Army Enterprise Knowledge Management Strategy - End State -

coilcruelManagement

Nov 6, 2013 (4 years and 6 days ago)

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Army Knowledge


Management

Marvin Wages

HQDA CIO G
-
6

marvin.wages@us.army.mil


-

A Principles Based Approach



Sun Tzu

When a country has Generals that are
thoroughly able and intelligent, then that
country is safe and strong. This means that
Generals have to be completely capable and
completely knowledgeable

in all operations.


Chapter 3: Planning the Attack, Art of War


From Sun Tzu to YouTube

Let’s Watch:


http://www.youtube.com/watch?v=
-
4CV05HyAbM

Introduction

AKM VISION:
A transformed Army, with
agile capabilities and adaptive processes,
powered by world class, secure, network
-
centric access to knowledge, systems,
and services, interoperable with the Joint
environment


Army Knowledge Management is the strategy to
transform the Army into a net
-
centric, knowledge
-
based
force

Army Enterprise Knowledge

Management Strategy

The end
-
state of the strategy is to create a culture of
collaboration and knowledge sharing in the Army where
personalized and contextual information and knowledge
is “pushed and pulled” from across the enterprise to meet
mission objectives
--



an Army where good ideas are valued regardless of the
source, the extant knowledge base is accessible without
technological or structural barriers, and knowledge
sharing is recognized and rewarded.

-

End State
-

Definition of KM

Knowledge management is a discipline that promotes an
integrated approach to identifying, retrieving, evaluating,
and sharing an enterprise’s tacit and explicit knowledge
assets to meet mission objectives. The objective is to
connect those who know with those who need to know

(know
-
why, know
-
what, know
-
who, and know
-
how) by
leveraging knowledge transfers from one
-
to
-
many across
the enterprise. (Proposed AR 25
-
1 revised definition)

Army Knowledge Management

A K O

HUMAN CAPITAL

GOVERNANCE

INFRA
-


STRUCTURE


NETCOM

ESTA

Initiatives

GOAL 4

GOAL 1

GOAL 2

GOAL 3

Enterprise Portfolio

Mgt & Applications

Best Business Practices

& Collaboration Tools

Business Transformation

Policy Revisions &

Army Regulations

Army Knowledge Management

Knowledge Networks

User Growth

AKO/DKO Evolution

Army Knowledge Online

DKO Migration

KM Competences

Human Resource

Planning

DOIM Certification

Leadership Development

E
-
Learning

Thin Client Technology

Single DOIM

Asset Discovery Tools

LandWarNet

Army Processing

Centers

A transformed
Army,

with agile
capabilities
and adaptive
processes,
powered by
world class,
secure,
network
-
centric

access to
knowledge,
systems, and
services,
interoperable
with the Joint
environment

VISION:

Tactical KM/Collaboration Tools

CTSF

15 Dec 05


02 Feb 06

CTSF Assessment




Tool demonstration and
operational requirements
assessment



Technical assessment
and integration

Standard Solution Set


18 Tools Nominated by
Corps Commanders




Identify Operational Requirements



Provide System/Tool information



Normalize Operational
Requirements

21 Feb 06


30 May 06


1.
Common
Tactical
Website


2.
Data Fusion

(combining two tools)




3.
Real
-
time
Collaboration

Best of Breed Effort

DISA
-
Selected two for DOD

Lotus
Sametime

Adobe

Connect


New

Current

AKM Policy

AKM Memo


IT Portfolio
Governance

VCSA Message


Data
-
At
-
Rest
Protection
Strategy

AKM Memo


Army Processing
Centers

AKM Memo

IT Acquisition &
Procurement
Policy

DA Memo


Registration of
Systems &
Completion of
Data Fields in
Army Portfolio
Management
Systems

DA Memo


Army CIO

Compliance
Assessment

VCSA ALARACT


Personally
Identifiable
Information
Awareness

DA Memo

Consolidated
Buy of Desktop
& Notebook
Computers

DA Memo


Encryption of Data
-
At
-
Rest on Mobile
Information Systems
and Removable
Storage Media

(Sep 2007)

DA Memo


Privacy Impact
Assessment
Compliance with
DA PIA Guidance

VCSA ALARACT


Personally
Identifiable
Information Incident
Reporting
Procedures

DA Memo


Secure Mobile
Environment

Personal Electronic
Device

Policy

(Sep 2007)

