APPENDIX C

Research Needs

Each RN listed in Table 3 is described below.

A1. Learning and Improvement in DOTs: Understanding Current Practice

Objectives:

Understand the role of KM in fostering advancements within specific DOT business functions. Provide an in-depth, “on the ground” understanding of current processes for knowledge creation, sharing, and application as part of different DOT business areas (e.g., safety, asset management, resilience planning, system operations) and situations (e.g., response to new legislative mandates; new technology adoption). Use results to inform development of a KM implementation framework and tailored guidance on KM implementation for different DOT functions.

Research Activities:

1. Conduct a series of structured interviews at DOTs covering the following topics:
   1. Learning the Ropes: how new employees learn what they need to be successful
   2. Passing the Torch: how senior employees share what their successors need to know
   3. Continuous Improvement: how teams learn about how to do things better
   4. Connecting with Colleagues: how and when staff consult with others in the agency that are playing a similar role (e.g., personnel in different field offices)
   5. Making It Happen: information capture, sharing, disposition to support currency of practice, collaboration, efficiency, knowledge transfer, and innovation
2. Document interview findings on current practices for knowledge creation/capture, sharing, discovery and application as part of different DOT business areas and situations.
3. Develop conclusions about missed opportunities for learning and improvement, and areas where introduction of new KM practices could be beneficial.

A2. Finding Information at DOTs: Understanding Current Practice

Objectives:

Understand inefficiencies and costs associated with current information discovery practices at different transportation agencies. Document the amount of time spent by DOT employees

to find information needed to perform their jobs. Characterize current workforce capabilities related to searching for and critically assessing information that is found. Use results to inform development of guidance on a holistic approach to IKM.

Research Activities:

1. Develop a set of specific information seeking scenarios, and through a combination of interviews and other data collection methods (e.g., logs or diaries), document approaches, sources, methods and time spent.
2. Draw conclusions about factors that inhibit efficient information discovery (e.g., employee understanding of how to search, information organization, information availability, etc.).
3. Make observations about the quality or trustworthiness of information obtained and used.
4. Identify KM initiatives that could address factors that inhibit efficient retrieval of accurate information.

A3. Changing the Status Quo: Understanding Approaches to Introducing New Practices

Objectives:

Understand the role of culture and KM processes in introducing changes in changing established ways of doing things. Identify positive and negative factors influencing DOT adoption of new processes or approaches that have substantially changed established ways of doing things. Draw from examples including introduction of asset management, performance management, system operations, context-sensitive design, automated construction, and system operations. Use results to better understand the cultural and organizational factors contributing to positive change.

Research Activities:

1. Select 2-3 topic areas and identify 5-10 DOTs that have made substantial changes to management and decision-making approaches over the past 3-5 years.
2. Conduct structured interviews with individuals at these DOTs (and their consultants/partners if applicable) that served as champions, technical leads, and in other key roles.
3. Synthesize findings of the interviews to document the changes that occurred and identify factors that impacted the speed and ease of transformation.
4. Identify specific KM activities that DOTs can take to overcome existing barriers to adoption of new practices that require changes to the “status quo.”

A4. Anatomy of a Successful Innovation

Objectives:

Understand the role of KM processes in facilitating DOT innovation. Using a case study approach of successful innovations, document specific processes used for knowledge discovery, creation, sharing, transfer, and application. Identify areas where KM practices could be used to support the innovation process.

Research Activities:

1. Identify 3-5 specific examples of successful innovation at DOTs – for example, new design practices, construction techniques, technology deployments, planning methods, and funding/financing methods.

2. Gather information through document review and interviews to develop case studies of each innovation, with a focus on processes used to discover, create, share, transfer and apply knowledge.
3. Synthesize observations and conclusions about the role of KM processes to support innovation.

A5. The Elements of Culture at a Transportation Agency

Objectives:

Understand the influence of agency culture on learning and collaboration at DOTs. Develop guidance on the facets of culture, techniques for identifying cultures within a transportation agency, assessing cultural barriers to learning and knowledge transfer, and effective practices to build organizational culture(s) conducive to collaboration, learning, and innovation.

