DAU Knowledge Management in Support of Informal Learning to the Department of Defense Acquisition Workforce

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6 Νοε 2013 (πριν από 3 χρόνια και 9 μήνες)

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DRAFT



DAU Knowledge Management

in Support of Informal Learning

to the Department
of Defense Acquisition Workforce

DAU’
s C
ustomers and
DoD’s Challenging E
nvironment


DAU’s ultimate customers are the war fighters and logisticians around the world. DAU directly
supports the Acquisition, Technology and Logistics
(AT&L)
community

-


the

Defense
Acquisition Workforce; which is
made up of 126,000 government and military a
cquisiti
on
professionals, and
hundreds of thousands of
DoD contractor personnel.


The overall acquisition process is an extremely complex system, comprised of three
interdependent systems of somewhat predicable processes.
See Figure 1.

The major processe
s
alone are enough to provide a major challenge to the workforce. When you add the
unpredictable actions that
come about through activity with end users
, OSD, Congress,
industry, oversight organizations, and the media; and when you add the challenges rela
ted to
Human Capital Management; and then
add

known unknowns, and unknown unknowns
-

you
have a very complex system for the A
cquisition workforce to operate in

and be successful
.

Integrated
Baseline
Review
Integrated
Baseline
Review
System Integration
System Demonstration
Low
-
Rate Initial Production
Defense
Acquisition
System
(event driven)
Planning,
Programming,
Budgeting,
& Execution
Process
(biennial calendar driven)
Military
Departments &
Defense Agencies
Cost
Integrated Defense Acquisition, Technology, & Logistics Life Cycle Management Framework
FOC
IOC
Full
-
Rate Production/Deployment
MS
B
System Development & Demonstration Phase
Operations & Support Phase
Post
Deployment
Performance
Review
Three DOD
Decision Support Systems
Effective Interaction is Essential
Sustainment
National Military Strategy
FYDP
updated
Budget
Committees
Congress
Congress
DoD
Budget
On Year
Off Year
POM/Budget Formulation
PCP/BCP Prep
Final
PBDs
Actual Costs
Engineering
Cost Estimation
Methods
Parametric
Analogy
Technology Development Phase
Concept Refinement Phase
National Security Strategy
DoD Testimony
Strategic Planning
Guidance
Off Year Optional
Fiscal Guidance
President’s
Budget to
Congress
Joint Programming Guidance
Off Year Optional
White
House
OSD &
Joint Staff
OMB
SLRG Reviews
Joint Planning Document
PBD Cycle
PMO Budget Estimate
PMO POM Input
Full
Funding in
FYDP
CDD
MS
C
POM/Budget Submit
PCP/BCP Submit
FYDP
updated
MS
A
The Milestone Decision Authority may authorize entry into the acquisition process at any point, consistent with phase specifi
c e
ntrance criteria and statutory requirements
Economic Analysis
(MAIS Only)
AoA
Plan
System Threat Assessment
Information
Support
Plan
CPD
Service/JROC
Validation &
Approval
J
-
6 Interoperability
& Supportability Cert.
Validated and approved CDD and CPD for each increment of an evolutionary
acquisition
Oversight &
Review
Clinger
-
Cohen Act
-
Compliance (all IT)
-
Certification (MAIS)
Net
-
Ready
KPP
KPPs
CPD
System Threat Assessment
Information
Support
Plan
Service/JROC
Validation &
Approval
J
-
6 Interoperability
& Supportability Cert.
Net
-
Ready
KPP
Clinger
-
Cohen Act
-
Compliance (all IT)
-
Certification (MAIS)
Clinger
-
Cohen Act
-
Compliance (all IT)
-
Certification (MAIS)
Clinger
-
Cohen Act
-
Compliance (all IT)
-
Certification (MAIS)
ADM
Exit
Criteria
Met
DAB/
ITAB
MDA
ADM
DAB/
ITAB
MDA
ADM
Exit
Criteria
Met
DAB/
ITAB
MDA
APB
ADM
Exit
Criteria
Met
DAB/
ITAB
MDA
ADM
Exit
Criteria
Met
DAB/
ITAB
MDA
APB
ADM
Exit
Criteria
Met
DAB/
ITAB
MDA
APB
MBI
Allocation
Apportionment
Affordability
Assessment
CARD
(Designated
Programs)
POE
CCA
ICE
Affordability
Assessment
POE
CCA
ICE
Economic Analysis
(MAIS Only)
Contracting
Acq
Plan
Source
Selection
Plan
Draft
RFP
RFP
Acq
Plan
Draft
RFP
RFP
Source
Selection
Plan
Production & Deployment Phase
Increment III
B
C
DRR
FRP
Increment II
B
C
DRR
FRP
KPPs
Joint Capabilities
Integration &
Development System
VCJCS Oversight
CJCSI 3170.01D
Defense
Acquisition
System
USD(AT&L) Oversight
DoDD 5000.1
Planning,
Programming,
Budgeting & Execution
DEPSECDEF Oversight
MID 913
Purpose of LRIP
:

Establish Production Base

Ramp to Production Rate

Produce systems for IOT&E
Low
-
Rate Initial
Production
Systems
FCA
Prototypes/
Engineering
Dev Models
Technology
Development Strategy

