Apqc - K Maps

Knowledge
Map Templates

KNOWLEDGE MAP CATEGORIES
• Enterprise Knowledge Maps
o Strategic Overview Knowledge Map
o Expertise Overview Knowledge Map
• Cross‐Functional Knowledge Maps
o Expertise Tacit Knowledge Map
o Technical/Functional Knowledge Map
• Process Explicit Knowledge Maps
o Document Explicit Knowledge Map
o Job/Role‐based Knowledge Map
o Competency/Learning Needs Map
Enterprise Knowledge Maps
THE STRATEGIC OVERVIEW KNOWLEDGE MAP
This type of map is large in scope and is used for achieving specific strategic goals. Use this map to
identify and gauge the level of competency or expertise you have to meet the strategic business goals of
the organization. Gap analysis is critical—once you’ve identified what you think is important, you should
be able to create a plan of attack for closing gaps.
How?
• Develop or use existing business strategic goals.
• Interview appropriate business management to gauge overall knowledge needs within the various
areas of the organization to meet those goals.
• Identify the following:
o Knowledge/competencies you need to meet each goal area
o Knowledge/competencies you currently have to meet each goal area
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©2009 APQC. ALL RIGHTS RESERVED. KID K00687
o Gap between what is needed and what is available (color code it)
o Means to access the knowledge/competencies on hand
• Use this map (Figure 1) to identify areas where significant strategic knowledge gaps and strengths
lie. The team can then determine whether to buy, build, or leverage knowledge to fill gaps.
THE EXPERTISE OVERVIEW KNOWLEDGE MAP
Many organizations face a looming knowledge retention crisis with the aging of the baby boomer
generation. Industries such as oil and gas, manufacturing, and government can all expect to lose a
majority of their current workforce due to retirement within ten years. This map is designed to provide a
broad understanding of what knowledge the organization has in various parts of the business as well as
identify its risk for disappearing. It identifies strengths and opportunities in expertise, knowledge, and
sharing behaviors, as well as key assets that need to be available to other parts of the organization. The
expertise overview map should be used in conjunction with succession planning maps from HR to help
identify risk areas, plan for mitigation, and inform on development plans for current employees.
How?
• Identify the key areas and processes in your enterprise that need to be mapped.
• Develop or use existing process maps to begin knowledge mapping.
• Identify appropriate HR or personnel management to assist you with identifying expertise.
• Interview appropriate business management to gauge overall levels of expertise within the various
processes.
• Assign colors to represent little or no expertise (red), mediocre expertise levels (yellow), or
appropriate expertise (green).
• Rate the risk of losing current expertise due to retirement, skill gap, or turnover.
• Identify the key roles or people that embody the expertise critical for your success.
• Use this map (Figure 2) to identify hiring, training, or development needs. It also can identify major
holes in knowledge flow.
Cross‐Functional Knowledge Maps
THE EXPERTISE TACIT KNOWLEDGE MAP
The expertise tacit map is best used to identify specific experts and their areas of expertise. This typically
works best inside a business unit or a division with similar units. We have used this map most often to
identify the right people for after‐action review or lesson learned sessions, or to highlight the
appropriate people to participate in a particular community of practice.
How?
• Identify the business function or business process that you will focus on.
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©2009 APQC. ALL RIGHTS RESERVED.
• Identify appropriate business management and experts to help you locate sources and owners of
content/knowledge.
• Map the content and knowledge sources and owners against the process map.
• Use this map (Figure 3) to identify appropriate experts for creating a company expertise location
system, capturing lessons learned, performing after‐action reviews, or validating tacit knowledge or
information.
THE TECHNICAL/FUNCTIONAL KNOWLEDGE MAP
The technical/functional knowledge map can help your organization more clearly understand its
strengths and gaps within specific technical or functional knowledge domains (e.g., ship design,
component assembly). This map, in conjunction with the learning/competency maps, can be a helpful
tool for senior managers who need a snapshot of the expertise in critical technical disciplines or key
business competency areas. The team can then perform a gap analysis to determine where
opportunities for improvement lie and then create implementation plan to help them achieve their
goals.
How?
• Develop or use technical/functional knowledge requirements for specific jobs to begin knowledge
mapping.
