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Organizational Development for Knowledge Management at Water ...

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Training can be accomplished within the community by identifying a training lead <strong>for</strong> the<br />

community. Typically, this person will possess an above average aptitude <strong>for</strong> In<strong>for</strong>m<strong>at</strong>ion<br />

Technology and has a good grasp of the business processes.<br />

The trainer will use the Requirements Traceability M<strong>at</strong>rix (RTM) developed earlier in the<br />

process to design a course <strong>for</strong> community members. The RTM provides the basis <strong>for</strong> the<br />

training. Th<strong>at</strong> is, it lists wh<strong>at</strong> groupware topics the trainer will cover. It is up to the trainer to<br />

select the business context of the functional topics. The trainer should develop a group of use<br />

cases or scenarios th<strong>at</strong> illustr<strong>at</strong>es to community members how the groupware will be utilized<br />

within the community's business environment. An example of a use case is: (1) upd<strong>at</strong>e group<br />

calendar; (2) login to groupware; (3) check-out calendar; (4) add new calendar entry; and (5)<br />

check-in calendar.<br />

There is no replacement <strong>for</strong> hands-on training. Where possible, utilize a training center to<br />

deliver training to community members. Training should be designed to be brief and specifically<br />

geared towards business processes. Long training sessions gre<strong>at</strong>er than 1.5 hours have proven<br />

to be ineffective. If training seems too long, scale back on the coverage areas. Keep it<br />

manageable, applicable, short, and enjoyable <strong>for</strong> your community members.<br />

In the KM Plan <strong>at</strong>tached to Project Study #23, the Utility is developing an Intranet-supported<br />

knowledge base <strong>for</strong> critical oper<strong>at</strong>ional knowledge. This includes an increase in work<br />

instructions, process flowcharts and digital photos.<br />

Expected Outcomes:<br />

An established knowledge inventory and folder structure <strong>for</strong> the domain of knowledge<br />

A process <strong>for</strong> capturing documents<br />

A framework to continually improve business processes leveraging lessons learned and<br />

reusing best practices<br />

Increased community collabor<strong>at</strong>ion and support<br />

Identified target efficiencies in mission rel<strong>at</strong>ed measures such as cycle time, customer<br />

service and total ownership cost<br />

See:<br />

Project Study #23 (Louisville W<strong>at</strong>er Company, KY)<br />

Case Example #2 (Mitre Corpor<strong>at</strong>ion)<br />

Tools: Best Practices<br />

Document Repository<br />

<strong>Knowledge</strong> Audit<br />

<strong>Knowledge</strong> Blueprint<br />

<strong>Knowledge</strong> Ontology<br />

<strong>Knowledge</strong> Taxonomy<br />

Lessons Learned<br />

Picture Map<br />

Shared Space<br />

Storyboard<br />

C-67<br />

©2011 W<strong>at</strong>er Research Found<strong>at</strong>ion. ALL RIGHTS RESERVED.

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