A Business Case For VRA Knowledge Management

Transcription

1 A Business Case For VRA Knowledge Management By Director, Technical Services Department 1

2 OUTLINE OF PRESENTATION Environmental Scanning Environmental Scanning Analysis Analysis conclusions Industry view and approach Recommendation Tangible benefits KM Successes Knowledge Management strategy Short term -Maturity measurement Road-map Quick wins Critical success factors 2

3 Environmental Scanning To satisfy VRA s Vision and Mission of; Setting the standard for public sector excellence in Africa. Supplying reliable electricity in a safe manner Adding financial and economic social value Satisfying customers and meet stakeholder expectations -New industries and companies poaching resources -Scarce experienced capacity globally -Paper driven processes -IT infrastructure platform not enabling Categories -Silos and non Collaboration -Reduced efficiency & increase in avoidable errors no longer an exception -Learning not encouraged Or mandatory -Operating without standard Business processes & procedure -Unwillingness to share -Over reliance on consultants -Non alliance resulting to competing efforts Organisational culture Human Capital External forces legacy systems 3

4 Environmental Scanning Analysis 4

5 Analysis Conclusions VRA is bleeding financially at a very low or no return Limited information to organisational memory. Poor DRM System No Mechanism for knowledge tapping of retirees. Repetition of mistakes (Impact on Quality, Cost, Time, Efficiency and Safety) Poor or low turn around in business decision making because of lack of history. High rate use of consultants who leave with organisational memory, experience and Intellectual Capital (No contractual obligation) Under developed business IT architecture and Infrastructure not addressing business needs. Learning and sharing are unstructured, not documented and taking place in silos. High Knowledge and experiences are not shared and people retire with them. Losing skilled resource. New companies in Ghana poaching internally. Very Poor Rate of Learning Inadequate business standards and processes to drive efficiency and productivity. 5

6 Industry View and Approach Fortune 100 companies are placing new focus on knowledge business culture and technologies. Executive rethinking organisational learning strategies and IT as incremental productivity gains and expansion of operating capacity and is rapidly winning board buy-in. Elimination of information gaps is a high priority for knowledge centric organisations. Enterprise technology infrastructure is a must have. 6

7 Recommendation Organisational Learning approach that will be institutionalised across VRA. Efficiency: Improve processes used, diagnose them and build standards by developing knowledge assets and ensuring accessibility across VRA. Effectiveness: Developing a business taxonomy, metadata for Document and Records Management; a single accessible knowledge repository, and a robust enabling IT infrastructure. Organisational Culture: Creating, Capturing, and Sharing of knowledge by individual and projects via lessons learned interventions, Community of Practice, Networks, Knowledge tapping, Skills and Knowledge transfer and innovation. Reward and acknowledgement for knowledge creation and innovation. Sharing of best practices for learning and application purposes. 7

8 Tangible Benefits Improve turn around time on business decision making. Early warning system and trends identification. Doubling up the rate of productivity and efficiency because of informed and knowledgeable resources, standard processes and practices, access to knowledge networks. Decrease impact of knowledge loss on retirement and poaching. Decreased repeat of project mistakes. Employee confidence, job satisfaction and agility to make decisions due to available standard processes, information and peer support networks. Improved on-boarding and amplified learning leads to improve rate of people to start being productive. 8

9 Knowledge Management Strategy On boarding and training using business knowledge asset. Register and join relevant CoPs Knowledge creation Knowledge retention Knowledge tapping Knowledge sharing Knowledge dissemination Innovation/ideation Document & Record management Metadata and Taxonomy. People Process Culture Enabling Technology Encourage learning organisation by rewarding and acknowledging active participation in sharing initiatives and processes. Consideration and application of innovative methods Automated Document and records management process. Single VRA KM repository Automated KM framework/model Pull & Push What VRA needs to know Explicit & Tacit LL VRA Business strategy What VRA knows Documents, Computers, Employees, Retirees, Consultants, Reports What industry a and competition knows Explicit Source: Consultants, partners, Peers, retirees K-Exchange & visits, shadowing, observation 9

10 Short Term -Maturity Measurement Increase number of captured lessons Increase number of Networks and CoPs -Increase in portal visits -Increase engagement and Question Application of lessons and improvement of processes (Efficiency) Management of Knowledge supplying direct input to strategies and efficiency Improved DRM System LL sessions and attendance and participation 10

11 CoP Business Sponsor strategic and tactical focus People As Business Sponsor and capability owner: Ensuring business KM capability maturity Integrated process/structures: Will effectively drive efficiency by collaborating the capture, recording,sharing and re-application of lessons via various methods across a project life cycle. Increase organizational memory and retention. Key roles to collaboratively drive KM organizational readiness and maturity Define VRA KM Vision, Policy, Strategy and Framework -Establish and influence business KM enabling structure -Mandate and commission functional CoP and set performance goals across all levels -Set governance & Assurance structures for LL -Capture and reporting -Function/Discipline focus -Facilitate conversations, Capture and share of lessons across portfolio -Faster rate of learning and adoption Standardization, Process re-engineering, Problem solving & Best Practice development -Use as onboarding platforms for new employees and trainees KM business capability owner (Deliver the business vision) -Human Resources, DRM, IT, Planning & Business Development, Engineering 11

12 Road-Map Assess Knowledge Flow and needs Identify existing KM working practice Assess organisational maturity via CIA (Change Impact Assessment) and Change Readiness Assessment Sponsor identification Identify low hanging fruit and quick wins Gather at least 4 critical CoPs Agree on PoC areas Business KM performance indicators Capacity and capability requirement Assess Design Design a Change Management plan Develop Strategy Develop KM framework/model and asset creation cycle Align process with other business functions Compact KM deliverables Develop taxonomy and define metadata Design and develop artefacts Design tool functionality Set up CoPs Proof of Concepts\UAT/Test Business KM Balance Score Card PoC 1 (Repeatable) PoC 2 (?) Implement Implement Re-evaluate The intended objective Relevancy and efficiency of the existing processes Maturity 12

13 Quick Wins Develop taxonomy and metadata Set up for 4 Communities of Practice Facilitate 2 lessons learned per month per CoP (Community of Practice) Define and develop People Finder/Expert Locator Automate forms and approval processes, start with most used process like one of HRs or the stationary procurement process Skills and Knowledge transfer in all contracts/projects Alumni identification and set up Knowledge Exchange sessions Knowledge tapping of all people leaving the Authority 13

14 Critical Success Factors Sponsorship and continuous commitment by CEO and leadership Link to other organisational functions Integrated KM business framework in project delivery and governance model Compacting KM delivery at portfolio, programme and project and functional level Redesign business on boarding-induct KM early Automating Document and Records Management process Rewards and recognition (Include Alumni and Wall of Fame) Change outlook at skills and knowledge transfer Investment in business readiness initiatives IT architecture and infrastructure Mentoring & Coaching Keep retirees/alumni connected 14

15 APQC Volta River Authority is a member of American Productivity and Quality Centre (APQC) 15

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17 Questions???? 17

18 End of Presentation 18