Organizational Development for Knowledge Management at Water ...

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Q3 and Q7 were dichotomous, requesting yes or no. Q3 asking “Are your employees learning fast enough to keep up with changes needed by your organization?” asked for an explanation of response. Q10 made four statements regarding technology systems and the Information Technology Depart in particular and asked for a yes or no agreement. Q4, Q11, Q12, Q13 and Q14 were open-ended questions as follows: Q4 Briefly list the opportunities and initiatives that would make your organization more successful. Q11 What are the barriers in your organization to implementing new initiatives? Q12 What are the barriers outside your organization to implementing new initiatives? Q13 What are the critical factors in your organization that support successful implementation of new initiative? Q14 How would you describe a successful initiative in your organization? Q15 was also an open-ended question for those drinking water utilities who had implemented KM strategies or initiatives. Specifically it asked: If your utility has implemented or is implementing a knowledge management strategy or initiative, please fill in the reverse page (km Strategies or Initiatives) for each strategy and initiative (successful or unsuccessful) that you are willing to share. The reverse page is as follows: Is your utility implementing (Y/N) or has your utility implemented (Y/N) KM strategies or initiatives? If you answer yes above, please provide the following for each strategy or initiative: (A) What are/were the critical success factors (how was success measured)? (B) What problems or issues made implementation difficult? If the strategy or initiative failed, what were the barriers that could not be overcome? (C) What are/were the financial costs involved in implementing this strategy or initiatives? (D) From what you are learning/have learned, what might you do differently? (E) How is/was this strategy or initiative aligned with utility business processes (strategic business planning, operational planning, capital improvement planning, human resource development, life cycle planning, information technology master planning)? (F) What benefits is the utility seeing from implementation of this strategy or initiative? If this strategy or initiative failed, would you be willing to try it again with additional knowledge management expertise? A-6 ©2011 Water Research Foundation. ALL RIGHTS RESERVED.
PART 3 DEMOGRAPHICS There were 207 survey respondents representing the following states (with multiple responses in parenthesis) : Alaska (3), Arizona (1), California (34), Colorado (9), D.C. (2), Florida (8), Georgia (3), Illinois (4), Indiana (2), Iowa (2), Kentucky (3), Maine (3), Maryland (2), Massachusetts (8), Michigan (10), Minnesota (5), Missouri (1), Montana (1), Nebraska (1), Nevada (4), New Hampshire (2), New Jersey (6), New Mexico (1), New York (8), North Carolina (4), North Dakota (3), Ohio (8), Oklahoma (1), Oregon (5), Pennsylvania (4), South Carolina (5), Tennessee (4), Texas (16), Utah (3), Virginia (10), Washington (11), Wisconsin (9) and Wyoming (1). The majority of responders (193, or 93%) work in public utilities. Five work in private utilities and 6 fall in the other category, that is, Special District, Agency of State, Municipal Owned (2), Not for State Authority, and State Formed Public Entity. Figure A.2 shows the distribution of responders in terms of size of utilities that they represent. Figure A.2 Responder distribution in terms of size of utility. The note on the front of the survey stated: This survey looks at your organization as a whole ... should be filled out by a senior manager. This largely occurred. See Figure A.3 below. 25 8 34 91 Director/General Manager Asst. Director Manager Superintendent Supervisor Other 42 7 Figure A.3 Roles/positions of Project 4003 survey responders A-7 ©2011 Water Research Foundation. ALL RIGHTS RESERVED.
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Organizational Development for Know
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About the Water Research Foundation
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Page 130 and 131: PART 1 INTRODUCTION BACKGROUND The
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Page 156 and 157: How people become entrenched in doi
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Page 160 and 161: Q14 How would you describe a succes
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Page 164 and 165: The migration of long-tenured emplo
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Page 168 and 169: potential of current and future inf
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Page 172 and 173: SUCCESS FROM ANOTHER VIEWPOINT Proj
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Page 178 and 179: # Subject Utility Size Estimated Co
Page 180 and 181: # Subject Utility Size Estimated Co
Page 182 and 183: Appendix B WaterRF 4003 Project Stu
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Project Study # 2 Development of Op
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Project Study # 4 Public Relations
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Project Study # 6 Succession Planni
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Project Study # 8 Adopting the SOP
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Tualatin Valley Water District Work
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Board Goals & TVWD Demographics Dro
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Message to Employees The future of
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Self Nomination • We asked employ
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TVWD Expected Outcomes 1. Raise awa
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process improvement, which has been
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1.0 PURPOSE The purpose of a docume
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• Ensuring the content of process
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• T15-00002 is used as a high-lev
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When the document is submitted for
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1.15.4. Changing Process Owners Cha
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EQUIPMENT AND TOOLS QBD Approved Pr
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5.0 SAFETY REQUIREMENTS This sectio
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Source/Standard Standards, codebook
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REFERENCE DOCUMENTS £ All necessar
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ATTACHMENTS £ There is a 1-to-1 ma
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Begin Changing Existing Documents D
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Project Study # 12 Using contract e
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Project Study # 14 Converting from
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Project Study # 16 Career Ladder Pr
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Project Study # 18 Hired a private
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Project Study # 20 On the Job Train
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Benefits: Our retiree training prog
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Project Study # 23 Louisville Water
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Presented by: Carl Blanton INTRODUC
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LOUISVILLE WATER COMPANY KNOWLEDGE
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*(Source: Knowledge Retention: A gu
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The most common techniques are thos
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‣ Less is more - the goal is to d
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Technical Knowledge to be retained:
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6. What are the key lessons learned
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Cost: No cost noted Benefits: Syste
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CHECKLIST - WHAT ARE WE LOOKING FOR
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Partnership Among Employees 1. Syst
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Planning & Results 1. System Operat
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Best Practices, Resources, Recommen
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Natural Work Team Observation Check
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Section 2 - Partnership Among Emplo
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Section 2 - Partnership Among Emplo
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Project Study # 25 LWC Process & Op
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CUSTOMER SERVICE & PUBLIC INFORMATI
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BUSINESS RISK 2 Process Improvement
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5. Distribution Truck Cycle Count 6
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Supplying Financial Resources 30 Pr
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Infrastructure Planning 5 Process I
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3. MDO Truck Inventory Controls (2
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1. Federal Taxes on Bonus Checks (3
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Supplying Human Resources & Labor R
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LWC Process Improvement Business Sy
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Improvement Operational Business Sy
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188 Process/Operational Improvement
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Project Study # 26 LWC Talent Resou
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Content in their Talent Resource Fo
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WATER COMPANY 2008 INDIVIDUAL DEVEL
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Project Study # 29 The Directions P
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In recognition for the Alliance’s
