05039nam a2200181 4500 20260608202207.0 260224s xxu Pirro, Paul 42000 International Gas Union, IGU 13105 World Gas Conference (23rd. : 2006 jun 5-9 : Amsterdam, The Netherlands) 39854 DESIGN AND DEVELOPMENT OF PSE&G GAS DELIVERY'S KNOWLEDGE MANAGEMENT SYSTEM 02/09/2025 ; 2009-09-30 15 p. Consulte por la disponibilidad de este documento In recent years, PSE&G has been driving to achieve outstanding business results through implementing best practices and monitoring their impacts through key performance indicators. While many best practice initiatives have been successfully implemented, some field locations and personnel have been slow to adopt new ways of performing key activities. This opportunity for improvement led to the vision of the “Gas Delivery Way” (or GDW), a concept that encourages the deployment of internal and industry best practices across the Gas organization in its entirety. Using a strategic tool from its 5-Year Business Plan (known as the “Critical Few” approach), the Gas Delivery organization established the goal of migrating from localized District and Division-level work approaches to the state-wide GDW concept. This dissemination of best work methods and practices was further envisioned by Gas leadership as “12-3-1” (12 Gas Districts, 3 Gas Divisions, 1 theoretical best method for each business process), with the ultimate goal of driving the most consistent, best possible business results. To gain an external perspective on the vision conveyed by the GDW initiative, Gas Delivery submitted an application to seek the New Jersey Governor's Award for Performance Excellence (Quality New Jersey) in mid-2004. This program is modeled after the nationally-recognized Malcolm Baldridge National Quality Award, and recognizes business excellence through a rigorous assessment of an organization's business methods and results. The 2004 assessment praised Gas Delivery for having a suitable organizational structure to support best practices, and for using technology and work management systems to improve productivity by automating the scheduling and prioritization of work. However, the assessment also noted that PSE&G needed more emphasis on end-to-end process management and documentation, and noted that much of Gas Delivery's knowledge was 'tacit' vs. 'explicit' (existing in pockets with individuals, as opposed to being formally documented and accessible). This lack of access to explicit knowledge restricted the sharing of critical information horizontally across the organization. The assessments and resulting recommendations for QNJ prompted Gas Delivery leadership to assign a team of Subject Matter Experts (SME's) from across the organization with the task of closing the gaps identified in the assessment. The team quickly identified a large-scale opportunity to create a systematic approach for enhanced knowledge sharing. The concept of building a Knowledge Management System for the Gas organization was born, and the GDW Team set out to design and deliver a knowledge-sharing platform featuring the following components: • A Web-based document repository built on a utility-centric classification system that would provide a searchable database of Gas Delivery's critical process and workflow information. This virtual library would provide an intranet-based system of critical business information in an intuitive, familiar format for Gas Delivery users. • A Web-based tool for the implementation and review of “Proven Practices”, a phrase adopted by the GDW Team to reflect the selective nature and transferability of best practices. These tools allow for end users to submit substantive ideas for process improvement, and also provide a standard model for idea evaluation, approval and transfer. • The ability for identified Process Owners and subject matter experts (SME's) to develop and submit changes to process documentation, and the identification and documentation of process gaps. The deliverables include a formal strategy to close those gaps over the second phase of the GDW effort. • Additional enhancements and application designs for consideration in Phase 2 of the GDW project, including Web-based bulletin boards to support threaded discussions and a proposed “Ask the Expert” feature for end users to push and pull process information from the system. In summary, the GDW effort has yielded a scalable and transferable system of sharing information for its current intranet users, and positions Gas Delivery as an industry leader in the field of Knowledge Management. Gas leadership's ability to convey the importance of this key initiative throughout the organization will eventually dictate the level of success achieved through this critical initiative. CONGTP 170531 170531 0 0 0 0 238350 BAAB BAAB 2026-03-05 200045371 0 200045371 2026-03-05 15:12:44 2026-03-05 CONGTP