those that helped them avoid failure. Information from AARPs (and PLAs) is stored on The Hub for future reference. Training courses offered through IPM U are built around various hard and soft skills PMCs need to be successful, and then they focus on best practices in applying the various tools and techniques. These best practices are gleaned from high performing units, as identified by IPM Directors as part of their ongoing oversight of PMCs (including the Performance Summary & Development Plan (PS&DP)) and by clients via the PPE. A well-managed engagement requires a blending of PM tools with leadership and consulting skills. In awarding the IPM Project of the Year, senior leadership identifies high- performing units by examining the results from the project, as available, as well as the project’s impact on both the client and IPM. The Examples of the Month (EOTM) program is another venue for sharing best practices. Each month, KPM issues a company-wide solicitation for examples of various deliverables to be shared with the Operations staff. Submissions are evaluated by KPM, and those that could add exceptional value are converted to templates for use by the remainder of the staff. Finally, the Center of Excellence (CoE) structure serves as a warehouse of expertise for those specific industries/service lines, with relevant SMEs in each one codifying best practices and developing tools and processes for broad organizational application. 4.2b(3) Organizational Learning KPM’s role is to embed learning within every level of IPM’s culture, through the methods depicted in Figure 4.2-2 . Sharing lessons learned and best practices through PLAs, AARPs, and roundtables embeds learning in the organization and is a fundamental part of IPM’s culture. Using a centralized repository for knowledge like The Hub serves a similar purpose, with new knowledge constantly becoming available to staff no matter their location. With its inputs from the O&T site and IPM results data, the BPP is about embedding learning through its yearly cycle of improvement, capitalizing on the knowledge gained throughout the organization to determine the strategic direction for company operations. In 2016, IPM implemented a new Learning Management System (LMS), which improved tracking of training as well as the access to it. By increasing the amount of on-demand content and adding micro e-learning modules, our employees can incorporate learning into their daily routines as they see fit, better embedding learning in our organizational operations.
Organizational Knowledge
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x X
AARP
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Academic partnership (e.g., Tufts) Best practices Hub sites (e.g., NBD)
X X X X X
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X X
CoEs
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CoP
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X X
Deltek Vision
EOTM
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Departmental help desks (e.g., KPM)
X
The Hub (SharePoint)
X X X X X X
IPM Prep School
X X X
X X
IPPM
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IT Help Desk
X
X X X X
|Learn-Share-Grow X X X
Lessons Learned
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IPM Summits
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LMS
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X
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X
Managed Right
Mentoring Program___________________ X
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Observations & Trends
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x
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One-on-ones________________________ x xx
Pardot
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PLA PPE PQP
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X X
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X
X X
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Project File Centralization
X X X
X X
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Project Reviews
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The Pulse
Roundtables
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SLIM / VOICE
X X X X X
Software Tool Administration
X X X
X
Staff U Key IPM U
X
X
X X
IPM Way IPM Next
IPM Connect
Figure 4.2-2 Knowledge Management Systems 4.2b(2) Best Practices KPM’s express purpose as a department is to manage knowledge and share best practices. Through the IPM Way, KPM identifies and shares best practices to better serve clients while maintaining and continuously improving company-wide tools and processes. Approaches like Project Launch Analysis (PLA) and After Action Review of Projects (AARP) provide a forum for our high-performing units to share some of their secrets to success with the rest of the organization. PLAs are roundtables held when an assignment type (or client) is new to the PMC. A group of internal IPM resources with experience relevant to the assignment’s possible approaches, risks, and other value-drivers is gathered to help prepare the assigned PMC before starting the new engagement. AARPs, on the other hand, occur on the back-end of engagements. In a company-wide forum, PMCs who have recently closed a project share the practices that led to their success, as well as
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