Program Strategy

Cost, schedule &
performance goals &
exit criteria for first tech
demo

Test Plan
Acquisition Strategy

Program Structure

Acquisition Approach

Capability Needs

T&E Considerations

Risk Management

Resource Management

Life
-
Cycle Considerations

Business Considerations
System Development
& Demonstration
Contract
Integrated
Baseline
Review
LRIP
Contract
AoA
Best
Materiel
Approach(es)
Draft ver. 4.7. May 21, 2004
Study
Contracts
Initiate Evolutionary Acquisition Strategy
Evolutionary Acquisition Strategy
Refine initial concept. Develop Technology
Development Strategy
Reduce technology risk and determine appropriate set of
technologies to integrate into a full system.
Develop a system or increment of capability; reduce integration and manufacturing risk; ensure operational supportability; re
duc
e
logistics footprint; implement human systems integration; design for producibility; ensure affordability and protection of cr
iti
cal
program information; and demonstrate system integration, interoperability, safety, and utility.
Achieve operational capability that satisfies
mission needs.
Execute a support program that meets operational support performance requirements and
sustains the system in the most cost
-
effective manner over its total life cycle. Dispose of the
system in the most cost
-
effective manner at the end of its useful life.
Tech
Demos
Preliminary
Integrated
Architecture
Acq
Plan
Draft
RFP
RFP
Source
Selection
Plan
Technology
Development
Contract
Supports O&M Budget
Review
Acq
Plan
Draft
RFP
RFP
Source
Selection
Plan
In
-
Service
Review
October
April / May
August
September
-
November
October
-
November
November
December
January
February (1st Monday)
February
-
September
DoD Appeals
Disposal
This chart is a classroom aid for Defense Acquisition University students. It provides a notional illustration of the
interfaces among the three major decision support systems used to develop, produce, and field a system for
national defense. Defense acquisition is a complex process, with many more activities than shown here, and many
concurrent processes that cannot be properly displayed on a two
-
dimensional chart. Supporting information is on
the back of this chart. For more detailed information see the Acquisition, Technology & Logistics Knowledge
Sharing System (http://akss.dau.mil).
System
Performance
Spec
Prototypes/
Engineering
Dev Models
Initial
Production
Baseline
CARD

Cost Analysis Requirements Description
CCA

Component Cost Assessment
ICE

Independent Cost Estimate
MAIS

Major Automated Information System
POE

Program Office Estimate
RDT&E

Research, Development, Test & Evaluation
Cost Acronyms
BCP

Budget Change Proposals
FYDP

Future Years Defense Program
MBI

Major Budget Issue
OMB

Office of Management & Budget
PBD

Program Budget Decision
PCP

Program Change Proposals
PDM

Program Decision Memorandum
POM

Program Objectives Memorandum
SLRG

Senior Leadership Review Group
Planning, Programming, Budgeting & Execution Acronyms
Joint
Capabilities
Integration &
Development
System
(need driven)
ADM

Acquisition Decision Memorandum
AoA

Analysis of Alternatives
APB

Acquisition Program Baseline
CD

Concept Decision
DAB

Defense Acquisition Board
DRR

Design Readiness Review
FOC

Full Operational Capability
FRPDR

Full
-
Rate Production Decision Review
IOC

Initial Operational Capability
ITAB

Information Technology Acquisition Board
LRIP

Low Rate Initial Production
MAIS

Major Automated Information System
MDA

Milestone Decision Authority
Oversight & Review Acronyms
RFP

Request for Proposal
Joint Capabilities Integration & Development System
-
Acronyms
CDD

Capability Development Document
CJCSI

Chairman, Joint Chiefs of Staff
Instruction
CPD

Capability Production Document
DOTMLPF

Doctrine, Organization, Training,
Materiel, Leadership, Personnel, and Facilities
DAB

Defense Acquisition Board
ICD

Initial Capabilities Document
IOC

Initial Operational Capability
JROC

Joint Requirements Oversight Council
KPP

Key Performance Parameter
Draft
CDD
AoA
updated
Full
-
Rate
Production
Systems
Major
Products
Appropriation
Committees
Authorization
Committees
Authorization/
Appropriation
Acts Passed
PDM(s)
Appropriated Funds To Support Contracts
FOC
Affordability
Assessment
POE
CCA
ICE
Economic Analysis
(MAIS Only)
CARD
(Designated
Programs)
Post Production Software Support Contracts
Sustainment Contracts
Operations &
Maintenance
Types of
Funds
RDT&E

Management & Support
RDT&E

Management & Support
RDT&E

Management & Support
RDT&E

Adv Component Dev & Prototypes
RDT&E

Systems Development & Demonstration
Decision Points/Milestones
CD
DRR
FRP
DR
Acquisition Strategy

Program Structure

Acquisition Approach

Capability Needs

T&E Considerations

Risk Management

Resource Management

Life
-
Cycle Considerations

Business Considerations
Acquisition Strategy

Program Structure

Acquisition Approach

Capability Needs

T&E Considerations

Risk Management

Resource Management

Life
-
Cycle Considerations

Business Considerations
Procurement
AoA
updated
n/a MAIS
AoA
MAIS only
Preferred
System
Concept
Final
Production
Baseline
ICD
Post Independent
Analysis
Functional
Area Analysis
Functional
Needs Analysis
Joint Operations Concepts
D
O
T
M
L
P
F
Joint Operating Concepts
Joint Functional Concepts
Joint Integrating Concepts
Integrated Architectures
DoD Strategic
Guidance
Functional Solution Analysis
DOTMLPF Changes
(CJCSI 3180)
Service/JROC
Validation & Approval
Materiel
Changes
(CJCSI 3170)
Ideas for
Materiel
Approaches
Analysis of
Materiel
Approaches
Alternative 1
Alternative 2
Alternative N
RDT&E

