KPM 2008 Program Details
Paul B. Bell, Jr., Dean College of Arts and Sciences and Vice Provost for Instruction
University of Oklahoma – Norman, OK
Paul Bell is in his 11th year as Dean of the College of Arts and Sciences at the University of Oklahoma, where he also serves as Vice Provost for Instruction. He is a cell biologist with an A.B. in Biology from Washington University, St. Louis, and a Ph.D. in Biology from Yale University. Prior to joining the faculty of the Department of Zoology at the University of Oklahoma in 1979, he was a Post-doctoral Fellow at Uppsala University in Sweden and at the California Institute of Technology in Pasadena. He also taught for three years at UCLA as an adjunct assistant professor. At OU, before becoming dean, Dean Bell served as a Faculty Administrative Fellow in the Provost Office, Associate Provost for Undergraduate Education and Programs, and Associate Provost. He is the recipient of an honorary doctorate from Linköping University in Sweden, where he taught and carried out research over a 14 year period. Paul currently serves on the state-wide Council on Instruction of the Oklahoma State Regents for Higher Education, on the boards of the Council of Colleges of Arts and Sciences, the Oklahoma School of Science and Mathematics, the Sutton Avian Research Center, and the OU Confucius Institute. He is also a member of the International Commission of the National Association of State Universities and Land Grant Colleges. He is actively involved in promoting the globalization of the university and the international exchange of faculty and students. He is fluent in Swedish and French, speaks Spanish, reads Norwegian and Danish and is currently studying Chinese.
Ken Lackey, NORDAM Group
Ken Lackey is the Chairman and CEO of the NORDAM Group. Prior to joining NORDAM, Mr. Lackey served as President of The University of Oklahoma, Tulsa and Senior Vice President of the OU System from July 1999 to July 2001 and was a member of Governor Frank Keating's administration serving as his Chief of Staff from February 1997 to July 1999. From 1995 to 1997, he served as the Oklahoma Cabinet Secretary of Health and Human Services. Before his service in state government, Mr. Lackey held the position of President of Flint Industries, a privately-owned, international company with interests in oil and gas services, manufacturing and commercial construction. Earlier, he held management positions with Skelly Oil (NYSE) and Kin-Ark Corporation (ASE). He serves as a Director and Chairman of the Compensation Committee for Matrix Services Company (NASD), an Advisory Director for Commerce Bankshares, a Director of the Community Hospitals Authority, a Director of the Tulsa Community College Foundation, and as a Director and member of the Audit Committee for AAON, Inc. (NASD)
Special Guest particpating in the panel "Civic and Community Engagement"
Mayor Kathy Taylor
Kathryn L. Taylor was elected the 38th Mayor of Tulsa, Oklahoma on April 4, 2006, in the city’s largest voter turnout for a Mayoral election. Combining her business and legal background with her time in state government as Secretary of Commerce and Tourism, Mayor Taylor has infused this City with a new kind of energy. With the partnership of City councilors, Mayor Taylor has tackled the problems of public safety, government efficiency, education and economic development with an eye on making decisions based on measurable data, and using collaboration between normally disconnected groups to work toward goals for moving our region forward.
Stacy Schusterman, Chairman & CEO of Samson
Stacy Schusterman serves as Chairman and CEO of Samson Investment Company, a private oil and gas company active in the United States, Canada and the North Sea. She is Vice President and Treasurer of the Charles and Lynn Schusterman Family Foundation and serves on the Executive Committees and Boards of several charitable organizations. Stacy is a graduate of Yale University and has an MBA from the University of Texas at Austin.
Michael S. Neal, CCE, CCD, president and Chief Executive Officer of the Tulsa Metro Chamber. He leads the Chamber’s full-time professional staff of 55 in the areas of economic development, convention and visitor development, government affairs, community betterment, small business and membership services. Through 2,800 member organizations, the Chamber represents more than 175,000 regional employees and utilizes 1,700 volunteers to achieve its mission. In 2005, the American Chamber of Commerce Executives named the Tulsa Metro Chamber as Nation’s Best Chamber when it received the Award of Excellence in the largest membership category.
