Knowledge Management Practices. October 11, 2011 Maureen Hammer, PhD Knowledge Management Officer
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1 October 11, 2011 Maureen Hammer, PhD Knowledge Management Officer
2 Agenda Overview of KM Why, What, Definitions KM Tools Overview CoPs, Lessons Learned, Knowledge Mapping Outcomes and Measurement Methods, KM Value, Samples 2
3 Why Knowledge Management? Knowledge Management Practices Fewer Guilds, Apprenticeships and Mentoring Downsizing and Rightsizing Looming Retirements of Baby Boomers Mobile Workforce Knowledge Workers Competitive Edge Avoiding Duplication of Effort Changing Work Environments Breaking Down Silos of Information and Work Need to create increased effectiveness and efficiency Changing Culture Knowledge is part of a process rather than an object. 3
4 What is Knowledge Management? Knowledge Management Practices Getting the right knowledge to the right people at the right time Knowing the why behind decisions and actions Identifying, capturing, organizing and disseminating critical institutional knowledge Knowing what we know Establishing networks between people to share knowledge Sharing lessons learned and best practices to avoid reinventing the wheel Supporting change management Intangible assets of the organization Knowledge is part of a process rather than an object. 4
5 Who is doing Some Kind of KM in Transportation? State DOTs (Virginia, Maryland, Washington, Florida, Louisiana, Georgia maybe you!) TRB (programs, within committees, joint taskforce) FHWA (lessons learned, online CoPs) AASHTO (programs) FAA (KM Director) FTA (KM Director) 5
6 Government Culture Culture is defined by the rules, actions and behavior within an organization. It explains how employees relate to each other. It also explains the processes and procedures within the organization. An organization will have an overall culture but may also have subcultures within different departments and areas. Government organizations have a regular change in leadership based on election cycles with leadership often being political appointees. As these organizations face impending knowledge crises due to the loss of long-term employees, it is necessary to establish a knowledge sharing culture that will survive changing leadership and assist the organization in meeting its goals. 6
7 Obstacles to Knowledge Sharing in Government Command and control cultures inhibit knowledge sharing. Lack of absorptive capacity (short on time and other resources) Knowledge is power job security Lack of awareness that held knowledge may be visible Size of the organization 7
8 Explicit Knowledge Knowledge that has been codified: Information Tacit Knowledge Unarticulated, not codified, experience based, more easily shared person to person Nonaka and Takeuchi Socialization: tacit to tacit Externalization: tacit to explicit Combination: explicit to explicit Internalization: explicit to tacit KM Library Polanyi All knowledge is either tacit or rooted in tacit, no matter what we are doing we are relying on background skills and beliefs so tacit and explicit are dimensions of the same knowledge 8
9 Defining KM at VDOT Implementing ways to better utilize the expertise that we have people and information to improve ongoing processes and procedures and to retain critical knowledge. Maximizing Intellectual Capital Strength of Ties Strong Ties Dense supports knowledge redundancy Communities of Practice Weak Ties Loose supports creativity and innovation Knowledge Mapping 9
10 Strong Networks Institutional Functional Technical Who to Call Who Knows What How-to Experience Referrals Career Information Interpretation of Explicit Knowledge Weak Networks Institutional Functional Technical Who to Call Who Knows What Historical Professional Cross-Functional Lessons Learned Isolation By Choice Lack of Support by Management New to Organization 10
11 Communities of Practice (CoP) A critical tool to create networks and share knowledge that have resulted in new tools and changes in processes. Best Practices/Lessons Learned Process Improvement Innovations Communication and Collaboration Strategic Planning As noted in an editorial in the Richmond Times Dispatch: VDOT USES THE Community of Practice model to try to capture that unrecorded and unpublished knowledge, and has formed 40 Communities of Practice (CoP) to date. The teams are focused on an issue or a process, not on a region or a department. Some seek to record best practices and lessons learned that can be shared, and some seek to improve the process. The teams cut across geography and job function because so does the work and so do the problems, and no solution will work unless everybody buys in. They break down the traditional stovepipes for information, which inefficient operations tend to guard and protect as a survival mechanism. They are willing to reach out beyond the existing work force, as they did in consulting retired engineers about the best practices for maintaining old metal truss bridges. The results are evaluated on the same basis we would use here at the shipyard -- return on investment. (William R. Ermatinger, Vice President for Human Resources and Administration at Northrop Grumman Shipbuilding in Newport News) 11
12 Communities of Practice (CoP) Group of people who: Share a concern, problem or passion about a topic; Are committed to deepening knowledge and expertise in this area; and Are committed to transferring that knowledge across the organization. 12
13 Difference between CoPs and Teams Community of Practice: The community is a network of peer-to-peer collaboration that bridges the formal organizational boundaries to strategically increase knowledge and professional practice within the organization for the organization s benefit. Team: Formal collection of people tasked with a specific assignment and outcome. This is a formal assignment given by management for a specific reason. 13