Advanced Technology Development
Integrated
Baseline
Review
Production
Contract
Joint Functional Concept
Joint Integrating Concept
Integrated Architecture
Joint Functional Concept
Joint Integrating Concept
Integrated Architecture
Threshold/objective tradeoffs

Revised Performance Attributes
Threshold/objective tradeoffs

Revised Performance Attributes
Joint Functional Concept
Joint Integrating Concept
Integrated Architecture
FOT&E
LFT&E
Waiver
(if appropriate)
Technical
Systems Engineering
Test & Evaluation
Supportability
Analyze/Assess
Concepts Versus
Defined User
Needs
Develop Concept
Performance (& Constraints)
Definition & Verification
Objectives
Interpret User Needs,
Analyze Operational
Capabilities &
Environmental Constraints
Decompose Concept
Perf into Functional
Definition &
Verification Objectives
Assess/Analyze
Concept System
Versus Functional
Capabilities
Decompose Concept
Functional Definition into
Component Concepts/
Assessment Objectives
Develop Component Concepts,
i.e., Enabling/Critical
Technologies, Constraints
& Cost/Risk Drivers
Assess/Analyze
Enabling/Critical
Components Versus
Capabilities
Interpret User Needs.
Analyze Operational
Capabilities &
Environmental Constraints
Demo & Validate Sys
Concepts & Technology
Maturity Versus
Defined User Needs
Develop System Perf
(& Constraints) Spec &
Enabling/Critical Tech
&Verification Plan
Develop Functional
Definitions for Enabling/
Critical Technologies &
Associated Verification Plan
Demo System
Functionality
Versus Plan
Decompose Functional
Definitions into Critical
Component Definition
& Tech Verification Plan
Demo Enabling/
Critical Technology
Components
Versus Plan
Develop System Concepts,
i.e., Enabling/Critical Technologies,
Update Constraints &
Cost/Risk Drivers
TRR
PDR
SRR
Interpret User Needs,
Refine System
Performance Specs &
Environmental Constraints
Develop System
Functional Specs &
System Verification Plan
Evolve Functional
Performance Specs into
CI Functional (Design to)
Specs and CI Verification Plan
Evolve CI Functional
Specs into Product
(Build to) Documentation
and Inspection Plan
Fabricate, Assemble,
Code to “Build
-
to”
Documentation
Integrated DT&E, LFT&E &
EOAs Verify Performance
Compliance to Specs
Individual CI
Verification
DT&E
SFR
CDR
INPUTS
INPUTS

ICD

AoA Plan

Exit Criteria

Alternative Maintenance &
Logistics Concepts
INPUTS
OUTPUTS
OUTPUTS
OUTPUTS
Trades
Analyze
Assess/Analyze
Concept & Verify
System Concept’s
Performance
Trades
Analyze
Demo/Model
Integrated System Versus
Performance Spec
Trades
Analyze
System DT&E, LFT&E & OAs,
Verify System Functionality
& Constraints Compliance
to Specs
Monitor and Collect
All Service
Use Data
Develop
Corrective
Action
Analyze Data to
Determine
Root Cause
Determine
System Risk/
Hazard Severity
Integrate & Test
Corrective Action
Implement and
Field

Process Change

Hardware/Support

Materiel Change
INPUTS

Service Use Data

User Feedback

Failure Reports

Discrepancy Reports

SEP
OUTPUTS
Analyze
Trades
Assess Risk of
Improved System
Combined DT&E/OT&E/LFT&E
Demonstrate System to
Specified User Needs &
Environmental Constraints

ICD & Draft CDD

Preferred Sys Concept

Exit Criteria

T&E Strategy

Support & Maintenance
Concepts & Technologies

AoA

SEP

TDS

Sys Performance Spec

Exit Criteria

Validated Sys Support &
Maintenance Objectives &
Requirements

APB

CDD

SEP

ISP

TEMP
Analyze Deficiencies
To Determine Corrective
Actions
OUTPUTS
Modify Configuration
(Hardware/Software/Specs)
To Correct Deficiencies
Logistics & Technical Acronyms
ASR

Alternative Systems Review
BLRIP

Beyond Low Rate Initial Production
CDR

Critical Design Review
CI

Configuration Item
DT&E

Developmental Test & Evaluation
EDM

Engineering Development Model
EOA

Early Operational Assessment
ESOH

Environmental, Safety & Occupational Health
FCA

Functional Configuration Audit
FMECA

Failure Mode Effects & Criticality Analysis
FOT&E

Follow
-
on Test & Evaluation
FTA

Failure Tree Analysis
IOT&E

Initial Operational Test & Evaluation
ISR

In
-
Service Review
JITC

Joint Interoperability Test Command
LFT&E

Live Fire Test & Evaluation
LCC

Life Cycle Costs
LORA

Level of Repair Analysis
LRIP

Low Rate Initial Production
MTA

Maintenance Task Analysis
OA

Operational Assessment
OT&E

Operational Test & Evaluation
OTRR

Operational Test Readiness Review
PESHE

Programmatic Environment, Safety &
Occupational Health Evaluation
PDR

Preliminary Design Review
PCA

Physical Configuration Audit
PRR

Production Readiness Review
PPP

Program Protection Plan
RMS

Reliability, Maintainability &
Supportability
SEP

Systems Engineering Plan
S&T

Science & Technology
SFR

System Functional Review
SRR

System Requirements Review
STA

System Threat Assessment
SVR

System Verification Review
T&E

Test & Evaluation
TEMP

Test & Evaluation Master Plan
TDS

Technology Development Strategy
TRA

Technology Readiness Assessment
TRR

Test Readiness Review
Least
Acceptable
Most
Acceptable
Recycle/Reuse
Reprocessing
Disposal
Landfill
Disposal
Logistics/
Sustainment

