Organizational Development for Knowledge Management at Water ...

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In Project Study #23, a KM action plan and implementation of that plan was necessary for the Utility to successfully complete their System Certification Process. Their KM plan is attached to the project study. Knowledge plans are included in Case Example #8 (NWRI Nigeria), Case Example #9 (SEUF India), Case Example #10 (IWSD Zimbabwe), Case Example #11 (TREND, Ghana), Case Example #12 (AMREF, Kenya). Expected Outcomes: Develops a common vision and way ahead. A well-written plan, signed by all participants, will greatly facilitate successful implementation. A well-run program can serve as an example and as a voice for waking a utility to the usefulness and value of knowledge management to its future. See: Project Study #23 (Louisville Water Company, KY) Case Example #5 (Natural Resources Canada) Case Example #8 (NWRI Nigeria) Case Example #9 (SEUF India) Case Example #10 (IWSD Zimbabwe) Case Example #11 (TREND, Ghana) Case Example #12 (AMREF, Kenya) Case Example #18 (USDA/Foreign Agricultural Service) Learn@WELL Case Study Singapore Case Study Tools: Benchmarking Community of Practice Sample KM Plan Ideas: Additional Assessment Tools Leadership Commitment Visibility Recognition and Rewards Technology Related Tools Additional Resource: Department of the Navy Metrics Guide MQI paper The Change Agents Strategy MQI paper KM, Learning and the Knowledge Worker C-73 ©2011 Water Research Foundation. ALL RIGHTS RESERVED.
Knowledge Management Plan Sample Plan This plan is somewhat over-simplified to emphasize major points. Additionally, it is framed from the viewpoint of a KMO (Knowledge Management Officer) who will be working with a team representing departmental and functional areas across the organization, and a larger Community of Practice for implementation of KM across the larger enterprise. 1. Establish an atmosphere of trust within the organization, within and between sections (and functional areas). This foundation of trust is essential if members of the organization are to share information that will lead to retained and helpful knowledge. KMO establishes leadership-approved incentive program for the quarterly and annual incentive awards (certificates, coins, and small statues) for the shared knowledge voted by organizational members to be the most helpful to the organization. Once established, KMO manages and improve the incentive awards program as needed. KMO establishes and maintains a leadership-approved ―My Story‖ program (the sharing of stories by organization members on who they are and what they offer the team), and development of an ―Encouragement List‖ (three positive things about each member of the organization that affirm that individual’s worth as a knowledge source and contribution to the organization). These are used to introduce individuals during meetings, provide examples where appropriate, and design Knowledge Sharing events such as lunchtime exchanges. KMO facilitates the ―Care to Share‖ Blog on the Staff SharePoint site on anything organizational members care to share with each other about hobbies, interests, trips, photos, etc. 2. Establish and maintain a Knowledge Management Education Program. KMO establishes and maintains a program to educate organizational members in the principles and procedures of Knowledge Management such as ―Leave a Legacy‖ and related programs. 3. Establish a ―Smart Book‖ policy to pass knowledge from one person to the next person to occupy the position. [See KM Desk Guide] KMO designs a Leadership-approved ―Smart Book‖ format containing: Role/Function/Grade for each position; software used (purpose and details of how to use it if necessary); websites used (and why); contacts (phone; e-mail) used in the performance of duties and why, ―My Story‖ section on what the particular person brings to the position (It’s usually done THIS way, but I’ve found that THIS works better ...‖); Recommendations (―If I could do anything to improve the duties/performance of this position I would ....‖ List any equipment, training, additional personnel, contracts, or other suggestions you have.) C-74 ©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
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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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Brain Writing 4 A process to help g
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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
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Page 338 and 339: (3) Idea Generation Once the root c
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Page 342 and 343: Case Example #16 (Virginia Departme
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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
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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
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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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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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