2. 1 1 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 DateJuly 19, 2010 Time200 - 315

3. 2 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 3 1.Organizations feel overwhelmed by their own information Data, information, knowledge, reports, emails, web pages, shared drives, information silo’s, etc. 2.Organizations want to control their information Knowledge is a primary strategic mission asset 3.Organizations aware of the bottom-line results produced by knowledge

5. 4 Resource savings from not “re-create the wheel” Improved decisions from replicating proven practices and share lessons learned Reduce gaps and foster performance improvements Value Proposition

6. Strategic Factors That Drive Success 5 –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. 6 Leveraging Contracting Knowledge Study 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-13 PCO Virginia Study Objectives: GS-12 Buyer Japan GS-9 Buyer Colorado Deployed Contingency Contracting Officer Study Conducted by Lt Col Kurt Stonerock

8. 7 Do You See a Lot of Value in Inter-Org Knowledge Sharing with Peers? “For non-routine issues, I think there’s a lot of value in contracting personnel from different contracting orgs exchanging ideas, initiatives, & lessons learned.” 100 90 80 70 60 50 40 30 20 10 0 91% Would You Like Contact Information of Inter- Organizational Peers? 91% AGREEORSTRONGLYAGREEAGREEORSTRONGLYAGREE

9. Web 2.0 Video

10. 9 Mentoring On the Job Support Online Learning Communities of Practice Sharing Ideas Water Cooler Integrated Knowledge Environment Formal Classroom

11. 10 Interesting! I just received an “alert” about a PBSC checklist that DHS is using! Give me names & phone numbers of peers who have developed multi- functional PBSC specifications! Give me a listing of PBSC training modules other contracting organizations are successfully using! Let me see if anyone in my community has an answer to this PBSC question…! GS-11 Buyer

12. Dynamic Tension 11 Informal Local Tacit Open Laissez Faire Formal Global Explicit Controlled Regulated Each organization must find the proper balance among solution variables

13. Implementation Strategies 12 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 13 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 14 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 15 KM Implementation - Strategic planning / alignment - Vision/Goals Organizational Development - KM leadership - Organizational Knowledge Management Maturity Model Change Management - KM buy-in / commitment - Process integration Facilitated Sessions - Workshops - Measures

17. KM Maturity Model 16 NOMINAL Data

18. Negotiating