Test Results

Exit Criteria

APB

CPD

SEP

TEMP

Product Support Package
INPUTS
Operations & Sustainment

Peacetime

Training

Joint Operations

Crises
Evaluate Product
Support Capabilities
Performance Based
Agreements
Business Case
Analysis
Product Support Integrator/
Product Support Provider
LFTE
Report to
Congress
BLRIP
Report to
Congress
A
C
CD
DRR
FRP
DR
B
Demonstrate Product Support Capability

Footprint Reduction

Supply Chain Management

Product Support Elements
Total Life
Cycle Systems
Management
Verify & Validate
Production
Configuration
Define
Supportability
Objectives
MTA
FMECA
FTA
RCM
LORA

Prelim Sys Spec

T&E Strategy

SEP

Support & Maintenance
Concepts & Technologies

Inputs to:
-
draft CDD
-
AoA
-
TDS
-
Cost/Manpower Est.
ASR

Sys Performance Spec

LFT&E Waiver Request

TEMP

Validated Sys Support &
Maintenance Objectives &
Requirements

SEP •PESHE •PPP •TRA

Inputs to:
-
IBR
-
ISP
-
STA
-
CDD
-
Acq Strategy
-
Affordability Assessment
-
Cost/Manpower Est.
SVR
PRR
SRR

Initial Prod Baseline

Test Reports

TEMP

Elements of Product
Support

Risk Assessment

SEP
•TRA

PESHE

Inputs to:
-
CPD
-
STA
-
ISP
-
Cost/Manpower Est.

Data for In
-
Service Review

Input to CDD for next increment

Modifications/upgrades to fielded systems

SEP
Independent IOT&E

Production Baseline

Test Reports

TEMP
• PESHE
• SEP

Input to:
-
Cost/Manpower Est.
Full
-
Up System Level LFT&E
J
-
6 Interoperability
& Supportability Validation
Product Support Package/PBL Implementation

Product Support Elements

Support and Cost Baseline

Supply Chain Management

Contract for Sustainment (organic & commercial)
OTRR
JITC Interoperability
Certification Testing
PCA
Develop Initial Product Support Strategy

Interoperability

Supply Chain Mgmt

LCC Optimization

Footprint reduction

Product Support
Elements
Performance Based Logistics (PBL) Strategy
(Preferred Product Support Approach)
Refine
Supportability
Objectives/
Constraints
Set
Product Support
Strategy
Pre
-
IOC & Post IOC Supportability Assessments

Continuous Tech Refreshment

Obsolescence Management

Configuration Control

Data Management
Product Support/PBL Management

Public
-
Private Partnering

PBA Modifications

Assessment of PSI/PSPs

Supply Chain Management
Product Support Plan

Statutory/Regulatory

Source of Support

Legacy Considerations
-
Supply Support
-
Training
-
Maintenance
-
Support Data
-
Manpower & personnel

Product Support Elements






Figure 1


DRAFT


DAU’s
Mission, First
Transformation and Performance Learning Model



DAU’s challenge and mission is to enable the w
orkforce to
ultimately
achieve

the right
acquisition outcomes and
deliver timely and affordable capabilities to the war

fighter.

To do
this
, the Defense Acqui
sition University provides formal practitioner training,

career
management and services
. In DAU’s first transformation

in 2000
,

with the appointment of
General Frank Anderson as President
, DAU developed a Performance Learning Model (PLM) of
products and
services to provide a comprehensive learning and job support structure for the
AT&L

workforce.
See Figure 2.


24/7 Learning and Job Support Assets for the Classroom and the Workplace
AT&L Performance Learning Model
Training Courses
-
DAWIA
Certification, assignment
-
specific,
and executive & leadership
courses

in the classroom and
online

Consulting
-
We come to your
workplace to assist you

Targeted Training
-
Tailored
learning for your organization

RDT
-
On
-
site and online training
on the latest AT&L policies

CL Modules
-
Online modules to help you
earn continuous learning points

Conferences

PEO / SYSCOM

Business Manager

DAU Acquisition Community Conference

AKSS
-
Online gateway to AT&L
information & tools

ACC
-
Online collaboration
communities tailored to your needs

Virtual Library
-
Keeping you
connected to research tools
when
you are not on campus






Figure 2



Knowledge Sharing
,

through the processes of Knowledge Management
,

wa
s
specifically
included as
one of the four major
product and service output
ele
ments. A fundamental
definition of

Knowledge
Management

is
the

combining
of
people, processes and technology to
do work efficiently and make smart decisions.