• Identify appropriate business management and experts to help you identify sources and owners of
content/knowledge.
• Map:
o The knowledge/content needed to achieve technical proficiency,
o What knowledge content you have to help people achieve technical proficiency, and
o The location of the knowledge you have.
• Use this map (Figure 4) to pinpoint gaps in technical knowledge, identify avenues for filling specific
gaps, and track down expertise.
Process Explicit Knowledge Maps
THE DOCUMENT EXPLICIT KNOWLEDGE MAP
To create specific knowledge management solutions, such as communities of practice, virtual
collaboration tools, or best practice transfer processes, this is the baseline knowledge map we use to
help identify specific knowledge assets, knowledge needs, and the sources, recipients, locations, and
formats of that knowledge.
How?
• Identify appropriate business areas that impact the process.
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• Pull together a design team that represents the business areas and processes being mapped.
• Identify key knowledge to be mapped, sources, recipients, location of knowledge, tacit/explicit
nature, routine/non‐routine nature, and issues the knowledge addresses.
• Use this knowledge map (Figure 5) to create core content for a CoP, portal tool, or project team.
THE JOB/ROLE‐BASED KNOWLEDGE MAP
Some organizations need to explicitly map the knowledge required for various jobs or roles to perform
specific processes. This map, while similar to the functional/technical knowledge map, adds a layer of
specificity. It identifies the specific knowledge that managers think each job role needs to be successful.
This map helps create an inventory of the knowledge assets (and what format they are in) for each role,
ultimately highlighting gaps and strengths.
How?
• Identify appropriate jobs/roles that engage in this process.
• Pull together a design team that represents the job types and process being mapped.
• Identify key knowledge to be mapped, sources, recipients, and location of knowledge.
• Use this knowledge map (Figure 6) to identify learning/knowledge interventions needed to help
each job successfully complete the process (to drive business results).
THE COMPETENCY AND LEARNING NEEDS KNOWLEDGE MAP
Unlike the expertise overview knowledge map, this type of map looks more explicitly at learning or
competency needs within various business processes. If the expertise overview map helps ascertain
current assets and risks of losing those assets, this map helps your organization look forward at the
capabilities it needs to meet its strategic goals. Specifying the learning needs associated with those goals
can help you create a learning and development program that focuses on the business of the business.
This is a common tool in use in sophisticated learning and development organizations today.
How?
• Develop or use existing competency/learning areas to begin knowledge mapping (list across top).
• Identify appropriate HR or organizational learning development resources to assist you with
identifying competencies.
• Then, interview appropriate business management to gauge what types of competencies/learning
opportunities will help them drive business results.
• Next, identify the following:
o What knowledge is needed to fulfill this competency?
o What knowledge/learning can we deliver to fill this competency today?
o What is the ideal vehicle for delivering this knowledge/learning?
• Use this map (Figure 7) to identify hiring, training, or development needs. It also can help you
uncover major holes in your current competencies or learning plans.
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Figure 1. Strategic Overview Knowledge Map Template
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Figure 2. Expertise Overview Knowledge Map

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Figure 3. Expertise Tacit Knowledge Map
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Figure 4. Technical/Functional Knowledge Map
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Figure 5. Document Explicit Knowledge Map
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Figure 6. Job/Role‐based Knowledge Map
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Figure 7. Competency/Learning Needs Knowledge Map
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ABOUT APQC
For over 30 years, APQC has been on the leading edge of improving performance and fostering
innovation around the world. APQC works with organizations across all industries to find practical, cost‐
effective solutions to drive productivity and quality improvement. We are a member‐based nonprofit
currently serving more than 500 organizations in all sectors of business, education, and government.
CONTACT INFORMATION
123 North Post Oak Lane, Third Floor
Houston, TX 77024‐7797
phone: +1‐713‐681‐4020 or 800‐776‐9676
fax: +1‐713‐681‐8578
e‐mail: apqcinfo@apqc.org
www.apqc.org
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