This Guide emphasizes an agency-wide approach to KM that is driven by a strategic view, and draws on a wide variety of available KM techniques. An agency-wide approach to KM makes sure that:
Some organizations view KM as primarily a staff development or succession planning activity that is within the purview of the Human Resources (HR) unit. For others, KM is synonymous with content management or business intelligence. They view KM as a function of the Information Technology (IT) unit – or perhaps as a library reference desk responsibility. These more narrow views of KM are not incorrect. However, organizations that pigeonhole KM as a single-dimensional function within a training or IT unit make two mistakes:
Mistake #1: not taking a strategic view of KM and
Mistake #2: only having a single tool in the KM toolbox.
An agency-wide approach to KM ideally includes the following four elements:
The next section of this Guide takes you through a four-step process for implementing KM. This section can be used to identify specific areas where KM would benefit your organization, develop an initial implementation strategy, identify which specific techniques are suitable, and set up a process for monitoring results.
A holistic, agency-wide approach to knowledge management ensures that the right combination of techniques is applied to tackle an agency’s most pressing needs.
In 2003, VDOT began using proven KM techniques to maximize effective management and delivery of 15 mega-projects, with a total construction value of approximately $7-$8 billion. VDOT reasoned that even small improvements in these projects could have substantial payoffs.
These early KM efforts were well-received by agency staff and gained senior management support. Over 10 years later, VDOT has expanded use of KM agency-wide and has become a national KM leader in the DOT community.