Organizational Development for Knowledge Management at Water ...

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Time specific and did not develop scope creep Completed on time Planned Well thought out Develop strategies to overcome gaps Develop tasks to implement strategies Planned (4) plan Well planned (3) Well planned and presented Well planned in advance planning Properly planned project from start to finish Planned and scheduled Planned change at the department level that proceeds through upper management Strategic work plan Work group to develop plan Test plan Educate employees and management on plan One that is well thought out and planned, because of an upcoming need. Group planning sessions Goals Accomplishes the task at hand with the least amount of negative impact Completion of objectives Achieves the goals desired with minimum ill side effects Identifies needs and meets those needs Identify gaps to achieving the goal Define initiative goal Accomplished Management and employees understanding same goal Met all requirements Created more efficiency/ effectiveness to the mission objectives Goal oriented One that better helps us meet our mission One that met its performance objectives without mid-course correction Meet intended goals/ objectives Meets mission goals Achieves the goal established Meeting or exceeding desired goals All employees meet established goals One with goals for timelines of implementation One which can actually be accomplished and meets original goals One that gets fully implemented and achieves goals One that accomplished something One that accomplishes goals and objectives that were set for the initiative to achieve. Meets needs A successful initiative in DC, Washington is one that meets the needs of both customers and employees. Adapting and improving policy in response to customer needs. To look into new ideas- future growthexpands departments to meet the needs of the public. Results Increase customer service while improving business practices Improves work flows and is user friendly Measure and analyze results Provides the benefits that were targeted and then becomes a part of the daily routine for most employees Provides better information faster Benefits customers If it got done 100% Reduces- OT, complaints, man hours/ project New law Completed with all employees satisfied with results Feed back and improve on a continuous basis Users are happy with final outcome Water protection Efforts show results Original objective realized Overall system improvement Completed with few problems Review and adjust Paying an employee to maintain a license higher than required One that provides the result intended Increased productivity One that produced an outcome/result positively affecting our customers Increased competitiveness Results in increased skill levels of team Ensuring that the initiative meets the criteria for success (established prior to implementation) A-34 ©2011 Water Research Foundation. ALL RIGHTS RESERVED.
One that happened seamlessly, without drop in employee morale Outcome positive and tangible Perceived benefits realized Initiate “changes” as trial basis. Then make permanent after a break-in period Try something small and illustrate positive results One that improves the quality of our service to our customers Follow up on details Indicate positive movement Outcome, results and adaptation One that goes through a successful analysis Project is evaluated and deemed successful Poof of concepts as there is no visionary capability in the SR. positions; no risk takers Feedback from outside entities, employers, customers and Board representatives are all indicators to success of an initiative action. Enhances service Increases customer satisfaction Changed work practices Efficient, energy efficient It leads to a change in outcome, such as improved performance (capital or operating); better service delivery to our customers, or work process improvements of efficiencies. Benefits our customers, community, and/ or employees To the level of quality expected by the sponsor and has impact it was intended to have (or better) Benefits Benefits organization Trained and operated personnel An opportunity is identified to improve quality or service and implemented to that end Improves some process or outcome An initiative that provides improved productivity Improves customer service Enhances the satisfaction of our customers Understood/communicated Understood One that everybody understands Makes sense to the community Board and community are kept informed Communicated Communication Measurable One that was measurable Measurable results Tested Analyze Analyze present situation Well crafted The result of solid problem analysis (including problem definition), good range of alternatives considered and appropriate evaluation criteria used in the decision making. Thoughtfully conceived well engineered Other Developed using key staff One in which everyone felt that an issue was addressed to some satisfaction To have a positive outlook and good feeling on what’s taken place If Board would be more forward thinking and less willing to maintain the status quo One that uses an innovative approach to common everyday problems. Being able to solve or deal with a common problem in a very uncommon way One that engenders workforce productivity, loyalty, and retention and improves recruitment and hiring. Most new initiatives are coming from outside agencies Involves thinking “out of the box” by employees at all levels Specifics Our $36 million AMR project is a good example. This initiative includes a very effective steering committee. Redefining well head protection area SAP system implementation When we have morning meetings we ask our employees what are they doing today and they respond with their daily tasks. Our maintenance operations have improved by taking more of an integrated team approach than a shop-centric approach by trade. Upgrade of SCADA in 2006- moved companies and software, only accomplished with help of new instrument tech. Development and implementation of a new customer service information and billing system w/IVR- work order capabilitydeveloped in-house. A-35 ©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
Page 144 and 145: Relevant and affordable training C
Page 146 and 147: Stay on pace with rate making proje
Page 148 and 149: Question 7: How well do employees s
Page 150 and 151: knowledge, silos, planning, workloa
Page 152 and 153: Education level of many employees i
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 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
Page 196 and 197: Message to Employees The future of
Page 198 and 199: Self Nomination • We asked employ
Page 200 and 201: TVWD Expected Outcomes 1. Raise awa
Page 202 and 203: process improvement, which has been
Page 204 and 205: 1.0 PURPOSE The purpose of a docume
Page 206 and 207: • Ensuring the content of process
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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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