# Presentation: 534110

## EOS Pilot for Lessons Learned

**Working sub-Group**
**Meeting #4**

- 30-Oct-02

**Paul Brandinger:  301-286-4571; pbrandin@pop400.gsfc.nasa.gov**

## EOS Lessons Learned Working Group Agenda

- 0900 - 0930	Activities since last Working Group Meeting	P. Brandinger
- 0930 - 1000	Incentives Subgroup Report		D. Wolford
- 1000 - 1015	Review of DOE SELLS Workshop 		P. Brandinger
- 1015 - 1030	Upcoming Plan				P. Brandinger
- 1030 - 1055	Discussion				Working Group
- 1055 - 1100	Action Items				P. Brandinger

## Conduct focus groups, disseminate and evaluate survey
Identify Project lessons learned coordinators
Prepare capture processes and in-reach communications
Develop people-to-people facilitation process; mentoring, experts & retirees
Organize content sources and formalize Communities of Practice
Implement beta-version of lessons learned Web sites
Determine metrics to be applied
Recommend incentives, rewards and recognition program
Confirm annual plan for mini-courses, workshops and seminars

- Identify Project lessons learned coordinators
- Prepare capture processes and in-reach communications
- Develop people-to-people facilitation process; mentoring, experts & retirees
- Organize content sources and formalize Communities of Practice
- Implement beta-version of lessons learned Web sites
- Determine metrics to be applied
- Recommend incentives, rewards and recognition program
- Confirm annual plan for mini-courses, workshops and seminars

**Activities Planned for the Prior Month**

## Progress to Date

- 	_Topic_				_Metric_			_Schedule_
- HR support			Meetings			27 Sep, 29 Oct
- Video capture/archives		Meetings			1, 8 Oct
- EOS contacts			Project lists		13 Oct
- Communities of Practice		Design/definition		15 Oct
- Library support			Telecon			17 Oct
- PAO support			Meeting			17 Oct
- Pilot endorsement to Projects	Notification		18 Oct
- IT support			Meeting		 	22 Oct
- Focus groups			Announcement		22 Oct
- GPM In-House Workshop		Announcement		23 Oct
- DOE SELLS Workshop		Meeting			23/24 Oct
- Mini-courses			Annual plan		28 Oct

## 1st GPM Lessons Learned Workshop; In House Development

*Come out and see center experts share their thoughts and feelings concerning in-house builds*

- Wednesday, November 13, 2002
- 9:00 a.m. – 4:00 p.m.
- Building 32
- Rooms E103 & E109

- Please contact Leslie Cusick at x6-9094 or leslie.cusick@gsfc.nasa.gov if you plan on attending the first of this series
- Also contact Leslie If you would like to suggest topics or speakers for future sessions

## Mini-Course Schedule

## Action Item Status

## Incentives Subgroup Report

## Key Terms

- Rewards—monetary or non-monetary awards given to recognize knowledge sharing behaviors and/or results.  Tend to be tangible.
- Recognition—visible, public acknowledgement of individuals or teams for knowledge sharing behaviors and/or results.  Tend to be intangible.
- Enablers (coined)—things that help promote desired behaviors.  Examples:
- Time to create/share/learn lessons
- Technology to facilitate knowledge sharing
- Processes that aid or require knowledge sharing
- Rotational assignments

## Key Terms

**Types of Incentives (Motives)**
**Intrinsic**: inner- or self-motivated to share knowledge for its own sake or for intangibles like gratitude, friendship, or to further mission of Center/Agency.
**Extrinsic**: motivated by expectation that their efforts will result in receipt of something tangible, like a reward or benefit from system later
**Examples of Incentives:**
- Intrinsic
- Being part of a community
- Pride of excellence
- Extrinsic
- Reducing time experts spend answering questions
- Exchange of knowledge with other experts

## Key Terms

**Knowledge Sharing Cycle Components:**
- Input—knower contributes or shares lesson/knowledge
- Output—learner reads/learns new lesson/knowledge
- Complete Input/Output Cycle—learner applies knowledge received from knower
**Best Practices**
- Host/sponsor visible KS events
- Embed KS into routine work processes
- Knowledge in Action Contest
- Integrate KS in job description or performance/project reviews

## What Should Be Rewarded/Recognized?

- Sharing knowledge with others
- Networking with others
- Adding to knowledge base
- Using/applying existing knowledge in new ways
- Interdependent/collaborative achievement/teaming
- Managers developing employees
- New ideas
- Organizational Learning

## How To Reward/Recognize

- Promotion
- Title differentiation (e.g., Knowledge Associate)
- Access/assignment to special teams
- Nomination to training/development courses/programs

## Current Awards Structure (GSFC)

- Types of Awards:
- Cash
- Performance
- Special Act
- Quality Increase
- Honor
- Time-Off
**Existing Vehicles to Reward/Recognize**
- Cash Awards (Special Act)—can focus on behaviors
- Honor Awards
- Quality/Process Improvement
- Outstanding Mentor
- Directorate Awards (Peer Awards, etc.)

