4.2a(2) Availability With IPM’s geographically dispersed staff, ensuring easy availability to organizational data and information, even when remote, is critical. Much of IPM’s data is always available to appropriate parties via network and internet services. Using Virtual Private Network (VPN) access, employees can also access files stored on the file server. New employees are trained on proper connection and log-on methods. Within the first two weeks of employment, new hires are given training by various departments on the use of information systems. For example, Finance provides Deltek training for resource planning, timesheets, and expense reports. The Hub (created in 2015) has increasingly been used as an interface to access organizational data. SharePoint’s more user-friendly format allows for better and more timely access to information—such as each PMC’s current year-to-date realization numbers—than Deltek alone could. Additionally, The Hub’s various dashboards implemented in 2015 have been expressly designed with the user experience in mind. For our customers, all data and information that was collected, curated, and created are left with the client, per their own storage convention. When IPM selects IT systems, user-friendliness is a primary criterion. In the selection of both our Performance Management System and our meeting collaboration software, pilot groups were established to determine whether the interfaces were user-friendly, with the highest-rated options chosen for implementation. Knowledge and Process Management (KPM) is tasked with building and managing IPM’s organizational knowledge, and the group’s vision to do so is outlined in The Bridge (AOS). The Bridge concept was created in 2015 and has four components: IPM U (training and development), IPM Way (best practices), IPM Next (innovation and the future of project management and our industries), and IPM Connect (knowledge sharing). While most of what is contained within The Bridge existed previously, as an organizing principle it has served as a much-needed tool for alignment. Please see Figure 4.2-2 for details on the knowledge management system employed by IPM. Effectively managing complex aspects of our business provides opportunities to blend and correlate data, such as in the revised resource planning process, where the inputs of PMC experience and desires and project complexity data are used to make more informed decisions as to whom to deploy where. 4.2b Organizational Knowledge 4.2b(1) Knowledge Management Relevant knowledge is assembled on the O&T site, as well as through the IAS and RAS, where it is blended as part of the BPP. The knowledge is then transferred to the organization through the Strategic Plan.
reinforced through The Pulse , one-on-ones, and various team meetings. For example, because of high voluntary turnover in the years prior, Human Capital Leadership became an Initiative for 2014/15. The primary intent of the Initiative was to improve the retention of high-performing employees by expanding development programs to better prepare them for opportunities and challenges, increasing resource assignment flexibility, and improving job satisfaction. In the subsequent years, our turnover decreased significantly (Figure 7.3-18) . In 2016, when feedback from stakeholder conversations and the Operations & Trends (O&T) site indicated that our clients were struggling with turning their vision into reality, IPM seized the opportunity for innovation and developed the Strategic Realization Model (SRM). Our findings showed a disconnect between organizational strategy and the projects being pursued, so we designed the SRM to ensure they are linked and deployed it at various clients. 4.2 Information and Knowledge Management 4.2a Data and Information 4.2a(1) Quality As IPM’s Enterprise Resource Planning and Customer Relationship Management system, Deltek houses client/contact information, employee data, payroll, accounting, resource planning, and project information. Workflows and automation minimize manual data entry and help ensure the quality of the data. Certain critical information is verified via capture through “required” fields and is additionally controlled by limited access. Figure 4.2-1 contains a more complete summary of how IPM verifies organizational data and ensures its quality. Workflows in Deltek provide checks and balances for the completeness of data. When a Project Management Consultant (PMC) indicates that a project is complete, for example, emails are automatically generated that indicate Communication & Creative Services (CCS) should audit the project file and Finance should finalize client billing. Data and Information Quality Accuracy & Validity • Deltek workflows and automation minimize manual data entry • Use of required fields • Deltek provides single source of data • Limited access Integrity & Reliability • Workflows provide checks and balances • Back-up and recovery processes • Separation of duties and internal audits • System maintenance scheduled outside of normal business hours • Multiple internet service providers Currency • Deltek workflows for automated reminders for PS&DP, PPE, PQP, et al. • The Hub as a repository • Compliance audits Figure 4.2-1 Data and Information Quality
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