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Pages 3-13

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From page 3...
... 1-1 Chapter 1: Introduction to the Knowledge Management Guidebook This chapter, "Introduction to the Knowledge Management Guidebook," provides background information about knowledge management as well as an overview of what the Guidebook includes and how to use it. This Introduction describes the contents of the Guidebook and provides an overview of key knowledge management (KM)
From page 4...
... 1-2 information, and data must first be delineated. Understanding these terms is important to successful KM: a)
From page 5...
... 1-3 Table 1-1: Knowledge Types Explicit Knowledge Tacit Knowledge Embedded Knowledge Associated Challenges  Maintaining accessibility and access to information for all employees  Managing the quantity of procedural and process knowledge necessary for continuous operations  Difficult to record and transfer, which needs to be done to help prepare the next generation of workers  Can be a challenge for employees to articulate  Historical accounts that have shaped the organization may not be recorded  Long-tenured workers may hold most of this knowledge without realizing what is important to share  Norms exist but are seldom documented Elements of KM Implementing a KM system involves an understanding of multiple organizational processes that are each part of a complete KM function. These are having a culture supportive of KM, planning for KM, knowledge capture, knowledge retention, and knowledge transfer.
From page 6...
... 1-4 Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM The different types of knowledge – explicit, tacit, or embedded – may require different methods for capture, retention, and transfer. For example, when sharing information with a new employee, it is likely easiest to share knowledge of technical specifications for equipment (explicit knowledge)
From page 7...
... 1-5 Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM Multi-modal transit agency with rail service in urban area: • Experienced low-speed derailment of single car; cause found as frozen switch • No database to store causal findings • Similar derailment occurs, but passengers are injured; investigation reveals same cause • Investigation found that field inspectors had limited experience and lacked the needed knowledge to recognize a problem during routine inspections With a KM strategy: • The transit agency would have had a database of after action reports and lessons learned • Inexperienced inspection personnel would have a place to find needed knowledge • Past derailment information would be available to inspectors Large bus transit agency providing fixed route service: • Demand requires more buses to be added to fleet • Maintenance manager with experience in high-tech buses led procurement process; has knowledge to maintain new buses • Promotion of maintenance manager means that no one in division has experience maintaining new buses • Lack of expertise = decreased efficiency KM strategies would have ensured: • Formal capture of the maintenance manager's knowledge • Ability to share knowledge with mechanics • Chance to ask questions before manager's departure Small bus transit agency providing demand response service: • Hands-on Transit Director involved in all major administrative, operational, and maintenance decisions • After Director's retirement, transit agency experienced significant drop in service quality and rise in accidents, and audits revealed questionable administrative and financial management practices due to new Director Strong KM strategies would have provided: • Formal processes to capture the retiring director's extensive and varied knowledge • Resources for new director • Potential relationship with previous director
From page 8...
... 1-6 In each of these scenarios, it is apparent that the inclusion of KM strategies within the transit agencies would have led to a more positive outcome. Beyond the scenarios provided above, there are many more benefits of KM that point to its importance: KM serves as a risk management strategy: Capable, knowledgeable employees are an asset to the organization, and preserving their knowledge is imperative to the success of transit agencies.
From page 9...
... 1-7 Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM Table 1-3: Common Transit Functional Areas That Require KM Financial Management Most transit agencies document their financial processes that address, among other things: o Establishing and managing a budget, o Procuring equipment and services, and o Managing grants. Reasons for documenting these processes are to ensure o Consistency of activity, o Prudent use of financial resources, and o Compliance with grant management requirements, regardless of employee turnover.
From page 10...
... 1-8 Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM Table 1-3: Common Transit Functional Areas That Require KM Standard Operating Procedures (SOPs) The term standard operating procedure (SOP)
From page 11...
... 1-9 Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM culture that supports and values knowledge (Chapter 2) will be an important element of ensuring the sustainability of KM practices.
From page 12...
... 1-10 Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM Chapter 7: Outcomes of Effective Knowledge Management in Transit Agencies In Chapter 7, another valuable resource is provided: examples of how other transit agencies have successfully implemented KM strategies and incorporated them into the transit environment. The chapter includes short case studies of small, midsize, and large transit agencies and their KM implementation stories.
From page 13...
... 1-11 Knowledge Capture Knowledge Retention KM Planning Knowledge Transfer KM Culture Intro to KM Table 1-4: Examples of KM in Practice Presented in Chapter 7 Transit Agency and Outcome KM Focus Midsize Transit Agency A: KM Provides Developmental Opportunities and Employee Growth Knowledge Planning Knowledge Retention Knowledge Transfer Midsize Transit Agency B: KM Helps Improve Quality of Services Provided Knowledge Retention Knowledge Transfer Midsize Transit Agency C: KM Improves Organizational Culture and Employee Development Knowledge Planning Knowledge Retention Knowledge Transfer Midsize Transit Agency D: KM Mitigates Risk and Improves Service Delivery Knowledge Capture Knowledge Retention Large Transit Agency A: KM Maintains Consistency and Continuity KM Culture Knowledge Capture Knowledge Transfer Large Transit Agency B: KM Ensures Process Documentation and Establishes Accountability KM Planning Knowledge Retention Large Transit Agency C: KM Provides Broad Transit Perspective and Career Growth Knowledge Transfer Large Transit Agency D: KM Helps Prepare for Upcoming Retirements KM Planning Knowledge Retention Knowledge Transfer Large Transit Agency E: KM Helps Improve Efficiency KM Planning Knowledge Retention Knowledge Transfer Chapter 8: Closing the Loop – Implementing Knowledge Management from Strategies to a Full Function This final chapter presents closing thoughts and advice about KM. The chapter describes 17 activities that can be part of setting up a robust KM function and "How-To" guidance for executing those activities.

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