiconductor chip maker, designing and manufacturing a range of computing and communications products.

Type: Case Studies  Topics: Benchmarking, Business Excellence, Continuous Improvement, Process, Local/State/National Quality Awards, Quality, Quality Assessment, Recognition and Rewards Programs, Human Capital Management, Rewards and Recognition Programs, Portals and Collaboration, Knowledge and Information Management, Information Technology  Processes: 1.1.3.1 Analyze organizational characteristics, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.2 Create baselines for current processes, 12.2.1 Conduct performance assessments, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 12.2.2 Develop benchmarking capabilities, 12.2.3.3 Measure performance against benchmarks, 12.2.3 Conduct process benchmarking, 12.2.4 Conduct competitive benchmarking, 12.3.4.3 Identify specific IT requirements, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.4 Design and launch KM projects, 6.4.1.6 Reward and motivate employees, 6.4 Reward and retain employees, 6.4.1 Develop and manage reward, recognition, and motivation programs  Industry: Computers, Electronics, Semiconductors, Telecommunication 
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The Role of Evolving Technologies: Study Overview

In 2007, APQC conducted a Collaborative Benchmarking study to identify best practices for using Web 2.0 and social computing technologies to help employees collaborate and share knowledge.

Type: Articles and White Papers  Topics: Knowledge Management (KM), Knowledge and Information Management, Information Technology, KM Culture, KM Change Management  Processes: 12.3.4.1 Design process for knowledge sharing, capture, and use, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.4 Design and launch KM projects, 12.3.4.3 Identify specific IT requirements, 7.4.1 Develop information and content management strategies, 7.0 Manage Information Technology, 7.4 Manage enterprise information, 7.4.4 Perform enterprise data and content management, 12.3.1.7 Assess IT needs and engage IT function, 12.3.1 Develop KM strategy  Industry: Computers, Consulting/Consultants, Electronics, Engineering, Government/Military, Petroleum/Oil/Gas, Professional Services/Business Services, Research Organization 
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Case Studies on Web 2.0 and Social Computing

This collection contains APQC’s in-depth case studies on Web 2.0 and social computing tools at organizations identified as best practice in these areas.

Type: Product Collection  Topics: Information Management, Knowledge and Information Management, KM Implementation, Knowledge Management (KM), Portals and Collaboration, Information Technology  Processes: 12.3.4.1 Design process for knowledge sharing, capture, and use, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.4 Design and launch KM projects, 12.3.4.3 Identify specific IT requirements, 12.3.4.8 Deploy the KM project, 12.3.5 Manage the KM project life cycle, 12.0 Manage Knowledge, Improvement, and Change  Industry: Aerospace, Consulting/Consultants, Electronics, Engineering, Government/Military, Non-Profit, Petroleum/Oil/Gas, Professional Services/Business Services, Software 
  • Relevance: 66%
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A Catalyst for Continuous Improvement: The Intel Quality Award (Slides)

Increasing quality and growing a quality-oriented mindset within an organization requires a comprehensive, well-rounded approach.

Type: Presentations  Topics: Benchmarking, Business Excellence, Continuous Improvement, Process, Local/State/National Quality Awards, Quality, Quality Assessment, Recognition and Rewards Programs, Human Capital Management, Rewards and Recognition Programs, Portals and Collaboration, Knowledge and Information Management, Information Technology  Processes: 1.1.3.1 Analyze organizational characteristics, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.2 Create baselines for current processes, 12.2.1 Conduct performance assessments, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 12.2.2 Develop benchmarking capabilities, 12.2.3.3 Measure performance against benchmarks, 12.2.3 Conduct process benchmarking, 12.2.4 Conduct competitive benchmarking, 12.3.4.3 Identify specific IT requirements, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.4 Design and launch KM projects, 6.4.1.6 Reward and motivate employees, 6.4 Reward and retain employees, 6.4.1 Develop and manage reward, recognition, and motivation programs  Industry: Computers, Electronics, Semiconductors, Telecommunication 
  • Relevance: 65%
  • Member Price: FREE
  • Nonmember Price: Download FREE
A Catalyst for Continuous Improvement: The Intel Quality Award

Increasing quality and growing a quality-oriented mindset within an organization requires a comprehensive, well-rounded approach.

Type: Presentations  Topics: Benchmarking, Business Excellence, Continuous Improvement, Process, Local/State/National Quality Awards, Quality, Quality Assessment, Recognition and Rewards Programs, Human Capital Management, Rewards and Recognition Programs, Portals and Collaboration, Knowledge and Information Management, Information Technology  Processes: 1.1.3.1 Analyze organizational characteristics, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.2 Create baselines for current processes, 12.2.1 Conduct performance assessments, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 12.2.2 Develop benchmarking capabilities, 12.2.3.3 Measure performance against benchmarks, 12.2.3 Conduct process benchmarking, 12.2.4 Conduct competitive benchmarking, 12.3.4.3 Identify specific IT requirements, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.4 Design and launch KM projects, 6.4.1.6 Reward and motivate employees, 6.4 Reward and retain employees, 6.4.1 Develop and manage reward, recognition, and motivation programs  Industry: Computers, Electronics, Semiconductors, Telecommunication 
  • Relevance: 65%
  • Member Price: FREE
  • Nonmember Price: Download FREE
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