1. 1 CMBG 2009 Knowledge Management at PPL Monday June 29, 2009 Keith Reinsmith PPL Susquehanna

2. 2 CMBG 2009 Knowledge Management- The Issue Workforce demographics –Projected that 30% of PPL workforce will retire in next 5 years –Most will have been with PPL 30+ years This workforce holds significant knowledge about company and plant operations Worker knowledge is an asset to the enterprise, just as facilities and equipment are

3. 3 CMBG 2009 Knowledge Management- The Issue Future workforce projections –Shorter employment stays –More movement within the company –More computer savvy Simply transferring the legacy knowledge will put it at risk of future loss

4. 4 CMBG 2009 Knowledge Management- The Issue What knowledge will future workers need to effectively run our complex systems and processes going forward? How do we capture this knowledge from the senior work force and make it readily available and not subject to loss?

5. 5 CMBG 2009 Knowledge Management Process at PPL Developed KM process at PPL modeled after TVA approach KM process has three main phases: 1.Identify personnel with highest risk of leaving (based on known or projected retirement/ attrition dates) 2.Identify knowledge areas possessed by these people and determine criticality to company 3.For initial KM effort, prioritize knowledge capture work to just critical knowledge in highest priority personnel Define specific tasks to capture knowledge/ skills from these workers Perform and track knowledge capture tasks

6. 6 CMBG 2009 Knowledge Management Process at PPL Performed knowledge loss assessment across Generation fleet in 2008 Defined several hundred actions to capture knowledge. Many completed in 2008 Generation revisited 2008 assessment results in 2009 for required additional work Expanded this assessment to balance of corporation in 2009

7. 7 CMBG 2009 Challenges to Knowledge Capture Ability to “mine” tacit knowledge from workers. Different approaches needed based on worker (e.g.; engineer vs. craft worker) Willingness of management to support KM effort (do they know they have a problem) Willingness of worker to support effort (if I tell you what I know, you won’t need me) Effective method/ location to capture, store and control tacit knowledge for future use

8. 8 CMBG 2009 Results of Initial Knowledge Capture Initial KM effort largely captured ‘high level’ knowledge (roadmaps on what info used and where to find it) Was marginally effective at capture of detailed tacit knowledge Much of this knowledge info went into training materials, procedures. Some tacit knowledge captured in various ways by organization (Job aids, websites)

9. 9 CMBG 2009 More Knowledge Mining Needed Process must identify and capture more in-depth tacit knowledge for results to be effective Need to develop/ acquire tools and techniques to improve tacit knowledge capture Need a versatile, easy to use environment to capture and retrieve tacit knowledge

10. 10 CMBG 2009 KM System PPL is developing corporate KM environment using Microsoft Sharepoint Tool is easy to use and provides the controls needed to ensure info is ‘fresh’ and correct. Enables easy capture of discreet knowledge elements in Wiki’s Allows link embedding from Wiki pages to documents, media, other Wiki’s and websites Provides controls for managing content based on importance (changeable by all thru SME controlled)

11. 11 CMBG 2009 KM Sharepoint System Starting KM system roll-out with several pilots around the corporation Using pilots to flesh out operational and practical issues with Sharepoint use for KM Pilot teams have identified specific areas of tacit knowledge within their workgroup. SME’s will create “knowledge elements” (Wiki pages) to record tacit knowledge. SME’s will add links to other info on topic

12. 12 CMBG 2009 Planned KM System Structure Main corporate KM webpage Separate Business line Sharepoint sites Workgroup pages under each business line site Main sections of KM sites –Technical topics (Wiki’s) –Shared documents library –Solutions library –SME MySite –Keyword library

13. 13 CMBG 2009 KM Considerations Level of separation of content (can enhance or hinder search) Consistent look and feel of system and level of detail in Wiki’s What should and should not be captured How much control of content is required

14. 14 CMBG 2009 KM Considerations How to ensure captured tacit knowledge is useful How to ensure content remains fresh and accurate What interfaces to other enterprise systems (e.g. Doc mgt) are required

15. 15 CMBG 2009 KM Going Forward Complete the expansion of KM process to the rest of the corporation. Complete pilot KM Sharepoint projects in 2009 and gear up to expand use to rest of corporation in 2010. Finalize a governance document for KM system to address key use issues Integrate KM into corporate culture as normal course of doing business

16. 16 CMBG 2009 Knowledge Management Benchmarking Breakout session on KM today at 1:00P Opportunity to share approaches, techniques and lessons learned on KM efforts

17. 17 CMBG 2009 Questions?