COMPLIANCE IS
THE KEY


10

AKO


A Global Perspective

…….AKO to the Edge


Personnel

“My

Personnel”


Operations

“My

Training”

Logistics

CSSCS

Finance

“My Pay”

Web based applications accessed through AKO

Allotments

TDY

LES

Assignments

Records

Photos

Planning

SRS


Army Flow Model

LOGMOD

E
-
Commerce

AKO
-
S

AKO

Europe

AKO
-
S

AKO

Main

Ft. Belvoir



Resourced Since 9
-
11



Completed



Availability = 99%

Intelligence

Intel Portals

Analysis

Reports

Warnings


AKO Prime

AKO
-
S

AKO

Hawaii

AKO

Korea

AKO
Secondary

Site (DR)



GuardNet

ARNet

Individual Soldier Usage

Month of October 2007

79%


89%


81%


76%


82%

77%


76%


72%


73%


88%

AKO
-
F

SWA

AKO
-
F

SWA

1.
J.P. Morgan Chase

2.
Proctor & Gamble

3.
Fannie Mae

4.
Sears, Roebuck & Co.

6.

Reuters

7.

United Parcel Service of America

9.

Dow Chemical

10. United States Army

13.

Starbucks

23.
Nordstrom

27.

Yahoo

36.
NASDAQ

52.
Merrill Lynch

55.

Carnegie Mellon University

60.

General Motors

67.

Ebay


CAC Login


Joint Unsponsored
Access


VIDITalk


Knowledge Networks


Universal E
-
mail


Instant Messaging


Secure Architecture


Single Sign
-
On


SIPR/NIPR


AKO
-
Lite


Collaboration


Search


Upgrade E
-
Mail


……AKO
-
Forward


……Collaboration


Usage: 65%



Enrolled: 100%

Knowledge Networks on AKO



CIO/G
-
6
KN
Chief Information Officer/G
-
6
Knowledge Network
CIO/G
-
6
KN
Chief Information Officer/G
-
6
Knowledge Network
12

AKO Usage Growth

AKO
-
S Users

AKO Users

1.96 Million in Oct 2007

61,000

in Jun 2000

1.2K in

Oct 2000

81.9K in Oct 2007

Total # of File

Downloads


8.7K in


Feb 2003

5.2K in

Feb 2003

375K in

Oct2007

2.7M in

Oct 2007

Total # of File

Downloads


10K in


Apr 2002

Total # of Files

1.2K in

Apr 2002

AKO Usage & Content
Growth

6.1 M in

Oct 2007

198M in

Oct 2007

Total # of Files

ê

12.6 Million
+
Instant Messages

sent in Aug 07

ê

Many
Collaboration Sites for GWOT



Arab Translators, USAR, NG, CID, FRGs etc.


AKO → DKO Evolution

Bright idea

FALL 2005

DKO!!

SEPT 2006

Video Email

NOV 2006

AKO Joint Access

JAN 2007

Joint Project Office

Contract Award

MAR 2007

Cost Model

Approved

MAR 2007

Email Upgrade

JUN 2007

SOA Upgrade

MAR 2008

Wireless Email

2008

DKO IOC 1.85M

Users: 2.5M

Users: 1.8M

Access to:



Services



Systems



Knowledge/

Content

DKO FOC

14

New or Coming Soon to AKO/DKO


Upgrade of Portal to WSRP/SOA


New/Ongoing AKO Information
Assurance/Security Initiatives:


Increased AKO Content Security measures


Insider Threat Detection Tool


Integration for Software Certificates/External
Certificate Authorities


Blogs
-

done


Wiki’s


1Qtr08


Podcasts
-

done

WHAT GETS REWARDED GETS DONE

INSTITUTIONAL

What is KM

reqt. For business
stewards?

OPERATIONAL

What is KM reqt. on
battlefield?

TRAINING

What is KM

reqt. for training
base?

GENERATING

What is KM

reqt. force
generation?

Enablers

1

Governance

2

Infrastructure

3

AKO

4

Human Capital

People

KM

Process

Tech

AKM GOALS

AKM GOALS

KM
-

decision superiority

Army Knowledge Management Evolution

Dimensions of KM:

Organizing Framework

People Dimension

Principle 1


Train and educate KM leaders,
managers and champions

Principle 2
-

Reward knowledge sharing and make
knowledge management career rewarding.

