Organizational Development for Knowledge Management at Water ...

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Estimate effort in ongoing maintenance and updating Sources of information 3 days per First Aid workshop Local hospitals Primary care physicians Emergency care personnel Expected Outcomes: When all important knowledge objects are identified and templates recorded, the Utility (or some subdivision) has a record of its basic knowledge needs. These can be changed or added to as desired. The record of knowledge objects can serve to ensure proper training and learning is accomplished, thereby keeping Utility employees up to date on specific training requirements. As new knowledge is needed, the knowledge templates can be increased or updated, ensuring a current inventory of required knowledge objects is available. See: Case Example #1 (ReVisions) Case Example #16 (Virginia Department of Transportation) Tools: Knowledge Audit Knowledge Mapping C-69 ©2011 Water Research Foundation. ALL RIGHTS RESERVED.
KM Desk Guide An information resource specifically tied to job activity Supports: knowledge retention, new hires, job transition, knowledge sharing, resource management LEVEL OF EFFORT SIZE OF UTILITY SCOPE OF WORK MED SCALABLE WIDE One of the most difficult parts of coming into a new position is figuring out what is and is not known and available, and where all the required resources are located. A simple tool that supports this transition is the KM Desk Guide, which helps to make knowledge explicit and reusable. The Desk Guide contains specific information needs to successfully accomplish the job, including such things as: an organizational breakdown project team members regular meeting dates processes for decision-making applicable guidance and directive documents or descriptions of same and pointers to their locations technology systems accessed (and where data needed and used is stored) individuals who can serve as knowledge resources (and their area(s) of expertise) instructions for use of collaboration systems To ensure necessary specificity, templates can be developed to match functions within the drinking water utility that serve as guides for needed information. For example, when this approach was used in the Naval Air Systems Command (NAVAIR) of the U.S. Department of the Navy, guidance templates were developed (in the logistics group) for configuration/data managers, logistics management specialists, and quality control managers. Each employee was required to develop a Desk Guide—or continue building on one already developed—and update it on a regular basis (at least annually), as well as two weeks prior to job departure. This provides useful information for anyone new to the organization, or joining a new team within the same organization. Further, an updated Desk Guide was tied directly to an individual’s annual performance review, and considered a baseline requirement for performance awards. A variation of this is the virtual Desk Guide which would make each individual’s Desk Guide accessible to others across the organization. The Sample Desk Book Template (1) focuses on Competency Manager turnover information. The Sample Desk Book Template (2) is an example of a desk guide used for Configuration Management and Information Management. See also the Interviewing Profiling Tool Expected Outcomes: Workers are aware of the essential information and contacts needed to do their jobs. New hires come up to speed faster. C-70 ©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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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
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knowledge, silos, planning, workloa
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Education level of many employees i
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Mayor/ council with limited vision
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How people become entrenched in doi
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Willing leaders Management that is
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Q14 How would you describe a succes
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Time specific and did not develop s
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The migration of long-tenured emplo
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CORE PLANNING PROCESSES In the 4003
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potential of current and future inf
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Bring Employees into the Project By
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SUCCESS FROM ANOTHER VIEWPOINT Proj
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constraints can limit the ability f
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causes them to have serious concern
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# Subject Utility Size Estimated Co
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# Subject Utility Size Estimated Co
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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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Page 328 and 329: Brainstorming A process for enhanci
Page 330 and 331: Case Study An approach to learning
Page 332 and 333: Causal Loop Diagram 5 A process for
Page 334 and 335: 6. Distinguishing between perceived
Page 336 and 337: Collaborative Problem Solving Forum
Page 338 and 339: (3) Idea Generation Once the root c
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Page 342 and 343: Case Example #16 (Virginia Departme
Page 344 and 345: Community of Practice A group of in
Page 346 and 347: Concept Mapping A technique for map
Page 348 and 349: Step 2: The Right-Hand Column (what
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Page 352 and 353: Expected Outcomes: Better decisions
Page 354 and 355: findings; dialogues from a panel di
Page 356 and 357: Facilitation A process for leading
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Page 360 and 361: 1. At the top of the T, write the i
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Page 364 and 365: What documents do you keep on your
Page 366 and 367: Knowledge Audit 8 An inquiry into w
Page 368 and 369: KnowledgeBase Roadmap 9 A framework
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Page 372 and 373: Work Product: ―As-Is‖ model and
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Page 386 and 387: Knowledge Mapping Sample Questions
Page 388 and 389: Peer View Process Shared Space The
Page 390 and 391: like items. The concepts are define
Page 392 and 393: But how far should we go in listing
Page 394 and 395: Ladder of Inference An approach for
Page 396 and 397: Tools: Collaborative Problem Solvin
Page 398 and 399: Step 1. Select Interview Candidates
Page 400 and 401: Learning How to Learn 1 A process f
Page 402 and 403: highlighting or underlining passage
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Page 412 and 413: “Follow the Flow Hmmm. Now how do
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Page 416 and 417: Expected Outcomes: Better understan
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Page 420 and 421: Sleep On It An approach for improvi
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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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