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Knowledge Management and its practice at the Federal Transit Administration

Knowledge Management and its practice at the Federal Transit Administration. Turo Dexter @turodexter January 9, 2014.

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Knowledge Management and its practice at the Federal Transit Administration

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  1. Knowledge Management and its practice at the Federal Transit Administration @turodexter Turo Dexter @turodexter January 9, 2014 Opinions expressed in this presentation are those of the speaker and do not necessarily represent official positions or policies of the U.S. DOT or the Federal Transit Administration.

  2. What you are learning as you conduct your business is too valuable not to manage. Knowledge Management @turodexter 44

  3. Knowledge is an asset. • Complex • Scarce • Costly • Strategic Considerwhat your organization knows. What is the value of what you have learned and will learn? Where is your knowledge? What would be the cost if you lost it? Are your people sharingknowledge with one another? How long do you expect to keep your experts? Are you prepared for when people leave? @turodexter 44

  4. Manage your knowledge. • What do you know? What don’t you know? • Since nobody knows everything, THAT’S OK. • But are you wasting knowledge and the capacity to do more? • Knowledge... • Creation and discovery • Buying and renting • Giving and receiving • Organizing • Remembering • Deriving • Leveraging @turodexter 44

  5. Creation and Discovery • New knowledge • Creativity • Ideation • Innovation • Intuition • Serendipity Spark it, facilitate it, socialize it, prototype it. Visualize & articulate goals. Transcend constraints. Combine the unlikely. Ask “Why not?” Inspire an innovation culture. Make failure OK. Acknowledge and reward. Creation and discovery Buying and renting Giving and receiving Organizing Remembering Deriving Leveraging @turodexter 44

  6. Buying and Renting • Consultants • Conferences • Outside training • Contractors working alongside you • Knowledgeable new hires What happens when it’s over? How much did you keep? Debrief one another after learning events. Include knowledge transfer in contracts. Creation and discovery Buying and renting Giving and receiving Organizing Remembering Deriving Leveraging @turodexter 44

  7. Giving and Receiving • Internal training and cross training • Mentoring and job shadowing – up, down, peer • Tacit and explicit knowledge • Communities of practice • Cross-organization and internal • Interviews, roundtables and town halls • Social events • Build trust and connection • Personality inventories, skills banks Inspire a knowledge sharing culture. Acknowledge and reward. Creation and discovery Buying and renting Giving and receiving Organizing Remembering Deriving Leveraging @turodexter 44

  8. Organizing • Tagging • Facets • Application • Relevance • Context • Related items You need to be able to find it when you need it. Organize for browsing – don’t rely on search. Agree on terms and conventions. Folders often defeat knowledge management. Acknowledge and reward great contributions to organization. Creation and discovery Buying and renting Giving and receiving Organizing Remembering Deriving Leveraging @turodexter 44

  9. Remembering • Case studies • Keeping and sharing journals • How discoveries were made • How we did that thing • Flew to the moon? • What worked best (in context) • Persistent discussion boards • FAQs, SOPs and process guides or maps • Media, bookmarks and publication libraries • Share! Decide what to document. Allow time for it. Some knowledge will stay in people’s heads. Creation and discovery Buying and renting Giving and receiving Organizing Remembering Deriving Leveraging @turodexter 44

  10. Deriving • During- and after-action reviews • Case study reviews • Team debriefs Be mindful of the context of knowledge: Best practices for identical situations. Good practices for similar situations. Use lessons learned in planning the next action. See Creation and discovery. Creation and discovery Buying and renting Giving and receiving Organizing Remembering Deriving Leveraging @turodexter 44

  11. Leveraging The payoff! You have or are building: • A view of knowledge as an asset • Ways of catalyzing and gathering new ideas • Supportive culture, relationships and trust • Knowledge sharing among and across teams and organizations • Processes that keep knowledge from being lost • Experts with tacit and undocumented knowledge identified and mentoring others • Critical explicit knowledge and experience documented • Knowledge organized so you can find it and know when to use it • Lessons always being learned and applied Creation and discovery Buying and renting Giving and receiving Organizing Remembering Deriving Leveraging @turodexter 44

  12. Knowledge Management atthe FTA @turodexter 44

  13. U.S. DOT Nine operating administrations supporting different modes of transportation Can you name them? @turodexter 44

