Organizational Development for Knowledge Management at Water ...

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“Follow the Flow Hmmm. Now how does the water from the Ohio River turn into drinking water? And how does it get to your house?‖ Expected Outcomes: Clearer understanding of a process or procedure. Sharing critical operations knowledge. Supports successful results. See: Project Study #23 (Louisville Water Company, OH) Case Example #19 (Office of Personnel Management) Tools: Storyboard Storytelling Ideas: Individual Learning C-105 ©2011 Water Research Foundation. ALL RIGHTS RESERVED.
Prioritization Matrix A process for setting priorities for tasks or issues. Supports: knowledge sharing, learning, decision-making LEVEL OF EFFORT SIZE OF UTILITY SCOPE OF WORK LOW SCALABLE NARROW Use the Prioritization Matrix to prioritize tasks, issues, etc. (based on known, weighted criteria) and identify the most influential actions within your process. Before you use this tool, assemble all the tasks within your core strategic process. Each critical action will be quantitatively evaluated in comparison with other steps within the process. How do I use the Prioritization Matrix? The Prioritization Matrix is a grid. Enter each task onto the horizontal and vertical columns of the grid. Each task is compared to the other tasks, and evaluated accordingly: 1 Equally Important 5 Significantly More Important 10 Exceedingly More Important .5 Significantly Less Important .1 Exceedingly Less Important Whenever a number is entered in a row, its reciprocal must be entered in the corresponding column. Calculate and total each row to determine the overall weight of each task when the matrix is complete. This will give you a prioritized listing of each task with respect to the other tasks. Examples/Output Critical Action A B C D E F G H Total A 5 10 5 1 5 1 .5 27.5 B .5 5 .1 5 .1 5 .1 15.8 C .1 .5 1 1 10 .5 5 18.1 D .5 10 1 5 1 .5 1 19.0 E 1 .5 1 .5 .5 10 .5 14.0 F .5 10 .1 1 5 1 5 22.6 G 1 .5 5 5 .1 1 .1 12.7 H 5 10 .5 1 5 .5 10 32.0 Expected Outcomes: Improved capability to compare and determine relative importance of several tasks where limited funds, people or time requires selection of tasks. See: Case Example #21 (NASA) Ideas: Group Learning Knowledge Sharing C-106 ©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
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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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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 414 and 415: Relationship Building 1 Processes f
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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Page 424 and 425: Storyboards An approach to sequenti
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Page 430 and 431: The World Café A process for build
Page 432 and 433: Wiki A web site or group of web pag
Page 434 and 435: Appendix D Assessment Instrument Qu
Page 436 and 437: VERY VERY LOW LOW MEDIUM HIGH HIGH
Page 438 and 439: KNOWLEDGE MANAGEMENT TOOLKIT [INSER
Page 440 and 441: implementation. If this limitation
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Page 444 and 445: Q10-1: Selecting level 1 indicates
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Page 448 and 449: Resources. Relationship Network Man
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Page 452 and 453: Q23-2: Selecting level 2 indicates
Page 454 and 455: the Tools section of the toolkit un
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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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