Organizational Development for Knowledge Management at Water ...

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TVWD Expected Outcomes 1. Raise awareness of the need for job preparedness. 2. Employees take the initiative themselves to prepare for advancement. 3. Employees are engaged in targeted training of their own initiative. 4. Employees know the training required for a position. 5. Employees know we care about them as well as the District’s future. 6. All institutional knowledge is documented. 7. There are clear back ups for key roles providing depth and flexibility to cover the work. 8. We possess a “deep” candidate pool for job openings. Workforce Planning Outcomes • Institutional knowledge is captured. • Plan is in place to develop and retain employees. • Maintain continuity of leadership. • Successfully maintain a viable organization. ©2011 Water Research Foundation. ALL RIGHTS RESERVED.
Project Study # 10 Quality Based Documentation Project Description: Colorado Springs Utility (CSU) was faced with a situation where there was no single, structured approach to capture documentation. Departing employees were taking tacit knowledge with them. New employees were not sure what they needed to know, or where to get information. The opportunity was to capture institutional knowledge leveraging various IT systems including GIS, work management and a formal Document Repository known as QBD (Quality Based Documentation.) These approaches to formalizing knowledge would ease the transition in training for new employees, and help streamline and standardize the organization. CSU began with defining the resource requirements needed in order to develop a place for “one-stop shopping” within the utility. Initially, the effort to produce standard documentation was seen by employees as “not part of my job”, and an “unfunded mandate.” As a result, the organization decided to go where energy and interest existed, instead of trying to immediately implement a comprehensive program. CSU started with a pilot phase. Eventually, the documentation process became the norm, and was expanded to other parts of the organization. CSU uses a distributed method to select process owners; tying the subject matter expert to the process ensured better quality. Documents must be reviewed and updated on a periodic basis, and version control is in place. Size of Utility: 2000 employees Critical Success factors: CSU found that the pilot and subsequent expanded effort required top level support but did not require a formal mandate in the organization. If there was not support from certain members, those members were not included in the effort. CSU found that tenacity was a key to success, as well as establishing ground rules to provide a stable foundation. QBD is tied to individual performance objectives to highlight the importance of this activity. The overall “Quality Plan” is part of CSU’s administrative regulations to allow for”enforcement” if needed. CSU has developed in-house experts in areas such as flow charting and process writing to provide assistance. CSU began its effort in 1999. In the first year, 3 documents were produced. Currently, there are over 3,000. The amount of documentation produced and used is tracked as a measure of success. Oversight of the process is provided by the Quality Manager. Cost: CSU utilized in-house Lotus Notes developers to create the database in which the process documents are developed, approved and used. CSU needed to increase data storage capacity, so purchase of disc drives would be a cost. Alignment: All key business processes reside in the document control system. CSU has included the PPM (Personnel Policies Manual) in this system, along with the strategic planning process, capitalization policy, and performance management process. This approach allows for one-stop-shopping for employees looking for information about the company and the work they do. A recent initiative to develop a Utilities Master Plan is being formatted to go into the document control system once completed the end of this year. Benefits: The results provide a level of confidence in CSU processes to the City Auditor. Since the current processes have been defined, CSU now has a baseline of information for effective ©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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©2011 Water Research Foundation. A
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PART 1 INTRODUCTION BACKGROUND The
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efore individuals were located who
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Q3 and Q7 were dichotomous, request
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The “Other” category included i
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Q1-C Q1-D 120 100 80 60 40 20 0 101
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Change Employees have to be certi
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Question 4: Briefly list the opport
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Relevant and affordable training C
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Stay on pace with rate making proje
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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 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
Page 196 and 197: Message to Employees The future of
Page 198 and 199: Self Nomination • We asked employ
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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Page 210 and 211: When the document is submitted for
Page 212 and 213: 1.15.4. Changing Process Owners Cha
Page 214 and 215: EQUIPMENT AND TOOLS QBD Approved Pr
Page 216 and 217: 5.0 SAFETY REQUIREMENTS This sectio
Page 218 and 219: Source/Standard Standards, codebook
Page 220 and 221: REFERENCE DOCUMENTS £ All necessar
Page 222 and 223: ATTACHMENTS £ There is a 1-to-1 ma
Page 224 and 225: Begin Changing Existing Documents D
Page 226 and 227: Project Study # 12 Using contract e
Page 228 and 229: Project Study # 14 Converting from
Page 230 and 231: Project Study # 16 Career Ladder Pr
Page 232 and 233: Project Study # 18 Hired a private
Page 234 and 235: Project Study # 20 On the Job Train
Page 236 and 237: Benefits: Our retiree training prog
Page 238 and 239: Project Study # 23 Louisville Water
Page 240 and 241: Presented by: Carl Blanton INTRODUC
Page 242 and 243: LOUISVILLE WATER COMPANY KNOWLEDGE
Page 244 and 245: *(Source: Knowledge Retention: A gu
Page 246 and 247: The most common techniques are thos
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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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