Organizational Strategy for Knowledge Sharing: Benefits to Frontline Contracting Professionals

2. Organizational Strategy for Knowledge Sharing:Benefits to Frontline Contracting Professionals Breakout Session # WC10-392 Name Randy Adkins Knowledge Director Alphaport Inc radkins@alpha-port.com 9374226516 Date July 19, 2010 Time 200 - 315 1

3. Alphaport, Inc. is a technology business dedicated to providing a full spectrum of critical engineering services and product development to aerospace organizations, since 1999. • Women-Owned HUBZone Business • Three Business Sectors • Knowledge Management Services and Training • Aerospace Engineering Solutions • Product Development

4. 3 Factors Contributing to Interest in KM • Organizations feel overwhelmed by their own information • Data, information, knowledge, reports, emails, web pages, shared drives, information silo’s, etc. • Organizations want to control their information • Knowledge is a primary strategic mission asset • Organizations aware of the bottom-line results produced by knowledge

5. Resource savings from not “re-create the wheel” Improved decisions from replicating proven practices and share lessons learnedReduce gaps and foster performance improvements Value Proposition

6. Strategic Factors That Drive Success • Leadership: Do leaders value expertise and organizational knowledge • Strategic Focus:Demonstrated vision for organizational expertise • Resources: Adequate resources applied to knowledge • Intellectual Capital: Workers are aware and have access • Community: Collaborative culture of openness and sharing

7. Leveraging Contracting Knowledge Study Study Objectives: 1. Is our organization exchanging information about successes, failures, ideas and initiatives with our counterpart contracting offices? 2. To the extent we are not, why not? GS-12 Buyer Japan GS-13 PCO Virginia Deployed Contingency Contracting Officer GS-9 Buyer Colorado Study Conducted by Lt Col Kurt Stonerock

8. Do You See a Lot of Value in Inter-Org Knowledge Sharing with Peers? Would You Like Contact Informationof Inter-Organizational Peers? A G R E E O R S T R O N G L Y A G R E E 100 90 80 70 60 50 40 30 20 10 0 91% 91% “For non-routine issues, I think there’s a lot of value in contracting personnel from different contracting orgs exchanging ideas, initiatives, & lessons learned.”

9. Web 2.0 Video

10. Sharing Ideas On the Job Support Water Cooler Online Learning Mentoring Communities of Practice Integrated Knowledge Environment Formal Classroom

11. Give me a listing of PBSC training modules other contracting organizations are successfully using! Give me names & phone numbers of peers who have developed multi-functional PBSC specifications! Interesting! I just received an “alert” about a PBSC checklist that DHS is using! Let me see if anyone in my community has an answer to this PBSC question…! GS-11 Buyer

12. Dynamic Tension Informal Local Tacit Open Laissez Faire Formal Global Explicit Controlled Regulated Each organization must find the proper balance among solution variables

13. Implementation Strategies • Have a vision • Start small, find a topic with high interest (poll staff) • Identify “experts” within and outside your organization who are willing to share their knowledge • Determine best methods to share knowledge • Brown bag, VTC, question and answer, storytelling • ID one person to capture event and post • Conduct After Action Reviews; what did we learn, not what did we do wrong • What went well • What would you do differently

14. Make It Easy / Make It Fun • Create low barriers to participate • Do not limit to your organization, find likeminded people in other locations/organizations • Use available technology • Create an email group to share what is captured • Incentivize: Reward participants • Get presenters in front of the “boss” • Acknowledge those who attend • Staff meetings/emails/newsletters

15. Actions • Have a vision • Align organizational goals to support sharing expertise • Target high payoff areas that support strategic objectives • Keep it simple and integrate within how you do business • Encourage people to participate, develop rewards • Start small think big • Develop a coalition of the willing • Yes, it does take time • Measure results

16. KRMITS Approach KM Implementation - Strategic planning / alignment - Vision/Goals Change Management - KM buy-in / commitment - Process integration Organizational Development - KM leadership - Organizational Knowledge Management Maturity Model Facilitated Sessions - Workshops - Measures

17. KM Maturity Model NOMINAL Data

18. Negotiating