Special Workshop: Managing Knowledge Using the Tools and Techniques of Project Management
Lee R. Lambert, Co-Founder of PMP
This four hour workshop will demonstrate the potential power of the project management tools/techniques when used in creating, retaining and managing knowledge regardless of the type projects in which you are currently involved. You will learn simple, yet insightful, ways to organize, staff and execute your projects to assure that you achieve your personal and organizational objectives. Along the way to success you will learn how to create, retain and meticulously manage vital knowledge that will fuel a fire of continuing improvement on your future projects and the future projects of others. You will learn how to potentially eliminate mistakes from the past thus allowing you to constantly stay clearly and constantly focused on the exciting challenges of the future. Through a delicate weaving of lecture, hands on exercises and humorous real-world experiences the student will leave this workshop with a newly found perspective of the combined power of project and knowledge management.
PDU Code: 2008WSLL 4PDUs
Keynote on August 20
Project Management is driven by processes. One of the products of these processes is Data. Project Management Professionals converts
Data into Information. Retention of Information becomes Knowledge.
Managed Knowledge becomes Power. Isn’t it time you empowered yourself through Knowledge. Learn how to become a “Go To” person using the concepts of Knowledge Management in the Project Management Environment. Git R Dun!!
Day 1: August 19th, 2008
10:30 a.m. - Introduction to Project Management
Project Management Fundamentals
Tom Koscelny, Samson Investment Company (Samson)
Project management is a term that tends to mean different things to different people. Some perceive project management as the creation of a project schedule in the form of a Gantt chart. Others identify project management as the creation of a materials list i.e. what materials do I need to acquire? All too frequently, projects fail due to “scope creep” because the simple question of “What exactly are we trying to accomplish?” was never asked or adequately defined.
Typically, projects fail due to the lack of understanding and definition of schedule, scope and resources, i.e. the “triple constraint”. These three fundamental elements of a project are threaded together by the attribute of quality. The question of “How good does it need to be?” must be asked to fully meet the expectations of the project sponsor.
The presentation will focus on basic project management concepts and terminology. An overview of the project management process will be provided.
PMP Prep Course Teaser
Jo Lea Anderson, Dollar Thrifty Automotive Group
Are you a certified Project Management Professional (PMP)? Are you a little rusty on the inputs, outputs, tools and techniques of the Project Management Body of Knowledge (PMBOK)? This 40 minutes will be filled with the 'Who, What, Why, When, Where and How' surrounding the PMP PMBOK Prep course that the Tulsa PMI (Project Management Institute) chapter conducts twice a year at OSU Tulsa. The session will test your PMP knowledge, utilizing sample PMP exam question and provide all the information needed to signup for the upcoming PMP Prep Course. There will also be some interesting facts pertaining to the actual PMP certification and the process to become certified.
10:30 a.m. - Information Needs for the Next Generation of Medical Education: Health Informatics as a Core Component of The University of Oklahoma’s School of Community Medicine.
Dan Duffy, Senior Associate Dean for Academics, University of Oklahoma’s School of Community Medicine
John Studebaker, Director of Medical Informatics Research and Education, University of Oklahoma’s School of Community Medicine
David Kendrick, Director of Medical Informatics Community Programs, University of Oklahoma’s School of Community Medicine
Dr. Duffy will present an introduction to the unique approach the OU-Tulsa College of Medicine has undertaken to reshape itself, and ultimately medical education – a focus on the community. This new focus requires a new set of skills for both faculty and medical students, that of health informatics.
Drs. Studebaker and Kendrick will present an overview of health informatics tools and skills, how these are used to impact community health, and how these skills will be infused into the School of Community Medicine curriculum.
10:30 a.m. - KM Initiatives and Implementations
The Reality of Implementing SharePoint as a Company-Wide Portal
Lori Garcia, Manager, IT Business Systems, Chesapeake Energy
Is your organization considering implementing a company portal? Are you wondering how to begin? Join us for a first-hand account of our journey. We’ll offer first –hand experience from the eyes of a project manager on how to scope an effective implementation with lots of time for Q&A along the way.