Research Activities:

1. Review existing methodologies for identifying and assessing organizational cultures.
2. Develop a draft framework that identifies and describes specific facets of culture that impact collaboration, learning, and innovation at DOTs.
3. Conduct outreach to DOTs to review and validate the framework and identify use cases for its application. Collect stories of both positive and negative cultural influences on knowledge creation, sharing, and application.
4. Create guidance for DOTs on how to apply and act on the results of a cultural assessment.

B1. Scoping Study: A Sustainable Model for Sharing KM Practices

Objectives:

Identify an efficient, non-duplicative and sustainable way to share documented KM practices and related resources. Develop a sustainable model to enable KM case studies, practice examples and tools/templates created through research and individual transportation agencies to be shared. The model should consider the technology (e.g., portal), stewardship and funding, as well as how to motivate and sustain engagement.

Research Activities:

1. Identify and review existing portals and associated stewardship arrangements in use by AASHTO Committees and other groups to share resources, including the current AASHTO CKM’s website.
2. Develop one or more options for KM resource sharing that leverage or build on the existing portals. For each option, describe technology, stewardship, and engagement strategies. Map out roles, responsibilities, and processes and provide estimates of staffing and funding requirements.
3. Conduct stakeholder outreach to present the options and solicit input.
4. Document a preferred approach to sharing KM resources and ensuring ongoing updates.

B2. Transportation Agency KM Practice Compendium

Objectives:

Document KM practices at DOTs so that others can learn from this experience. Curate and share a compendium of current DOT practices for cross-functional collaboration; managing

policies, procedures, and guidance; and knowledge sharing platforms (wikis, websites, content management systems, etc.).

Research Activities:

1. Review the products of recent research projects and other efforts that have curated KM-related case studies and artifacts. Compile an annotated list of these existing resources.
2. Conduct outreach to DOTs to identify additional case examples and resources that would fill gaps in the existing collection. Based on this outreach, develop additional case studies and update the annotated resource list.
3. Prepare standard metadata for each resource, including tags to facilitate discovery.

C1. Updated KM Guide/Manual

Objectives:

Provide operational guidance for integrating KM within a transportation agency. Provide a framework integrating KM practices within DOT business processes that is adaptable to different DOTs. Build on and extend existing transportation KM guidance and include coverage of:

• KM maturity assessment, strategy, and roadmap
• Coordinating KM activities: committees and points of connection
• Conducting a knowledge audit
• Fostering a knowledge sharing and learning culture
• Gathering and using KM metrics

Research Activities:

1. Review the results of prior KM research and identify specific topics and resources to be included or referenced within the new KM Manual.
2. Develop an annotated outline for the KM Manual reflecting a model DOT KM Architecture and KM Maturity Model.
3. Prepare a draft manual.
4. Conduct outreach to obtain feedback on the manual.
5. Produce a final version of the manual.

C2. KM Playbook

Objectives:

Provide practical resources that DOT KM leads and managers can use to implement specific KM techniques. Develop step-by-step guidance for operationalizing and integrating KM practices. Potential topics/plays include:

• Managing policies, procedures, and guidance
• Documenting job-specific knowledge to facilitate handoffs
• Learning from experience – capturing lessons learned and conducting AARs
• Creating and managing a knowledge repository
• Creating and managing an idea management platform
• Creating and managing employee expertise directories
• Setting up and managing a mentoring program
• Conducting and using social network analysis
• Leveraging social networking platforms
• Training employees on managing and sharing their personal knowledge and information

• Training employees on evaluating suitability of data and information for use
• Training employees on sharing data and information

Research Activities:

1. Conduct a literature review to identify existing KM playbooks and operational guidance on specific KM techniques.
2. Develop a design for the playbook including a list of KM techniques to be included and a format for presenting information about each technique. Identify how the playbook will connect to the KM Manual and other available KM products for transportation agencies.
3. Draft the playbook.
4. Conduct outreach to obtain feedback on the playbook.
5. Produce a final version of the playbook.