DAU’s knowledge management
outcome
strategy

is quite simply to:



1. Provide the workforce the most comprehensive, accurate and up to date set
of formal and informal learning assets in the most efficient way possibly, and

DRAFT




2. Help people connect with people to as
k questions, share knowledge,
solve
problems and continuous
ly

learn.



But, a
ccomplish
ing

this

has been

much more
complex than it might appear on the surface.

DAU’s

Second Transformation

and the Informal Learning Model

In
2009 and 2010, DAU is undergoing a

second transformation

(2.
0)
,

with the goals to
:


1.
I
ncrease

its focus on 24/7 learning and job performance support for better program
outcomes and success;


2. M
ove

from course management to learning asset management; and


3.

E
xpand

its infrastructure and human resources to support a
growth of the

“total”
acquisition workforce from 126,000 to 180,000 personnel.


A model, developed by Dr. Gottfredson at BYU, excellently describes where DAU is
headed

in its transformation; and how DAU
is

using every learning asset at
its

disposal to
provide formal certification training, continuous learning and 24/7
job
performance support to
the
w
orkforce. The model talks about five moments of need
,

and the movement from needs
that drive formal instru
ction to needs that drive the application of learned knowledge and new
knowledge in our working lives.
See Figure 3.

© LearningGuide Solutions US,
2007
© LearningGuide Solutions US,
2007

When Learning for the First Time

When Wanting to Learn More

When Trying to Remember
and/or Apply

When Things Change

When Something Goes Wrong
9
Dr. Conrad Gottfredson, BYU
The Five Moments of Need
Application &
Maintenance
of Knowledge
Performance Support
Acquisition of
Knowledge
Formal Instruction






Figure 3

DRAFT



The first two moments
-

w
hen
learning for the first t
ime
, and
w
hen wanting to learn m
ore



drive the acquisition of knowledge through formal instruction. The last three moments
-

when
trying to r
emember
and/or a
pply
,
w
hen
t
hings
c
hang
e, and especially when something goes
w
rong




drive the acquisition of knowledge through informal learning
,
and relate to

just
-
in
-
time

job
performance
support
.


Informal learning is getting much more attention in industry and in the government due
to the extraordinary return on investment.
Figure
4

shows the results of
r
esearch within one of
the world’s leading

brand
-
name food producers, employing 145,000 people
on

how employees learn.

American industries annually spend more than $100 billion on training …not more than 10% of
this expenditure actually results in transfer of the learning to the job.


Informal
vs
Formal Learning
Sources: Atos KPMG Consulting and
Informal Learning

the other 80% by Jay Cross,
Internet Time Group (
www.internettime.com
)
Experiencing
On the job
45%
Networking
30%
Mentoring &
coaching
3%
Special
Assignments
2%
Workshops
10%
Training
programs
8%
Manuals &
instructions
2%
Source: LearningGuide Solutions
DAU Knowledge Sharing
and Performance Support






Figure 4



DAU, by law, provides formal training to the DoD acquisition workforce, using standard
instructional system design processes, advanced learning assets and activitie
s, delivered
and
facili
tated by world class faculty.

But w
hen the user

s need is for job performance support, the
typical formal training model and what is needed is turned on its head.

See Figure 5
.

To begin
with, t
he worker usually wants small “chunks” of knowledge

about a process or required
report
; a
nd then
usually

proceed
s

to
need a

deeper understanding and more knowledge from
DRAFT


extensive references,
best practices, tools,
practice exercises,
and simulations.
Sometimes

the
worker realizes

that formal training needs to be scheduled or taken on line.

© LearningGuide Solutions US,
2007
© LearningGuide Solutions US,
2007
Training
(First 2
Moments of
Need)
TEACH
Training
Practice/Demos
Deeper Reference
Steps
Training Objectives
Practice/Demos
Deeper Reference
Steps
Components:
Performance
Support
(Last 3
Moments of
Need)
DO
E
-
Learning
1.0
Moment of Need
E
-
Performance
2.0





Figure 5


DAU’s Learning Asset Systems and
Integrating
Formal and Informal Learning Assets


DAU presently manages six major learning asset systems that offer up assets to the
workforce and provide collaboration.
See
Figure 6
.

The first two, ATLAS and Blackboard
facilitate DoD’s formal certification training; and house
and distribute
our
formal

learning assets


courseware and online modules. Four other systems comprise
DoD’s

AT&L Knowledge
Management System (AKMS),
where
informal

assets are developed,
stored,
contributed and
managed:


1. The AT&L Knowledge Sharing System (AKSS) is the portal to
formal policy documents,
recommended practices, and managed libraries of inherently “static” information. It is also a
“ga
teway” to other knowledge systems in DoD.



2. The Acquisition Community Connection (ACC) provides the collaboration and
knowledge asset
contribution tools for the workforce, and houses DoD’s
“dynamic”
knowledge
communities.

DRAFT



3. The Best Practices Clea
ringhouse focuses

on “proven” practices and capturing
evidence of
workforce experience
s. both

“good” and “bad”.


4. The Multimedia Library brings together all video and audio assets.

At their point and time of need, workforce u
sers find formal and informa
l assets and
cohorts/experts through
DAU’s

formal learning m
anagement a
nd AKMS systems, through
Search

engin
es, and through our newest system
,

the
Acquisition Ency
c
l
opedia
.

