knowledge managementasqbaltimore.org/dt/present/present20080116_asq breakfast meeting...

Copyright 2008 Northrop Grumman Corporation 0 2008-02-02 12:02 PM

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Knowledge Management

American Society for Quality Breakfast Meeting

January 16, 2008 Gerald Davis Manager, Knowledge Management Northrop Grumman Corporation, ES


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Discussion Agenda

Knowledge Management (KM) Defined

Why KM is Necessary

Challenges (Areas of Opportunities)

Where does KM Fit in the Organization

KM in ES Present an overview of the NGES Knowledge Management (KM) Initiative Discuss Lessons Learned

Q&A


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How Does NGES Define Knowledge Management?

Practices used to identify, create, represent, and distribute knowledge

Those practices leverage the organization’s assets to include people, processes, and systems/tools …the process by which NGES generates value from its intellectual and knowledge-based assets

Knowledge itself is a key corporate asset (KM treats it as such)


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0

50

100

150

200

250

300

Why is KM Necessary, NOW!!!

Years of Experience

Engi

neer

s

1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51 53 55 57

10 Yrs or less

20 – 30 Yrs Experience

Retirees

30 or More Yrs Experience

Knowledge Continuum Expert Inexperienced

Brain Drain…Key Driver For KM Brain DrainBrain Drain……Key Driver For KMKey Driver For KM


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Business Drivers for KM in ES…

Aging Workforce

Geographically Dispersed Workforce

Cross Sector Proposal Development

Cross Sector Sharing of Process Improvement Practices and Knowledge (CMMI, Lean, Six Sigma, KM)

Cross Sector Customer Relationships, Business Target and Capture

KM Solution: Knowledge capture Knowledge transfer

Collaboration Expertise locator

Collaboration

Best practices

Lessons learned Collaboration

Collaboration

Maintaining Competitive Advantage Maintaining Competitive AdvantageMaintaining Competitive Advantage


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What Are Our Challenges? Resources for KM Planning, Implementation & Support − Dedicated core and implementation KM team − Access to cross-functional resources − Funding

Technical Challenges − Standardizing and interconnecting existing and varying systems of

multiple organizations Organizational Challenges − Recognizing that tools/technologies are enablers, not KM solutions − Geographical separation & inter-organizational cooperation &

collaboration − Identifying and targeting of critical knowledge − Protection of intellectual property

People Challenges − “Knowledge is power” related to “pay for performance” − “It wasn’t invented here” & “us against them” − “What’s in it for me?”


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Where Does KM Fit Into the NGES Organization?

NGES President

VP, Mission Assurance

Director, Knowledge Management

• Mission Assurance consists of:

•Risk Management

•Process Assurance

•Supplier Assurance

•EH&S

•Continuous Improvement

•Quality Assurance

•Strategic Initiatives

•Strategic Planning

•Knowledge Management

• Knowledge Management Team functions as an independent entity within NGES

• Knowledge Management Team leverages the reach and resources of the Mission Assurance Team

We are a trusted customer advocate, fully integrated within the business. We facilitate solutions to ensure predictable performance by reducing risk, sustaining compliance, and enhancing operational

effectiveness… We Assure Mission Success


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What is our NGES KM Mission/Vision?

Our Mission:

To Enable Our Campuses By Providing an Integrated ES KM Infrastructure that Ensures the Right Knowledge To The Right People At The Right Time and

Facilitates the Creation of New Knowledge

Our Vision:

Capturing and Leveraging Our ES Knowledge In Every Aspect of What We Do Ensuring Excellence in Leadership, Customer Interactions, People and Business


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Use &

Apply

Identify &Classify

Knowledge

IdentifyKnowledge

Owners

IdentifyKnowledge

Users

CreateNew

Knowledge

Identify Gaps Identify

Gap

s

Capture & Transfer

Use &

Apply

Identify &Classify

Knowledge

IdentifyKnowledge

Owners

IdentifyKnowledge

Users

CreateNew

Knowledge

CreateNew

Knowledge

Identify Gaps Identify

Gap

s

Capture & Transfer

How do we accomplish that mission and vision?

Getting the right information to the right people . . .

. . .at the right time to facilitate new knowledge creation


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Define KM As An ES Resource

• Data storage/sharing • Content management • Search and retrieval • Collaboration

• Establish ES KM baseline

• Define and implement pilots

• Communicate NGES KM program

• Institutionalize Pilot Lessons Learned

• Make knowledge readily available

• Reuse knowledge regardless of source

Use KM as Work Tool

Establish Adaptive Enterprise IT Infrastructure

ShareCenter FIND Portal

Enables knowledge capture at the point of origin and transfer at point of need without invasive technology

Enables KM needs/gap identification and concise value proposition communication

Enables enterprise-wide sharing of essential knowledge to assure mission continuity

Make KM an Integral Part of Daily Workflow

• Staff shares, learns and collaborates as routine part of daily interactions

• Integrated KM model • Standard KM tools • Pilots

integration/rollout

Industry benchmark KM surveys 7 pilot in-process Monthly Ckt articles Governance model

• Retirement eligible transfer • Pilots (CoPs, etc.) • Transfer/capture (LLIS, storytelling) • Expertise Locator (iKnow, PeopleNet, Tacit) • Collaboration (Shared workspaces) • Intelligent search (Goldfire)

2006 2007 2010 2011

Enables real-time capture of tacit knowledge from experts and instantaneous explicit knowledge access and retrieval

Knowledge Management Roadmap (Status)

2009

Monitoring and Sustaining Information Exchange

• A seamless NGES KM environment exists

• ES culture nurtures information exchange and sharing

Enables critical

knowledge capture and transfer during all phases of program lifecycle

• Institutionalized KM • Sharing culture • Learning orgs.

