knowledge management strategy & implementation dcma field support division conference presented...
TRANSCRIPT
Knowledge Management
Strategy & ImplementationDCMA Field Support Division Conference
Presented By:
Penny Kingsbury6/28/2000
Briefing Agenda
Agenda
• KM Strategy
• Discussion of KM Tools/Process
• Pilot Projects
• Center Structure & Location
• Timeline
What is Knowledge Management?
• Knowledge Management is… A systematic process for acquiring,
creating, synthesizing and sharing information, insights and experiences to achieve goals
A systematic way of building and growing knowledge capital
Preaching to the Choir
MeYou
• Intra-team Meetings (Multi-functional teams) and Wrap/Rap Session (Functional Teams)
– Functional teams– Informally share lessons learned– Identify problem areas– Refresh / update information– Collaborate over distance
• FASSTs/SFAs and now FSTs
– Bring together process and people
– Capture and disseminate knowledge
– Perform "relevance examination"– Populate web page– Gather, filter, approve
information– Provides pool of experts
• Program Integration Information Center
–Gather user knowledge–Post information to web-site–Disseminate information to broad audience–Provides one-stop-shop for informational needs–Create easy to use information
• Technology Help Desk–Quick answers to questions–Collect information on types of materials
requested
• Overhead Center–Capture & disseminate information–Collaborate among large groups–Leverage expert resources
IPPD–Recognition of the utility of KM–Focus on process enablement
Current Examples of KM Behaviors
Knowledge Management Team
Strategy and Planning Team Members
HQ OC- Penny Kingsbury, Richard HorneHQ FB - Eileen GrossHQ HRT - Ann DeitzHQ PI - Carmen FarroHQ IT - Donna McKalipEast District - Barbara Karpowicz, Linda MaturoWest District - Judy JohnIntl District - Beverly GauntSFA - Admin - West - Nayda KatzamanSFA - Tech - East - Shep CurlMTL - West - Jim TomlinsonCAO Commander - LtCol Jon Paris
Knowledge Management Roadmap
In design phase
KM GoalsKM CenterKM Objectives
What is KM the DCMA Way?
• Knowledge-enabled processes for better
decisions• Knowledge assets leveraged Agency-wide• Right information, right amount, right time,
to right people Knowledge Management?
KM Enabled by Special Processes
OrganizedOrganizedKnowledgeKnowledge
ContentContentContributionContribution RetrievalRetrieval
Process ComponentsProcess Components
• Capture knowledge content Explicit content in existing
transaction systems or office
automation applications
Tacit knowledge in the minds of
experienced workforce
• Store and organize content Accurate, reliable, attributed
knowledge content
• Share content Browsing, searching,
collaborating, pushing and
enhancing content
The Knowledge Management “Tool Kit”
Processes Processes
taskscontenttasks
content
Communities of PracticeCommunities of Practice
Collaborative ToolsCollaborative Tools
PortalsPortals
Knowledge MapsKnowledge Maps
Processes Processes
taskscontenttasks
content Processes Processes
taskscontenttasks
content
Communities of PracticeCommunities of Practice
Collaborative ToolsCollaborative Tools
PortalsPortals
Knowledge MapsKnowledge Maps
Communities of PracticeCommunities of Practice
Collaborative ToolsCollaborative Tools
PortalsPortals
Knowledge MapsKnowledge Maps
Community of Practice
• People who share common work practices, interests, or aims forming a “Knowledge Network”
• Examples - Senior Functional Advisor Program Integrators Process Owner/Managers/Executors of a process People who perform a similar function that are
part of different groups
Collaboration Tools
• Threaded Discussions Subject specific
• Chat Rooms Free-flowing discussion
• NetMeeting
Collaboration Tool Example
Knowledge Maps
• Think “Yellow Pages”
• Provides access to knowledge sources without excessive searching
• Directs people to experts or sources of knowledge
• Basis for Portal Interface
Solving the Knowledge Question
Portals
• Web-based tool for knowledge sharing, data management, information and knowledge repository
• Collection of information/knowledge in one location around one theme (examples - One Book Chapter or career area)
• Makes information/knowledge available to the right people, in the right form, at the right time
• Also called Digital Dashboards
Competency Models
• Identification of the competencies associated with knowledge sharing
• Identification of the competencies of knowledge managers
A Training Matrix for knowledge sharing/managing competencies
Knowledge Management Process
Tacit Knowledge Capture• Ad hoc - Threaded Discussions
Individual Contribution Expert Monitored Linked to Process Portal
• Structured - Lessons Learned Sessions
Group Contribution Process Facilitated Reflection
Sessions (FST members) Facilitator Documents &
Submits
Explicit Transfer• Knowledge Base
Process Team Managed• Frequently Asked Questions
Process Team Managed• Process “Enablers” (e.g., CBT,
tutorials, practical work examples, etc.)
