Organizational Development for Knowledge Management at Water ...

• Implementing eLearning
• Knowledge Retention
• Nurturing a Knowledge Sharing Culture.
A KM strategy is an approach or plan for how the Utility will manage its knowledge better to
achieve its mission. The IRC International Water and Sanitation Centre resource on KM and IM
in the water sector discusses a KM strategy on page 16 of their report. The Singapore Ministry
of the Environment and Water Resources manages Singapore’s water supply, water catchment
and used water in an integrated way. An integral part of their strategy is technological innovation
and community engagement. See the Singapore Case Study.
There are several approaches to implementing KM initiatives including: (1) implement a pilot
project; (2) start with quick wins and low-hanging fruit (short bursts); or (3) full-scale
implementation. An advantage of holding a pilot project is its potential contribution to learning;
the disadvantage is that often what is learned is not easily transferable, and the learning
process must be repeated when larger implementation occurs. See Case Example #13
(Federal Aviation Administration) and Case Study #14 (Defense Information Agency). An
advantage of the short bursts approach is that when benefits are seen it is easier to build
support and implement in a larger fashion; a disadvantage is that larger underlying problems are
not being addressed. The Learn@WELL case study offers an example of this approach. An
advantage of full-scale implementation is the demonstrated commitment to this course of action,
which helps ensure success; a disadvantage would be if this was premature and the
organization was not yet prepared to move down this road. The case study KM at NASA-
Kennedy Space Center is an example of NASA’s commitment to KM.
Writing the Plan
A good first step for the planning process is a feasibility review. Ensure that the following
five statements are true:
• The strategic goal, mission and purpose of the utility are clear and understood by
people within the utility.
• The planned project is aligned or consistent with the core Utility processes such as
strategic business planning, the operational planning process, capital improvement
planning, and information technology master planning.
• The planned project is consistent with the organization’s strategic focus.
• Resources (time, people, funding) are available to take the project to completion.
• The project is important to the Utility and, if at all possible, will be completed.
• The project is economically feasible.
• Enough data and information are available to make a sound decision.
The number of elements required for planning a project is highly dependent on the complexity of
the initiative or strategy. For example, defining scope, identifying tools, developing schedule,
budgeting, manpower, risk planning, etc.—all the elements that go into planning any other
successful project—will depend heavily upon the content and context of the initiative or strategy,
as well as the specific Utility.
A written plan should be developed which outlines the various stages and activities of the
project. Planners usually start with a vision of the desired project outcomes and determine, at a
high level, the characteristics and macro elements of the project required to achieve these
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