Managing Email Overload in Organizations: Research Opportunities and Recent Results
Ramesh Sharda, Director of the Institute for Research in Information Systems (IRIS)
Ashish Gupta, Assistant Professor at School of Business at Minnesota State University Moorhead
Email has become a necessary evil for today’s knowledge workers. It is hard to imagine a day without access to email. For many it has become almost on addiction. A research project underway at Oklahoma State University is studying various aspects of managing this email overload, mainly to reduce interruptive effects of constant email checking. This presentation will summarize some of the recent research in this area.
Knowledge Management 101: What Goes in Does Not Necessarily Come Out (Practical Ways to Enable Knowledge Digestion within the Organization)
Jeff Crawford, School of Accounting and Management Information Systems at The University of Tulsa
Research on knowledge management often focuses on the storage and retrieval of data within an organization. While this is an essential part of the puzzle, organizations often struggle with an equally challenging issue: helping workers ingest stored data and turn it into something personally meaningful. As a metaphor for understanding this issue, consider the digestive process within biological systems. Digestion (“the organic process by which food is converted into substances that can be absorbed into the body”) is an activity that is undertaken every day. Without a healthy digestive system, humans could not extract the required nutrients from their environment in order to survive. In a similar way, knowledge management initiatives within an organization can only succeed when the organization develops and nurtures a “healthy” digestive system. In other words, a structure must be in place that encourages workers to take stored data and make it their own. Since it is common for knowledge management initiatives within an organization to struggle during the “digestive phase”, mechanisms for enhancing knowledge digestion are needed. During this talk I will discuss ways in which an organization can improve knowledge digestion.
10:30 a.m. - Panel: Digital Libraries
2:00 p.m. - Rethinking Project Management 1
Right-Brain Project Management: Two Brains Are Better Than One
B. Michael Aucoin, President of Leading Edge Management, LLC
Do you work on demanding projects? Do your projects stretch the abilities of your organization?
If you work on projects in a complex, accelerated or ambiguous environment, you need both sides of your brain to work together toward project success. While conventional project management works great with the left brain, “stretch” projects require us to lean heavily on the creative problem-solving abilities and emotional energy resident in the right brain.
Join us for this exciting presentation to learn the Seven Principles of Right-Brain Project Management. Become acquainted with the powerful tools you can apply immediately on your projects to unleash motivation and creativity – enabling you to adapt and overcome the inevitable obstacles on stretch projects. You’ll discover why “two brains are better than one” and gain the critical edge you need to master those project demands!
Master the Obvious! 5 1/2 Principles Every PM Needs
Dotti Patton, FAA Mike Monroney Aeronautical Center PMO
Consider the fundamentals of project management. Can you think of one area where mastery is the only option? How about scope management. Do you think your customers think it's ok to be "OK" at scope management, or do they expect mastery? In this presentation, we will examine the 5 and 1/2 principles of scope management that every project manager must master, from the 100% rule to G.O.A.T.S. (Gaps, Overlaps, Ambiguities, Tangents). Come join us and discover how scope management is a team sport.
2:00 p.m. - Panel: Neighborhood Knowledge: Involving the Community in Planning
Shawn Schaefer, University of Oklahoma (Moderator)
This panel will focus on the recently conducted Neighborhood Planning Academy, a partnership between the University of Oklahoma Urban Design Studio and the Tulsa Area Community Schools Initiative.The planning academy trains public school teachers to act as facilitators assisting Tulsa neighborhoods to organize, plan and improve their communities. Nine community schools participated in the academy this summer, including Cooper Elementary School and Briarglen Elementary School.
- Jan Creveling, Tulsa Area Community Schools Initiative Coordinator
- Anna Grider, Director of the Neighborhood Planning Academy
- Rita Kukura, Neighborhood Planning Academy Facilitator, Cooper Elementary School, Tulsa Public Schools
- Cheri Biggs, Neighborhood Planning Academy Facilitator, Briarglen Elementary School, Union Public Schools
- Sheri Carpenter, TACSI Site Coordinator, Mark Twain Elementary School, Tulsa Public Schools
- Shannon Green, Graduate Research Assistant, Urban Design Studio
2:00 p.m. - Panel: Information Literacy Education as a Foundation for Library Planning
Stewart Brower, Director of the University of Oklahoma-Tulsa Library
Christopher Hollister, University at Buffalo
Over the last twenty years, academic libraries of all sizes have responded to the information literacy needs of their users with courses, workshops, classes, and numerous technology inspired methods of point-of-need instruction. This session will focus on two very different of library types-the large general undergraduate library and the small graduate research library-and how the development of educational programming to meet the needs of their different users has influenced library planning and development at the highest levels.