C3. Model Internal Agency KM Manual

Objectives:

Educate DOT employees on individual KM practices. Create a model manual that could be adapted by state DOTs to provide guidance for their employees on how/where to seek information and advice, expectations for maintaining documentation related to their job and completed projects, and expectations for sharing their knowledge with others. Include sample desk references to support standardization, handoffs, and knowledge transfer. Note that this is not duplicative of the RN to create a DOT KM Manual, which provides more general guidance to transportation agencies on KM implementation. This RN is intended to provide a template that individual agencies can use to create specific guidance for their employees.

Research Activities:

1. Conduct outreach with DOTs to gather requirements for the model KM Manual and identify existing examples of guidance suitable for covering within this manual.
2. Develop an annotated outline for the model DOT KM Manual.
3. Draft the model DOT KM Manual.
4. Conduct outreach to obtain feedback on the model DOT KM Manual.
5. Produce a final version of the model DOT KM Manual.

C4. KM Guidance for Different DOT Functions

Objectives:

Educate managers of specific DOT functional units on how to apply KM practices to support their objectives. Develop a series of brief KM guidance documents geared to different DOT modes and functions such as safety management, system operations, and construction. These documents would cover targeted KM techniques that can be applied within each functional area to improve efficiency and effectiveness.

Research Activities:

1. Design this series of guidance documents – identify the specific functions to be included and the types of information to be included.
2. Conduct outreach with managers and staff of the selected functions to discuss current practices and needs related to KM.
3. Draft the guidance documents.
4. Conduct outreach to obtain feedback.
5. Produce final versions.

C5. KM Guidance for HR Managers

Objectives:

Educate HR leads at DOTs about KM practices. Develop tailored guidance on KM for HR functional leads, covering KM techniques to be applied at different stages of the employee life cycle: recruiting, onboarding, mid-career, late career, and off-boarding.

Research Activities:

1. Conduct outreach with DOT HR leads to understand existing KM practices at each stage of the employee life cycle, and specific types of guidance that would be of interest.
2. Draft the guidance document.
3. Review with HR leads to obtain feedback.
4. Produce a final version.

C6. Managing DOT Information: A Holistic Approach

Objectives:

Identify ways that DOTs can connect their existing separate information management functions to improve efficiency and effectiveness. Develop a model for a coordinated approach to managing and governing different types and sources of data and information at a DOT. Identify and describe points of connection and potential synergy with respect to management of data, records, and content. Provide guidance for DOTs on organizational approaches to implementing this model. Cover key challenges and how to tackle them. Describe benefits to information findability and efficiency.

Research Activities:

1. Develop a draft holistic model for integrating management of data, records, and content at a DOT.
2. Validate the model through interviews with a diverse set of DOTs.
3. Produce a draft guidance document that describes the model and how to implement it.
4. Conduct outreach to obtain feedback.
5. Produce a final version.

C7. Model DOT Knowledge Architecture

Objectives:

Facilitate KM implementation/integration at DOTs by providing a standard model to follow. Develop a model knowledge architecture that can be adapted by individual DOTs. Describe how this architecture might fit with a DOT’s enterprise architecture-related practices. The knowledge architecture would provide a framework that DOTs could use to define processes, roles, responsibilities, interdependencies, and technologies to address knowledge gaps resulting from workforce transitions or changing requirements. The architecture would also help DOTs to better understand how different roles within the organization (HR, IT, information management, performance management, project management, change management, innovation, etc.) need to be coordinated to maximize KM effectiveness. The architecture should support both a top-down KM model with a formal program and one that is more integrated within existing DOT functions.

Research Activities:

1. Conduct a literature review to identify existing KM architectures and frameworks.
2. Build on existing architectures to develop a draft model KM architecture for a DOT.
3. Outline options and variations within each component of the architecture to make it adaptable to a range of DOTs.
4. Describe how to use the architecture.
5. Link each component of the architecture to additional implementation guidance.

C8. A Compendium of Techniques for Sharing DOT Knowledge Assets

Objectives:

Identify a range of methods and technologies that DOTs can implement to share knowledge assets. Create guidance for DOTs on platforms and processes for sharing key knowledge assets such as policies and procedures, manuals, lessons learned, and contact information. Cover models for how to organize and package content/knowledge assets so that they are easily consumable and suited to different learning styles. Include a range of examples from both DOTs and other organizations representing different levels of sophistication and implementation costs.

