Logistics Community of Practice (LOG CoP) Building the Community 2 Purpose & Agenda Purpose Overview of Logistics CoP development strategy and approach Agenda Knowledge Management Learning Paradigm Shifts Community Building Strategy & Approach The Way Ahead 3 Acquisition Knowledge Management What is it? Documented Explicit and Published Policy, Tools, and Training Materials Documented Discretionary Documents and Organizational Records Undocumented Tacit Experience and Insight Who has it? People: Experience, Personal Files Organizations: Services, DoD and Other Agencies, Industry Academia: Defense Acquisition and National Defense Universities, Other Institutions Who needs it? Program Managers Integrated Product Teams Industry Partners Acquisition Workforce Why is it important? Workforce 2005 Brain-drain Enterprise is Large, Complex, and Dispersed Ratio of Workload to Resources is Rising Weapon System Innovation and Modernization ProductsServicesDecisions Work Practices & Processes Policy Classroom Courses & Materials Experts & Mentors Examples & Best Practices Tools, Templates, & Wizards Documented, Explicit & Pushed Knowledge Leads to Improved Performance How it Fits? Source: Dept of Navy Acquisition Reform Office Key Characteristics Communities of Practice a network of people, small and large, who come together to share and to learn from one another face-to-face and virtually. These communitiesof practice, of interest, of learningare held together by a common goal and purpose that is supported by a desire to share experiences, insights, knowledge, and best practices. community purpose is aligned with corporate strategy or business objectives members possess a common interest and purpose purpose is directly connected to challenges members face in their work members collaborate to gain insights and accelerate solutions communities purpose is centered around areas that carry a sense of urgency Creating Community Identity What is the communities purpose? How does the community support the corporate mission, goals or business objectives? How does the community add value? How does it determine it is adding value? Who has a stake in the community success? Developing a Value Proposition What benefit does the community provide to the organization? What issues/problems resonant with the business leaders? Is there a sense of urgency linked to the work of the community? Community Structure Functional Sponsor Core Group Community Leader Community Members Acts as Community Champion Sets direction, provides guidance Tracks progress of community Performs start-up activities Identifies what is important & useful Gains support of functional mgrs Plans/schedules activities Acts as liaison with other CoPs Serves as SME Interfaces with Functional Sponsor Act as SME Works in relevant business process Get value from participation Critical Success Factors measures of effectiveness Reduction in hours needed to solve problems Drop in rework Number of innovative/breakthrough ideas Avoidance of costly mistakes Improved speed of response 7 How Communities fit? DAUs Learning Paradigm Shift Instructor Student Stdent Student Student Learner Instructor Library Resource Center Communities of Practice Instructor Centric Learner Centric Experts Class Other Universities & Organizations Level I Level II Communities of Practice Communities of Practice Continuous Learning Continuous Learning Modernizing Logistics Education DAU FY 2002 Goals Capstone Level III SDOE Other LOG-304 Plan Update LOG-201 New Hybrid Course LOG COP Dev - FY 02 CL Modules Performance Based Logistics Performance Based Logistics Reducing Total Ownership Cost Reducing Total Ownership Cost Supply Chain Management Supply Chain Management Packaging Packaging Sustainment Develop Strategy Performance Support Performance Support LOG-235 Development LOG-101 On-Line LOG 101, Intro AcqLog LOG 201, Intermediate AcqLog LOG 235, Product Support LOG 304, Executive AcqLog Assist PBL Migration 9 LOG.DAU.MIL Futures Continue to support and improve the LOG.DAU.MIL site LOG CoP will leverage and build on the resources of LOG.DAU.MIL site Expect the LOG.DAU.MIL to morph as we more clearly define the direction of the CoP We are NOT starting over We are Evolving 10 Strategy Tie community to formal organizational structure need support from top Link community to business or strategic opportunity address a pain point Execute incremental approach to community development evolve the community Allow requirements and the community needs to drive technical approach and tool set Audit knowledge sources - leverage existing sources Focus on the people part of community development Leverage the LL and work of PM CoP 11 Approach Identify a formal organizational advocate for the community and champions to legitimize the activities of the community. Establish Core Working Group (10-15) to drive establishment of the community Gather and document community requirements/needs knowledge audit, conduct requirements focus groups, surveys Aggregate community requirements and target areas of opportunity quick wins Marry effort to availability of resources and develop timeline Address most critical needs of the community first CoP Core Working Group Charter Concept Paper POA&M Functional IPT Community Champions Steering Committee Executive Agent CoP Requirements Working Group ID areas of improvement ID community requirements ID knowledge gaps Target areas of opportunity for community Community identity, purpose, type Value proposition Membership Inventory knowledge assets ID knowledge gaps Taxonomy Success factors/measures Input to Core Working Group Communit y Champion s Technical approach Content Mgmt Community building Community Space Collaborativ e Environmen t Collaborative Workspace CoP Requirements Generation (Focus Groups, Surveys) Community Development Process 13 The Way Forward FIPT Engagement Act as champion and advocate for Logistics Community of Practice Support and participate in CoP development process Agreement on the CoP development strategy/approach outlined Review Charter; Approval pending 14 Backup Slides 15 Core Working Group Activities Performs start-up activities Identifies what is important and useful Gains support of functional managers Members to date: Randy Fowler - DAU Jerry Beck OSD L&MR/LPP Steve Brown - DAU Brian Churchman - Army G4 Tom Eden NAVSEA R. Pillai DCMA Larry Heller - DAU Mary Ann Pietras Industry Pam Cooper Army CECOM Rex McHail - DLA Jim Smith Navy N4 Air Force 16 Ten Step Community of Practice Process Assessment Phase Step One: Identify Business Issues What are the strategic processes or critical issues on which your CoP will focus? Step Two: Define Objectives What specific steps will your CoP take to improve those strategic processes or to address the issues youve identified? Step Three: Define Stakeholders Who will participate and benefit from your CoPs activities, both within your organization and in your wider organizational sphere? Step Four: Analyze Desired Characteristics How will your CoP have to function in order to achieve your objectives? What are the barriers to achieving the desired characteristics?. 17 Ten Step Community of Practice Process Assessment Phase Step Five: Draft Your CoP Charter Using the information youve gathered in Steps One through Four, draft a document that defines your CoP and provides information to interested parties, from organizational leadership to potential and current members. Action Plan Phase Step Six: Select a Toolset Human Resource tools such as incentives and rewards or changes in policies. Collaboration tools such as in-person meetings and electronic tools. Learning and development tools. Knowledge mapping and knowledge mining tools. 18 Ten Step Community of Practice Process Action Plan Phase Step Seven: Develop an Infrastructure to Support Your CoP Define the roles and responsibilities of the people in our CoP. Select and implement the appropriate knowledge management technologies. Step Eight: Create an Implementation Plan Develop a plan for inventory, collection, dissemination and creation of knowledge assets. Measurement Phase Step Nine: Calculate Return on Investment Develop an ROI model tied to your CoPs and organizations objectives. Step Ten: Determine Effectiveness Assess the anecdotal evidence and participation spectrum in your CoP.