  14. U.S. DOT • Federal Aviation Administration – FAA (47,500) • Federal Highway Administration – FHWA (2,850) • Federal Motor Carrier Safety Administration – FMCSA (1,100) • Federal Railroad Administration – FRA (860) • Maritime Administration – MARAD (700) • National Highway Traffic Safety Administration – NHTSA (580) • Federal Transit Administration – FTA (520) • Pipeline and Hazardous Materials Safety Administration – PHMSA (450) • Saint Lawrence Seaway Development Corporation - SLSDC (125) Office of the Secretary (650), Research & Innovative Technology Admin. (620), Inspector General (420), Surface Transportation Board (130) @turodexter 44

  15. FTA’s Mission Improving mass transportation systems for cities and communities nationwide *NEW*Establish and enforce a comprehensive framework to oversee the safety of public transportation throughout the United States (heavy rail, light rail, buses, and streetcars) Grant programs to plan, build, and operate transit systems Financial, technical and planning assistance Buses Rail vehicles Commuter ferryboats Trolleys Inclined railways Subways People movers Traffic reduction Economic development Access to employment @turodexter 44

  16. Budget • Approximately $9 billion per year in financial assistance to public transit agencies across the country – $17.3 million per FTA employee • FTA’s administrative budget is about 1% of that. • Hurricane Sandy relief doubled FTA’s grant outlays with only minimal additional staff • Federal funding covers a small portion of local transit costs (e.g., D.C.’s WMATA gets $150 million from FTA for a 2013 operating budget of $1.6 billion) @turodexter 44

  17. Dispersed Workforce Almost half of FTA’s 520 employees work out of one of 10 regional offices where they perform direct oversight of transit construction and operations around the country. @turodexter 44

  18. FTA’s CKO is a peer with the Director of IT and Director of HR @turodexter 44

  19. Evolution of the Learning andKnowledge Management Group @turodexter 44

  20. KM Goals • FTA Encourages a Culture of Knowledge and Experience Sharing • FTA Employs Efficient and Effective Business Processes • FTA Leverages its Knowledge and Experience for Decision Making and Strategic Planning LKM Group activities are tied to the organizational excellence objectives of the DOT Strategic Plan. @turodexter 44

  21. Mission Statement The mission of the FTA Learning and Knowledge Management (LKM) Group is to enhance individual, team and organizational effectiveness by providing tools, procedures and activities that: • Connect FTA’s people with what and whom they need to know • Facilitate learning and collaboration across the Agency • Promote professional and personal development @turodexter 44

  22. Succeed – if you Just Say Yes! • Enthusiastic marketing of LKM services • Achieve employee learning and development goals • Assistance through KM to make FTA’s work easier and more effective • Try to never say no to a request • Reputation of responsive service and a place to go for solutions • Relationships • Strong executive support @turodexter 44

  23. Synergy with Learning & Dev’t • Knowledge Management • Learning & Development • Developing an integrated LKM Strategic Plan It seems easier for people to understand what knowledge management is when it is discussed alongside learning and development activities. @turodexter 44

  24. LKM Group Skills • Leadership • Strategy • Management • Good political sense • Logistics and implementation • Design • Information management and IT • Communications • Org. development • Entrepreneurism • Can-do attitude • Customer focus @turodexter 44

  25. L&D Activities • Learning needs assessments • Curriculum development and maintenance • Centralizedcourse procurement and delivery • Procurement and travel for training: Coordinating and advising • Learning management system: Managing and improving • Mandatory training: Improving quality and management • FTA’s job rotationprogram: Coordinating • Multifaceted mentoring program: Developing and coordinating • Knowledge cafés for group learning • Onboarding processes: Increasing involvement @turodexter 44

  26. KM Activities • Communitiesof Practice: Forming, facilitating and supporting • After-Action Reviews • Business process improvement activities • SharePoint-based TransPort portal development and work with offices to employ it strategically • Intranet content management (future) • Legacy Capture sessions with video recording of private interviews, roundtables with peers, or town hall meetings with coworkers • DOT-wide IdeaHub program: FTA’s liaison • Web conferencing: Supporting and evangelizing FTA’s use @turodexter 44

  27. Division of Responsibility : IT • Knowledge vs. Information/Content Management • LKM Group’s strengths • Process analysis • Consultative approach • Communications and change management • Office of IT’s strengths • Depth of technical expertise • Responsive orientation • Capacity • Ongoing effort to develop smooth, effective collaboration @turodexter 44

  28. Identifying Knowledge • 2009 audit focused on identifying capabilities, capacities and perceived problems rather than stores of knowledge itself • Business process and office function work will help to identify some structures of knowledge • Legacy capture activities, speaker programs in knowledge cafés, and mentoring programs also shine light on key human stores of knowledge @turodexter 44