Research Activities:

1. Conduct a literature review to document examples of knowledge sharing platforms and processes at DOTs and other organizations.
2. Categorize options for sharing knowledge options and develop criteria for selecting the most appropriate option based on objectives, current technology environment, resource availability, and other factors.
3. Create or link to available guidance on implementation of each option.

C9. KM Practices Supporting Resilience

Objectives:

Identify KM practices that can support DOT efforts to increase resilience. Use current DOT efforts to integrate consideration of resilience into planning, program and project development, maintenance and operations to highlight the role of culture and KM processes in facilitating necessary changes to practices. Create guidance for DOTs on KM practices that can be used to support the agency’s effort to improve resilience. Include strategies for capturing and sharing both internal and external sources of knowledge and information for this rapidly developing area – including ways to tap into knowledge of field personnel about areas of vulnerability.

Research Activities:

1. Conduct a literature review and outreach to identify suitable case examples.
2. Develop case studies that highlight (1) cultural factors and KM processes that support efforts to integrate resilience into agency processes and (2) barriers to integration of resilience into agency processes related to agency/group culture and lack of knowledge creation, sharing, transfer, and application.
3. Synthesize the results of the case studies and provide guidance on steps that DOTs can take to better support integration of resilience.

C10. Sustainable Methods for Creating and Maintaining Employee Expertise Directories

Objectives:

Advance DOT capabilities to foster knowledge exchange between employees working across different parts of the agency. Create guidance for DOTs on creating and maintaining employee expertise directories. Cover ways to build on common existing DOT mail and calendaring systems. Suggest ways of specifying and categorizing areas of expertise. Identify sustainable practices for populating and keeping information updated as employee turnover occurs and as employees develop new skills.

Research Activities:

1. Conduct a literature review to identify examples of organizations that have created employee expertise directories.
2. Develop several different options that DOTs can pursue representing varying levels of effort and technology approaches.
3. Create guidance on defining objectives, scoping an effort, implementing a solution, and maintaining the expertise directory over time.

C11. Strengthening Transportation Agency Cross-Functional Collaboration

Objectives:

Help DOTs to expand use and effectiveness of collaborative efforts that take advantage of diverse employee perspectives, skills, and experiences. Explore the motivations for collaboration within DOTs and identify barriers. Create guidance for DOTs on ways to strengthen cross-functional collaboration to improve consistency and predictability of business processes and foster process improvements reflecting multiple perspectives. Include documented examples of successful short term and longer-term collaborations.

Research Activities:

1. Synthesize existing research on ingredients for successful collaboration within government and other organizations.
2. Identify specific examples of cross-functional collaboration at DOTs and interview participants to understand motivations, barriers, products, and benefits.
3. Identify elements of organizational culture that is conducive to collaboration.
4. Create practical guidance on how to foster collaboration.

C12. Integrating Emergent Practices in Transportation Agencies – Guidance for Senior Managers

Objectives:

Increase DOT manager awareness of ways to support their employees in tackling complex problems not amenable to conventional solutions. Some problems or challenges are complex in nature - cause and effect relationships are not established, and the best course of action cannot be identified in advance. These types of problems need to be tackled through supporting “emergent practices” in which employees respond to situations and find solutions incrementally and organically rather than by following prescribed or pre-planned rules. Develop guidance for DOT

senior managers on recognizing complex problems that will not lend themselves to conventional approaches and fostering an environment conducive to emergent practices.

Research Activities:

1. Review the literature on complex systems and emergent practices (including work by David Snowden and others).
2. Identify specific examples of complex problems faced by DOT managers.
3. Develop a series of case studies describing how these problems have been approached, covering participants and roles; knowledge creation, discovery, sharing; and decision-making dynamics.
4. Develop guidance geared to senior managers on recognizing complex problems and fostering emergent practices.

C13. Change Management Guidance Supporting KM

Objectives:

Identify change management strategies that DOTs can use to overcome cultural barriers to knowledge sharing. Develop a model change management plan and implementation guidance for KM covering how to identify and address different types of resistance. Discuss desirable qualities for a champion and change agent.

Research Activities:

1. Review the literature on the use of change management to foster KM adoption.
2. Develop a model change management plan for KM.
3. Develop guidance on using the change management plan.

