Knowledge Sharing, Learning at the Point of Need, and Learning Asset Integration Breakout Session # 312 Larry Floyd July 19, 2010 3:45 - 5:00pm 1 1 Purpose & Agenda Purpose Overview of Knowledge Sharing and Learning Asset Integration Agenda What is Knowledge Sharing? What is a Community of Practice? Community Building Process Questions to Consider Overview of DAU’s Knowledge Management System and Its Integration of Learning Assets 2 DAU Mission Provide a global learning environment to support a mission-ready Defense Acquisition Workforce that develops, delivers, and sustains effective and affordable warfighting capabilities. Impact acquisition excellence through: Acquisition certification and leadership training Mission assistance to acquisition organizations Online knowledgesharing resources Continuous learning assets Strategic workforce planning Located with our Customers Region Location Workforce Capital/Northeast Fort Belvoir, VA 31,566 Mid-Atlantic California, MD 23,110 Midwest Kettering, OH 18,604 South Huntsville, AL 28,360 West San Diego, CA 25,465 We are part of the community, not just a place to take classes. Knowledge Management is 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 The Big Picture Knowledge resides with people Knowledge loss via: Downsizing Retirement Mergers/Acquisitions People movement - job changes – teams disband = knowledge lost Community of Practice 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). 7 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 8 Community Identity What is the community’s 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? 9 Value Proposition What benefit does the community provide to the organization? What issues/problems resonate with the business leaders? Is there a sense of urgency linked to the work of the community? 10 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 11 Approach Identify a formal organizational advocate for the community and champions to legitimize the activities of the community Establish Core Working Group (10-15) to drive establishment of the community Gather and document community requirements/needs – knowledge audit, conduct requirements focus groups, surveys Aggregate community requirements and target areas of opportunity – quick wins Marry effort to availability of resources and develop timeline Address most critical needs of the community first Introduction to Acquisition Community Connection (ACC) What is the ACC? Acquisition Community Connection https://acc.dau.mil -ACC is a nest of collaborative spaces created through partnerships w/Services, Agencies, and Industry to support growth beyond internal resources and leverages one tool in a cost effective way -Shared infrastructure reduces cost for DoD -Available 24/7 -Much of the content is available even w/o login -Provides central location for workforce to access related knowledge -Creates conditions that foster collaboration across organizational boundaries – end result is that individuals begin to recognize the value of knowledge sharing Acquisition Community Connection (ACC) Communities are aligned to AT&L functional areas and business processes • Facilitate workplace effectiveness • Promote career-long learning • Available 24/7– when and where you want Contracting Community https://acc.dau.mil/cm -One of the cornerstone CoPs in the ACC (started in 2001) --Significant partnering with Federal Government -Process & Mission areas provide structure for CoP and have contributed to improved focus in DAU Courses -Tightly integrated with DAU course material (and was first CoP to share actual course material as contributions on the ACC) Contingency Contracting https://acc.dau.mil/contingency -Grew out of need identified by small group of members from Air Force (Workspace to SIA to CoP) -Contingency Community now has more than 2,400 members --Supports both open content and restricted After Action Reports for deploying Service Members to share lessons learned/prepare them deployment ACC Statistics ACC Stats • 99,565 members • ~2000 new members/month • ~7 million page views/month • ~200,000 visits/month • 46 Communities & SIAs • https://acc.dau.mil 700+ Workspaces Learning Asset Integration Informal vs Formal Learning Is this true: 80 % of learning takes place on the job (and not in a class)? Informal = 80% Formal = 20% Informal: the degree which the learner has control of both the objective and the means. Formal: the degree which the institution has control of both the objective and the means. “Learning in the Workplace”, Marsick and Watkins, 1990. …with Filling the formal learning gaps with comprehensive learning assets Formal & Informal Learning AAP Q&A Guidance Classroom Materials Tools Policies BestWebcasts Templates Practices La Videos Browseable DL/CL courseware Lessons learned w Audios Communities of Practice Handbooks Gaming Scenarios s Simulations Regulations Guidebooks Formal Courses Providing a Constant Support Presence in DoD Acquisition Careers Need an Architecture to Integrate Learning Knowledge Sharing DAP - Online Portal to Big A and HCI knowledge ACC - DoD's online collaborative communities Virtual Library – Online connection to DAU research collection Training Courses Classroom & online DAWIA Core, Core Plus, & Executive Continuous Learning CL Modules - Online, selfpaced modules learning modules Conferences - PEO / SYSCOM, Business Managers, DAU Acquisition Community Symposium Mission Assistance Consulting - Helping organizations solve complex acquisition problems Targeted Training - Tailored organizational training Rapid Deployment Training On-site and online training on the latest AT&L policies Formal and informal learning at the point of need AKMS Systems and Tools 23 Defense Acquisition Portal (DAP) Defense Acquisition Portal (DAP) DAP Quick Links Contracting Career Gateway Contracting Career Gateway Contracting Community of Practice ACQuipedia ACQuipedia Career Gateway Highlights Career Gateway Certification Guide Career Gateway Continuous Learning Career Gateway Enroll in a Course Career Gateway DAU Ask A Professor Career Gateway Director’s Blog Director’s Blog 38 Learning at the Point of Need? It’s not about classroom or web, it’s about selecting the right delivery medium. Learning at the Point of Need is about giving the learner more control! Formal and Informal Learning must be integrated! Q&A Questions? Backup Slides 41 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? 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?