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Knowledge Management and Community Building

Knowledge Management and Community Building. Jill Garcia Defense Acquisition University 23 June 2004. Purpose & Agenda. Purpose Overview of Knowledge Management and Community Building Agenda What is Knowledge Management? What is a Community of Practice? Community Building Process

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Knowledge Management and Community Building

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  1. Knowledge Management and CommunityBuilding Jill Garcia Defense Acquisition University 23 June 2004

  2. Purpose & Agenda Purpose Overview of Knowledge Management and Community Building Agenda What isKnowledge Management? What is a Community of Practice? Community Building Process Questions to Consider

  3. Knowledge Managementis about… • Solving known problems with known solutions • Sharing & transferring the right know-how • Applying good practices and key learnings • Building relationships and trust • Making it easy to find the right people who know • Leveraging your organizations collective intellect

  4. The Big Picture: • Knowledge resides with people • Knowledge loss via: • Downsizing • Retirement • Mergers/Acquisitions • People movement - job changes – teams disband = knowledge lost

  5. Example: DoD Acquisition Workforce 1989-1999 • DoD Civilian acquisition workforce downsized by 50% (approximately 124,000 personnel as of Sept 30,1999) By 2005 • 50% of remaining acquisition personnel eligible to retire Source: GAO Report Acquisition Workforce: Department of Defense’s Plans to Address Workforce Size and Structure Challenges

  6. Knowledge Transfer Communities of Practice – grow, develop and share tacit knowledge "...the politics accompanying hierarchies hampers the free exchange of knowledge. People are much more open with their peers. They are much more willing to share and to listen.”Lord John Browne, CEO BP

  7. Doing Fast Learning & PerformingTransforms the Way We Work Performance Learning Before Doing Time

  8. Community of Practice (YACoPD) Communities of practice are groups of people who share a concern, a set of problems, or a passion about a topic, and who deepen their knowledge and expertise in this area by interacting on an ongoing basis. - Cultivating Communities of Practice: A Guide to Managing Knowledge Etienne Wenger,  William Snyder,  Richard A. McDermott Communities of practice are groups of people who come together to share and to learn from one another face-to-face and virtually. They are held together by a common interest in a body of knowledge and are driven by a desire and need to share problems, experiences, insights, templates, tools, and best practices. - APQC’s Best-Practice Report, Successfully Implementing Knowledge Management(APQC, 2000).

  9. Key Characteristics • Aligned with corporate strategy or business objectives • Members possess a common interest & purpose • Purpose directly connected to challenges members face in their work • Members collaborate to gain insights & accelerate solutions • Purpose centered around areas that carry a sense of urgency

  10. Community Identity • What is the communities purpose? • How does the community support the corporate mission, goals or business objectives? • How does the community add value? • How does it determine it is adding value? • Who has a stake in the community success?

  11. Critical Success Factors – measures of effectiveness • Reduction in hours needed to solve problems • Decrease learning curve • Decrease rework and prevent reinvention • Increase innovative/breakthrough ideas • Avoidance of costly mistakes • Improved speed of response

  12. Example Types of Communities • Subject Matter Expert Richard McDermott identified four primary strategic intents for communities: • Helping – provide a forum for community members to help each other solve everyday work problems • Best Practice – develop and disseminate best practices, guidelines, and procedures for their members to use • Knowledge Stewarding – organize, manage, and steward a body of knowledge from which members can draw • Innovation – create breakthrough ideas, knowledge, and practices

  13. Community Structure Community Members Community Leader • Act as SME • Works in relevant business process • Get value from participation Core Group Functional Sponsor • Plans/schedules • activities • Acts as liaison with other • CoP’s • Serves as SME • Interfaces with Functional • Sponsor • Performs start-up activities • Identifies what is important • & useful • Gains support of functional • mgrs • Acts as Community Champion • Sets direction, provides guidance • Tracks progress of community

  14. Logistics Management

  15. Risk Management

  16. Questions to Consider: • What are the most urgent clusters of problems? • What outcomes do we want to improve within and across agencies? • What is in it for me? • What focus do we want to start with? • Where are low-hanging fruits with visible impact? • What knowledge to share: • What knowledge do we have? What kind of knowledge? Who has it? Who needs it? • What knowledge to develop: • What knowledge are we missing?

  17. Questions to Consider: • What knowledge to document: • What documents, tools, and other artifacts do we need? • Opportunities for mutual help and thinking • Who are the key players? • Is everyone here? Who else should be? What types of members? Where is expertise? • What would make members want to engage actively? • How to make the community energizing and activities useful?

  18. Discussion • What are the critical issues and concerns for the community? • What is the focus and purpose of the community? • Who is the target audience? • DoD Only • Federal Employee Only • ISDs Only • Are there any restrictions with regard to access?

  19. What are the critical issues and concerns for the community? • Awareness of resources available • Not reinventing work • Metrics/fiscal Justifying the value of training – including ROI, cost of non-conformity, cost of ineffective or no training • ISD Competencies/Certification • Competencies/Certification in general • Trends • Do more with less • Performance issues • Design issues • Training issues • Evaluation issues • Contracting/Outsourcing issues • Training is not the solution all of the time-educating management on this fact (Performance) • Communicating the existence/availability of courses – what is out there to leverage • Tools • Marketing ISD to non-ISD folks – (awareness/education) ISD principles for the ISD managers • Member profiles • Delivery systems • What’s working • ISD Process

  20. What is the focus and purpose of the community?

  21. Volunteers and editors

  22. Who is the target audience? • Are there any restrictions with regard to access?

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