2:00 p.m. - Information & Knowledge Management Research I
Determinants of Perceived Customer-Centrism in Managing Information and Knowledge about Customers
Joseph S. Mollick, College of Business, Texas A&M University, Corpus Christi Consumers’ concern about information privacy grows as organizational processes evolve in their ability to store and share information resources through the use of databases and computer networks. We test the effects of three privacy policies on customers’ perception of an organization’s customer centrism in the way it manages the practices of sharing or disclosing information about customers. The results confirm predictions based on prior survey research that organizational policies related to seeking consent of individuals before releasing data about them will have implications for the customer centrism of an organization. It also confirms that organizational policies concerning empowering customers to restrict target of disclosure of personal data affects an organization’s perceived customer centrism. The policy variable related to allowing customers to directly edit or delete information about them directly over the Internet also shows to be significant in influencing an organization’s customer centrism score in the minds of customers. These findings are consistent with the theory of power struggle among different organizational stakeholders in the domain of information power. Since customer centrism in the minds of customers can be a source of competitive advantage for organizations, organizations have an incentive to attempt to earn and maintain high score on being perceived by customers as customer centered in order to realize the competitive advantages that can be realized from cooperative exchanges that can be facilitated by sharing and disclosing information resources.
Knowledge Management Focus on Minor Failures in Complex Systems
Gary Holmes, Associate Professor-Department of Human Relations at OU – Tulsa
Modern socio-technical systems are vulnerable to both large and small failures over time. However, most organizations and systems are structured to recognize and deal primarily with large failures that interrupt the functioning of the entire system. The criterion of control measures here is simply that of the system working or failing to work. Unfortunately, the small failure events (SFE) that are common in large socio-technical systems present a large threat in their own right, simply because they often go unrecognized until system functionality has been compromised. This article presents an overview of the conceptual framework for understanding the nature and the scope of small failures within large systems. A discussion of key indicators of small failure vulnerability is included for knowledge management professionals who seek to provide enhanced system health monitoring
The Practice of Instrument Validation in Information Science Research
Mary Holmes, University of Oklahoma - Tulsa
YongMi Kim, University of Oklahoma
Instrument validation is a critical first step that researchers employ in generating scientifically valid knowledge. Without it, the basis of research findings and the generalization of such are threatened. This is especially true in social science, as the majority of published articles within the discipline utilize particular types of instruments to collect data. Consequently, instrument validation has become common practice in social science. An assessment of instrument validation provides guidance for reviewers, editors, authors, and readers, and help to ensure and enhance the quality of a journal article. The Journal of the American Society for Information Studies and Technology (JASIST) has been recognized as a leading research outlet for library and information scholars since 1950, and yet no comprehensive research regarding instrument validation of JASIST articles has been conducted. This proposal aims to fill this gap. An assessment of instrument validity in articles published in JASIST over the past 20 years will be conducted. The proposed research paper will comprehensively review social science research methodology literature and integrate the ways in which other social science disciplines conduct research validation. Seven attributes of instrument validation are identified. Based on the criteria of these attributes, two trained experts will code the articles and then evaluate the current state of instrument validation in the field of library and information science.
4:00 p.m. - Panel: Civic & Community Engagement - A Cross Sector of Knowledge Management
Pam Pittman, Director, OU CORE - Center for Outreach, Research and Education (Moderator)
Mayor Kathy Taylor
Monroe Nichols, Office of the Mayor, City of Tulsa
Steve Kennedy, Kennedy Marketing And Advertising (KM2A) and Communications for StepUp Tulsa!
Gail Lapidus, Executive Director/CEO, Family & Children Services, Inc.
