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
 Many state Dots are seeking transformational
change
 Loss of institutional knowledge upon which to
build that transformation
4
CONTEXT & MOTIVATIONS
o
Experienced employees are retiring and/or resigning taking
with them operational knowledge and a history of changing
practices.
o
Agencies are reorganizing to align with budget constraints,
new strategic directions, and outsourcing expectations,
disrupting patterns of communication and information
management.
o
Agencies are responding to increased expectations for
efficiency, accountability, and open government, putting
more pressure on an aging information management
infrastructure.
5
CONTEXT & MOTIVATIONS
o
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.
o
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.
6
CONTEXT & MOTIVATIONS
o
Agencies need proven, cost-effective strategies to
navigate these changes and demonstrate the capacity
to be high-performing, responsive, and agile
organizations.
o
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.
7
SECTION 2:
INDUSTRY TRENDS &
TASK FORCE FINDINGS
A Roadmap to Transformation
9
10 Facets of KM
Domestic Scan
Organization
 Knowledge Leadership and
 Context

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
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
 Innovation and Knowledge
Sharing Succession
Management
 Employee Orientation,
Learning and Development
 Identification,
Documentation and
Dissemination of Processes,
Practices and Expertise
INDUSTRY TRENDS & FINDINGS
 Cultivating KM
o
Domestic Scan on Knowledge Management
o
TRB KM Task Force
o
NCHRP Study 20-98 (KM Guidance Doc)
o
AASHTO Special Committee on Workforce Planning
& Development – Resolution approved by BOD in
2011
o
Begin where you are. Take opportunities. Address
pain points
10
SCAN TEAM MEMBERS
 John Halikowski & Anne Ellis –

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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
 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
11
KM Domestic Scan Presenters
 Alberta Transportation

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(Canada)
Alaska DOT&PF
Georgia DOT
Kansas DOT
Missouri DOT
Virginia DOT
Washington State DOT
Wisconsin DOT
• Accenture
• USDOT-FAA
• USDOT-FHWA
• USDOT-FTA
• Kent State University
• Kraft Foods
• NASA
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
13
INDUSTRY TRENDS & FINDINGS
 Concepts for developing a mature knowledge
management practice
Limited scale
Part time staff
Independent
initiatives
Formal
responsibilities
Leadership
KM activities across
silos
Improved value to
business functions
Corporate strategy
Lead staff and senior
management
Dedicated funding
Value across the
organization
Platform for credibility
and innovation
14
INDUSTRY TRENDS & FINDINGS
 Workforce Planning & Succession
Management
o
Workforce Planning
o
Risk Assessment
o
Succession Planning
o
Staff Retention
o
Employee Interviews
15
INDUSTRY TRENDS & FINDINGS
 Employee Orientation, Learning &
Development
o
New Employee Orientation
o
Employee Growth and Development
o
Communities
o
Storytelling
16
INDUSTRY TRENDS & FINDINGS
 Communities and Collaboration
o
Knowledge Mapping
o
Communities of interest/practice
o
o
Formal
o
Informal
Fostering collaboration
o
In person
o
Virtual
17
INDUSTRY TRENDS & FINDINGS
 Identification, Documentation and Dissemination
of Processes, Practices and Expertise
o
Content Management Function/Policies/Processes
o
Lessons Learned & Case Studies
o
Institutional Memory/ Critical Knowledge Retention
o
Business Process Documentation
o
Expertise Identification
18
INDUSTRY TRENDS & FINDINGS
 Supporting Knowledge Management
o
Designated function – location and responsibilities
o
Role of leadership
o
Fostering a culture of knowledge sharing
o
Recognition and rewards
19
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
20
SECTION 3:
SPECIFIC CASE STUDY:
CALTRANS KM MODEL
CASE STUDY: CALTRANS KM MODEL
o
Knowledge Management Impetus
o
Alignment with Strategic Planning and Goal Setting
Process
o
Development of KM Concept
o
Development of KM Guidebook and Website
o
Training to New Supervisors
o
Ongoing KM marketing and application in succession
planning, workforce planning, and as a workforce risk
treatment strategy
22
STRATEGIC PRIORITIES
23
STRATEGIC PRIORITIES
 Informed and Engaged Workforce
o
Develop and maintain an informed and engaged
workforce that is empowered to effectively deliver
our promised projects and programs.
o
Develop a comprehensive succession planning
program.
24
GUIDEBOOK
http://www.dot.ca.gov/docs/ct_knowledge_transfer_guidebook.pdf
25
KNOWLEDGE TRANSFER
26
INFORMED AND ENGAGED
27
FOUR BUILDING BLOCKS
 Face-to-Face: Group
 Face-to-Face: Individual
 Multimedia
 Rotational Programs
28
FACE-to-FACE: GROUP
 Boot Camp
 Best Practices Meetings / Studies
 Communities of Practice
 Critical Incident Reviews / Lessons Learned
 Expert Storytelling
 Knowledge Fairs
29
BOOT CAMP
30
COMMUNITIES OF PRACTICE
31
FACE-to-FACE: INDIVIDUAL
 Cross-Training (Position Backup)
 Job Shadowing
 Mentoring Programs
 Structured On-The-Job Training (OJT)
 Transitional Training (“Double Fill”)
32
JOB SHADOWING
33
MENTORING PROGRAMS
34
MULTIMEDIA
 Expert Interviews / Expert
Storytelling
 Knowledge Maps
 Wiki
35
EXPERT INTERVIEWS
36
WIKI
37
ROTATIONAL PROGRAMS
 JOB ROTATION
38
JOB ROTATION
39
KNOWLEDGE TRANSFER
40
FUTURE GOALS
 Training
 Outreach
41
QUESTIONS
California Department of
Transportation
1120 N Street, MS #49
Sacramento, CA 95814
Washington Department of
Transportation
310 Maple Park Avenue SE
Olympia, WA 98504
Michelle Tucker, Chief Risk and
Ethics Officer
Michelle.Tucker@dot.ca.gov
Leni Oman, Director, Office of
Research & Library Services
OmanL@wsdot.wa.gov