Organizational Development for Knowledge Management at Water ...

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Stay on pace with rate making projects and applications Examples Expansion of water treatment capacity Conversion from gaseous chlorine disinfection to use of alternative energies Question 5: How well does your organization accept and implement new initiatives? Similar to question 1, a five-point Likert scale was used with the variables defined as: 1 (very poorly); 2 (poorly); 3 (okay); 4 (well); and 5 (very well). The option of “don’t know” was also available. This same format was used with questions 6 through 9 below. There were 198 responses with a mean of 3.49, a standard deviation of .731, a minimum of 1, a maximum of 5, and a median value of 3.25. The distribution is shown below. Q5 100 80 87 85 60 40 20 0 12 13 1 very low low medium high very high Question 6: How well do the following core processes support your organization’s mission? The five-point Likert scale described in Question 5 was used. The specific core processes chosen were: (A) strategic business planning, (B) operational planning, (C) capital improvement planning, (D) human resource development, (E) life cycle planning, and (F) information technology master planning. An “Other” category was also provided for write-ins. Table A.3 below provides the number of responses (N), the mean, minimum (Min), maximum (Max), and standard deviation (SD) for 1 (A) through 1 (L). 6 Items N Mean Min Max SD Median Q6A Strategic business planning 187 3.60 1 5 .851 4.00 Q6B Operational planning 199 3.79 1 5 .740 4.00 Q6C Capital improvement planning 202 3.94 1 5 .818 4.00 Q6D Human resource development 196 3.18 1 5 .800 3.00 Q6E Life cycle planning 177 3.09 1 5 .861 3.00 Q6F Information technology master planning 185 3.19 1 5 .975 3.00 Table A.3: Response to Question 6 A-18 ©2011 Water Research Foundation. ALL RIGHTS RESERVED.
The distribution curves of Q6A through Q6F are shown below. Q6A Q6B 80 60 40 20 0 75 69 27 15 1 very low low medium high very high 120 100 80 60 40 20 0 110 55 28 2 4 very low low medium high very high Q6C Q6D 120 100 80 60 40 20 0 99 51 43 1 8 very low low medium high very high 120 100 80 60 40 20 0 107 47 28 11 3 very low low medium high very high Q6E Q6F 100 80 60 40 20 0 81 46 38 4 8 very low low medium high very high 80 60 40 20 0 75 49 37 18 6 very low low medium high very high A-19 ©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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DISCLAIMER This study was jointly f
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Page 130 and 131: PART 1 INTRODUCTION BACKGROUND The
Page 132 and 133: efore individuals were located who
Page 134 and 135: Q3 and Q7 were dichotomous, request
Page 136 and 137: The “Other” category included i
Page 138 and 139: Q1-C Q1-D 120 100 80 60 40 20 0 101
Page 140 and 141: Change Employees have to be certi
Page 142 and 143: Question 4: Briefly list the opport
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Page 148 and 149: Question 7: How well do employees s
Page 150 and 151: knowledge, silos, planning, workloa
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Page 154 and 155: Mayor/ council with limited vision
Page 156 and 157: How people become entrenched in doi
Page 158 and 159: Willing leaders Management that is
Page 160 and 161: Q14 How would you describe a succes
Page 162 and 163: Time specific and did not develop s
Page 164 and 165: The migration of long-tenured emplo
Page 166 and 167: CORE PLANNING PROCESSES In the 4003
Page 168 and 169: potential of current and future inf
Page 170 and 171: Bring Employees into the Project By
Page 172 and 173: SUCCESS FROM ANOTHER VIEWPOINT Proj
Page 174 and 175: constraints can limit the ability f
Page 176 and 177: causes them to have serious concern
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
Page 184 and 185: Project Study # 2 Development of Op
Page 186 and 187: Project Study # 4 Public Relations
Page 188 and 189: Project Study # 6 Succession Planni
Page 190 and 191: Project Study # 8 Adopting the SOP
Page 192 and 193: Tualatin Valley Water District Work
Page 194 and 195: 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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