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From page 40... ... Developing the Guide to Retaining Essential Consultant‐Developed Knowledge Within DOTs 40 5. CONCLUSIONS AND NEXT STEPS Conclusions This project was undertaken to provide guidance to DOTs on how they can capture, learn and maintain essential, mission critical knowledge from the work of external consultants and contractors. There had been many prior studies documenting increases in outsourcing of DOT functions that had traditionally been performed in‐house, such as design and other preconstruction activities. These studies have largely focused on helping DOTs to target functions for outsourcing; understand risks, benefits and costs associated with outsourcing; and adopt successful contracting and oversight practices. The topic of knowledge capture and learning from consultants has been covered in the broader literature, with primary examples from information technology or ERP implementation efforts. However, it has not been addressed in a substantive manner within the DOT environment. A framework for understanding and addressing consultant knowledge transfer needs and strategies was developed and subsequently refined through a series of focus groups and case studies. The initial focus groups provided a signal that "risk of knowledge loss from consultants" was not a topic that resonated with DOT managers when presented in a generalized fashion. As the project progressed, several possible reasons for this lack of concern were identified:  Many consulting projects are routine and do not delve into uncharted territory. Project reports provide sufficient documentation, and consultants are available to answer any questions that arise. Read the entire page →
From page 41... ... Developing the Guide to Retaining Essential Consultant‐Developed Knowledge Within DOTs 41 While "knowledge transfer from consultants" was not perceived to be a high priority concern, agencies were concerned about knowledge retention in the context of employee retirements and other transitions. Many of the knowledge management techniques available to retain institutional knowledge and foster employee learning are applicable both to consultants and employees. Therefore, future research related to consultant knowledge capture might best be incorporated under the broader knowledge management umbrella. A final observation from this research is that while DOT employees and consultants sit on "different sides of the fence," from a knowledge management standpoint they both can be viewed as part of the same ecosystem. Given the movement of individuals between DOTs and consulting firms throughout their careers, and the collegial relationships that exist over time, knowledge in this ecosystem is not necessarily lost when a consultant completes a project. This reinforces the notion that agencies can take a unified approach to knowledge capture and learning techniques involving both consultants and employees – while adhering to procurement rules. Next Steps Dissemination of Research Results In order to maximize the value of this research, it will be important to ensure that its results – and in particular, the Guide that was produced – is widely disseminated. Communications (e.g. webinars, presentations at meetings) can be targeted to create awareness among DOT training managers, knowledge management professionals, chief engineers, engineering managers, and consultant offices. The following AASHTO and TRB committees would help to build awareness of the product among the intended audience: AASHTO  Human Resources  Knowledge Management  Program Delivery and Operations committees (e.g. Design, Traffic Engineering, Bridge) Read the entire page →
From page 42... ... Developing the Guide to Retaining Essential Consultant‐Developed Knowledge Within DOTs 42  Peer exchanges could be designed featuring case study agencies and others to share information on successful practices. These could cover the full spectrum of techniques included in the case studies or focus on specific areas that are likely to be of greatest interest. Both consultants and DOT staff could be included in order to provide an opportunity to share perspectives and ideas. Read the entire page →

From page 40...

... Developing the Guide to Retaining Essential Consultant‐Developed Knowledge Within DOTs 40 5. CONCLUSIONS AND NEXT STEPS Conclusions This project was undertaken to provide guidance to DOTs on how they can capture, learn and maintain essential, mission critical knowledge from the work of external consultants and contractors. There had been many prior studies documenting increases in outsourcing of DOT functions that had traditionally been performed in‐house, such as design and other preconstruction activities. These studies have largely focused on helping DOTs to target functions for outsourcing; understand risks, benefits and costs associated with outsourcing; and adopt successful contracting and oversight practices. The topic of knowledge capture and learning from consultants has been covered in the broader literature, with primary examples from information technology or ERP implementation efforts. However, it has not been addressed in a substantive manner within the DOT environment. A framework for understanding and addressing consultant knowledge transfer needs and strategies was developed and subsequently refined through a series of focus groups and case studies. The initial focus groups provided a signal that "risk of knowledge loss from consultants" was not a topic that resonated with DOT managers when presented in a generalized fashion. As the project progressed, several possible reasons for this lack of concern were identified:  Many consulting projects are routine and do not delve into uncharted territory. Project reports provide sufficient documentation, and consultants are available to answer any questions that arise.

Read the entire page →

From page 41...

... Developing the Guide to Retaining Essential Consultant‐Developed Knowledge Within DOTs 41 While "knowledge transfer from consultants" was not perceived to be a high priority concern, agencies were concerned about knowledge retention in the context of employee retirements and other transitions. Many of the knowledge management techniques available to retain institutional knowledge and foster employee learning are applicable both to consultants and employees. Therefore, future research related to consultant knowledge capture might best be incorporated under the broader knowledge management umbrella. A final observation from this research is that while DOT employees and consultants sit on "different sides of the fence," from a knowledge management standpoint they both can be viewed as part of the same ecosystem. Given the movement of individuals between DOTs and consulting firms throughout their careers, and the collegial relationships that exist over time, knowledge in this ecosystem is not necessarily lost when a consultant completes a project. This reinforces the notion that agencies can take a unified approach to knowledge capture and learning techniques involving both consultants and employees – while adhering to procurement rules. Next Steps Dissemination of Research Results In order to maximize the value of this research, it will be important to ensure that its results – and in particular, the Guide that was produced – is widely disseminated. Communications (e.g. webinars, presentations at meetings) can be targeted to create awareness among DOT training managers, knowledge management professionals, chief engineers, engineering managers, and consultant offices. The following AASHTO and TRB committees would help to build awareness of the product among the intended audience: AASHTO  Human Resources  Knowledge Management  Program Delivery and Operations committees (e.g. Design, Traffic Engineering, Bridge)

Read the entire page →

From page 42...

... Developing the Guide to Retaining Essential Consultant‐Developed Knowledge Within DOTs 42  Peer exchanges could be designed featuring case study agencies and others to share information on successful practices. These could cover the full spectrum of techniques included in the case studies or focus on specific areas that are likely to be of greatest interest. Both consultants and DOT staff could be included in order to provide an opportunity to share perspectives and ideas.

Read the entire page →

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