D1. KM Maturity Model for DOTs

Objectives:

Provide a standard method for DOTs to assess the maturity of their KM practices and benchmark themselves against peer agencies. Review existing KM maturity models and create/adapt a model that is tailored to state DOTs.

Research Activities:

1. Review existing KM maturity models.
2. Create or adapt a DOT KM maturity model incorporating the best features of the identified models.
3. Test the model at a diverse set of DOTs and obtain feedback.
4. Revise the model based on feedback.

D2. KM Maturity Assessment Tool

Objectives:

Provide an easy-to-use KM maturity assessment tool that DOTs can apply. Create a KM Maturity Assessment Tool that enables DOTs to (1) identify gaps and communicate these gaps to agency leaders, (2) identify specific KM initiatives that can close the gaps, and (3) benchmark practices against peer agencies.

Research Activities:

1. Conduct outreach to gather input on desired characteristics and features of a DOT KM Maturity Assessment Tool (e.g., web-based versus spreadsheet, ability to specify target maturity levels, inclusion of actions to increase maturity, etc.).
2. Design and develop the assessment tool.
3. Test the tool at multiple agencies.
4. Revise the tool based on the testing experience.
5. Develop documentation for tool application.

D3. KM Risk Assessment Tool

Objectives:

Provide an easy-to-use risk assessment tool to help agencies target KM activities. Develop an expanded version of the “KM Litmus Test” included in the existing NCHRP KM Guide (NCHRP Report 813) enabling state DOTs to identify and mitigate specific risks related to loss of institutional knowledge and ability to deliver on agency commitments and goals. Suggest approaches to integrate KM risk assessment into agency risk assessment practices.

Research Activities:

1. Review the literature to identify existing KM risk assessment tools and approaches.
2. Update the KM Litmus Test to include an expanded set of criteria/questions.
3. Create an easy-to-use tool (spreadsheet or web-based) for completing a risk assessment and compiling results.
4. Develop documentation and guidance for applying the risk assessment tools.

D4. Learning Culture Assessment Tool

Objectives:

Provide an easy-to-use tool that DOT business unit managers can use to identify barriers to knowledge sharing and learning within their units. Identify, and as needed, adapt a tool that can be used to assess the “cultural health” of a DOT business unit with respect to knowledge sharing and receptivity to learning and change. Demonstrate application of this tool within several different types of units.

Research Activities:

1. Review existing methodologies for identifying and assessing learning cultures at the business unit level.
2. Develop a cultural health assessment tool that takes input from employees of a business unit and produces scores of cultural health across several dimensions.
3. Produce guidance on how to apply the tool and act on its results.

D5. Knowledge Mapping Tool

Objectives:

Provide tools that DOTs can use to identify and track sources of critical knowledge. Develop a primer including reusable templates for DOTs to identify and map critical knowledge relevant to particular business functions and processes. Create sample knowledge maps that show an employee within a particular unit what they need to know and what the key sources of knowledge and information are.

Research Activities:

1. Review the literature on knowledge mapping to identify existing techniques and tools.
2. Develop a draft knowledge mapping methodology and template suitable for application at DOTs.
3. Work with a set of DOTs to apply the draft methodology and template.
4. Update the methodology and template based on what was learned through the test applications.
5. Develop guidance on how to apply the knowledge mapping tool and act on its results.

D6. Social Network Analysis Tool

Objectives:

Provide tools that DOTs can use to map employee communication and knowledge sharing patterns and identify how to mitigate risks and enhance knowledge flows. Develop a primer including reusable templates for conducting social network analysis within a DOT setting. Cover: defining goals, anticipating how results will be used, scoping the analysis, data gathering methods, tools for managing and displaying the resulting information, and approaches to communicating results. Include several example applications to illustrate the guidance.

Research Activities:

1. Review the literature on social network analysis methods, tools and benefits.
2. Develop or adapt existing social network analysis tools suitable for application at DOTs.
3. Work with a set of DOTs to apply the draft tool.
4. Update the tool based on what was learned through the test applications.
5. Develop guidance on how to apply the social network analysis tool and act on its results.