Paula Wood, School and Community Marketing Specialist Marketing Department Tulsa Public Schools
Karen Davis, Officer, Tulsa Community Foundation
Dan Harrison, ONEOK and ONEOK Partners
4:00 p.m. - Panel: Strategic Intelligence
Tom Rink, Instruction Librarian at Northeastern State University
Jane Malcolm, Assistant Director of Library Public Services at Oral Roberts University
Martha Gregory, Coordinator of Research Wizard at Tulsa City-County Library
Dr. Betsey Martens, SLIS, University of Oklahoma (Moderator)
The Strategic Intelligence panel is made up of three experienced intelligence professionals, who will be discussing how "relevant information" becomes "actionable intelligence" in the various contexts of community. competitive, and corporate environments today.
Day 2: August 20th, 2008
10:30 a.m. - The Value of Indigenous Knowledge
Legal Intersections and Diversions: The Challenge for American Indians of Protecting Legal Rights, Honored Traditions, and Sacred Knowledge in the 21st Century
Associate Dean Joan S. Howland, University of Minnesota Law School
The focus of the presentation will be a discussion of the theoretical and practical intersections of American Indian legal traditions and the Anglo concepts of civil and criminal law. The presentation also will cover divergent views between American Indian communities and other entities, including the federal government and the courts, regarding fairness, justice, family and community, property rights, and intellectual property. In addition, the importance of cultural tradition as a critical factor in determining equitable resolution of legal conflicts within American Indian commuinities will be covered.
Managing’ Indigenous Knowledge: Prospecting, Prospects, and Projections
Joe Watkins, Director of the Native American Studies Program at the University of Oklahoma
“Indigenous Knowledge” (or “Traditional Knowledge”) is often viewed through Western concepts of Intellectual Property. More recently, however, such perspectives are being seen as antithetical to the very cultures which create the knowledge to be “managed”. Looking at the cultural aspects of knowledge management, Indigenous peoples, scholars, practitioners, and policy-makers are increasingly faced with dilemmas about rights, responsibilities and access to intellectual products including research data, use of intellectual property (IP), ethical concerns faced by researchers, communities, and others, and the use particular information to generate ideas for norms of good practice and theoretical insights on the nature of knowledge, IP, and culture-based rights. This paper discusses some of the issues involved in trying to “manage” non-Western materials through Western institutions and concepts.
Intellectual Property and Traditional Cultural Expressions
Molly Torsen, International Intellectual Property Institute (IIPI)
This presentation will walk through a background of the nexus between intellectual property (IP) and traditional cultural expressions (TCEs; also called expressions of
folklore [EOF]). It will also show how some jurisdictions and groups are attempting to use the current IP system to accomplish their goals and will then highlight some current prevalent issues within WIPO’s Intergovernmental Committee (IGC).
WIPO has not applied a concrete definition to TCEs. The WIPO website offers a description of TCEs as follows:
Traditional cultural expressions (or, ‘expressions of folklore’) are integral to the cultural and social identities of indigenous and traditional communities, they embody know-how and skills, and they transmit core values and beliefs. As cultural and economic assets, their protection is linked to the promotion of creativity, enhanced cultural diversity and the preservation of cultural heritage. As such, some examples of TCEs include music, art, designs, names, signs, symbols, performances and handicrafts, amongst several other manifestations. Because the scope of the subject matter is most similar to that of works that are copyrighted in the Western tradition, I offer some comparisons between the purpose and goals laid out in the Berne Convention to demonstrate how TCEs and copyrighted subject matter differ. I also provide a non-exhaustive list of current legal instruments that address TCEs as well as the core platform at which this is being discussed, WIPO’s IGC. Note that none of the instruments is internationally legally binding. Copyright law, in the Western sense, provides an imperfect fit for the protection of TCEs for a number of reasons. While reviewing the concepts, it is important to keep in mind that not all indigenous people have the same view regarding their TCEs. New Zealand’s Maori people and Alaska’s Aleut people have a commonality insofar as their TCEs fall outside the rubric of Western copyright law, but they do not necessarily desire the same treatment of their TCEs nor do they necessarily have the same attitude – for or against – the commercialization of certain aspects of their cultures.