## Next Steps

- Hold focus group to brainstorm ways to reward/recognize KS behaviors/results
- Types of rewards, recognition
- What to reward/recognize
- Communicating/marketing KS
- Creative ways to reward/recognize
- Pilot on-the-spot awards program in EOS
- Now being developed at Goddard
- Implement Suggestion Program?

## Application of Incentives

## Review of DOE SELLS Workshop

## DOE SELLS Workshop Topics

- Success stories reported including the NNSA portal
- Lessons learned from the contract administration perspective
- Lessons learned application at field sites
- Organizational considerations associated with field site lessons learned programs
- Screening process for lessons learned
- Process for sharing lessons learned
- Orientation and training for lessons learned
- Resources to support lessons learned activities
- Lessons learned adaptation to the R&D environment
- Implementation of lessons learned programs from a Corporate perspective
- Lessons learned process improvements
- Developed a summary of strengths, weaknesses, opportunities and threats to the lessons learned program

## Slide 19

## Slide 20

## Highlights of the SELLS Workshop

- Aging DOE workforce requires new methods to support transfer and retention of experience
- Push of lessons to specified users improves timely availability
- Integration of lessons learned with orientation and training increases awareness
- Feedback to those who submit and use lessons reinforces the process
- Lessons feedback into a corrective action system supports application
- Trending information from multiple data sources indicates effectiveness
- Lessons learned should be used throughout the work processes not just at beginning
- Tracking how and where lessons are used provides process traceability
- Reinforcement of communications increases awareness and utilization of lessons
- Capture of informal knowledge exchange would add valuable lessons
- Identifying relevant metrics is a key objective of the lessons learned program
- DOE lessons learned has been focused on Environmental, Safety and Health activities, application to the research and engineering areas will require tailoring of the process
- Future activities; annual survey, recognition program, training module, trend report with cost-benefit analysis, and identifying methods to encourage feedback

## Upcoming Activities

## Activities in the Coming Month

- Conduct focus groups, disseminate and evaluate survey
- Organize Project lessons learned coordinators
- Initiate capture processes and in-reach communications
- Kick-off people-to-people facilitation process; mentoring, experts & retirees
- Identify content sources and formalize Communities of Practice
- Implement beta-version of lessons learned Web sites
- Apply metrics to the process
- Obtain consensus on incentives, rewards and recognition program
- Confirm annual plan for in-reach activities

## Discussion

## Action Items

## Backup

## EOS Pilot for Lessons Learned; Process Flow

## Process Elements

## Definitions and Criteria

## Taxonomy for Reports and Presentations Categories

## Taxonomy for Functional Subjects

## Content Sources

## Formulation Community Portal Layout - Preliminary

## Community of Practice Links

## Learn to Fly; Leveraging What We Have Learned

- Professor John Henderson from Boston University once told a powerful story about the US Army to a gathering of senior BP managers. Before he started; he asked whether BP had any formal approach capturing strategic knowledge. The chief engineer raised and described a database of 'project lessons learned'. John acknowledged this, and went on to tell this story:
- I interviewed a colonel. Now, this colonel was a colonel in one of more elite groups in the US Army. He got a call on Saturday morning at 8 o ' clock reminding him that a hurricane had just hit. He was told that because the current administration had very strong ties to that particular part of the country that they did not believe that this should be left to the reserve group because they wanted "no screw-ups".
- So the orders to the colonel were very clear: go down there, provide any support necessary to the people after this hurricane and don't screw up. Clear orders. The army calls it intent - strategic intent.
- The strategic intent was clear,
- 'This particular colonel had never actually commanded any type of civilian-related activity. He 'd always been right on the front lines in hot action. It turns out as part of the executive education in the army; he had been exposed to the "Centre for Army Lessons Learned" as part of their executive education process.
- So he got on his laptop computer he dialed into Army net, hooked into the Centre for Army Lessons Learned and asked the following question - he actually showed me the type:
- “What does the Army know about hurricane clean-up?"

## Learn to Fly; cont’d

- Within four hours he had:
- A profile of the deployment of troops in the last three hurricanes that occurred in North America that the army was sent to provide support and clean-up including types of staff, types of skills, numbers of skills.
- A pro-forma budget- both what budget was required and what the actual budget was and where the cost overruns were.
- The ten questions that you will be asked by CNN in the first 30 minutes on your arrival.
- A list of every state agency and federal agency that had to be contacted and coordinated with and the name of the person that he had to contact with, and the army liaison person who was currently working with that group some place in North America.
- And he had established an advisory team of the three commanders, who agreed to be his advisory group in this command structure, four hours later.
- Then John Henderson asked: 'Is this of relevance to British Petroleum?' A pregnant pause followed, after which the chief engineer again raised his hand.
- 'You asked whether we had a formal approach to capturing knowledge? Well, we have nothing, nothing at all that is any-thing like that!'
- (provided by Mikael Lindvall from the book Learning to Fly by BP)