14 Community Type Purpose Best Practice Helping Knowledge Stewarding Innovation Develop, validate, codify, index and disseminate proven practices Facilitates informal knowledge sharing, Q&A, mentoring Collect, select, update, organize, and distribute day-to-day knowledge Foster innovative ideas and practices 14
15 Lessons Learned Capture lessons from previous experiences that are shared across the agency. Review lessons for best practices that result in changes in processes, procedures and contract language Not Policy but Do Reference Policy, Specs, etc. Short Standard Template Vetted/Authoritative Review for Trends and Possible Best Practices Push not Pull Collaborative Applicable to Immediate Work (reviewed during safety meetings) 15
16 16
17 Knowledge Mapping A tool to help us identify areas of need for succession planning and to build networks UCINet Note: the circles represent individuals on different teams (differentiated by color) 17
18 What is Organization Network Analysis? A visual map that shows who talks to who and what role they play in a network or group Can be used to gather information about leadership, knowledge transfer, and communication patterns 18
19 Video and Audio Clips can be inserted into procedures manuals or process maps Can be transcribed and mined 19
20 Adapted from Beazley, Hamilton, Beasley, Jeremiah & Harden, David. (2002). Continuity management: Preserving corporate knowledge and productivity when employees leave. New York: John Wiley & Sons, Inc 20
21 Maturity Level by the American Productivity & Quality Center. All Rights Reserved. Organizational Readiness 21
22 Active KM Projects in FY 2010 by Type In FY 2010, KM staff worked on 69 discrete projects. These projects encompass the five types described below: KM Project Types: Lessons Learned 8 Projects: These projects involve the collection of lessons learned. Knowledge Mapping 6 Projects: Knowledgemapping projects document and save knowledge held by individuals or groups from being lost. Special Projects - 10: These projects meet specific needs brought to the office. Lessons Learned Knowledge Mapping Special Projects FY 2010 KM Projects 8.7% 14.5% 11.6% 37.7% 27.5% Strategic Planning Communities of Practice Communities of Practice 19 Projects: A community of practice is a group of practitioners in a specific area who meet to share information for the purpose of improving agency practices and procedures. Strategic Planning - 26: With reorganization brought to VDOT by the Blueprint implementation and ongoing work in emergency response, in FY 2010 KM work expanded significantly into strategic planning, a new classification this year. In FY 2009 strategic planning projects were classified as special projects. 22
23 Measurement and Outcomes ROI Time savings Cost savings Cost avoidance Increased Effectiveness Understanding the why behind decisions Collaboration Increased Efficiency Consistent best practices Improved processes Knowledge Management Practices Avoidance of Duplication Lessons learned Teamwork Risk Avoidance Fewer mistakes and less litigation 23
24 Measurement and Outcomes: Representative surveys conducted since its founding in 2003 indicate that 86 percent of the Center s customers believe that KM was pivotal to the success of the various projects that focused on improving processes and outcomes. KM work has led directly to cost avoidance by VDOT that is about twice its total budget over that period. KM project staff has worked with about 900 VDOT employees on projects to bridge traditional organizational divides within VDOT; increase communication among different work groups; and get positive results that have increased efficiencies and produced cost savings. 24
25 Value of the Work of KM Please rate the overall value that KM added to the work on a scale of 1 to 5, with 1 being Low, and 5 being High. Scale: 1-2 Low 3 Average 4-5 High The 65 respondents could rate either or both levels. Percentages are based on ratings given for each level. 40.4% 1.7% 10.5% 1.8% 1.8% 50.8% 10.2% 45.6% 37.3% Division or District Level Scale Totals 57 Statewide Level Scale Totals 59 25
26 Concentration of KM Work Objectives Please identify the one most important objective of the work in which you were involved with KM. Strategic Planning Knowledge Sharing and Collaboration Process Mapping Program Evaluation Organizational Change Management Data Stewardship Miller Center Project Total* *One survey respondent did not answer this question. 3.2% 3.2% 31.2% 20.8% 30.2% 53.2 % 56.2% 15.6% (10) 26.6% (17) 28.1% (18) 10.9% (7) 15.6% (10 1.6% (1) 1.6% (1) % (64) % 26
27 KM Customers' Expected Outcomes 3. What outcomes do you expect out of this work in which you were involved with KM? Please choose all that apply. Improved communication and collaboration 44 Improved processes 51 Savings of time or money 23 Clarified next steps 24 Total number of respondents % 78.5% % % % % 100% % 157 % 200 % 27
28 Quotes from one of our first CoPs: Knowledge Management Practices You ll never get everyone to agree to anything Nothing will change Upper management (CO) isn t interested in what we have to say, they won t listen Quotes from the same CoP a year later: Eroding Silos: In all my years within VDOT I have seen more progress toward crossing the invisible boundaries we have in the last 6 months than I ever have before. KM has enabled me to get attention on the issues I needed, that I had not ever been able to achieve. Communication: A side benefit of this project is the complete turnaround in communications about significant issues. With HR, DAs and Assistant DAs (sic executive management). They are now more sensitive to important issues, and now initiate more conversations. I am convinced this would not have happened without KM. Problem Solvers: KM coaxed problems and issues and solutions out of the group, and then helped us polish them. 28
29 For more information:
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