Sharing knowledge effectively across boundaries, between projects and organisations Webinar, 23rd February 2016

1. 1 Sharing knowledge effectively across boundaries, between projects and organisations Webinar, Tuesday 23rd Feb 2016

2. Today we will hear from:  Andy Wall Chief Technologist - Knowledge and Standards at United Utilities  Adrian Malone Director & Group Head of Knowledge Management & Collaboration at Atkins  Michael Norton Digital Community & Knowledge Manager at Knowledge Hub  Martin Fisher Head of Knowledge Management at Industry Forum 2

3. Practicalities  Please feel free to use the Questions facility in the webinar browser window  We will deal with as many questions as we can during the webinar, after our presentations  A full recording of the webinar, and answers to all questions will be available shortly on the APM website 3

5. If we all knew what we all Know Copyright © United Utilities Water Limited 2014 ?, leverage, lost count, systematic • Introduction • Knowledge Management Context • The Challenge we face • The development of RoCK • The Rock process • Summary • Q&A

6. A little bit about United Utilities (UU) Copyright © United Utilities Water Limited 2014 • United Utilities holds a licence to provide water and sewage services to around seven million people in North West England. • These services are carefully regulated by the water regulator • between 2010-2015 UU invested more than £3 billion to improve the water and wastewater infrastructure and the environment across the North West • Since 1990 we've invested appox £4000 for every household in the North West • 42,000 kilometres of water pipes, from Cumbria to Cheshire • 76,000 kilometres of sewers • 569 wastewater treatment works • 94 water treatment works • 56,000 hectares of catchment land

8. What is Knowledge Management Copyright © United Utilities Water Limited 2014 “…..the process of capturing, developing, sharing, and effectively using organisational knowledge.It refers to a multi-disciplined approach to achieving organisational objectives by making the best use of knowledge.

10. Click to edit Master text styles Click to add title “…..recording our knowledge on cave walls.” “ …when we moved the recorded knowledge stayed behind”

12. The Borg were a pseudo-species of cybernetic beings,. No single individual truly existed within the Borg Collective as all Borg were linked into a hive mind. Their ultimate goal was the attainment of 'perfection' through the forcible assimilation of diverse sentient species, technologies, and knowledge. If we all knew what we all know What would things look like? Copyright © United Utilities Water Limited 2014 Resistance is futile

13. Our Approach to Knowledge Management Copyright © United Utilities Water Limited 2014 13 ‘Creating Value by Sharing what we know’ Its about working together easily Finding up to date information fast Tapping into the collective experience of UU Sharing Lessons Learned Knowing who to ask

14. Sharing Technical Knowledge. Copyright © United Utilities Water Limited 2014 DSEAR Working Group Designing for Safety Working Group Wastewater Network Technical Liaison Knowledge Communities and Subject Matter Experts (SME’s) Codified Knowledge Tacit Knowledge Lessons learnt, continuous improvement RoCK

15. Background The Challenge Copyright © United Utilities Water Limited 2014 • Massive capital program looming (>£3bn) • No way to systematically capture or disseminate good ideas / good practice • New external Capital delivery Partners on board for the next 5 years • Incentivised to innovate • Less design done internally • Needed to link learning / knowledge to the specific assets we were building • Estimators don’t update their cost curves for projects in real time (often 12 months after a job had finished on site) • Need To communicate the opportunities for savings or H&S improvements

16. Lessons Learned Copyright © United Utilities Water Limited 2014 Lessons Learnt Tracker 0 5 10 15 20 25 30 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 2008/09 2009/10 2010/11 2011/12 0 20 40 60 80 100 120 140 Open Closed Tracker Using the Left hand scale, •the yellow bars show the number of Lessons opened in each month • the green bars show the number of Lessons closed in the month. Using the Right hand scale •The red line tracks the Cumulative number of Open Lessons

17. Reuse of Company Knowledge (RoCK) Re-use opportunities from the past Capture innovative thinking and the cost savings associated to ensure our standards are kept up to date and the assets of the future incorporate savings realised in the past!

18. The Process

19. Push / Pull ALL opportunities into ALL future Projects RoCK Project lifecycle Opportunities Push Pull

20. Current Phase: ‘Build’ Relational Database - built ready for content RoCK Database Good Ideas (opportunities) Input Form Project Opportunities Output Form Standard Opportunities Output Form Governance Opportunities Output Form

21. RoCK Output Doc

22. Where are we up to? • Not as far as we should be • Excuses, Excuses • We’ve demonstrated the concept using historical content collected for other purposes • We have built it into our PDS and ways of working • We are now going to start collecting new content as AMP6 projects start • Our aim is to eventually build a self service system • But it might need to be a manual activity until its embedded

23. Summary

24. Questions

25. Re-using Knowledge How do we… How do we… RoCK Benefits Consistently apply the right knowledge, to the right situation, at the earliest opportunity Collect more of the knowledge from our organisation to ensure our standards continue to reflect our aspirations and best working practices Developed to resolve some familiar problems that exist in many organisations….. Knowing what we do - Doing what we know Align opportunities to individual projects (assets) in the forthcoming capital program. Align opportunities to appropriate standards so that they can be considered when being reviewed. ? ? !!! ££ ‘s ££ ‘s

