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From page 157... ... 8-1 Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM Implementing KM from Strategies to a Full Function Chapter 8: Closing the Loop – Implementing Knowledge Management from Strategies to a Full Function Chapter Overview Up to this point in the Guidebook, transit agencies have been introduced to the key elements of KM from identifying ways to create a supportive culture for KM to processes, tools, and practices that support knowledge planning, capture, retention, and transfer. Further, the previous chapters have outlined a series of eﬀective strategies, techniques, and ways to leverage existing practices to increase emphasis on KM within a transit agency. Read the entire page →
From page 158... ... 8-2 6. In addition to looking at general knowledge capturing, examine the transit agency's needs for an approach to succession planning and how KM could support that activity. Read the entire page →
From page 159... ... 8-3 implementation, the agency may wish to embark on more robust activities that will help support a full KM function. A KM function refers to designating a business focus within the organization that is devoted to managing all KM processes across the transit agency. Read the entire page →
From page 160... ... 8-4 HOW TO: Table 8-1: Activities to Support Establishing a Full KM Function Activity Purpose of Activity Create a Knowledge Repository Operational Identify Existing Practices to Leverage Operational Prioritize New Initiatives Operational Design New or Use Existing Integrated Tools and Technologies Operational Design Incentives Program Operational Measure the Impact of a New KM Function Sustainability The 17 KM functional activities are further described below. Identify Business Problem(s) Read the entire page →
From page 161... ... 8-5 HOW TO: o Evaluate alignment between KM approach/function and transit agency's strategic goals. It is important the KM approach selected supports the transit agency's mission and/or strategic goals. Read the entire page →
From page 162... ... 8-6 HOW TO: The leadership and structure of the KM function itself; The size and make-up of the core team required to eﬀectively carry out the initiatives that the function will undertake within the transit agency; What controls and checks/balances will be in place to ensure accountability and sustainability of the program; How data on the program or function's milestones will be measured and tracked to monitor success; and The level of authority KM leadership will have in instituting KM strategies in all other functions of the transit agency, such as ﬁnance, HR, safety, training, operations, and maintenance. To help ensure organizational buy-in at all levels, members of the core KM team should have the appropriate knowledge, skills, and abilities to give the KM function cross-functional credibility throughout the transit agency. Read the entire page →
From page 163... ... 8-7 o Planning roles and team leads: These roles should be delineated for speciﬁc KM initiatives (e.g., community of practice, knowledge-sharing forum) as the KM function matures and speciﬁc projects are started. Read the entire page →
From page 164... ... 8-8 HOW TO: Articulate the Vision, Mission, and Goals for KM Transit agencies are guided by formally stated or informally accepted missions, visions, and goals. In a similar way, a transit agency's KM function must deﬁne its mission, the vision of how it will support the transit agency, and the goals that will guide the function's activities. Read the entire page →
From page 165... ... 8-9 HOW TO: Time-framed: Goals have a clearly deﬁned time frame including a target or deadline date. Dictate the Guiding Principles and Strategy for KM The prior activity of deﬁning the KM mission, vision, and goals is a good starting place in establishing the guiding principles and strategies of the KM function. Read the entire page →
From page 166... ... 8-10 Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM Implementing KM from Strategies to a Full Function HOW TO: HOW TO: Deﬁne KM Job Requirements and Competencies An eﬀective KM process requires clearly deﬁned KM roles and responsibilities for the transit employees working directly within the KM function and throughout all other transit agency functions. It is at this point that the transit agency must determine what the KM requirements will be for each role within the KM function and outline those requirements in terms of common daily tasks and work duties. Read the entire page →
From page 167... ... 8-11 HOW TO: List of potential risks associated with the new function, Tasks/responsibilities and a timeline for each, including major milestones that will indicate progress, and Quality assurance measures and protocol for reviewing and performing quality checks on all products. Outline KM SOPs and Strategic Communication Plan Transit agencies are familiar with the concept of SOPs because activities related to transit service delivery are dictated by SOPs. Read the entire page →
From page 168... ... 8-12 Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM Implementing KM from Strategies to a Full Function HOW TO: Identify Cultural and Infrastructure Challenges to KM Implementation Successfully implementing KM strategies is partially dependent on buy-in from employees at all levels of the transit agency, but traditional transit culture could present challenges to implementing KM. KM leadership is responsible for identifying these potential "roadblocks" and the resources needed to circumvent challenges before introducing a KM program or function. Read the entire page →
From page 169... ... 8-13 HOW TO: analysis technique. SWOT analysis helps to identify where obstacles might exist that the agency needs to work through and where strengths and external opportunities could be leveraged to build support for the KM function. Read the entire page →
From page 170... ... 8-14 HOW TO: Identify individuals who communicate regularly with employees and are seen as inﬂuential in the organization (and not solely based on job title) Read the entire page →
From page 171... ... 8-15 Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM Implementing KM from Strategies to a Full Function HOW TO: Knowledge Capture: Ask questions such as "How does your division/team decide what knowledge is important to hold on to? " and "How is that knowledge captured or coded for future use? Read the entire page →
From page 172... ... 8-16 Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM Implementing KM from Strategies to a Full Function HOW TO: Identify Existing Practices to Leverage Based on analysis of the results of the knowledge audit, KM leadership can develop strategies to leverage and build on existing practices. Expanding on what already exists validates the importance of what employees are already doing and accelerates roll out of a KM initiative and buy-in from transit agency functions. Read the entire page →
From page 173... ... 8-17 Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM Implementing KM from Strategies to a Full Function HOW TO: HOW TO: HOW TO: Key stakeholders, KM champions, and KM function leadership should conduct a series of roundtable sessions to evaluate each new set of KM initiatives and select the top one or two for future development. The initiatives can be placed into categories such as "High priority – ready to explore immediate implementation," "Concept needs more reﬁnement but a near-term priority," "Best to re-approach in two to three years," and "Remove from consideration due to misalignment with agency needs or violation of agency values." The prioritization of initiatives should be based upon factors such as Alignment with current agency mission, Relationship to future industry demands, ROI projections, Type of impact (on workforce; business operations; etc.) Read the entire page →
From page 174... ... 8-18 Recognize employees formally for high levels of job success stimulated by KM practices. Reward a function for producing results based on the KM program, such as vehicle maintenance for collaborating to increase preventative maintenance performance. Read the entire page →
From page 175... ... 8-19 HOW TO: Scorecards are a great way to specify the performance objectives that the transit agency intends to target via its KM practices. Scorecards should list performance indicators that focus on single, objective constructs that are well deﬁned. Read the entire page →
From page 176... ... 8-20 Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM Implementing KM from Strategies to a Full Function Increase a transit agency's ability to function eﬀectively with limited resources and loss of talent. Build eﬃciencies by encouraging personnel to work more collaboratively, leverage each other's expertise and approaches, and facilitate more interdependencies that improve work ﬂow. Read the entire page →

From page 157...

... 8-1 Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM Implementing KM from Strategies to a Full Function Chapter 8: Closing the Loop – Implementing Knowledge Management from Strategies to a Full Function Chapter Overview Up to this point in the Guidebook, transit agencies have been introduced to the key elements of KM from identifying ways to create a supportive culture for KM to processes, tools, and practices that support knowledge planning, capture, retention, and transfer. Further, the previous chapters have outlined a series of eﬀective strategies, techniques, and ways to leverage existing practices to increase emphasis on KM within a transit agency.