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KNOWLEDGE MANAGEMENT. AASHTO HR Subcommittee Annual Meeting May 20, 2014. OVERVIEW. Why Knowledge Management? Industry Trends and Findings Caltrans: A State DOT case Study. SECTION 1: CONTEXT for ouR departments & Motivations for Knowledge Management. CONTEXT & MOTIVATIONS.

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Knowledge management

KNOWLEDGE MANAGEMENT

AASHTO HR Subcommittee Annual Meeting

May 20, 2014


Knowledge management

OVERVIEW

  • Why Knowledge Management?

  • Industry Trends and Findings

  • Caltrans: A State DOT case Study


Knowledge management

SECTION 1:

CONTEXT for ouR departments

&

Motivations for Knowledge Management


Context motivations

CONTEXT & MOTIVATIONS

Many state Dots are seeking transformational change

Loss of institutional knowledge upon which to build that transformation


Context motivations1

CONTEXT & MOTIVATIONS

  • Experienced employees are retiring and/or resigning taking with them operational knowledge and a history of changing practices.

  • Agencies are reorganizing to align with budget constraints, new strategic directions, and outsourcing expectations, disrupting patterns of communication and information management.

  • Agencies are responding to increased expectations for efficiency, accountability, and open government, putting more pressure on an aging information management infrastructure.


Context motivations2

CONTEXT & MOTIVATIONS

  • In the increasingly mobile workforce, employee tenure is decreasing. In addition to the risk of knowledge loss, this churning of the workforce also brings new knowledge that the organization may wish to leverage. Likewise, there are increasing opportunities to leverage knowledge from industry partners due to increased outsourcing.

  • Technologies that facilitate remote communication and increase personal computing capability as well as increased use of remote offices and telework are disrupting patterns of institutional information management at a time when security concerns, transparency, and networking are growing.


Context motivations3

CONTEXT & MOTIVATIONS

  • Agencies need proven, cost-effective strategies to navigate these changes and demonstrate the capacity to be high-performing, responsive, and agile organizations.

  • The global economy is transitioning from an industrial economy to a knowledge economy, and the practices that determined success need to be re-evaluated and updated to support an interconnected network of knowledge resources to support decision-makers and practitioners in their work.


Knowledge management

SECTION 2:

  • Industry Trends &

  • Task Force Findings


A roadmap to transformation

A Roadmap to Transformation

10 Facets of KM

Domestic Scan Organization

  • Knowledge Leadership and Strategy

  • Culture and Communication

  • Knowledge Assessment and Evaluation

  • Knowledge Operations

  • Knowledge Architecture

  • Knowledge Asset Management

  • Intellectual Capital Management

  • Communities and Collaboration

  • Organizational Learning

  • Knowledge Technologies

  • Context

  • Innovation and Knowledge Sharing Succession Management

  • Employee Orientation, Learning and Development

  • Identification, Documentation and Dissemination of Processes, Practices and Expertise


Knowledge management

INDUSTRY TRENDS & FINDINGS

  • Cultivating KM

    • Domestic Scan on Knowledge Management

    • TRB KM Task Force

    • NCHRP Study 20-98 (KM Guidance Doc)

    • AASHTO Special Committee on Workforce Planning & Development – Resolution approved by BOD in 2011

    • Begin where you are. Take opportunities. Address pain points


Knowledge management

SCAN TEAM MEMBERS

  • Maureen L. Hammer, Virginia Department of Transportation

  • Leni Oman, Washington State Department of Transportation

  • Frances Harrison (Subject Matter Expert), Spy Pond Partners, LLC

  • Harry Capers, (Principal Investigator), Aurora and Associates

  • Andrew Lemer (Program Officer), Transportation Research Board

  • John Halikowski & Anne Ellis –Arizona Department of Transportation

  • Carin Michel, FHWA Resource Center, Baltimore

  • Arthur "Turo" Dexter, Federal Transit Administration

  • Lee Wilkinson, Iowa Department of Transportation

  • Becky Burk, Maryland State Highway Administration

  • Lori Dabling, Utah Department of Transportation


Km domestic scan presenters

KM Domestic Scan Presenters

  • Accenture

  • USDOT-FAA

  • USDOT-FHWA

  • USDOT-FTA

  • Kent State University

  • Kraft Foods

  • NASA

  • Alberta Transportation (Canada)