26. Reducing costs across the project lifecycle NEED OPERATE BREAK GROUND STRATEGY DESIGN SPECIFICATION BUILD IMPLEMENT Solution design and specification develops as the definition becomes more and more detailed BETTER STRATEGIES BETTER SOLUTIONS IMPROVED TECHNOLOGIES [ STRAP ] [ ABMs ] [ ENGINEERING ] SOLUTION IMPROVEMENTS [ CAPITAL DELIVERY] Innovation is ‘delivered’ across the project / solution lifecycle EFFICIENCIES [ ENGINEERING ] FCO EPO WATER ACT INNOVATION

27. Innovation and standardisation ? Copyright © United Utilities Water Limited 2014 Innovation and Standards are complimentary not conflicting and each bring benefits … Standards = Exploitation of knowledge Programme efficiency (not reinventing the wheel), benefitting from lessons learnt Innovation = Exploration of knowledge new ideas; better, faster cheaper solutions, improvements in standards

28. Agile and Knowledge Management APM Knowledge SIG Webinar 23rd February 2016 Adrian Malone Group Head of Knowledge Management and Collaboration 23 February 2016 29

29. Agile / lean thinking – some key principles 23 February 2016 30 Focus on behaviour and changing culture • Bold and experimental • Minimum Viable Product (MVP) - testing hypothesis • Use of ‘fail fast’ and pivot • Short bursts of focussed effort (sprints) co-ordinated by scrum master • Daily stand-up meetings and retrospectives Having the customer ‘in the room’ • Use of personas • Early testing and feedback • Product Owner prioritises the work (backlog)

30. The future is already here — it's just not very evenly distributed. William Gibson

31. Future Work Skills 2020 23 February 2016 32

32. Things are getting more complex…

33. Joining the dots…

34. Digital Disruption: agile + lean thinking 23 February 2016 35

35. Implications 23 February 2016 36 “The traditional way in organizations is to look five years ahead and make plans for the next year… we should think like farmers: look 20 years ahead and plan only for the next day. One must look far out to decide which… crops to grow… but it makes no sense to plan at the beginning of the year the precise date for harvest...a farmer who would stick rigidly to plan, instead of sensing and adjusting to reality would quickly grow hungry.” Laloux: The Antifragile Organisation

36. Implications 23 February 2016 37 "Conventional initiatives are like the more familiar Trojan Horse. Big, lumbering, slow moving. It takes a lot of people to move it and it is very hard to get it to change direction without a lot of effort. "As we deployed low cost small tools and kicked off little initiatives at the BBC we began to describe our approach as deploying Trojan Mice, a metaphor borrowed from British consultant Peter Fryer. "Set up small, unobtrusive inexpensive and autonomous tools and practices set them running and cajole and nudge them until they begin to work out where to go and why.” Euan Semple: Organisations Don’t Tweet, People Do

37. Observations 23 February 2016 38 • Importance of keeping the customer in the room and responsible for prioritisation • Incremental change - ‘Trojan Mice’ • Agile is not ‘fast and without rules’ - there is structure and robust prioritisation is needed

38. Thank You Adrian Malone @adrianmalone 23 February 2016 39

39. khub.net | support@khub.net How social collaboration tools changed the way we share in the public sector

40. khub.net | support@khub.net 2006

41. khub.net | support@khub.net KM Strategy

42. khub.net | support@khub.net Communities of Practice

43. khub.net | support@khub.net

44. khub.net | support@khub.net Social Media

45. khub.net | support@khub.net Social media isn’t where the real answers lie

46. khub.net | support@khub.net Twitter is only 140 characters

47. khub.net | support@khub.net Facebook, you might get a like

48. khub.net | support@khub.net Youtube, it’s ok if I want instructions on how to build a cabinet.

49. khub.net | support@khub.net When you do a search online for help you will end up in a forum or online community as they have been around since the start of the internet

50. khub.net | support@khub.net Raise your profile Discover knowledge to help your job Connect with people like you Save time and money Generate ideas to drive improvement

51. khub.net | support@khub.net 75% of businesses say online collaboration tools will be “important” or “somewhat important” to their business during the next 12 months. Clinked.com

52. khub.net | support@khub.net Blending organisation formal knowledge with people’s informal knowledge

53. khub.net | support@khub.net What has made this successful? People

54. khub.net | support@khub.net Digital Skills

55. khub.net | support@khub.net “Knowledge Hub has sparked innovation and brought together a community that care about the same things, meaning wider opportunities are available.” Kirklees Council “Using the Planning Advisory Service (PAS) group forum would save you money if you were going elsewhere to pay for this expertise. “ Taunton Deane Borough Council “Knowledge Hub is niche. It’s there for the work that I do allowing me to connect with people up and down the country.” Broadland District Council

56. khub.net | support@khub.net

57. Work socially, Work smarter For more information contact: support@khub.net michael.norton@khub.net khub.net | support@khub.net

58. https://then ounproject.c om/ristyled/ https://then ounproject.c om/ViconsD esign/ https://then ounproject.c om/clineco https://the nounprojec t.com/cind y%20roll/ https://then ounproject.c om/egor.c https://then ounproject.c om/gabriele malaspina https://then ounproject.c om/BC/ https://then ounproject.c om/jakobvo gel https://then ounproject.c om/jmkeuni ng https://then ounproject.c om/bravo/ https://then ounproject.c om/JNQ https://then ounproject.c om/marksho rter khub.net | support@khub.net

59. This presentation was delivered at an APM event To find out more about upcoming events please visit our website www.apm.org.uk/events

Sharing knowledge effectively across boundaries, between projects and organisations Webinar, 23rd February 2016

Association for Project Management

Sharing knowledge effectively across boundaries, between projects and organisations Webinar, 23rd February 2016