Knowledge transfer

The KnowBOX team and partners have been supporting multi-national datacomms and telecommunications organisations for over 20 years.  

Services include:

Planning and development of training courses and knowledge transfer programs

Planning, preparation and development is a key part of any knowledge transfer program.  We work closely with the subject matter teams to ensure that programs plan for success with minimum interruption to normal operations.  Typically when planning transition/transformation it is the operational or technical staff that are required to complete the process we assist with guidance, hints and tips to reduce planning and development time whilst ensuring that the program is planned for optimum success

Management of Knowledge Transfer programs 

A key part of successful transition program delivery involves supporting the subject matter experts (SME) and focusing the delegates for the duration of the program.  Often we find that SMEs can let their nerves and lack of delivery structure impact their delivery, the result of this is that delegates do not have the opportunity to fully take on board/retain key parts of the curricula.  We encourage that the SMEs deliver the key messages but also discuss the value added stuff (hints and tips) this information, which will cement the key messages, relax the SMEs and provide a better program for the delegates

Communications and Coaching

The two forgotten areas with most transition/transformation programs the focus is on the key engineering curricula.  The reality is that for programs to be successful planning, development and delivery needs to include support and escalation coaching and communications (written and verbal).  Roles are not typically about tools and process and therefore the transition program needs to be focused across the breadth of the role.  A successful program is one that completes the process in a timely and cost efficient manner and importantly with the ability to increase service delivery standards

Provision of user testing and operational readiness testing

Testing is not only an important part of ensuring that delegates have retained the content but also key to Knowledge Transfer management ensuring that delegates are 100% focused during the course.  The testing process when linked to performance and quality measurement enables the capture of strengths and weakness to be identified which when analysed will enable the provision of competency development workshops, buddying and coaching programs.  Unfortunately all to often testing is used to demonstrate that competency was sufficient rather than using the process to capture what still needs to be completed to improve on service delivery after the program and testing phase

Enhanced shadowing and competency development

The shadowing phase typically after Knowledge Transfer completion and testing program is a critical time to work on weaknesses identified during the testing phase.  The process of learning is typically contained in a classroom/virtual environment and it is when the delegates have responsibility for their own actions that competency/confidence gaps are highlighted.  It is at this time that our clients should look to improve on competency and ultimately service improvement

Governance

KnowBOX understand the value of working with regional based teams.  It is understood that the requirement to support transition across regions is a further drain on existing operational challenges.  Our engagement is typically focused around:

• cultural difference management
• collaboration and facilitation
• RISK awareness
• process improvement
• program escalation
• alignment across all teams
• achievement of productivity, performance and quality standards

We focus our support across all program stakeholders to ensure that the program objectives are achieved.  Through our independent status we are able to support operational, management, project and technical teams with an unbiased methodology, which ultimately enable the transition/transformation program to be successful in the short, mid and long term

To support transition/transformation and offshoring programs there is a requirement to support operational and technical teams with a level of Service Governance.  A focused resource(s) enables stakeholders to focus on their existing roles and for the integration of new services to be managed successfully into day-to-day operations.

In particular when transition incorporates regions and different cultures this facility is critical to maintain cost, efficiency and compliance.  Typically this resource/team would be the main point of contact with all teams and line management for the following areas:

Service delivery standards

• implementation and management of service improvement delivery standards
• continuous competency development
• productivity, performance and quality
• escalation management
• service impacting management
• quality and productivity measuring and reporting for all off-shore services

Governance

• financial management (delivery of annual off-shoring targets)
• maintenance of budgets and headcount in GSCs
• collaboration and facilitation (effective working relationships between local and off-shore delivery teams)
• service efficiency
• service documentation (WLA, OLA & SLAs)
• facilitation of cross regional governance meetings
• workforce planning
• demand & mobilisation interface
• reporting
• development of further transition
• achieving our targets for CC engagement and resource placement

Workforce planning and demand management

• support managers with resource challenges - approvals/justifications/re-assignments/releasing resources, etc.
• maintain a rolling 3 month forecast in line with transformation goals
• ensure the resource forecast aligns with the business case (on-shore and off-shore) with the the right competence mix
• establishing a consistent process for translating a resource plan into a mobilization plan
• ensure delivery commitments are not made without an understanding of how they will be resourced
• support line managers with the mobilisation and ramp down plans across projects
• ensure our resource plans deliver at the right required quality/cost balance
• the right mix between onshore, offshore, specialist teams and temporary contract personnel
• ensure no double-booking and/or no resources ‘on-the-bench’
• establishing consistent mechanisms for sign-off of mobilization plans

Competency development

Once the competency, confidence and communication gaps have been identified a competency development plan can be planned.  Implementation of a competency development program will enable the business to plan and measure service delivery improvement.

It would be expected that the competency plan would be specific so that an appropriate method of delivery be identified.  Consideration should be given to the following methodologies be considered to form part of a competency plan:

• instructor led workshops
• web-based course modules
• self-study (manuals, books, coursework books)
• buddying systems
• SME supported walkthroughs
• enhanced shadowing

In conjunction with a competency development plan it is recommended that productivity, performance and quality ben tracked to validate competency improvement and resolution