The PwC Client Engagement

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Nov 6, 2013 (3 years and 8 months ago)

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© 2009 PricewaterhouseCoopers LLP. All rights reserved

0

The PwC Client Engagement
Knowledge Management
Lifecycle:

Embedding Knowledge Management (KM) in
Business Process to

Respond to Client Challenges

PwC

© 2009 PricewaterhouseCoopers LLP. All rights reserved

1

The Presenters

Sloane Menkes


Public Sector Principal, KM
Leader

Leads the PwC teams serving the Department of Veterans Affairs
and the United States Postal Service, as well as leads the PwC
Public Sector Practice Knowledge Management Program.


Mike Flentje


Public Sector Director, People and
Change Leader

Leads the PwC Public Sector Practice ‘People and Change’ Talent
Network and serves as Project Director for the VA Acquisition Intern
Program Engagement.


Sherlonda Goode
-
Jones


Public Sector Director

Serves as Director on PwC’s Department of Transportation team
and is a subject matter specialist in government procurement and
acquisitions.

© 2009 PricewaterhouseCoopers LLP. All rights reserved

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Make it easy to find knowledge and apply


Shorten process cycles


Better serve our clients


Drive innovation


Facilitate organizational learning

Managing Knowledge at PwC

The “usual” business drivers

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A directional knowledge strategy


Integrated technology platform, infrastructure, and interface


Clearly defined knowledge domains, processes, and operations


Flexible content types


Disparate group of 30,000 professionals


Multifaceted information

Managing Knowledge at PwC

The ingredients

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4

Managing Knowledge at PwC

The ingredients in action

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5

Operations

Internal operational support





Knowledge
Strategies

Implementation of large knowledge
-
sharing and innovative
initiatives





Knowledge
Development

Writers, editors and quality
-
control specialists who create, review,
edit and publish content plus business process modeling, surveys,
benchmarking and third party content procurement and integration

Research

& Analytics

Self
-
service and value
-
added research support, to deliver a
variety of research reports and information for internal and
external clients



Sharing of expertise and knowledge, managing over 65,000
documents; continuously aligned with Firm strategy.






Online access and collaboration and technologies






Market
-
enablers

Internal

Knowledge
Channels


Knowledge

Domains


Managing Knowledge at PwC

How we mix ingredients

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Managing Knowledge at PwC

How we manage knowledge

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© 2009 PricewaterhouseCoopers LLP. All rights reserved

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Issue

Identifying client issues through

KM activities and tools

Continuous innovation through knowledge enabled business processes

KM Activities


Distribute issue/opportunity details to targeted
audiences


Search Knowledge Repository for relevant
marketing material and workproducts


Search people profiles and networking resources to
select capture team


Include opportunity data in Business Development
Tools for tracking

KM Tools and Resources


Networking Resources


Subject Matter Specialists


Business Development Tool


External Subscription Sites


Research and Analytics

© 2009 PricewaterhouseCoopers LLP. All rights reserved

9

Solution

Proposing client solutions through

KM activities and tools

Continuous innovation through knowledge enabled business processes

KM Activities


Search Knowledge Repository and Global Best
Practices database for relevant marketing material
and workproducts to use in solution development


Use relationship database to help identify potential
teaming partners


Search people profiles to select key personnel


Use PwC Collaboration Tools to update and store
proposal materials for capture team access

KM Tools and Resources


People Profile and Tools


Knowledge Repository


Virtual Library


Collaboration Tools


Global Best Practices Database

© 2009 PricewaterhouseCoopers LLP. All rights reserved

10

Execution

Providing distinctive execution though

KM activities and tools

KM Activities


Personnel obtain relevant training via On Demand
Learning Management System


Search Knowledge Repository and Global Best
Practices database for relevant workproducts to use
in solution development


Use PwC Collaboration Tools and Business Process
Tool for storage of workproducts and other project
documentation

