Knowledge Management at VDOT

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Knowledge Management at VDOT

• Maureen Hammer, PhD
• Knowledge Management Division

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What is Knowledge Management?

• Knowledge comprises strategy, practice, method,
  or approach
• Getting people the information they need, in the
  form they need, it when they need it.
• With on-demand access to managed knowledge,
  every situation is addressed with the sum total
  of everything anyone in the organization has ever
  learned about a situation of a similar nature.
  Gene Bellinger, http//www.systems-thinking.org/km
  gmt/kmgmt.htm

Information Resources
Findability
Easy Access
Controlled Use
Structured Storage
Data Photos/Images Documents WebPages Records Peop
le
Keywords Metadata Indexes Controlled Vocabularies
User Interfaces Portals Downloadable Interactive N
on-spamming
Security Stewards Public Disclosure Destruction Ar
chiving
Version control Space Management Clearinghouses Fe
asible Updating
Leni Oman Dec. 17, 2007
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Moving from Data Information to Knowledge
Needs
Needs
New Knowledge Developing new knowledge as needed
Reference
Research
Technical Transfer
Synthesis Reports
Needs
Needs
Leni Oman Dec. 17, 2007
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Knowledge Management at VDOT

• Retirement Eligibility at VDOT

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Knowledge Management at VDOT
Retirement Eligibility Critical Career Groups
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The numbers in 2013 and 2018 are cumulative.  Yr
2008 935,  Yr 2013 2037 (includes the 935
eligible in year 2008), Yr 2018 3153 (includes
the 2037 eligible in year 2013). 
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Knowledge Management at VDOT
Organizational Structure
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• 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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• Communities of Practice
• A critical tool to create networks and share
  knowledge that 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

• Construction Quality Managers 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

• Knowledge Mapping
• A tool to help us identify areas of need for
  succession planning and to build networks

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• What is Organization Network Analysis?
• A visual map that shows who talks to who and what
  role they play in a network or group
• Can be used to gather information about
  leadership, knowledge transfer, and communication
  patterns

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Knowledge Management at VDOT

• Relationships are
• Basic elements of network structure
• Multi-dimensional
• Discovered through the questions we ask
• Network Structure can facilitate or impede
  organizational effectiveness
• Are certain people overly central?
• Are there divisive subgroups?
• Is the networks level of connection sufficient?

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Knowledge Management at VDOT
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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

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• Lessons Learned
• Capture lessons from previous experiences that
  are shared across the agency. Review lessons for
  best practices that result in changes in
  processes, procedures and contract language

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Knowledge Management at VDOT
highly context specific and most frequently
shared through networking, mentoring and
discussions with colleagues
Human Database
ElectronicDatabase
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Knowledge Management at VDOT

• Knowledge Repository Lessons Learned
• integrates lessons learned across the agency
• uses consistent indexing terms for accessibility
• Outcome
• Agency-wide site is open and under continued
  development

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• VDOT Research Library

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Knowledge Management at VDOT

• The VTRC Library was founded in the 1950s and
  became an independent operating unit in 1967.
• In 2005 the library evolved into a VDOT Research
  Library and increased staff (1-5 FTE of whom 2
  are MLS), materials (27,000 to 37,000 of which
  26,800 are in OCLC), budget and services.

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Knowledge Management at VDOT

• We unveiled our next-generation online catalog
  this fallcalled EOS.
• easier to use,
• allows our staff to automate more functions, and
  
• includes more patron-initiated functions.
• First publicly accessible library catalog VDOT
  has had. Researchers from around the globe have
  logged into the system 2,073 times (2 months),
  including
• 867 visits from VDOT employees,
• 733 visits from UVA researchers, and
• 473 visits from researchers at dozens of state
  DOTs, universities, consulting firms and research
  centers.
• Internationally, we note significant usage coming
  from Canada, Latin America, the Pacific Rim, and
  Europe.

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Knowledge Management at VDOT

• Services Offered
• Research Synthesis Bibliographies
• Interlibrary Loan
• Reference Services
• Taxonomy Support
• Alert Services
• Full-text online
• Scanning of VDOT materials from 2000 back (VTRC
  reports, agency newsletter, consultant reports,
  etc.)

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Knowledge Management at VDOT

• Metrics Examplewe focus on Outcomes
• The library located and acquired information that
  supported a savings to the Salem District of
  500,000 cost avoidance by quickly identifying
  and providing resources within a short deadline
  justifying cost overruns on FHWA construction
  projects.

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• Customer Feedback Sample
• Thanks so much for being very cooperative. I am
  really impressed with the VDOT Research
  Librarythe quality of service that you all
  provide.
• Last week I attended Mr. Ken Winters
  presentation to know the new features of the VDOT
  Research Library. I conveyed the same message to
  Ken that I am very happy that the Research
  Library is very customer focused. I am looking
  forward to working with you all closely as I do a
  lot of researching on the initiatives that the
  Department is embarking on for my Division.

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Knowledge Management at VDOT

• Key Points
• Impending retirements of twenty-nine 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
• Increase effectiveness and efficiencies
• Support decision making
• Assist leadership in facilitating wider knowledge
  dissemination
• Retention of organizational knowledge

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• Assessment

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• Metrics Examplewe focus on Outcomes
• The implementation of the Project Record Keeping
  System (PRKS) with a conservative ROI of about
  500,000 (based on a one hour/week savings per
  inspector)
• Resource sharing across districts in the Right of
  Way and Utilities function without the need to
  hire consultants with a conservative ROI of 1.4
  million cost avoidance.
• .

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I cant stress enough how much this process has
helped (our) division. It has proven the
efficiency in sharing resources statewide it
has allowed me to keep our staff fully employed.
Another bonus especially given the broadly
varying viewpoints and opinions within our group,
is the tremendous collaborative effort that we
have achieved. I have seen the notion of turf
protection fade away. Quote from participant in
Right of Way and Utilities resource allocation
and strategic planning group
I believe KM is an extremely effective tool to
highlight the needs of VDOT and to effect
change. Quote from participant in Construction
Quality Managers group
This documentation for the Highway Performance
Monitoring System program should have been done
years ago. (Now) VDOT knows what needs to be
done and how to fulfill the requirements by FHWA
and Congress. Quote from participant in HPMS
workload assessment group
The "Smart Traffic Centers core function study"
has been a highlight in my 25-plus year career
at VDOT (Before the study), there had been very
few opportunities for me and my peers to meet
one-on-one, or as an organized groupit's not as
if we can just walk down the hall or "pop" in on
one anotheras a direct result, we will continue
to meet on a bi-monthly basis. I truly enjoy,
and always look forward to our meetings! Quote
from participant in Smart Traffic Centers group
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Knowledge Management at VDOT

• For more information on KM
• Maureen.Hammer_at_VDOT.virginia.gov
• 434-293-1987

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