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A Business Case For VRA Knowledge Management By Director, Technical Services Department

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• Environmental Scanning • Environmental Scanning Analysis • Analysis conclusions • Industry view and approach • Recommendation • Tangible benefits • KM Successes • Knowledge Management strategy • Short term -Maturity measurement • Road-map • Quick wins • Critical success factors •

OUTLINE OF PRESENTATION

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Environmental Scanning

Categories

Organisationalculture

Human Capital

External forces

legacy systems

-New industriesand companies poaching resources-Scarce experiencedcapacity globally

-Silos and nonCollaboration-Reduced efficiency &increase in avoidable errors no longer an exception-Learning not encouragedOr mandatory-Operating without standard Business processes & procedure-Unwillingness to share-Over reliance on consultants

-Non alliance resulting tocompeting efforts

-Paper driven processes-IT infrastructureplatform not

enabling

To satisfy VRA’s Vision and Mission of; • Setting the standard for public

sector excellence in Africa. • Supplying reliable electricity in

a safe manner • Adding financial and economic

social value • Satisfying customers and meet

stakeholder expectations

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Environmental Scanning Analysis

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• VRA is bleeding financially at a very low or no return – Limited information to organisational memory .

• Poor DRM System • No Mechanism for knowledge tapping of retirees. • Repetition of mistakes (Impact on Quality, Cost, Time , Efficiency and Safety) • Poor or low turn around in business decision making because of lack of history. • High rate use of consultants who leave with organisational memory, experience and

Intellectual Capital (No contractual obligation) • Under developed business IT architecture and Infrastructure not addressing

business needs. • Learning and sharing are unstructured, not documented and taking place in silos. • High Knowledge and experiences are not shared and people retire with them. • Losing skilled resource. • New companies in Ghana poaching internally.

– Very Poor Rate of Learning • Inadequate business standards and processes to drive efficiency and productivity.

Analysis Conclusions

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• Fortune 100 companies are placing new focus on knowledge business culture and technologies.

• Executive rethinking organisational learning strategies and IT as incremental productivity gains and expansion of operating capacity and is rapidly winning board buy-in.

• Elimination of information gaps is a high priority for knowledge centric organisations.

• Enterprise technology infrastructure is a “must have”.

Industry View and Approach

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• Organisational Learning approach that will be institutionalised across VRA. – Efficiency: Improve processes used, diagnose them and build

standards by developing knowledge assets and ensuring accessibility across VRA.

– Effectiveness: Developing a business taxonomy, metadata for Document and Records Management; a single accessible knowledge repository, and a robust enabling IT infrastructure.

– Organisational Culture: Creating, Capturing, and Sharing of knowledge by individual and projects via lessons learned interventions, Community of Practice, Networks, Knowledge tapping, Skills and Knowledge transfer and innovation. Reward and acknowledgement for knowledge creation and innovation. Sharing of best practices for learning and application purposes.

Recommendation

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• Improve turn around time on business decision making. • Early warning system and trends identification. • Doubling up the rate of productivity and efficiency because of

informed and knowledgeable resources, standard processes and practices, access to knowledge networks.

• Decrease impact of knowledge loss on retirement and poaching.

• Decreased repeat of project mistakes. • Employee confidence, job satisfaction and agility to make

decisions due to available standard processes, information and peer support networks.

• Improved on-boarding and amplified learning leads to improve rate of people to start being productive.

Tangible Benefits

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Knowledge Management Strategy

• Knowledge creation

• Knowledge retention

• Knowledge tapping

• Knowledge sharing

• Knowledge dissemination

• Innovation/ideation

• Document & Record management Metadata and Taxonomy.

Process

• On boarding and training using business knowledge asset.

• Register and join relevant CoPs People

• Automated Document and records management process.

• Single VRA KM repository

• Automated KM framework/Model

• Encourage learning organisation by rewarding and acknowledging active participation in sharing initiatives and processes.

• Consideration and application of innovative methods

Culture

Enabling Technology

VRA Business

strategy

What VRA needs to know

What industry a and competition

knows

Explicit & Tacit

LL

Documents, Computers, Employees, Retirees, Consultants, Reports

Explicit

K-Exchange & visits,

shadowing, observation

Source: Consultants,

partners, Peers,

retirees

Pu

ll &

Pu

sh

What VRA knows

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Short Term -Maturity Measurement

Improved DRM System

LL sessions and attendance and participation

Increase number of captured lessons

Increase number of Networks and CoPs -Increase in portal visits -Increase engagement and Question

Application of lessons and improvement of processes (Efficiency)

Management of Knowledge supplying direct input to strategies and efficiency

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Business Sponsor

CoP strategic and tactical

focus

People

As

Business Sponsor and capability owner: Ensuring business KM capability maturity

Integrated process/structures: Will effectively drive efficiency by collaborating the capture, recording ,sharing and re-application of lessons via various methods across a project life cycle. Increase organizational memory and retention .

Key roles to collaboratively drive KM organizational readiness and maturity

Define VRA KM Vision, Policy, Strategy and Framework

-Establish and influence business KM enabling structure

-Mandate and commission functional CoP and set performance goals across all levels

-Set governance & Assurance structures for LL

-Capture and reporting

-Function/Discipline focus

-Facilitate conversations, Capture and share of lessons across portfolio

-Faster rate of learning and adoption Standardization, Process re-engineering, Problem solving & Best Practice development -Use as onboarding platforms for new employees and trainees

KM business capability owner (Deliver the business vision)

-Human Resources, DRM, IT, Planning & Business Development, Engineering

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Road-Map

• Assess Knowledge Flow and needs

• Identify existing KM working practice

• Assess organisational maturity via CIA (Change Impact Assessment) and Change Readiness Assessment

• Sponsor identification • Identify low hanging fruit

and quick wins • Gather at least 4 critical

CoPs • Agree on PoC areas • Business KM performance

indicators • Capacity and capability

requirement

Assess

• Design a Change Management plan

• Develop Strategy

• Develop KM framework/Model and asset creation cycle

• Align process with other business functions

• Compact KM deliverables

• Develop taxonomy and define metadata

• Design and develop artefacts

• Design tool functionality

• Set up CoPs Proof of Concepts\UAT/Test

• Business KM Balance Score Card

•PoC 1 (Repeatable) •PoC 2 (?)

•Implement

Design

Implement

•The intended objective •Relevancy and efficiency of the existing processes

•Maturity

Re-evaluate

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• Develop taxonomy and metadata • Set up for 4 Communities of Practice • Facilitate 2 lessons learned per month per CoP

(Community of Practice) • Define and develop “People Finder/Expert Locator” • Automate forms and approval processes, start with most

used process like one of HRs or the stationary procurement process

• Skills and Knowledge transfer in all contracts/projects • Alumni identification and set up Knowledge Exchange

sessions • Knowledge tapping of all people leaving the Authority

Quick Wins

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• Sponsorship and continuous commitment by CEO and leadership • Link to other organisational functions • Integrated KM business framework in project delivery and governance model • Compacting KM delivery at portfolio, programme and project and functional level • Redesign business on boarding-induct KM early • Automating Document and Records Management process • Rewards and recognition (Include Alumni and Wall of Fame) • Change outlook at skills and knowledge transfer • Investment in business readiness initiatives • IT architecture and infrastructure • Mentoring & Coaching • Keep retirees/Alumni connected

Critical Success Factors

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• Volta River Authority is a member of American Productivity and Quality Centre (APQC)

APQC

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Questions ????

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End of Presentation