KM Tools and Resources


People Profile Tools


Knowledge Repository


Collaboration Tools


Global Best Practices Database


Business Process Tool


Instant Messaging


On Demand Learning


Continuous innovation through knowledge enabled business processes

© 2009 PricewaterhouseCoopers LLP. All rights reserved

11

KM Activities


Conduct After Action Review activities to identify and
document lessons learned and best practices


Post lessons learned and final workproducts to
Knowledge Repository


Utilize PwC Performance Management Tool to
evaluate team member performance


Update people profiles to reflect additional skills and
experience

KM Tools and Resources


People Profile Tools


Knowledge Repository


Business Process Tools


After Action Review Activity


Performance Management Tool

Continuous innovation through knowledge enabled business processes

Closure

Conducing project closure through

KM activities and tools

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Establishment of an Acquisition Intern Program to:


Address the growing skill shortage in VA’s acquisition workforce


Develop acquisition professionals to be trusted business advisors


PwC designed, implemented and supports the execution of a “theory to
practice” intern program which includes components such as:


FAC
-
C contracting courses


Leadership courses


Skill
-
building exercises and workshops


Job Rotations


Coaching, development planning, team building and mission service


The Acquisition Intern Program will create the acquisition workforce of
the future for VA:


Individuals will emerge from the program possessing the skills to act as
trusted business advisors trained to support VA’s mission


Client Issue

PwC Solution

Client Benefit

Applying knowledge to business processes: a case study

Veterans Affairs (VA) Acquisition Intern Program

© 2009 PricewaterhouseCoopers LLP. All rights reserved

13

Utilization of KM tools to identify the

opportunity


PwC Subject Matter Specialists notified a targeted

audience about the opportunity


Completed additional research on VA and other similar

government initiatives on external websites


Preliminary identification of PwC personnel and knowledge resources for
opportunity capture


Searched people profiles for staff with relevant experience to participate on capture team


Searched Knowledge Repository for relevant marketing material, thought leadership and workproducts


Management of opportunities and projected revenue


Conducted a presentation to PwC leadership for bid consideration


Included opportunity data in PwC Business Development Tools for tracking

Identify Client Issue

VA Acquisition Intern Program

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PwC People Profile

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Identification of teaming partners and

key personnel


Searched people profiles to obtain resumes for staff to

be proposed as key personnel


Used relationship database to help identify potential

teaming partners


Identification of resources for solution development


Searched the Knowledge Repository and the Global Best Practices database for relevant workproducts,
resources and thought leadership


Used PwC Collaboration Tools to update and store proposal materials for capture team access


Submission of final proposal materials to PwC Knowledge Repository


Redacted proposal materials were posted to the Knowledge Repository for use by other staff members


Capture team members people profiles were updated to indicate submission of proposal content

Propose Client Solution

VA Acquisition Intern Program

© 2009 PricewaterhouseCoopers LLP. All rights reserved

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PwC Knowledge Repository


People & Change Page

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Acquisition policy was substantially revised with the establishment of FAA's Air Traffic
Organization, which altered organizational roles and responsibilities.


PwC was asked to assess the effectiveness and efficiency of AMS and provide
actionable findings and recommendations for improvement.



Developed findings based on five key assessment areas: processes, people,
governance, systems, and performance metrics.


Provided recommendations around 5 key themes including: (1) Restructure
governance (2) Streamline investment selection process (3) Adopt portfolio
management (4) Implement purchasing policy improvement and (5) Enable the
development of a high
-
performing organization.


Identified 3 quick wins for immediate impact including (1) Develop Acquisition
Categories (2) Streamline Investment Selection and (3) Establish processes and
artifacts to management investment selection as a project.