10:30 a.m. - Panel: Collaborative Applied Research for Non Profit Service Effectiveness
Moderator: Chan M. Hellman, University of Oklahoma
Panelists: Chad V. Johnson, University of Oklahoma
Jody A. Worley, University of Oklahoma
10:30 a.m. - Rethinking Project Management
Start Small, Scale Up (File 1, File 2)
Garry Booker, President of Project Frontier, LLC
Earned Value Management (EVM) is for a small number of large projects, not for a large number of small projects that we find in most organizations, right? Well, no. If we start small and scale up, every project can (and should) benefit from EVM. In most organizations, we should introduce EVM not by talking about 32 compliance criteria and triple constraints. We should start with a foundational idea: mastering project scope. On many projects, especially near the start of a project, managing scope means managing scope in iterations, or time boxes. We call this Level 0 -- mastering scope one iteration at a time. When you are ready to define the total scope of an project, we call that Level 1. You should learn to master project scope at Level 0 and Level 1 before you graduate to integrating scope and schedule. That's Level 2. Then, mastering scope, schedule, and cost together is just another incremental step, not a giant leap. We call that Level 3. If complying with 32 EVM criteria is your goal, you will arrive at that destination (Level 4) with a solid foundation of managing projects with quantified scope, quantified schedule, and quantified cost.
Knowledge Integration in Project Teams: Improving the Effectiveness and Efficiency of Heterogeneous Team Collaborations
Brigitte Steinheider, Director of the Organizational Dynamics graduate program for the University of Oklahoma
Knowledge has become the primary asset and most important resource for companies. The pressure to innovate and the increasing importance of knowledge work challenges organizations to share and integrate the knowledge of their employees’ diverse fields of expertise. Integrating the heterogeneous knowledge bases thus becomes essential for the success of product development and business processes. However, research has revealed that knowledge integration in organizations is often problematic, especially in cross-functional or heterogeneous teams. Differing but often implicit assumptions of terminologies, methods, and problem-solving approaches hinder the development of a common ground, resulting in problems of knowledge integration. In studies on organizational R&D teams, problems in knowledge integration were associated with negative effects on performance ratings by supervisors, being on schedule and product quality as well as increased subjective stress and decreased job satisfaction. Based on research studying heterogeneous teams, the knowledge integration training for teams (KITT) has been developed to facilitate the establishment of a common ground and the integration of the diverse perspectives. The training was implemented in product and service oriented companies in Germany and the US, and participants’ feedback for the training was positive. The effectiveness of six of the seven modules of the training was evaluated using a sample of 36 students using indirect and quasi-indirect measurement of change. All six modules seemed to facilitate the work in interdisciplinary teams. However, only three of the modules, namely Knowledge Identification, Perspective Flexibility, and Grounding increased knowledge integration significantly.
10:30 a.m. - Panel: Information & Knowledge Transfer in a Family-Owned Business
Tom Schooley, President of Vistalign
Larry Seale, President and CEO of WordCom, Inc., BBC, Inc., and Seale Enterprises
Toni Garner, Toni's Flowers
Suliman Hawamdeh, SLIS, University of Oklahoma (Moderator)
2:00 p.m. - Panel: Organizational Dynamics Revisited: What Have We Learned So Far?
Panel: Brigitte Steinheider, Jeff Branz, Carlos Diaz, Jaye Lynn Hall, Laura Lundquist, Amanda Mathes, Steve Stafford, Robert Williams
The Master of Arts Program in Organizational Dynamics at the University of Oklahoma-Tulsa was initiated by the Telecommunication Industry in Tulsa to train their workforce in leadership skills needed in a turbulent business environment. The program was implemented 5 years ago in Spring 2003, and meanwhile more than 40 students have graduated. The program develops these skills by bringing together cutting edge research with practical applications and team learning. In this panel, we will give an overview of the program and present some of the students’ projects for Tulsa-based organizations. Alumni, current students and faculty will discuss their experiences in the program and share how they were able to incorporate what they learned into their work life. This panel will provide insights into the program and its students and make Tulsa professionals aware of the opportunities the program provides.