What DAU is doing in its next transformation is combining the formal learning
assets for
certification training and continuous learning, with the assets available in DoD’s AT&L
Knowledge Management System (AKMS)
,

to fully support both formal learning and informal
learning. Formal
training courses are enriched

through
the availabil
ity and use of
AKMS assets
and expertise, and
the workforce is made aware of the online systems available to them during
their courses and back at work. Back at work, users have 24/7 access to all the informal
learning assets DAU provides through AKMS, pl
us the ability to “reach back” to browse
-
able
formal course materials
.



AKSS
ACC
BPCh
(Informal) Acquisition Knowledge
Management System (AKMS)
AT&L knowledge
repository

will
merge JUN 09 into
the Defense
Acquisition Portal
(DAP
)
(MOSS2007)
Repository
of validated
practices and
lessons
learned.
(MOSS2007)
Collaborative
arm of the
AKMS. Hosts
acquisition
related
Communities of
Practice.
(Ecco 2.0)
Multimedia
Video and audio
library.
(Qumu)
Atlas
Blackboard
Repository ,
player of
online
courseware
and
continuous
learning
modules.
Repository
of classroom
courseware.
Classroom
support and
course
facilitation
tool.
(Formal)
Learning
Management
Systems
Guidance
AAP Q&A
Policies
Webcasts
Communit ies of Pract ice
Videos
Best Practices
Lessons learned
Templates
Tools
Guidebooks
E
x
a
m
p
l
e
s
Regulations
L
a
w
s
Handbooks
Audios
DL Courses
CL Modules
DL Course Lessons
Classroom Materials
User finds formal and informal assets and cohorts/experts
through Formal Learning Distribution systems, AKMS
systems, Search, and ACQuipedia articles.






Figure 6


DRAFT


The Good News and Bad News about “Content”


One the basic
“truths”

of
successful
knowledge management is that “content is king”!
The
good news is that DAU has

world class formal and informal learning
content
to work wit
h.
The bad news is that there is

an explosive expansion of these assets and presently not enough
faculty and
support
staff hours to properly
“life cycle”
manage

them. To tackle this challenge
DAU has embarked on a Learning Asset Management Program (LAMP) to
:



1
.

I
dentify and inventory all
the assets

needing focused management,


2
.

I
dentify the most efficient management approach for each asset type
, and


3.

P
rovide the human and technical resources needed to
life cycle manage the assets
while minimizing the
risk

that the content will be incomplete, inaccurate or out of date
.



Historically DAU focused entirely on “course


management
. In its
transformation 2.
0, DAU is
shifting to “learning asset


management,
where

courses
are

one of many formal and informal
asset types

to be well managed
.


DAU’s LAMP team has identified all asset types against the
elements of its Performance Learning Model.
See Figure 7
.



…..
Continuous
Learning
CLMs
Conferences
Symposia
CLBO14
CLBO20
CLBO11
Module #1
Module #2
Module #3
DAWIA
Training
Courses
ACQ
BUS
CON
E&T
LOG
ACQ101
ACQ 201A
ACQ201B
ACQ265
IPPD
Ethics
AoA
ACQ Strat.
Test Plans
Performance
Support
Consult
RDT
TT
LCOE
ACTD
Exec.
ACTD
Trans Mgt.
Activity
Base Cost
Lsn #1
Lsn #2
Lsn #3
Knowledge
Sharing
AKSS
ACC
ACQUIRE
CoP
SIA
Workspaces
Acquisition
Contracting
S&T
DAU
LEARNING
ASSETS
…..
…..
…..
…..
…..
…..
…..
Lvl 1.0
Lvl2.0
Lvl3.0
Lvl4.0
Lvl5.0
Lvl2.0
Lvl3.0
Lvl3.0
Lvl3.0
Lvl2.0
Lvl2.0
Lvl4.0
Lvl4.0
Lvl4.0
Lvl5.0
Lvl5.0
Lvl5.0
Products






Figure 7


DRAFT


C
onnecting People


Content is king, but helping the workforce connect to ask questions, share knowledge
and solve

problems is just as important;
if not more important in this age of “social
networking”.

DAU supports workforce collaboration in two ways. The first is through the
Acquisition Community Connection (ACC) system, which is powered by a state of the art Web
2.0 collaboration system, fine tuned to support communities of practice (CoPs). DAU uses

the
same system the Army uses in the Battle Command Knowledge System and the Army Company
Command and Platoon Command CoPs. Over the years the ACC has grown to now house CoPs
covering all the major functions of acquisition and special areas covering uniq
ue acquisition
communities as Contingency Contracting and

ESOH. Over 70,000 workforce personnel from
government and industry are registered members of the
ACC and have contributed over 65
,000
knowledge contributions into
43 major CoPs and over 350 workspa
ces
. The second way
DAU
supports workforce collaboration
is in personal support to new CoP developers

by facilitating
community start up workshops in accordance with DAU’s community of practice
implementation processes. Information on communities of pra
ctice in general, start up
processes, and the ACC operation can be found in DAU’s CoP Implementation Guide at
https://acc.dau.mil/pplt


DAU works in parallel with the Services and Agencies to connect experts across DoD, knowing
full well that the real work and close collaboration is done at the Service and Agency level in
their enterprise knowledge and collaboration systems, such as the Ai
r Force Knowledge Now
(AFKN) system. DAU provides the capability to capture and share knowledge and expertise
across DoD, and provide it outside the barriers of service and agency private portals. DAU
builds up local portals and their enterprise social
networking tools.