Process Team/FST/Experts• Process Change
Process Team Managed
KM is a process by which knowledge content facilitates better decisions and process improvements
Tacit to ExplicitVerification
• Content Review
- Process Team Managed
Process TeamOwner
Managers2 Process Executors
Evolutionary/Phased Approach
Comm
unity of
Practice
Collaboration Tools
Kno
wle
dge
Bas
e
Kn
ow
led
ge
Map
Co
mp
etency M
od
el
Reach all
Reach all
CMOsCMOs
Reach more
Reach more
Processes
Processes
Start Small
Think Big
Pilot Selection
Selected potential DCMA processes to consider for pilots based on the following criteria - Customer impact Subject matter expertise density Stakeholder impact Cross-functional impact Cross-organizational impact Supplier impact
7 Processes Selected
• Schedule & Delivery Management • Supplier Risk Management• Program Integration• Earned Value Management• Early CAS• Progress Payments• PLAS
Proposed Pilot Projects
Pilot Opportunities DCMA Processes
Portal SDM, PI • Knowledge Map • Knowledge Base • Collaboration Tool • Competency Model
Collaboration Tool PLAS, E-CAS, EVMSDM, PI
Community of Practice EVM, Progress Payments, (Risk Handling) Property
Competency Model SDM
Process Portal Pilots
Knowledge Base Feedback Process Help Training Required -One Book Policy -IOA Findings -Job Aids/Samples -Competency Matrix (FAR/DFARS) -Customer Preference/ -Templates - Training Course Descrip. -Historical Info Feedback -Guidebook - CBT Course - PAT Reports -Metrics/MMR Data -CBT Tutorials - OJT Checklist - State of the Process - Prof. Org. Training - News Articles -Insight Contacts
(Lessons Learned/Best Practices Process Entry Point -Email Link & Phone #
-Threaded Discussions One Book Process -Process Owners/Champions
(Collaboration) PLAS Code/Service Set -SFA/Expert -FAQs -Legal Cases Automation
-SPSHot News -DCMA Unique System
-Flash Notices -What's changed -List Serve
Projects Pending LOG OUT
Misc. External Links -Automation Projects - PLAS Input Screen -Prof. Organizations -DAR/FAR Cases Pending/
-Service Web Sites and status -Commercial Web Sites -Training Projects
Pilots - Supplier Delivery Management - Program Integration
Portal Pilots
• Participants Functional personnel from 6 CMOs
• What we hope to learn How to build portal Grow in-house expertise Determine FTE requirement for on-going management of
Knowledge Base and Portal Identify Portal Standards for future Process Portals Determine appropriate effectiveness measures
• Cost - 1 portal through OSD Change Management Center - 2nd portal $200 to $300K Contractor Cost
• Expand to more processes after 1 yr. Evaluation
Deploy Collaboration Tools
EVMEVMProcess
EVMEVMProcess
taskscontenttasks
content
PLASPLASProcess PLASPLAS
Process
taskscontenttasks
content
E-CASE-CASProcess E-CASE-CASProcess
taskscontenttasks
content
InvolvingPLAS AdminsUnit Cost Admins
CollaborationTools/Threaded Discussions
InvolvingFunctional Personnel
InvolvingEV Center
EV Monitors
Collaboration Tool Pilots• Participants
PLAS PLAS Administrators & Unit Cost Administrators
ECAS FST Members
EV EVMS Personnel, EVMS Center
• What we hope to learn Whether open or limited response works best FTE requirements for monitoring/managing Roles & Responsibilities of knowledge managers
• Cost - Plan to test and evaluate a couple of tools. Expect small cost for training
• Expand test after one year evaluation
Risk Handling Community of Practice
EVMEVMProcess
EVMEVMProcess
taskscontenttasks
content
PropertyPropertyProcess
PropertyPropertyProcess
taskscontenttasks
content
Prog. Pay.Prog. Pay.Process
Prog. Pay.Prog. Pay.Process
taskscontenttasks
content
SRMSRM Create the Risk Handling
CoP
Involving• Process Managers• Functional Personnel• At selected sites
Communities of Practice Pilot
• Participants - People who perform risk handling on EVM, Progress
Payment, & Property Chapters at 6 CMOs
• What we hope to learn How difficult to set up? Can CoPs be supported virtually? Level of acceptance by the participants Does policy need to change to accommodate?
• Cost - TDY for initial meeting for approx.. 20 people
• Expand concept of CoPs as appropriate throughout DCMA after 1 year evaluation
KM Center Functions
Objectives
Focus: People, Customers and Process
Implement KM
throughout DCMA
• Provide DCMA with KM tools, techniques and infrastructure
• Nurture leadership and culture of sharing
• Serve as KM Catalyst
• Oversee KM education and training
• Support field in KM implementation and maintenance
• Enable people to excel through contribution and personal growth
Create an environment that
fosters innovation,
teamwork and sharing
• Develop KM practices
• Engender upper management support of field initiatives
• Team with process owners to knowledge enable the processes
Maintain KM through
effective and efficient business
processes
Corporate Knowledge Management Center
5 Key Functions
-Marketing
-Pilot Management
-Technology/R & D
-External Interface
-Process/Tool Training
Development &
Deployment
Organization Structure
K M C en te r
D is tr ic ts3 P T K M R e ps(E a st/W e s t/In tl)
D irec to rG S -1 5 o r M IL 0 5 /06
5 S ta ff + A dm inL o ca te d a t H Q
KM Center Location
• Located with HQ
• Stand-up center concurrent with move
• Space for Center Director required until
move
Organizational Alignment
• Center be supported by the BSU
• Deputy Director appraise Center Director
• Center be guided by, and report to, the
Executive Development Board
Timeline
Stand-up Center By Mid Dec• Hire Center Director By Oct 1• Hire Center Personnel By Mid Dec
Begin Pilots• Purchase and deploy collaboration tool Oct 1- Jan 30 • Develop and deploy portals Oct 1- Sept 30• Set-up Communities of Practice Oct 1- Dec 1
Begin Phase 2 FY02 - FY03• Evaluate existing pilots• Identify and deploy next opportunities
Leadership Role
Reinforce Learning & Knowledge Sharing
Ask - What have you learned? and
Who have you shared it with?