Knowledge Management at VDOT

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Knowledge Management at VDOT

• Maureen Hammer, PhD
• Knowledge Management Division

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Knowledge Management at VDOT

• Retirement Eligibility at VDOT

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Knowledge Management at VDOT
Organizational Structure
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Knowledge Management at VDOT

• Knowledge Management at VDOT
• The division was established in 2003
• Expansion in 2004
• Executive leadership support
• Grassroots support

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Knowledge Management at VDOT

• Knowledge Management at VDOT
• Implementing ways to better utilize the
  expertise that we havepeople and informationto
  improve ongoing processes and procedures and to
  retain critical knowledge

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Knowledge Management at VDOT

• Knowledge Management Definition
• Knowledge Management is the way organizations
  generate, communicate and leverage their
  intellectual assets.

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Knowledge Management at VDOT

• Key Points
• Impending retirements of twenty-eight percent of
  employees in the next five years
• Valuable, undocumented knowledge the organization
  needs to share
• Identification of existing employee networks and
  role of networks in disseminating knowledge
• Benefits
• Assist leadership in facilitating wider knowledge
  dissemination
• Retention of organizational knowledge

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Knowledge Management at VDOT

• Strength of Ties
• Strong Ties
• Dense supports knowledge redundancy
• Communities of Practice
• Weak Ties
• Loose supports creativity and innovation
• Knowledge Mapping

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Knowledge Management at VDOT

• Weak Networks
• Institutional
• Functional
• Technical
• Who to Call
• Who Knows What
• ------------------------------------
• Historical
• Professional
• Cross-Functional
• Lessons Learned
• Isolation
• By Choice
• Lack of Support by Management
• New to Organization

• Strong Networks
• Institutional
• Functional
• Technical
• Who to Call
• Who Knows What
• ---------------------------------
• How-to
• Experience
• Referrals
• Career Information
• Interpretation of Explicit Knowledge

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Knowledge Management at VDOT

• Context
• gt 30 years service
• Strong Networks with Counterparts Across the
  State
• 20 gt 30 years service
• Strong Networks with Localities
• 10 gt 20 years service
• Strong Networks with Localities and on the
  Internet
• Weak Networks with Counterparts Across the State
• lt 10 years service
• Strong Networks in same geographical area
• Weak Networks within Functional Area
• Weak Networks with Counterparts Across the State
• All
• Strong networks with Consultants, Friends,
  Immediate Co-Workers, Past Co-Workers and Across
  Functions
• Weak Networks with Previous Co-Workers,
  Localities, Vendors and Colleagues in
  Professional Associations

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Knowledge Management at VDOT

• Communities of Practice--
• A critical tool to create networks and share
  knowledge and have resulted in new tools and
  changes in processes.

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Knowledge Management at VDOT

• Community of Practice
• To address changing work needs and LARGE expected
  loss of expertise
• Outcomes
• Implemented Quarterly project days to
  effectively share resources across districts
  (effectively regionalization)
• Provide DAC with recommendations on statewide
  hiring/training staff needs

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Knowledge Management at VDOT

• Community of Practice
• ACEs requested KM help in becoming more
  integrated into the construction program
• Outcomes
• Implemented Revised forms
• Have met with PMO and Chief Engineer
• Identified current barriers to program delivery
  and working with DCEs
• Have been invited by DCEs to participate in their
  meetings and on several agency committees

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Knowledge Management at VDOT

• Community of Practice
• To address critical need for well-trained
  experienced inspectors and for quality in the
  field
• Outcomes
• Implemented Best Practices that have been
  implemented in the field
• Implemented and under continuing development
  PRKS
• Completed special reviews on quality and
  inspector-related issues for DCEs and LC

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Knowledge Management at VDOT

• Best Practices
• In the rehabilitation, dismantling, relocation of
  historic truss bridges
• Outcome
• Completed Report 2006
• National recognition
• Included as a Transportation Research Record
  Publication for this year

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Knowledge Management at VDOT

• Outcomes
• Provide opportunities for VDOT field staff to
  share information related to their work
• Solve problems quicker
• Identify tools that could be shared across VDOT
• Faster turnaround for permitees
• Project Start Fall 2005
• People KM Bill Bushman
• Residency District Permit Sub-division
  Technicians and Supervisors
• Current Status
• Planning Contacts pending

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Knowledge Management at VDOT

• Knowledge Mapping--
• has helped us to identify areas of need for
  succession planning and to build networks

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Knowledge Management at VDOT

• HPMS Knowledge Mapping
• Outcomes Document
• Who, what, when, where, why of required FHWA
  process
• How staff goes about gathering info
• Project
• HPMS is vital to VDOT federal apportionment
  amount
• Only 2 people in agency know process both are
  eligible for retirement
• Start August 2005
• Current Status Finalized