DAU’s

Evolution of Knowledge Mana
gement Systems and Future Plans

DAU has been building and evolving its knowledge management capability

since October 2002
when the first communities of practice were launched by the Office of the Secreta
ry of Defense
for Acquisition, Technology and Logistics.
See Figure
8
.

DRAFT


KM Evolution at DAU

Past and Present
2001
2002
2003
2004
2005
2006
2007
2008 2009 2010
DoD Deskbook
And Ask
-
A
-
Professor
transition to DAU.
MAR 03 PMCoP
transitions to DAU from Navy
OCT 01 First DoD
CoP
-
PM CoP
DAU & Navy
Defense ACQ
Guidebook DAG
JUL 03 PMCoP changes
to ACC “system”
JUL 96 DoD
Deskbook CD
AKSS converted
To “Portal”
AKSS expanded to Defense
ACQ Portal (DAP)
20 JUN 06 ACC
All AT&L CoPS
AUG 08 ACC
Web 2.0
Expansion
Integrated
Framework
Chart
-
IFC
AUG 09
New DAG in
ACC
New IFC
MAR 09
ACQuipedia
Performance
Learning Tools
Process Guide
Best Practices Clearninghouse
-
BPCh
transitions to DAU from OSD
MAR 08
BPCh System
SE & SAM
PM eToolkit PLT
In ACC
Webcasts, Living
Library Podcasts
JAN 07
DoD Deskbook
expanded to AKSS
PBL PLT
In ACC
DoD Pricing
Guides PLT
In ACC
PoPS PLT
Integrated
Multimedia Libary
Knowledge Gateways, Search and Portals
Workforce Collaboration and Knowledge Contribution
Performance Learning Tools
Proven Practices, Lessons Learned
BPCh
Expansion
PM, Log, HCI
Multimedia Assets
1
2
7
6
ACQuire Search
8
3
5
9
New
System
Launch
1. AT&L Knowledge Sharing System (AKSS)
2. Acquisition Community Connection (ACC)
3.
ACQuire
Search
4 . Defense Acquisition Guidebook (DAG)
5 . Integrated Framework Chart (IFC)
6. Performance Learning Tools (PLT)
7. Best Practices Clearinghouse (
BPCh
)
8.. Acquisition Encyclopedia (
ACQuipedia
)
9. Defense Acquisition Portal (DAP)
4






Figure
8

As shown in Figure 8
, DAU provides a comprehensive set of systems and capabilities to support
the Acquisition Workforce, with the latest
additions being the Acquisition Encyclopedia
(ACQuipedia)
https://acquipedia.dau.mil
,
See Figure
9;

and the Defense Acquisition Portal
(DAP)

https://dap.dau.mil
,
See Figure
10

. Detailed information on all these systems can be
found at
https://acc.dau.mil/at&lkm
.

DAU’
s future strategy
is to build on these systems, with the support of the DoD Knowledge
Providers Network (KPN) and DoD’
s acquisition functional integrated product teams (FIPTs).
See Figure
11
.

The KPN is a group of OSD, Service, Agency and Industry representatives who represent their
workforces in DoD, and are KM centers of excellence in their own right. Together the KP
N
share KM best practices and work to break down the technical and cultural barriers to sharing
and collaborating. The DoD FIPTs are made up of senior functional representatives from OSD
and across the services and agencies, who work closely with DAU to i
dentify formal training
needs for each of the thirteen identified career fields.


DRAFT


DRAFT






Figure
9


DRAFT






Figure
10

DRAFT



DAU KM Evolution
-
Future
2010
2011
2012
2013
2014
Knowledge Gateways, Search and Portals
Workforce Collaboration and Knowledge Contribution
Performance Learning Tools
Proven Practices, Lessons Learned
Multimedia Assets
Exportable Services
Personal “My DAP”
Intelligent Asset Search
Profiled Personalization
Multimedia Search
Large Video Search
ACC Web 3.0
Focused CoPs for ACQ Reform Initiatives
ACC Integration with DAP and BPCh
BPCh Functional Expansion
BPCh Reqt’s Mgt/HCI
BPCh/ACC Integration
PM Toolkit Expansion
DoD PoPS
Contracting Folder System
DAG/IFC Expansion
Acquipedia 2.0
OSD/FIPT/FL Driven Tools
New Content Management System
New YouTube “like” Access System
Auto iTunes Uploading
DAU Regional Mobile Studios






Figure 11

In the area of
Knowledge
Gateways, Search and Portals
, DAU will evolve the Defense
Acquisition Portal (DAP), through yearly upgrades in capability and development of additional
exportable “services”. Emphasis will be put on the development of exportable “services” to get
knowledg
e as close as possible to the users inside their own firewalls. Increased security
restrictions by DoD will make this more and more important. A “My DAP” personal portal
capability will be developed, and beyond that personalization through personal profe
ssional
profiling will be investigated. Advanced
intelligent
asset
discovery

tools will be inv
estigated to
help users get

the learning asset(s) they need to complete a task in a constrained timeframe.
Expanded search of mu
ltimedia assets, including real

time
search in

large

videos will be
required
to allow users to get directly to the “nuggets” in large videos.

Of great interest will be
the evaluation of 3D Virtual Web environments as a “portal” to all systems and assets, and to
provide expanded 3D coll
aboration capabilities.