D7. KM Communication Tools

Objectives:

Support DOT efforts to build internal understanding of and support for KM initiatives. Develop a variety of materials (slide decks, fact sheets, videos) that DOTs can adapt for use in communicating the purpose and value of KM to both executive and technical audiences. Include how to target groups for communication; identify and develop key messages; establish personas; communicate the complexity, dynamism, and value of KM; promote engagement and accountability; and communicate at different stages of KM maturity.

Research Activities:

1. Conduct a literature review and outreach to identify and collect existing KM communication plans and resources from transportation agencies and other organizations.
2. Curate, adapt, and create communications resources.
3. Document a model process for developing and carrying out a KM communication plan.

D8. KM Toolkit

Objectives:

Implement an efficient, non-duplicative and sustainable way to share documented KM practices and related resources. Develop a KM toolkit with a variety of resources that DOTs can draw upon to implement KM practices. Recommend a stewardship approach to update the toolkit on a continual basis as new resources are developed through research and practice.

Research Activities:

1. Compile, organize, and annotate/tag the components of the toolkit.
2. Facilitate implementation of the toolkit platform.
3. Develop guidance for ongoing updates to the toolkit.

E1. Anticipatory Knowledge System for Transportation Agencies

Objectives:

Advance DOT practices for delivering relevant, actionable information to employees when they need it. Explore how the MITRE Anticipatory Knowledge System might be adapted for use for a state DOT. For different employee types/roles, and milestones, define types and sources of information that would be needed. Create model requirements that could be used by DOTs or their partners to implement the system.

Research Activities:

1. Meet with representatives of MITRE to review their Anticipatory Knowledge System (AKS) and understand its content and processes.
2. Produce a draft concept for how an AKS might be applied in a DOT setting, including roles, business processes, milestones, and events.
3. Conduct outreach to DOTs to review, validate, and refine the AKS concept.
4. Develop a conceptual data model for an AKS that identifies information to be delivered to employees in different situations and likely sources of that information.
5. Develop functional requirements that could be used individually or collectively by DOTs to develop and integrate anticipatory knowledge delivery system software.
6. Develop implementation guidance for an AKS covering roles and responsibilities for creating, managing, and supporting a DOT anticipatory knowledge system.

E2. Applications of AI to Support KM in Transportation Agencies

Objectives:

Understand applications, benefits, and limitations of available and emerging AI applications (including large language models and generative AI) for KM. Identify existing and future potential promising applications of AI for supporting knowledge creation, sharing, discovery, and exploration in a transportation agency setting. Characterize each application with respect to potential value, level of maturity or readiness, methodologies, data requirements, level of expertise required for development and key challenges or cautions to be aware of. Identify opportunities for creating models or tools that could be used to advance application of promising applications at multiple agencies.

Research Activities:

1. Conduct a literature review to identify AI applications with potential for supporting knowledge creation, sharing, discovery, and exploration at transportation agencies.
2. Identify and classify the applications and prioritize them for development based on likely benefits, implementation readiness, and ease of deployment.
3. Conduct in-depth research on the priority applications and produce fact sheets for each one.
4. Identify opportunities for future development of the most promising applications.

E3. Advancing Knowledge Representation Methods for Transportation Agencies

Objectives:

Advance techniques for formal representation of concepts and relationships that provide the foundation for improving knowledge discovery and delivery. Explore existing and future potential promising applications of knowledge representation techniques, including thesauri, ontologies, and knowledge graphs within the transportation domain. Document how these techniques are currently used and their benefits. Based on models from other fields (e.g., medicine), suggest specific pilot projects that can be undertaken to further develop the most promising applications and demonstrate their value.

Research Activities:

1. Conduct a literature review to identify existing uses of thesauri, ontologies, and knowledge graphs within the transportation domain and to identify particularly successful uses of knowledge representation techniques in other fields, such as medicine.
2. Identify a set of techniques that are in active use and document their uses and benefits.
3. Identify additional applications where further development would be beneficial.
4. Develop concepts for a series of pilot projects to further develop and demonstrate the most promising knowledge representation applications.

