Total 586 words used.
Today, rapid developments and continuous changes have become a fundamental part of organizational life. Hamrah Aval, a pioneer in the telecommunications industry in the Middle East, has embarked on an innovative project in the field of project knowledge management to enhance internal processes and improve organizational performance.
With the company's new strategies leading to a threefold increase in projects and over 50% of employees participating in these initiatives, the need for a comprehensive approach to knowledge management became evident. Consequently, the Knowledge Management Unit decided to intensify its focus on plans and projects.
Various aspects of this project include strengthening governance systems and upstream policies, developing and updating procedures and processes, updating tools and knowledge maps, and implementing pilots.
As a result of these innitiatives, significant innovations have taken place, including the establishment of two-way communications and integration with other organizational processes. Additional efforts involved updating the knowledge map and measuring the knowledge gap in projects.
However, this journey didn't come without its challenges. The slow pace of implementing changes, project managers' heavy workloads and resistance to change, and time constraints in the central knowledge management office were among the challenges.
To address them, a focus on the human aspects of change and strengthening the structure of Volunteer Champions by empowering employees according to Inside-Out models was proposed as an innovative management solution. These individuals, as representatives of new changes, created effective communication channels among employees, transforming knowledge sharing into a core organizational value.
Key actions and innovations of this project include:
- Conducting Readiness Assessments to evaluate employee preparedness for change
- Redesigning the structure of knowledge management teams with a focus on the role of change facilitators, dividing them into RRT (Rapid Response Team) for quick identification and resolution of operational issues, and an operational group (Crew) for tool implementation
- Appointing 150 change facilitators for each section based on factors such as strategic importance, number of employees, geographical distribution, mission of the area, knowledge management maturity, and number of existing projects
- Developing a competency model for change facilitators and creating learning development paths for them
- Conducting individual interviews with and designing incentive systems for all change facilitators
- Communicating the job descriptions, competencies, and expectations to facilitators
- Designing promotional and empowerment campaigns with a gamification approach, customized by user needs, applying the ADKAR model
- Strengthening the feedback loop between the central knowledge management team and facilitators through internal social media channels
Project Achievements:
- Decreasing reliance on external stakeholders in major organizational projects such as 5G
- Reducing project execution time through increased knowledge transfer among projects
- Increasing the number of pilots from 10 projects to over 60% of the project portfolio
- Localizing 19 specialized tools related to project knowledge management, categorized for use before, during, and after projects
- Branding specific project-related events like "One Project – One Experience" to facilitate the sharing of project experiences
- Creating decision-making dashboards for monitoring knowledge gaps
- Establishing an organizational knowledge base with suggestion system capabilities
Looking to the future, Hamrah Aval intends to enhance the knowledge management system improvement chains with its vendors, consultants, and contractors. By fostering strategic partnerships, the organization aims to facilitate the transfer of knowledge within the company.
The project's knowledge management initiative represents more than just a shift within the organization; it signifies a significant step towards establishing a culture of learning and leadership in the telecommunications industry. This journey reminds us that in today's dynamic and evolving landscape, sharing knowledge and fostering collaboration at the project level are essential components for achieving success and sustainable progress.
Nomination Title: Hamrah Aval’s HR Innovation for Project Excellence
