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					The Boys' and Girls' Clubs Association of Hong Kong

Continuous Improvements through Knowledge Management

Project Objectives
The ultimate underlying motive of the project is the objective of further improving the
Agency's ability to deliver better quality and higher level of service to the public.
Specifically, the project carried the following objectives:
  Nourish the Culture of Knowledge and Experience Sharing within the Agency;
  Share the Benefits and Knowledge resulting from the Project with other NGOs
     in the Social Welfare Sector;
  Construct Knowledge Banks to Improve the Staff Professional Competence;
  Improve the Productivity and Effectiveness of the Agency’s Staff.

Brief Description of the Project
As a major children and youth non-profit organization in Hong Kong with over 700
full time staff, BGCA had received a grant from BIP to launch a 14-month project,
from May 2003, on Knowledge management. The project included the set up of a
computerized Knowledge Management system within the agency. The system had
also been partially opened to the social service sector in Hong Kong in the year 2004.

Described below are highlights of achievements to-date:

  The Agency has built a Knowledge Management Platform that has successfully
   served as a centralized corporate memory that captures the explicit and implicit
   knowledge previously buried among experienced staff and informal networks
   within the organization. The number of visits and hit rate as at August 2006 are
   shown below :
                 Monthly average visits: 13883
                 Monthly average hits: 1230201
                 Daily average visit:    463
                 Daily average hits: 41006
  The culture of sharing knowledge and experience has been further strengthened
   and firmly rooted in the Agency. Knowledge sharing has become a disciple, is
   embedded in the day-to-day work habit of staff.
  Since launched, more than 30 community of practice (CoPs) are initiated and
   formed by respective teams, previously informal linked teams. These CoPs

                     Play Therapy
                     Family-based Service
                     Outreaching method
                     Enneagram
                     Service Learning
                     Resilience
                     Food Safety etc.

  Eight knowledge banks including School Social Work, Mental Health, Poverty
   etc. are in place for the on-going capturing and sharing of critical domain
  About 200 personal websites have been established by individual staff for
   Personal KM. They have found this very useful in the performance of their
   daily work.
  Other Good Practices:

                     Teams are actively using District Platforms and Platform of
                      Special Projects for sharing, collaboration and capturing of key
                      documents and knowledge created during projects and/or team
                      activities. For some major projects, After Action Review
                      (AAR) will be conducted to harvest the critical knowledge to
                      be captured and lesson learnt to be shared.
                     "A Learning a Week" program has been implemented to
                      encourage mutual learning, sharing of good practices and
                      experience consolidation for project teams.
                     A "KM Interest Group" has been formed with 11 frontline staff
                      members. These individuals will help to drive KM within their
                      respective sphere of influence.
                     Champion in Personal KM was located and sharing session was
                      arranged, the feedback has been very encouraging.
                     On-going KM awareness and education program is in place and
                      external guests were invited to share their KM journeys. This
                      will help the Agency expand its network of KM practitioners
                      and subject matter experts.
                     Different awards and motivation systems are in place to
                      motivate greater participation and enthusiasm in sharing and
                     Regular agency-wide KM questionnaire surveys are conducted
                      to monitor the awareness and practice of knowledge sharing
                      among staff. So far, three surveys have been done since the
                      implementation of the project in 2003.

Project Implementation Period
   May 2002 to December 2003 (system set up)

Total Cost of the Project
   HK $ 2.60 million

Challenges Encountered
 Time Schedule Delay : The Project time schedule was delayed for about 6
  months from the original plan, mainly because of these reasons:

                   Taken more time for redesign of Project Management structure.
                   Prolonged Knowledge Management Process Design.
                   System stability issues found during the User Acceptance Test
                    and Initial Cut-over stages: delays were caused since the
                    Implementation Team considered it too risky to accept a
                    technically unsound infrastructure. These problems were
                    subsequently explained and solved and the system was finally
                    declared in production mode.
                   Delayed final system acceptance due to an unsuccessful stress
                    test in November, 2003. The final system acceptance was
                    completed on December 29, 2003 when a second attempt was
                    successfully made.

 Expectation Management :
  Being a pioneer in the implementation of Knowledge Management, the Agency
  staff naturally has various levels of understanding and expectations from the
  project. Staff briefing sessions, process and system training sessions, and
  benchmarking surveys were tools that the Agency used to address this issue to a
  satisfactory degree, although the Agency also understands that this issue cannot
  be overlooked in future.
 Sustainability and Continuous Improvement :
  The agency understands well that the success of Knowledge Management lies
  with the ability to ensure the sustainability and continuous improvements to the
  KM project.       Continual briefing sessions are arranged to the agency staff
  members. The appointment of a Knowledge Development Officer is another
  step to ensure a dedicated leadership and driving force behind the KM initiative.
 Technical Issue :
  The technology platform for the Knowledge Management system has been built
  on an architecture of coordinated network of computer hardware servers and
  operating system software. The combined complexity and integration have
  posed some technical challenges to the supplier’s implementation team. As a
  result, unsuccessful attempts resulted in some degree of delays during at least
  several stages :
                     configuration stage took longer than expected for the various
                      components to function smoothly (including the email server
                      and backup service).
                     stability issues were also encountered during initial stages of
                      the User Acceptance Testing and the unsuccessful first attempt
                      of the stress test during final system acceptance.

Benefits Gained
  The Agency has successfully built not just a Knowledge Management system,
    but more accurately speaking, a Knowledge Management platform. A platform
    that starts to capture the implicit knowledge buried among experienced staff and
    turned them into corporate memories and knowledge assets of the agency.
  The culture of knowledge and experience sharing has been firmly rooted in the
    Agency. Knowledge sharing is embedded in staff’s daily practice. It could be
    witnessed through the increasing number of documents uploaded, formation of
    knowledge banks and worksites and the frequent hit rate.
  The Agency has fulfilled its commitment to share the experience and the use of
    system and information of the KM platform to other NGOs in the sector. The
    Agency is pleased to learn that the project has been regarded by other NGOs as
    the success story in KM implementations in the Social Welfare Sector.
  The Agency has followed closely to the proposed IT implementation plan and
    completed the project well within budget.
  The Agency has noticed that a healthy trend towards achieving the goals of
    attaining tangible benefits is in place with an improved awareness culture in
    productivity and effectiveness at work. Personal statements and positive
    feedback from staff towards more effective work habits were received.

Contact person for sharing of application
 Name:                  Mr Chan Chi Hung
 E-mail address:
 Telephone number: 2823 8609

* The information in this document is provided by the Agency and is for reference

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