Implementation of a knowledge management and capitalization system for territorial planning and development for the benefit of the Ministry of National Territorial Planning, Urban Planning, Housing and City Policy.

In a context where Morocco, a country in full emergence phase, gives more value to intangible capital and is concerned about knowledge and expertise loss after retirements or administrative departures of skilled personnel, the Ministry decided to implement a knowledge management and capitalization system for territorial planning and development.

In this framework, contract number 22/2017 was awarded to Shared System for the implementation of this system following a public tender.

The scoping was mainly conducted through workshops with Ministry stakeholders to define project boundaries (project scope, key steps definition, planning…). A scoping report was delivered. This document presented the methodology to follow for project execution, while explaining the communication strategy, risk management approach, and our quality standards.

In this phase, we identified and inventoried existing Knowledge Management practices as well as knowledge needs and usage, followed by a diagnosis of strengths and weaknesses of know-how capital in territorial planning (TP) and territorial development (TD). This enabled us to:

• Identify professions to locate knowledge holders for capture in later phases;
• Catalog knowledge management practices within the Ministry and establish a current state of territorial planning knowledge management with an assessment of knowledge sharing levels;
• Identify knowledge transfer and management processes;
• Locate knowledge “deposits” through experience repositories and knowledge trees;

The objective of Phase III was mapping critical knowledge, capitalizing this knowledge and creating organizational memory. After developing knowledge domain mapping, we identified critical professional knowledge through knowledge criticality analysis. In a second step, we captured and managed knowledge within the Ministry by implementing a set of capitalization methods, models and processes. This phase resulted in:

In this phase, we developed and implemented a knowledge management platform to centralize and share knowledge within the Ministry, facilitating staff training and skills development, while promoting innovation and creativity by enabling employees to share best practices and experiences.

Change management was based on implementing a participatory approach involving managers and stakeholders to enable gradual change considering existing knowledge management and capitalization practices.
This participatory approach aimed to explain the change and involve stakeholders in its deployment to facilitate integration into daily practices and system adoption.