PROVOCATEUR QUESTIONS,
by John Burton, Regan Carey, Mike Moore, and Don Stepich

In formulating these questions, we took the role of a DAI manager outside of the training department (perhaps Valerie Purcell as VP of Human Resources) hearing Jason's recommendations for the first time at the team meeting Cynthia Berry has scheduled.

Common Question for All Teams

"Can we slow this down a little, Jason? You've only been here for what, a month and you've talked with a few people. And based on that, you're making an assortment of recommendations that resemble reconstructive surgery on our company. I don't think the boss will be all that impressed and, frankly, it seems like overkill to me, too. We're looking to add an EPSS, not restructure the company. What elements of your proposal can be implemented, realistically, within the existing corporate structure and timelines to get the EPSS going and support its operation?"

Specific Question for Virginia Tech Team

Let's see, among other things, you're suggesting that we establish the core competencies for each job, reorganize employee teams, expand the existing Intranet, develop on-demand vendor training, implement a feedback mechanism, and designate a resource coordinator within the training department. Those suggestions sound reasonable for the future, but what do we do now about the EPSS that we want to develop?

Response to Common and Specific Question

Electronic Knowledge Management System Development and Implementation

The existing intranet provides the core of the recommended support system. It represents the basis of the electronic knowledge management system outlined in the original proposal. As a collection of utilities or tools which employees may implement to manage, access, and share knowledge, the intranet model offers flexibility and the ability to expand and respond to ongoing changes as production employees' needs shift from project to project. Further, it represents a continuation of an investment already begun by DAI in the technical capability to deliver information on demand directly to employees' workspaces.

To develop the electronic knowledge management system from the current intranet system, the following components must be developed and implemented: the expertise database, the information archive and its search function, the listserve for ongoing information exchange, and the newsletter. All these elements can be developed by present personnel using existent resources. Technologically, the designation (or purchase) of the necessary computers to be servers and the installation of server software are not long-term, time-intensive tasks.

Nothing indicates that the programmer cannot begin developing the database immediately. Skills assessment and the collection of employee information can also begin immediately and take a number of forms. The "Rocket Boy" project presents immediate opportunities for employees to document talents and abilities to be recorded in the database. Skill inventory surveys can also be written, distributed, and collected in a short period of time[j1]. These surveys could be either electronic forms for immediate submission to the database or printed forms from which information would have to be entered into the database manually. Either way, establishing the database as a functional element of the intranet should not require more than a period of six weeks.

The electronic newsletter can go into development immediately and focus initially on the experiences and requirements of the "Rocket Boy" production staff. The newsletter will contain information about ongoing and upcoming projects, vendor training, anticipated software upgrades, and any other issue pertaining to employee performance and product quality. As these issues are current, no apparent obstacle exists to delay implementing the newsletter.

The listserve can likewise be implemented immediately. As soon as the necessary equipment is configured, the list itself can be created as an electronic forum. The listserve will function as an ongoing conversation in which both technical and artistic expertise can be shared and difficulties resolved. Unanswered questions or unresolved difficulties will be directed to identified experts within DAI after a designated time period has elapsed. If identified experts are not able to offer solutions, the Resource Manager will direct the question from the listserve to vendors or other appropriate solution providers. Successful implementation of the listserve depends more on the desire by employees to use it rather than any technological or time-dependent obstacle.

The solutions archive is intended to contain available Frequently Asked Questions (FAQ's) about software, tips about software functions and artistic techniques, historical listserve files, and historical editions of the newsletter within a web-browser interface. Given the in-house programming expertise, the archive structure can be begun immediately and prepared to house newsletters and listserve files as they become available.

The programming necessary to implement the search functions can also be completed within a very short timeframe. Tip sheets can (and should) be begun immediately in response to specific questions or needs. The "Rocket Boy" project is an excellent opportunity to invite production personnel to share techniques by completing a web-based form/template and submitting it to the server.

The implementation of the electronic knowledge management system requires an aggressive launch that should begin as soon as all technical capabilities are in place. Effective technical and management support are necessary for success. Management support can be drawn from existing personnel. Training Department personnel available to spearhead the roll-out are Linda and Bill. The duties associated with managing the implementation of the system parallel their existing responsibilities and do not incur restructuring costs to DAI. Bill is currently in charge of the intranet and should be integral to its continued development by tracking the development of its new components and its implementation. Bill should continue to manage the system and monitor its use as Resource Coordinator. In particular, questions that are left unanswered by the system should be resolved through other resources. Bill's consistent attention would be required to resolve these instances as they arise. Linda is currently in charge of the employee orientation session and is noted within the Training Department for her instructional expertise when explaining the computer system.

The key elements to successful roll-out and continued use of the support system are: ongoing central management, effective instructions, and incentives for use. To help ensure that the electronic knowledge management system is utilized by all employees, instruction on using the system should also be in electronic form. Incentives such as employee recognition for contributing to the listserve or for creating a tip sheet create a sense of ownership in the intranet and speed its adoption by employees.

Nine Months Expectations