  29. Encouraging Adoption • Evangelism and word of mouth • FTA’s intranet functions will be rolled into TransPort over the coming six months • We will highlight the functions that illuminate and expose business processes, connect people to one another, and disseminate documented knowledgeso people discover them when using the Intranet @turodexter 44

  30. Measures of Success • Satisfaction of office leadership with improvements in access to the information and expertise needed to make decisions • Easier communication • Smooth successions • Understanding and continuing improvement of FTA business processes • Faster employee development • Employee job satisfaction • Gauged by surveys and direct feedback @turodexter 44

  31. Supervisor Training • Much LKM Group effort into the design of new supervisor training • Training on KM, motivation, innovation and engagement will advance FTA’s culture • The ability to design training is yet another significant benefit of FTA’s having integrated its learning and development with KM functions @turodexter 44

  32. Awards and Recognition • FTA Administrator’s Awards & DOT Secretary’s Awards • Informal peer-to-peer recognition motivates employees to collaborate and contribute • Strong employee contributions to the IdeaHub program are self-evident through peer ranking • Contributions to IdeaHub that are accepted for implementation are brought to the attention of executives • Cash for awards is limited or nonexistent @turodexter 44

  33. Communities • LKM Group initiates and facilitates some communities itself; for others it offers KM support and a site on TransPort • Special interest groups for users of specific technologies, or people performing the same function in different offices • Participants in a class together, like new supervisors • Any level from analysts to Associate Administrators • Heavy workloads impact participation • Distributed workforce creates additional needs for peer interactions • Communities can be lifelines for information and mentoring along with friendship and even emotional support during difficult periods @turodexter 44

  34. Content Management • Principal content repositories are shared network drives • Individual offices manage their own file organization, and the quality of organization varies • TransPort is built on SharePoint, with document management functions that are beginning to be adopted • Offices are being given the option of whether and how to implement metadata • For many, starting with simple folder structures in a fashion similar to what they were used to with shared drives has eased adoption • We risk disorganization like on the shared drives if folders are allowed to proliferate in an unmanaged fashion. @turodexter 44

  35. TransPort • Branded implementation of SharePoint 2010 • Some standardized governance and structure • Offices designate a single POC for TransPort implementation, plus: • Content managers • Security managers • Approvers • Consistent web-like interface • Sections for private and shared content • Office input into SharePoint features enabled for their use • Offices receive demonstrations and basic training from the LKM Group on content and document management @turodexter 44

  36. Expertise Location • TransPort includes a personal profile page for each user • Professional bio • Short self-reported list of special skills • Projects for which people are POCs • Photo • TransPort’s search engine will include profile entries in search results where keywords match those used in profiles @turodexter 44

  37. Content Managemt Challenges • Limited time of both LKM staff and the staff of offices who may wish to adopt TransPort or to better organize their files on shared drives • Difficulty enforcing governance • Familiarity and learning curve for a new platform • Bandwidth limitations between HQ and regional offices @turodexter 44

  38. After Action Reviews • LKM Group facilitates After-Action Reviews for FTA offices • They may rely on LKM or learn to facilitate their own • Offices manage the results of their reviews themselves • LKM has successfully conducted AARs with remote participants using interactive web conference technology, with a virtual flipchart to record participant input @turodexter 44

  39. Process Documentation • Some FTA offices have mature process documentation • FTA’s internal Grants A to Z database contains extensive information on grant application, review and oversight processes • The Office of IT continuously refines a set of Standard Operating Procedures documents on using technology tools @turodexter 44

  40. Process Improvement • New LKM priority to help offices document, add visibility to, and improve their processes • TransPort’s standard office home page layouts will be modified to include lists of office functions with links to more information about each function • This will improve access but also cast valuable light on the processes themselves and facilitate thinking about how they can be improved @turodexter 44

  41. Maturity • FTA is not yet mature in broad adoption of KM • Culture varies quite a bit from office to office • KM adoption seems proportional to employee engagement and inversely proportional to workload • Direct leadership advocacy for KM, where it is forthcoming, has a positive effect @turodexter 44

  42. Challenges • Heavy day-to-day workloads are the principal barriers to greater knowledge sharing at FTA. • Initiatives to improve performance on grant review, project oversight and establishing the safety office take precedence over planning for knowledge transfer. @turodexter 44

  43. KM at the FTA • L&D integration is paying big dividends • Relationships and service are key • People and process focus • Employee workloads are challenging • Small, busy and growing @turodexter 44

  44. @turodexter 44

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