E4. Advancing Knowledge Discovery Methods for Transportation Agencies

Objectives:

Advance techniques for knowledge discovery at transportation agencies. This research should consider techniques including auto-classification, semantic search, intelligent agents/automated assistants, chatbots and interactive tools for knowledge exploration. Applications for internal use (e.g., employees searching for a solution to a problem) as well as external use (e.g., responding to public inquiries) should be considered.

Research Activities:

1. Conduct a literature review to identify existing uses of auto-classification, semantic search, intelligent agents, chatbots, and interactive tools for knowledge application.
2. Identify a set of techniques that are in active use and document their uses and benefits.
3. Identify additional applications where further development would be beneficial.
4. Develop concepts for a series of pilot projects to further develop and demonstrate the most promising knowledge discovery applications.

F1. Leadership Forum on KM

Objectives:

Raise awareness and understanding of KM among transportation agency leaders. Convene agency leaders to share information about practices that can be used to address current workforce concerns and support innovation. Produce videos and a report to share results.

Research Activities:

1. Identify and assemble a small planning team to develop the invitee list and agenda for the leadership forum.

2. Develop a plan for the forum to include timing, duration, participant list, presenter list and topics, and overall agenda.
3. Manage logistics for the event, including invitations, travel arrangements and reimbursements, venue selection and contract, and other activities.
4. Facilitate the event.

F2. KM Peer Exchanges

Objectives:

Support awareness of KM research findings and adoption of successful KM practices. Organize a series of (quarterly) virtual and (annual) in-person peer exchanges to enable KM leads and potential KM leads to discuss successes, challenges and opportunities for collaboration.

Research Activities:

1. Plan peer exchanges – identify priority topics, enlist presenters, and create a calendar.
2. Publicize peer exchanges and distribute invitations.
3. Facilitate peer exchanges and handle follow-up activities, including posting of presentations and summaries of key discussion points and potential future action items.

F3. Supporting Implementation of Holistic Approaches to IKM

Objectives:

Support implementation of research providing guidance on a holistic approach to IKM. Engage with a group of DOTs to walk through the guidance and identify specific strategies that the DOT can take to build connections across existing disparate IKM functions and processes.

Research Activities:

1. Identify a group of DOTs interested in receiving implementation support.
2. Plan and scope the support activities with points of contact at each agency.
3. Conduct a series of facilitated sessions with each agency to provide support.
4. Document the results of the effort.

F4. Advancing Knowledge Representation Methods for Transportation Agencies—Pilot Applications

Objectives:

Demonstrate practical applications of knowledge representation methods. Work with a set of volunteer agencies to support pilot projects demonstrating advances in knowledge representation methods. Document their results and suggest ways to facilitate adoption of the most successful pilot techniques.

Research Activities:

1. Identify a group of DOTs interested in pursuing pilots.
2. Plan and scope the pilot activities with points of contact at each agency.
3. Carry out and document the pilots.

F5. Supporting Implementation of AI Applications for Knowledge Discovery and Delivery

Objectives:

Demonstrate practical applications of AI applications for knowledge discovery. Work with a set of volunteer agencies to support pilot projects demonstrating AI applications for knowledge discovery and delivery. Document their results and suggest ways to facilitate adoption of the most successful pilot techniques.

Research Activities:

1. Identify a group of DOTs interested in pursuing pilots.
2. Plan and scope the pilot activities with points of contact at each agency.
3. Carry out and document the pilots.

F6. Supporting Implementation of Learning Culture Assessment and Improvement

Objectives:

Support Implementation of Research on Improving Learning Cultures. Work with a group of DOTs to support implementation of learning culture assessment and improvement guidance, based on the results of a prior NCHRP project.

Research Activities:

1. Identify a group of DOTs interested in receiving implementation support.
2. Plan and scope the support activities with points of contact at each agency.
3. Conduct a series of facilitated sessions with each agency to provide support.
4. Document the results of the effort.

F7. AKS – Pilot Application

Objectives:

Demonstrate the AKS concept with one or more DOTs. Work with a set of volunteer agencies to support pilot projects demonstrating creation of an AKS. Document their results and suggest ways to facilitate adoption of the most successful pilot techniques.

Research Activities:

1. Identify a group of DOTs interested in pursuing pilots.
2. Plan and scope the pilot activities with points of contact at each agency.
3. Carry out and document the pilots.