Measurement, Analysis and KM Performance... the importance of knowledge management activity measures over five stages of implementing a knowledge management initiative... over time an organization should focus less on measuring knowledge management activities as people become more accustomed to sharing knowledge (stage 5 - Institutionalization). Progressively, with a strong, well backed organizational culture, people learn to adapt new ways of conducting their everyday tasks. Therefore measures should focus on business results rather than knowledge sharing activities.Barriers to Successful KM Measurement: * Executives who do not use mesaurement to increase the scope of their activities * Secondary impacts which are usually not accounted for * THE LACK OF A STANDARD KNOWLEDGE MANAGEMENT DEFINITION WITHIN THE COMPANY, ORGANIZATION. Knowledge Management ProsKMP_0010ace2-be00-11e3-a1c4-2c5dc17e39b0_0010ace3-be00-11e3-a1c4-2c5dc17e39b0To measure and quantify the knowledge management initiatives and performance_0010ace4-be00-11e3-a1c4-2c5dc17e39b0MeasurementDefinition of Measure: Dimensions, quantity, or capacity as ascertained by comparison with a standard.Knowledge ManagementKnowledge Management-Measurement -- The ability to holistically monitor and measure critical elements of the entire workflow process is a fundamental difference between a KMS and a CMS.TechnologyMeasure- includes technology, employees, culture, organizational structure. Measuring knowledge and knowledge management within an organization requires some correlation and assumptions; knowledge is an INTANGIBLE asset.Employees Culture Organizational StructureBaselinesKnowledge management efforts are ONLY measurable when compared to a baseline, that is to the performance before knowledge management intiatives were begun.AssessmentIn order to be able to measure, a company, organization, or individual must asses and understand what they hope to gain out of the knowledge management initiatives. UnderstandingBusiness ValueThe ability to demonstrate and accurately assess the business value that knowledge sharing and reuse bring to an organization can define how knowledge management is measured within the organization.ROICan be measured in terms of dollar amounts or return on investment (ROI). Long-Term ResultsHowever, investment in a knowledge management system or process is long term as results will generally not be quantifiable immediately.Organizational GoalsMeasurement is directly related to setting organizational goalsToolsA TOOL to measure knowledge management within an organization: a Balanced Scorecard- becoming increasingly common; directly links learning to process performanceLearningResults OrientationMeasurement is result orientedPerformanceDefinition of Performance: Accomplishment of a given task measured against preset standards of accuracy, completeness, cost and speed. - Directly correlated to Measure; if one does not measure then performance can not be assessed. - Always based on a relative scale.System Quality_0010ace5-be00-11e3-a1c4-2c5dc17e39b01Creation, Storage/Retrieval, Transfer & ApplicationDefine how well the KMS performs the functions of knowledge creation, storage/retrieval, transfer, and application_0010ace6-be00-11e3-a1c4-2c5dc17e39b01.1Organizational Memory[Determine] how much of the Organizational Memory (OM) is codified and included in the computerized portion of the OM_0010ace7-be00-11e3-a1c4-2c5dc17e39b01.2Staff & Infrastructure[Determine] how the KMS is supported by the Information System staff and infrastructure._0010ace8-be00-11e3-a1c4-2c5dc17e39b01.3Knowledge/Information QualityEnsure that the right knowledge with sufficient and appropriate context is captured and available for the right users at the right time._0010d382-be00-11e3-a1c4-2c5dc17e39b02_0010d396-be00-11e3-a1c4-2c5dc17e39b0Use/User SatisfactionIndicate actual levels of KMS use as well as the satisfaction of the KMS users. _0010d397-be00-11e3-a1c4-2c5dc17e39b03Actual use is most applicable as a success measure when the use of a system is required. User satisfaction is a construct that measures satisfaction with the KMS by users. It is considered a good complementary measure of KMS use when use of the KMS is required, and effectiveness of use depends on users being satisfied with the KMS._0010d398-be00-11e3-a1c4-2c5dc17e39b0Perceived BenefitMeasure perceptions of the benefits and impacts of the KMS by users, based on perceived benefit model._0010d399-be00-11e3-a1c4-2c5dc17e39b04It is good for predicting continued KMS use when use of the KMS is voluntary, and amount and/or effectiveness of KMS use depends on meeting current and future user needs._0010d39a-be00-11e3-a1c4-2c5dc17e39b0Net Impact[Measure the] effect on the performance of the whole organization._0010d39b-be00-11e3-a1c4-2c5dc17e39b05An individual's use of a KMS will produce an impact on that person's performance in the workplace. Each individual impact will in turn have an effect on the performance of the whole organization._0010d39c-be00-11e3-a1c4-2c5dc17e39b02014-04-06https://sites.google.com/site/thekmbible/home/14-measurement-analysis-and-km-performanceOwenAmburOwen.Ambur@verizon.net