In the area of
Workforce Collaboration and Knowledge Contribution
, DAU will continue to
press the A
cquisition
C
ommunity
C
onnection
’s vendor, along with the Army and other users of
the ACC COTS application, to improve its social ne
tworking functions

and move into
the world
of
Web 3.0. ACC’s CoPs

will be tightly integrated
with the Defense Acquisition Portal and the
Best Practices Clearinghouse

(BPCh)
, through the Microsoft Office Sharepoint Services (MOSS)
portal suite
.

This sea
mless integration of the Big “3” AKMS systems will maximize the
DRAFT


awareness and use of all assets housed by the three digital repositories
.
BPCh practices
and
lessons learned
will be tied
back into the appropriate communities of practice.

DAU’s KM team
wil
l work closely with the OSD staff to stand up knowledge communities in the ACC on special
focus initiatives, such as improved contract pricing; and to support acquisition reform initiatives
of the new administration.

In the area of
Proven Practices and
Lessons Learned
, The BPCh will expand its practice areas to
cover all AT&L major functional areas, including the new Requirements Management
community. The BPCh will also house proven practices and practice evidence related to all
aspects of Human Capital

Initiatives (HCI)
. As stated above, the BPCh contributions will be
automatically be made known inside the appropriate ACC communities.


In
the area of
Performance Learning Tools
, PLTs will become the predominant KM asset
development area for DAU.
PLTs

are performance
-
centered tools that fuse a process

o
r task with
knowledge, learning and job support

assets to empower the acquisition workforce in accomplishing
their specific objectives to achieve mission success.

PLTs
integrate

formal

and informal learn
ing
assets
into a comprehensive tool that not only supports a task but also provides secondary
informal training
.

Games and Simulations, initially developed to support formal learning, will
also be developed as PLTs to support the production of critical a
cquisition plans and milestone
documents. DAU will investigate the use of 3D Virtual Web environments to develop Virtual
Learning Tools

(VLT)
, while continuing to leverage
DAU’s vast investment in traditional

learning
assets.

In the area of
Multimedia

Assets
, DAU will develop a comprehensive digital assessment
management system, that will help distribute video and audio assets to multiple KM
distribution systems; and support life cycle asset management

of all learing assets
, under DAU’s
Learning Asset

Management Program. The multimedia assets

(stories, experiences)

will
become critical evidence assets for the proven practices in the BPCh.


In addition to a continued buildup of content and services to the workforce

as described above
,
DAU’s focus

in the near future is to
fully implement

the
Learning Asset Management Program

(LAMP)

by creating

a workable and affordable system for life cycle management of all
knowledge sharing related assets.

The chart shown in
Figure
1
2

identifies the knowledge
s
haring learning assets requiring management attention. New assets continue to emerge, all
expect major growth, and some are being
revised by OSD policy makers,

requiring changes
across almost every learning
asse
t
.



DRAFT


New KS assets emerging & existing assets continue to grow

SME support required

develop, maintain, revise

Level of effort

varies by learning asset, ongoing
Knowledge
Sharing

BPCh

ACQuire

ACC

Multimedia

Level
2
.
0
Level
3
.
0
Level
4
.
0
AAP

DAG

IFC

CoP
/
SIA

ACQuipedia

Level
5
.
0
Best
Practices

Living
Library
Webcasts

Podcasts

PLT

AKSS
transition
to DAP

Characteristics
dynamic
collaborative
timely
KS Learning Assets






Figure 12

Metric
s


As they say, anything really worth doing is worth measuring; and that fully applies to
DAU’s knowledge sharing assets.

DAU has developed an integrated knowledge sharing metrics
“dashboard” inside DAU’s overall system of performance metrics. A comprehensive set of
“activity” metrics and the trends of those metrics are important indicators of use
and value
by
the acquisiti
on workforce. Other indicators of overall “
quality and
health” of assets are being
developed
under LAMP,
that will play a major role in
life cycle management
. A set of “value”
metrics has been developed to provide a conservative monetary “worth” of the a
ssets, which
can be used for rough return on investment calculations. These
value
estimates are included
with the activity metrics in the DAU metrics system
; and are available to DAU’s KM team and
DAU leadership for assessment and planning.


Another impo
rtant part of metrics is the feedback from the acquisition workforce
received through the various AKMS systems
, DAU’s Metrics That Matter system,

and through
the use of DAU’s AT&L eMail broadcasting capability. By using the eMail broadcasting system,
the

entire workforce, or targeted parts of the workforce, are made aware of new formal and
informal learning asse
ts; and at the same time captures

feedback for continued process
improvement.


DRAFT


Conclusion
-

Knowledge Shared Is Power Squared


In conclusion, DAU’
s knowledge management strategy is all about helping people
-

DoD’s acquisition workforce
-

do their job efficiently and effectively, including DoD’s industry
partners. The old adage of


Knowledge Is Power
” is being replaced by the new imperative of




Kn
owl
edge Shared Is Power Squared

.
DAU’s

c
hallenge is to incentivize the workforce to
spend the time to
share,

learn together,
and u
nderstand

“what’s in it for them”.

DAU’s
continuing
strategy is to provide the workforce the most comprehensive, accurate
and up to
date set of formal and informal learning assets in the most efficient way possibly, through very
user

friendly access systems; and to help the workforce “network” to ask

questions, share
knowledge,
solve problems

and continuously learn
.