  • Alaska DOT&PF

  • Georgia DOT

  • Kansas DOT

  • Missouri DOT

  • Virginia DOT

  • Washington State DOT

  • Wisconsin DOT


Knowledge management

INDUSTRY TRENDS & FINDINGS

  • Culture Change

    • Establish a vision for the future state of the culture

    • Manage to core values

      • NASA adopted Excellence, Safety, Integrity, and Teamwork

    • Alberta’s “Reaching our Full Potential” initiative

    • Missouri’s emphasis on performance management, teamwork and innovation

    • FAA’s and other’s descriptions of cultural characteristics


Knowledge management

INDUSTRY TRENDS & FINDINGS

Concepts for developing a mature knowledge management practice


Knowledge management

INDUSTRY TRENDS & FINDINGS

  • Workforce Planning & Succession Management

    • Workforce Planning

    • Risk Assessment

    • Succession Planning

    • Staff Retention

    • Employee Interviews


Knowledge management

INDUSTRY TRENDS & FINDINGS

  • Employee Orientation, Learning & Development

    • New Employee Orientation

    • Employee Growth and Development

    • Communities

    • Storytelling


Knowledge management

INDUSTRY TRENDS & FINDINGS

  • Communities and Collaboration

    • Knowledge Mapping

    • Communities of interest/practice

      • Formal

      • Informal

    • Fostering collaboration

      • In person

      • Virtual


Knowledge management

INDUSTRY TRENDS & FINDINGS

  • Identification, Documentation and Dissemination of Processes, Practices and Expertise

    • Content Management Function/Policies/Processes

    • Lessons Learned & Case Studies

    • Institutional Memory/ Critical Knowledge Retention

    • Business Process Documentation

    • Expertise Identification


Knowledge management

INDUSTRY TRENDS & FINDINGS

  • Supporting Knowledge Management

    • Designated function – location and responsibilities

    • Role of leadership

    • Fostering a culture of knowledge sharing

    • Recognition and rewards


Evolving resources

Evolving Resources

KM Domestic Scan Report – soon

Webinars on specific functions of knowledge management – plan and distribution process in development

NCHRP 20-98 Report – est. completion, April 2015


Knowledge management

SECTION 3:

  • Specific Case Study:

  • Caltrans KM Model


Knowledge management

CASE STUDY:CALTRANS KM MODEL

  • Knowledge Management Impetus

  • Alignment with Strategic Planning and Goal Setting Process

  • Development of KM Concept

  • Development of KM Guidebook and Website

  • Training to New Supervisors

  • Ongoing KM marketing and application in succession planning, workforce planning, and as a workforce risk treatment strategy


Knowledge management

STRATEGIC PRIORITIES


Knowledge management

STRATEGIC PRIORITIES

  • Informed and Engaged Workforce

    • Develop and maintain an informed and engaged workforce that is empowered to effectively deliver our promised projects and programs.

    • Develop a comprehensive succession planning program.


Guidebook

GUIDEBOOK

http://www.dot.ca.gov/docs/ct_knowledge_transfer_guidebook.pdf


Knowledge transfer

KNOWLEDGE TRANSFER


Informed and engaged

INFORMED AND ENGAGED


Four building blocks

FOUR BUILDING BLOCKS

Face-to-Face: Group

Face-to-Face: Individual

Multimedia

Rotational Programs


Face to face group

FACE-to-FACE: GROUP

Boot Camp

Best Practices Meetings / Studies

Communities of Practice

Critical Incident Reviews / Lessons Learned

Expert Storytelling

Knowledge Fairs


Boot camp

BOOT CAMP


Communities of practice

COMMUNITIES OF PRACTICE


Face to face individual

FACE-to-FACE: INDIVIDUAL

Cross-Training (Position Backup)

Job Shadowing

Mentoring Programs

Structured On-The-Job Training (OJT)

Transitional Training (“Double Fill”)


Job shadowing

JOB SHADOWING


Mentoring programs

MENTORING PROGRAMS


Multimedia

MULTIMEDIA

Expert Interviews / Expert Storytelling

Knowledge Maps

Wiki


Expert interviews

EXPERT INTERVIEWS


Knowledge management

WIKI


Rotational programs

ROTATIONAL PROGRAMS

JOB ROTATION


Job rotation

JOB ROTATION


Knowledge transfer1

KNOWLEDGE TRANSFER


Future goals

FUTURE GOALS

Training

Outreach


Questions

QUESTIONS

California Department of Transportation

1120 N Street, MS #49

Sacramento, CA 95814

Michelle Tucker, Chief Risk and Ethics Officer

[email protected]

Washington Department of Transportation

310 Maple Park Avenue SE Olympia, WA  98504

Leni Oman, Director, Office of Research & Library Services

[email protected]


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