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Jun 07
2010

Passing On IT Tribal Knowledge

Posted by charlesb2k in IT tribal knowledgeemployee trainingCharles Burleigh

charlesb2k

From the beginning of time, humans have passed on knowledge of how to survive, from person to person.  This knowledge includes where to go for certain foods, how to hunt certain animals, where to find water, and more.  Even today, Aboriginal tribes around the world still pass on this information by mouth.  This tribal knowledge is not usually written down, but relies heavily on the memory of the person passing it on.

 

Unfortunately, Tribal Knowledge still exists today in many IT departments.  Commonly used scripts, data base performance monitoring tricks, even common functions for code writing, are often part of this Tribal Knowledge.  Unfortunately, much of this knowledge is still passed on by word of mouth.

 

I was "the new guy" recently at my new job.  I had to dig around and ask questions to learn many of the tricks that are used in my position.  We just hired a new contractor.  To help him come up to speed and get oriented, my manager asked me to mentor this new team member.  The new guy now has to mentor the newer new guy.

 

Since I was the newest member of the team, and most recently had to learn how the job was done, I am in a unique position to provide just what is needed to help the new team member come up to speed quickly.

 

Here are a few of the tools and processes I've put together to help pass on the Tribal Knowledge.

 

  • Cheat Sheet - This is a document that contains the most commonly used commands.  It includes small scripts to look through files for certain values, tell how much space is being used on the file system, and contact information for certain key individuals.  This was created by a prior employee, and I have added to it as I learn and use new shortcuts.

  • Environment Diagrams - There are several servers and databases in use in a complex data warehouse system.  It is near impossible to remember all the server names and connection information.  It is important to create a document that provides all this important information, as well as a picture of what the network looks like.

  • Process Documentation - There are certain processes that are performed frequently.  These can range from how to clear old files off the file server, to how to conduct emergency change requests. It is important to create documents that cover all these repeated processes, so new team members can perform the processes when required.

  • Contact Sheet - It is a good idea to include the contact information of other team members, managers, and even cross department contacts.  It is also important to have the contact information for sources and consumers of the data in your system.  The contact information for the DBAs and System Administrators is also important to provide to new team members.

 

These documents if maintained properly, can be very helpful to a new team member.  The best way to ensure that a standard version of these documents are disseminated to team members is to upload them to a central document repository.  The documents can then be updated and maintained as needed to ensure the information doesn't become stale.

 

It is important that Tribal Knowledge in an IT organization be captured, stored and maintained, so that new team members can have quick access to the information necessary to perform their jobs.  This will allow new team members to become productive and contribute to the success of the organization much quicker than if they have to search for the information themselves.

 

Comments (7)Add Comment
Tom Hoffman
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written by Tom Hoffman, June 08, 2010
Thanks for the article, Charles. Great advice.

One of the things that many IT managers continue to struggle with are effective ways to capture and transfer knowledge from one IT worker to another. That's particularly true in those instances where IT leaders are looking for ways to transfer knowledge from older, experienced IT staff or managers to the next generation.

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written by Angela, June 09, 2010
Very true. But, the information is also good for everyone, not just the new employees. It can be hard to do though if the manager does not support you and you have several peers who do not want to participate in maintaining the documents or other documentation or standards.
Terri Cull
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written by Terri Cull, June 09, 2010
I agree completely Charles. I have a relatively new employee (going on 6 months now) and his morale has been significantly impacted by the lack of knowledge on the inner workings of the company that seem to reside only within the heads of those who have been there for some time. Maybe now is a good time to have him mentor the next newcomer. Then again, I want to avoid propogating his frustration. Another approach might be to have that individual or others like him who are fresh to the 'void of info' to be put in charge of capturing that data and posting it to a common repository for all. Who better to do than the one's who are most familiar with the pain points that exist.
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written by Ralph Wilson, June 10, 2010
I have been "the new kid on the block" several times in my career and have also done duty as a Road Warrior (which basically means being the perennial "new kid on the block"). This doesn't bother me as much, I think, as it does some . . . probably because I grew up as an "Air Force Brat" and, therefore, am somewhat familiar with the condition. The things you mention are what I try to either find or figure out very quickly, wherever I am. I also learned, as a kid, to share that same knowledge with whoever becomes the _latest_ new kid.

I have been at very few companies, though, that actually try to make tat information available to new hires. It's almost as though it is perceived as an initiation process . . . sort of an "I had to figure it out the hard way, so _you_ have to, too." approach to life. I think it also has to do with a basic "knowledge hoarding" approach to corporate survival. Some people seem to think that, since knowledge is power, having knowledge that they don't share means that they have more power than someone who doesn't have that knowledge.

Where I have encountered the easiest transitions , with regard to the sort of information you mention, I have also encountered freely shared information of almost every other sort. I have oftened wondered whether that is a correlational or a causal relationship. I tend to thing it is correlational and that there is some other aspect of the corporate culture (perhaps a less visious form of corporate politics?) that is behind both.
Charles Burleigh
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written by Charles Burleigh, June 11, 2010
Thank you all for your comments. This is obviously a point of frustration with many people.

@Terri, I was feeling frustrated as well up until I had about 90 days on the job. At that point I helped resolve an extremely tough situation, and my manager, his manager, and the CDO all recognized my work resolving the issue. That went a long way towards helping me feel that my work was valued and that I was on the right track. I have also been tasked with gathering or writing many of the documents I spoke about and posting them on our shared server.

@Ralph, I too was a "Road Warrior" for over 11 years, the "perpetual new guy" and carried my cheat sheets with me everywhere. I had a jump drive with that contained all my most valuable tips. I mean, how many times do you need to do an update based an a 3 table join? So, I keep all the scripts I've written, and some others have written, with me wherever I go. I share this information as needed with others. But I do see some of that "I've been there and figured it out myself, so can you" attitude as well. I think it might have something to do with how the people they have helped have used the information too. One guy told me, "I like helping you because you're a sponge and soak it up and use it."
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written by Charlynn Doumbia, July 15, 2010
Yes it is very frustrating trying to learn a new system. This frustration is compounded when formal documentation is not kept up to date or the contractors who implemented a process left and took the documentation along. Although a tough scenario many of us working in the IT field know this is very common. If that possessing a type of reverse engineering plan of action when beginning a new position is ver helpful. People don't like to be asked questions however with a little persistance the new process can be learned and documented.
Ellen Pearlman
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written by Ellen Pearlman, July 20, 2010
I do believe that the corporate culture does determine whether or not people are willing to share information with newcomers to the corporation. If the culture is a "dog eat dog" environment that values competition above all else, then people will be less likely to share their knowledge. As Ralph said above "knowledge is power." But in environments that reward team work and collaboration and where people feel valued, helping others is more likely to occur.

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