Phase 1

Phase 2

Phase 3

Phase 4

2008


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NGES Business Model

Centralized Technological Infrastructure Governance for Standardization

De-Centralized

Technology Application (Functional Needs Based) Budgets Decision Making Process Ownership

“One Size Doesn't Fit All” ““One Size DoesnOne Size Doesn''t Fit Allt Fit All””


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Knowledge Transfer Is Not New

Technology

Consistency, efficiency & productivity

People mentoring & investing in people

Leveraging tacit knowledge

One Northrop Grumman

3) Collaborate Search

Info. Architecture

Change Mgmt.

Portal

Governance Corporate KM Actions

Portal

Collaboration

CoP

Lessons Learned

Skills DB

Document Management

Expertise Locator Search

Technology

One Northrop Grumman

Content Management

FormalMentoringone-to-one

NewEmployeeNavigatorone-to-one

one-to-many

CommunityOutreach

reaching outto youth

TechnicalKnowledge

Transferexpert toprotégés

LearningGroups

one-to-many

Communitiesof

Practice(CoPs)

Mentoring




one-to-many


one-to-many

CommunityOutreach


CommunityOutreach


TechnicalKnowledge


TechnicalKnowledge


LearningGroups

one-to-many

LearningGroups

one-to-many

Communitiesof

Practice(CoPs)

Communitiesof

Practice(CoPs)

MentoringMentoring Mentoring Training

PDP/LDP Seminars

LeadershipIntern Program

(50)

(10)VP &

Director SuccessionDirectors &

Dept Managers Succession

(20)


(50)

(10)VP &



(20)

Experience / Performance / Preference

(10)Band 6

Succession

Technical TalentBands 4/5

(90)

Leadership Development Program (320)

New GraduateLeadership Training Program




(50)

(10)VP &



(20)


(50)

(10)VP &



(20)


(10)Band 6

Succession


(90)






(10)Band 6

Succession


(90)

(10)Band 6

Succession


(90)





Continuous process improvement

Mentoring & investing in people

Leveraging tacit knowledge

- Corporate KM Actions - Collaboration

Search Governance

Change mgmt. Info. architecture

Portal


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ES KM Governance Model


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15 Northrop Grumman Private / Proprietary Level I

KM Integrated Operational Model Content

People Tools/ Systems

Workforce Development (HR&A) Training Administration Learning Content Mgmt Employee Performance Succession Planning Competency Mgmt Learning Delivery Workforce Admin. (HR&A) New Hire On-boarding People Profiles Benefits & Comp. (HR&A) Workforce Rewards

Process

Knowledge Management (MA) Knowledge Transfer Knowledge Capture Search & Taxonomy Expertise Locator Lessons Learned Best Practices Culture Change (Comms) Employee Communications

Technology Infrastructure (ITS) LX/Saba ARSS Skillsoft Coastal iSuccess Skills Database/TVS FIND Goldfire ShareCenter LLIS

Who How Where

Functional Areas Business Areas

Connection Access

Reuse Sharing

Integrated Pilots

People, Leadership, Teamwork

Continuous Improvement, Strategic Thinking for Growth Collaboration

What


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Gather Knowledge Requirements

• Ask transmitters how they obtained their knowledge and how they like to transmit • Ask receivers how they like to receive • Inventory and assess KM toolbox

Organize Knowledge

• Segregate explicit from tacit knowledge • Categorize explicit and tacit knowledge • Make knowledge and people with knowledge easy to find

Capture and Transfer

Knowledge

• Use KM toolbox as appropriate • Capture and allow others access to explicit knowledge to increase competency • Facilitate opportunities for tacit knowledge transfer and codification

Apply Knowledge

• Develop success criteria for each role profile • Develop an evaluation system to measure results •Use success profiles in succession planning to fill gaps and future roles

Create New Knowledge

• Make required explicit and tacit knowledge easily accessible to all that need it • Continue to build on what exists

Identify Core Competencies

• Identify the critical work for each core competency • Identify key roles for each core competency •Establish priority/ urgency

How Does It All Come Together?

Focus on the PEOPLE!!! Document the Process Focus on the PEOPLEFocus on the PEOPLE!!!!!! Document the ProcessDocument the Process


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KM Future State (People Focused)

Totally Integrated Approach •Mission Assurance •Communications •HR&A •ITS

People willingly share what they think others need to know •High trust level •Partnering mindset •Self-aware leaders & workers •Communities of passion •Leadership demands collaboration

Latest know-how & experience is embedded in core processes & practices •Fast learning & performing is routine •High convergence of KM & IM •KM focus is on transfer, application and performance •Communities transform the way organizations learn, think and act

People & their collective knowledge are secure, yet highly visible and easily accessible •Smart security •Robust systems •Easy to find people with relevant experience •Many collaboration methods •Digital workflow & simulation •Highly relevant dashboards

People

Technology Process


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KM Lessons Learned

KM Initiative must be tailored to the organizations business model and culture Having senior leadership support assists in “moving the needle” on KM initiatives

KM Executive Leading the Efforts KM POC for “day-to-day” activities

Placing more focus on process than on tools will assist in institutionalizing some of our initiatives Having more time for the change management activities associated with the KM efforts will assist in guaranteeing more success with the tools and initiatives Implementing metrics will assist in addressing any concerns about successes


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Questions and Answers

knowledge managementasqbaltimore.org/dt/present/present20080116_asq breakfast meeting...

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