2:00 p.m. - Student Projects
The comPADRE Digital Library
Lyle Barbato, University of Oklahoma, SLIS
Jutta Wunder, University of Oklahoma, SLIS
Cynthia Patterson (Moderator), Student Liaison, KPM Symposium 2008
The National Science Digital Library (NSDL) is an NSF-supported network of online libraries that promote science and technology education. Traditionally, the exchange of records between NSDL participants has been accomplished through the use of an Open Archives Initiative (OAI) server and an NSDL-created metadata format. However, the usefulness of this approach has been limited by inconsistent field use between participant libraries as well as under-utilization of fields. As part of an effort to improve the quality of information sharing between projects, the NSDL has issued a host of field vocabularies over the past two years. Our talk will focus upon the organizational and data management issues encountered during the implementation of these new standards by a single digital library within the NSDL, the comPADRE Digital Library.
Emotional Intelligence and Knowledge Sharing
Martha I. Zapata de Roblyer, YWCA Tulsa
Knowledge sharing happens in the context of social interaction, where individuals exchange information using interpersonal communication. Therefore, effective interpersonal communication is crucial for the collection, donation, integration, and generation of new knowledge. In the communication process, individuals deal with cognitive and emotional issues such as mental models and emotional competence. There has been an absence of studies on the combined effect of these factors on interpersonal communication and knowledge sharing. In this presentation, we propose a model that explores the impact that emotional intelligence have on mental models and interpersonal communication, and its relationship to knowledge sharing activities. Implications of this model for managers and team leaders are discussed.
Evaluating Science Websites for Academic Purposes
CalebPuckett University of Oklahoma, SLIS
In this project, Dr. Cecelia Brown and I developed an intensive four day workshop for librarians in Hanoi, Vietnam. The sessions focused on evaluating science websites for academic purposes, with a strong component of the overall presentation being grounded in discussions and demonstrations related to working models of information literacy. By identifying and examining the qualities that determine the credibility and applicability of information on science websites, we assisted Hanoi’s librarians as they work to define, build, and promote their reference services so that they reflect international standards. Our main goal in this endeavor was to help establish professional practices among Vietnamese librarians so that they can, in turn, better articulate the nature of information to their students and engender a sense of lifelong learning among them.
2:00 p.m. - Rethinking Project Management
Project Duration Forecasting ...a comparison of EVM methods to Earned Schedule
Walt Lipke, Creator of Earned Schedule
Earned Value Management (EVM) methods for forecasting project duration have been taught in training courses and used by project managers for four decades. These EVM methods are generally considered to be accepted practice, yet they have not been well studied and researched as to their predictive capability. Using real project data, this paper examines and compares the duration forecasts from four EVM methods to the Earned Schedule prediction technique.
Project Behavior and Project Lessons Learned: Inputs to and Implications for Knowledge Management
Every project manager has been faced at one time or another with capturing, documenting and sharing lessons learned from projects. Besides being a PMBOK Best Practice, it is also a recognized activity by most larger project management organizations and communities in modern project work.
The focus of most project lessons learned activities is on the project itself. What did the project team learn about its project behavior and actions that could be captured for future project managers to benefit from in the project community? Very little work has been done on the other major contributing factor in project lessons learned however. This is of course the "project environment." Every project is subject to a project environment created by the organization and the external environment in which people function everyday. The neglect of the project environment as a major factor in driving team behavior and influencing outcomes and project lessons learned means that the focus on continuous improvement in the project community has been almost exclusively on the lessons learned from individual completed projects.
However, the potential exists for far reaching leveraging actions to be taken regarding the project environment and the "structure" of that environment that could benefit all future projects as well as provide meaningful insights into project team behavior. And the resulting implications for Knowledge Management are just as great. Knowledge focused on the project environment can provide insights into how we design future project communities which are robust, productive, team inspiring and which lead to greater success for all projects.
2:00 p.m. - KM Initiatives & Implementations
The Changing Faces of KM: New Competencies, New Contributions, New Strategies
Chuck Tryon, Founder of Tryon and Associates
Knowledge Management is emerging as a significant answer to a critical organizational problem. Numerous enterprise-wide strategies are being touted as the path to capture and transfer vital organizational knowledge. This approach, while conceptually valid, will find significant resistance from organizations due to the size of the required effort.
In contrast, Project Based Knowledge Management allows organizations to leverage naturally occurring projects and related disciplines to discover, refine, capture and transfer organizational knowledge. This approach utilizes the strengths of established disciplines such as Project Management and Requirements Engineering to deliver high-quality intellectual by-products that comprise the very heart of organizational knowledge.