Increased clarity in the investment selection process for program managers and review
organizations


Reduced time and cost of moving through investment selection processes


Better governance, reporting and documentation requirements commensurate with the
size and complexity of investments


Better resource allocation and planning by investment selection stakeholders


Increased accountability for stakeholders moving an investment through AMS


Client Issue

PwC Solution

Client Benefit

Applying knowledge to business processes: a case study

Federal Aviation Administration (FAA) Acquisition Management System (AMS)

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Provide Distinctive Execution

FAA Acquisition Executive

Project Team Communication

and Development


Utilized “map” tool to update and store proposal materials

for capture team access


Accessed PwC on demand learning resource to develop team skills


Levered “Quickplace” to support information sharing on the project


Conducted weekly status meetings with PwC and sub
-
contractors


Developed weekly Dashboard Progress Report from PwC Engagement Management Process (EMP)


Identification of resources for project delivery


Searched the Knowledge Gateway for relevant acquisition references


Leveraged PwC Global Best Practices
®

database for relevant work products, resources and thought
leadership


Leveraged PwC’s Federal Acquisition Maturity Model (FAMM) to assess FAA acquisition processes


Leveraged GAO’s Information Technology Investment Management (ITIM) framework to evaluate maturity
of FAA acquisition management


Redacted final work products and deliverables, and posted to the Knowledge Repository for use by other
staff members

© 2009 PricewaterhouseCoopers LLP. All rights reserved

19

Leveraged PwC’s
Global Best
Practices
®

to
support leading
practice analysis in
the public and
private sector
including:


Governance
structures


Procurement
Processes


Acquisition
Personnel


Performance
Measures

PwC KM Tool
-

Global Best Practices
®

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20

Leveraged internal
web
-
based
collaboration tool,
MinkLink
®
, to support
information sharing
across the project
team. Information
included:


Project Risk/Issues


Status Reports


Interview/Focus
Group Schedules


Meeting Minutes


Client Documents
Received


Work Products


Deliverables

PwC KM Collaboration Tool
-

MindLink
®

© 2009 PricewaterhouseCoopers LLP. All rights reserved

21

Identification and documentation of

lessons learned


Conducted PwC standard After Action Review activities to

Identify and document lessons learned and best practices


Developed project qualification


Developed “thought leadership” materials summarizes tools /

techniques employed on the project


Evaluation of team member performance


Utilized PwC Performance Coaching and Development tool to evaluate team member performance and
demonstration of PwC behaviors


Team members updated people profiles and resumes to reflect additional skills and experience


Completion of risk management and other closeout activities


Completed official closure process utilizing “map” tool which contains all final work products, critical client
communications and contract documentation

Conduct Project Closure

FAA Acquisition Executive

© 2009 PricewaterhouseCoopers LLP. All rights reserved

22

PwC KM Tool
-

MAP
®

a business process tool

Leveraged “map”
file to store project
information
including:


Contract
Documentation


Work Products


Deliverables


Meeting Minutes


Project
Qualification


Other Mandatory
Risk and Quality
Assurance Items

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23


Embedding KM into Business Processes


Allows for greater responsiveness to client challenges


Leverages our talent networks


Pushes knowledge and innovation across account teams


Increases the application of knowledge at the client service level


Enhances learning and education programs


Integrates knowledge into our business development efforts


Contributes to winning work


Supports the journey toward a learning organization

Growing Value

Knowledge Management as a driver of distinction

© 2009 PricewaterhouseCoopers LLP. All rights reserved

24

Managing Knowledge

Applying KM Across the Acquisition Framework

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25


Requirements Phase


KM to improve Market Research and lessons learned for formal
Acquisition Plans


Developing Acquisition Strategy and contract type determinations,
source selection evaluation criteria


Solicitation Phase


KM to improve lessons learned for pre
-
solicitation conferences and
synopsizing requirements


Evaluation Phase


KM to improve documentation preparation, oral proposal criteria and
evaluation and conducting unsuccessful offer or debriefs


Contract Performance Phase


KM to improve knowledge of contractor performance and management
of services acquisition quality assurance

Managing Knowledge

Applying KM Across the Acquisition Framework

© 2009 PricewaterhouseCoopers LLP. All rights reserved

26

Questions