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Knowledge Mangement - Case Study

Scenario: During the Capability Maturity Model Integration (CMMI) assessment process of IT Applications, it was revealed the development staff was not utilizing a central repository as a part of its version control process.  There was no strategy in place to share builds for work products released under Corporate Initiatives. Each associate was maintaining localized release versioning. This resulted in a high percentage of release failures due to unknown touch points.    Define and implement Knowledge/Content Management processes to improve the quality of IT services, timely delivery of solutions and capture intellectual artifacts through lessons learned by:

  • capturing day-to-day experiences in key operational areas
  • conversion of knowledge into searchable returns on demand
  • promotion of cultural change
  • optimize visibility of platforms and systems where knowledge resides
  • produce measureable results attributed to organizational goals

Symptom: The organization struggles with product delivery. Excessive re-work is required due to little or no collaboration and a lack of version retention, continues to drive up cost and failure during testing.  Product to market is in excess of three years; whereas our competitors are delivering comparable new product solutions in 12 months or less.

Problem Statement: The uncertainty of the political climate relative to health care and the continuing need to improve product offerings at lower cost levels warranted the need to implementing a collaboration tool to manage information that touches all aspects of the business.

Issue: IT will loose 35% of its workforce to attrition over the next three years.  The organization realized the long-range strategic importance of managing and leveraging a wide variety of intellectual assets that are scattered across individuals, departments, documents and databases.  Challenges associated with the quality of work products delivered as part of management services were critical.

Solution: A clearly defined KM Strategy had significant impact on the organization’s bottom line and provided the basis for IT Applications to quickly and easily share knowledge through the company by de-fragmenting portals and processes to ensure employees have the right information to make informed decisions.  This resulted in funding discipline and cost-competitiveness.  The knowledge management workflow processes consisted of:

  • minimal redesigns of existing processes
  • provide ability to modify content directly without unnecessary approval
  • no need to try and incorporate all existing review processes
  • avoid workflow designs that depend on a single individual (bottlenecks)
  • educate the legal department/approval authority ensuring excessive delay
  • keep the overall business process making overall adoption of the new system faster

Outcome: Phase 1 realized an employee-driven database on the company’s Intranet containing information about employees, Corporate Initiatives, and defined technical solutions enabled everyone to find out “who knows what & how to”.  Implementation of video-conferencing, application-sharing technology and a collaboration tool (SharePoint) on their desks enabled the exchange of knowledge with other associates, partners and suppliers.  More than 50% of the organization’s business units are now using these collaborative tools.

How TTG Can Help You: The same expertise and thinking that drove those results would be  deployed against your Knowledge Management challanges. We will partner with you to create solutions that meet your needs, and fit your organization’s capabilities to execute.