Tulsa Police Department Knowledge Retention Policy 2.0 – A Fresh Start
Major Paul Williams, Tulsa Police Department
In 2007, a Knowledge Retention Policy (KRP) was created for the Tulsa Police Department to use as a basis for organizing and retaining the department's institutional knowledge. It was also intended as a quick reference guide for those inside, and outside, the organization on where to go and who to ask to learn the answers to their questions.
During the past year the Department has undergone extensive changes in leadership and management. During such a period of change, the existence of a Knowledge Retention Policy" should have eased the transition and allowed the seamless transfer of organizational knowledge. Due to a variety of reasons, that didn't happen.
Major Paul Williams and Chuck Tryon are currently creating an updated KRP 2.0 for the Tulsa Police Department using OneNote as the repository tool. During this session, Major Williams and Chuck Tryon will display the updated KRP and discuss lessons learned from this experience.
4:00 p.m. - Panel: Achieving Cyberspace Situational Awareness for the Enterprise
4:00 p.m. Information & Knowledge Management II
Knowledge Sharing and Knowledge Transfer Practices
Charles E. Baukal, Jr., Director of the John Zink Institute
The John Zink Institute, the education and training arm of John Zink Company, LLC., is engaged in a variety of knowledge management initiatives to preserve and enhance professional communication. The John Institute coordinates learning within and without the company in a variety of productive ways including
- JZ Combustion Courses -- the Institute offers more than two dozen courses. These courses bring industry practitioners and students together to learn the many nuances of industrial combustion and equipment including flares, boilers, process heaters, and thermal oxidizers, to name a few.
- JZ Scholar's Program -- high performing students studying combustion at various universities are awarded one-year scholarships to defray the cost of education.
- JZ Visiting Scholars program -- world renowned combustion scientists are brought to Tulsa to lecture on their latest research and help develop collaborative partnerships
Development of the Project Manager Leadership Skills Inventory (PMLSI): Necessary Leadership Skills for Project Success
Dana White, Licensed Professional Counselor
The discipline of project management has begun to explore the link between project leadership and project success, particularly in the context of organizational outcomes. This paper describes the development of a tool designed to measure specific skills that interact to form leadership in the project management context. The newly developed inventory examines those skills perceived as necessary and important for project success as rated by professionals working in the industry. The Project Manager Leadership Skills Inventory (PMLSI)© is a 62-item inventory consisting of 12 demographic questions and 50 skill statements that assess the perceived necessity and importance of leadership skills for project managers along six leadership areas: Inspiration and Influence, Self-management, Communication, Conflict Management, Relationships and Interpersonal Skills, and Evaluation and Performance. Factor analysis produced one primary component containing at least one skill statement from each leadership area revealing a global measure of leadership for project managers. Further development of the PMLSI© is recommended in order to obtain an increased sample size for more robust hypothesis testing and validation studies in order to determine the inventory's predictive ability in selecting, reselecting, training, and developing project professionals.
4:00 p.m. - Panel: Health Informatics at The University of Oklahoma's School of Community Medicine
Moderator: Richard Bryant, Director of Medical Informatics, University of Oklahoma’s School of Community Medicine
Panelists: John Studebaker, Director of Medical Informatics Research and Education, University of Oklahoma’s School of Community Medicine
David Kendrick, Director of Medical Informatics Community Programs, University of Oklahoma’s School of Community Medicine
Douglas Ivins, Assistant Professor in Family Medicine, University of Oklahoma’s School of Community Medicine
Each panelist will describe efforts they have been involved with that represent a snapshot of the type of work currently being done in Medical Informatics. Dr Bryant will moderate the session.
Dr Ivins will discuss the Medical Quality Improvement Consortium (MQIC), an effort aimed at collecting and sharing standardized information about specific diseases. This information allows organizations to compare the measurements of the patients they care for with patients from across the country.
Dr Kendrick will describe the Doc2Doc Online Collaborative Care Study, a randomized control trial attempting to understand the impact of a secure, online communication application on quality and cost.Dr Studebaker will talk about an upcoming study the Medical Informatics group will be leading involving the creation of a perinatal registry. This registry will be a repository for information needed for maternal obstetrical as well as newborn care.