Re-Purposing and Reusing Training Materials Online A Proposed Best Practices Approach

Executive Overview The purpose of this presentation is to introduce a plan for the management, development, and deployment of a streamlined, online system of training materials and programs, within a selected Fortune 500 Telecommunications Company. This plan will include an organized strategy based on accepted Best Practices within the field of Knowledge Management as they apply to this situation.

The Plan A Three Pronged Approach 1. Strategy 2. Planning 3. Execution

1. Strategy Phase Formulate measureable business related objectives Obtain initial and ongoing sponsorship by Senior Management Staffing of Knowledge Management team with Key People Identify and confront Cultural Resistance

2. Planning Phase Identify target consumers and experts Perform a detailed needs assessment Identify a narrowly defined and critical first phase of implementation Gather appropriate knowledge content Design successful, efficient workflow processes

3. Execution Investment in detailed, precise project management Manage an adaptable project scope Maintain user community involvement Preoccupation with knowledge quality Market Implementation Process

Strategy Formulate Measurable Business Related Objectives 1. Be tied to existing Divisions within the Business 2. Align Implementation Process with measurable goal in selected, specific business process or department 3. Start small. Set objectives and implementation to avoid complete organization overhaul too quickly 4. Set specific business objectives 5. Initiate a User Service Agreement that clarifies objectives into strategic results

Strategy (cont’d) Obtain initial and ongoing sponsorship of Senior Executives 1. Pinpoint at least two sponsors from Senior Management who are open to new challenges and opportunities 2. Solicit industry leaders and executives from Telecommunications Industry who have achieved success as a result of implementing similar projects to share testimonials 3. Select a KM Vendor with a proven track record of implementing programs and obtain case studies that demonstrate success

Strategy (cont’d) Staffing Knowledge Management with Key People 1. Knowledge Managers, Knowledge Engineers, Trainers and Senior KM Leadership 2. Outside Consultants, Vendors, and Other Experts 3. Steering Team of Senior Management, one or two Subject Matter Experts and end users. This allows for regular reviews, issue discussions and solution recommendations

Strategy (cont’d) Identify and Confront Cultural Resistance 1. Understand the precise nature of the resistance and identify those who might be unwilling to share knowledge or give appropriate credit to available knowledge 2. Encourage honesty and conviction in communication. Allow for clear statement of objectives and relationship to organization success. 3. Allow for tangible changes to measurement of performance criteria so that user sees a direct benefit 4. Creation of a reward and recognition within the KM implementation process for all involved

Planning Identify target consumers and experts 1. Careful identification and selection of target group be made early. 2. Identify key SME’s who will be responsible for ensuring that the KM system is filled with relevant and up to date content. 3. SME’s and target consumers who are inclined to use KM System

Planning (cont’d) Perform detailed needs assessment 1. Consolidate and prioritize of business requirements to identify more accurately the deliverables that have a greater impact and narrow the scope of the project. 2. Distinguish between immediate and future requirements, as well as ensuring the expansions of the KM program in harmony with that of the organization.

Planning (cont’d) Identify a narrowly defined and critical first phase of Implementation. 1. Be mindful of overall strategy, but use a scaled down approach to implementation. Begin with smallest process or unit that has greatest and most direct effect on business needs and ROI 2. Become completely familiar with KM software’s “out of box” features to avoid unnecessary redundancy and “throw away” efforts.

Planning (Cont’d) Gather appropriate knowledge content 1. Create small Content Communities that are responsible for identifying the knowledge content early in the process, perhaps at time of Needs Assessment 2. Select and obtain the most relevant knowledge content necessary 3. Identify the end-user of the KM process. Determine from them their requirements for the program, as well as knowledge sources. 4. Classification of knowledge based upon how it changes 5. Identify legal, contractual, and regulatory, and sensitive content to allow for selection of approved version

Planning (Cont’d) Design successful, efficient workflow process. 1. Initial workflow steps are kept to a minimum. Avoid drastic design of current processes of the creation of new processes 2. Make key SME’s available who have ability , knowledge to publish modifications and adaptations to content directly. Provide them with authority to do so without unnecessary delays due to obtaining approval 3. Avoid including incorporating of all existing review processes into the initial KM System 4. Avoid including designs that are dependant on a single person for review or approval. Create review and approval processes that allow for two or more individuals 5. Inform and emphasize with the Legal and other approval Departments regarding the importance of their role in ensuring the smooth implementation and transition of the new process.

Execution Invest in detailed, precise project management 1. Establish project milestones and deliverables that reflect stated objectives. 2. Begin the project with a time frame of a target week or two weeks for “going live.” At halfway point, the decision for an actual target date is determined. 3. Factor a buffer time zone into project that is reasonable that is based upon organizational and prior experience in a similar situation. 4. Set achievable expectation and consistent communication patterns that are focused upon achievement of objectives and deliverables, not a live date

Execution (cont’d) Manage an adaptable scope 1. Establish a list of features or milestones that are necessary to the objectives and milestones that are out of the range or scope of project. 2. Use the first phase business objectives to help document an acceptable range of scope expansion. 3. If changes are necessary due to business imperatives being established, perform a formal needs assessment to establish validity of major changes to scope or objectives. 4. Establish a system of change management to help identify changes in the process, as well as their impact and importance.

Execution (cont’d) Maintain user community involvement 1. in the planning stages of process, target user audiences and subject matter experts will have to been established. 2. Due to size of project, formation of group of User Representatives should be formed that is made up of user that are cognizant of role and support of knowledge management. 3. Establish regular User Acceptance Tests during Implementation Schedule for larger User Group to obtain feedback and receive signoff on milestone deliverables. 4. Conduct formal user training sessions at the end of process.

Execution (cont’d) Preoccupation with Knowledge Quality 1. Incorporation of specific activities to test content and assess knowledge quality will be factored into the project. Allowances for sufficient time and resources for activities and corrective action should be made. 2. For content selection, perform a knowledge and content of audit of all critical documents, data, training materials, and policy/procedures manuals. 3. Special attention needs to be given to content that deals with legal, corporate governance. 4. Tracking of effective quality metrics employed during quality evaluation process as well as post rollout of program. 5. Senior KM executives will be assigned with the responsibility of Quality Assurance. Performance standards and objectives will be developed to evaluate both SME’s and KM Team members.

Wrap Up Questions and Answers