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_____________________________ POC:
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Project Study # 33 Sharepoint for S
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Appendix C Knowledge Management Too
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Introduce the practice of reflectio
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Ideas: Group Learning Individual Le
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3. Find the First Cut Affinity Alth
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After Action Review A group process
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Appreciative Inquiry 3 An approach
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Ba Spaces Collaborative spaces desi
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Prepare for your meetings and excha
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All of this information provides th
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Brain Writing 4 A process to help g
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Brainstorming A process for enhanci
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Case Study An approach to learning
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Causal Loop Diagram 5 A process for
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6. Distinguishing between perceived
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Collaborative Problem Solving Forum
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(3) Idea Generation Once the root c
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Communications Plan A method for li
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Case Example #16 (Virginia Departme
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Community of Practice A group of in
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Concept Mapping A technique for map
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Step 2: The Right-Hand Column (what
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Specifically, document repositories
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Expected Outcomes: Better decisions
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findings; dialogues from a panel di
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Facilitation A process for leading
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quietly muttered under his breath a
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1. At the top of the T, write the i
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Initially broad: "Tell me about..."
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What documents do you keep on your
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Knowledge Audit 8 An inquiry into w
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KnowledgeBase Roadmap 9 A framework
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eduction, and total ownership cost.
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Work Product: ―As-Is‖ model and
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Training can be accomplished within
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Estimate effort in ongoing maintena
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In the virtual application, the imp
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In Project Study #23, a KM action p
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KMO interviews organization members
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As an example of knowledge mapping,
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Knowledge Mapping Sample Questions
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Peer View Process Shared Space The
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like items. The concepts are define
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But how far should we go in listing
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Ladder of Inference An approach for
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Tools: Collaborative Problem Solvin
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Step 1. Select Interview Candidates
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Learning How to Learn 1 A process f
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highlighting or underlining passage
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I am particularly interested in the
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Feedback from these two avenues sta
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Mentoring A learning relationship b
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Peer View Process A process for bui
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“Follow the Flow Hmmm. Now how do
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Relationship Building 1 Processes f
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Expected Outcomes: Better understan
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Fast is critical in the ever-increa
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Sleep On It An approach for improvi
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Information to build these networks
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Storyboards An approach to sequenti
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When well constructed, stories can
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Success Stories A strong methodolog
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The World Café A process for build
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Wiki A web site or group of web pag
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Appendix D Assessment Instrument Qu
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VERY VERY LOW LOW MEDIUM HIGH HIGH
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KNOWLEDGE MANAGEMENT TOOLKIT [INSER
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implementation. If this limitation
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and experience in order for the str
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Q10-1: Selecting level 1 indicates
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KM. It may be useful to review The
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Resources. Relationship Network Man
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Processes in the Executing phase of
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Q23-2: Selecting level 2 indicates
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the Tools section of the toolkit un
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and Success” and the MQI paper
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worthwhile to include team training
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issue could require careful conside
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Appendix E Knowledge Management Too
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Knowledge Management Knowledge Mana
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Knowledge and information managemen
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Introduction to the Instrument The
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Ensuring Leadership Commitment Deve
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outcomes. For example, if the desir
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Setting Objectives Connecting the D
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while also supporting ease of acces
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Every decision an individual makes
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Leading and Managing The Four Organ
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Problem-solving is one of the most
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The exit interview uses the intervi
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Nurturing Organizational Health Emb
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and to create new knowledge through
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Appendix F Business Case for Knowle
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for their division, department and
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Because each utility is different a
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Regulatory Perspectives for the Wat
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Appendix H Knowledge Management Too
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Inventories. The inventory is a det
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COMMUNICATIONS PUBLICATIONS Backgro
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COMMUNITY OUTREACH Contest. A proce
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CROSS-UTILITY COLLABORATION Inter-U
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INDIVIDUAL LEARNING Professional De
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KNOWLEDGE SHARING Ask, Learn, Share
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LEADERSHIP COMMITMENT VISIBILITY i
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Training Videos. (1) Support materi
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REFERENCE MATERIALS FOR BUILDING SH
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eference for the same topic or issu
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You Tube. You Tube provides a publi
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Appendix I Knowledge Management Too
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Agency strategic resource to enhanc
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NASA (National Aeronautics and Spac
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Records 20 On the Job Training Sout
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Lehigh County Authority, Allentown,
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Resources Tools Ideas Project Studi
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White Papers The WaterRF 4003 Knowl
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1P-2C-4003-04/11-FP 6666 West Quinc
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