Principle 3


Establish a doctrine of collaboration.

Principle 4


Use every interaction whether face
-
to
-
face
or virtual as an opportunity to acquire and share
knowledge.

Principle 5


Prevent knowledge loss.

Knowledge Management Competencies

KM Principles

(Foundations)

Collaboration

Tools

(AKO/DKO)

Metrics

Content

Management

(
Search &

Taxonomies
)

KM Leaders,
Managers,

Champions


-

Roles and

Responsibilities
-

Information

Security (IA,

Privacy,

Access)

Institutionalized

Change through

Business

Process

Communities

Of Practice

KM

Process Dimension

Principle 6


Protect and secure information and
knowledge assets.

Principle 7


Embed knowledge assets (links, podcasts,
videos, documents, simulations, wikis.....) in standard
business processes and provide access to those who
need to know.

Principle 8


Use standard business rules and
processes across the enterprise

Technology Dimension

Principle 9


Use standardized collaborative tools sets.

Principle 10


Use Service
-
Oriented Architectures
(SOA) to permit access and searching across
boundaries.

Principle 11


Provide a robust search capability to
access contextual knowledge across the enterprise.

Principle 12


Army Knowledge Online (AKO) or Defense
Knowledge Online (DKO) is the preferred portal and access
point to all Army
-
enterprise knowledge assets.

As you contemplate developing or engaging in some knowledge
management efforts, think enterprise
-
wide. Put yourself in the VCSA
or CSA shoes and think strategically.



-

Connect those who know with those who need to know
and leverage knowledge transfers from one
-
to
-
many
-

Way Ahead

Backups

People Dimension


Rationale
:

To create a culture of
collaboration, the Army needs to educate
the next generation KM change agents who
understand KM principles and technologies
and can effect change to accelerate
meeting mission objectives.



Implications
:

Curriculum development and
instructional delivery methods identified to
train and educate the Force in KM
competency at all levels of the Army
(soldiers and civilians).

Principle 1


Train and educate KM leaders,
managers and champions

People Dimension

Principle 2
-

Reward knowledge sharing and make
knowledge management career rewarding.


Rationale
:

What gets rewarded in
organizations gets done. Reward
structures guide organizational and
individual behavior.



Implications
:

Establish KM careers
fields, where appropriate, and insert
performance elements into NSPS, OERs
and NCOERs to evaluate knowledge
sharing contributions.

People Dimension


Rationale
:

A collaborative environment fosters
new ideas, understanding and ways to execute the
commander’s intent.


Implications
:

Leaders need to incorporate the
Core Principles of Collaboration into their business
procedures and human resources practices.



Core Principles of Collaboration


Responsibility for Provide
-

“need
-
to
-
share”
should be replaced by “responsibility to provide”.


Empowered to Participate
-

Soldiers and civilians
are empowered to participate and share insight in
virtual collaborative communities without seeking
prior permission.


User
-
driven
-

Collaborative communities are self
-
defining, self creating and adaptable. Users own
the collaborative community not IT providers.

Principle 3


Establish a doctrine of collaboration.

People Dimension


Rationale
:

Continuous learning is an
expected day
-
to
-
day activity. Learning
faster than adversaries or competitors
yields short and long
-
term results.



Implications
:

Leaders need to frame day
-
to
-
day activities as learning opportunities to
accelerate knowledge acquisition and
transfer.

Principle 4


Use every interaction whether face
-
to
-
face
or virtual as an opportunity to acquire and share
knowledge.

People Dimension


Rationale
:

Knowledge is perishable. It
has a life cycle. The life cycle can’t
begin until it is documented and
assessed for its value.



Implications
:

Assess what is valuable
from past activity, document it, and
share with those who need to know.

Principle 5


Prevent knowledge loss.





Rationale
:

Denying adversaries’ access to
key information and knowledge assets gives
US Forces decisive advantage to securely
communicate and collaborate across
geographic and organizational boundaries.



Implications
:

Requires leaders of
knowledge communities to comply with
relevant information assurance regulations
and policies.

Principle 6


Protect and secure information and
knowledge assets.

People Dimension

Process Dimension


Rationale
:

Leverage digital media to add
context, understanding, and situational
awareness to operations and business
activities.



Implications
:

It is incumbent on leaders to
creatively embed and use digital media
(podcasts, videos, simulations, wikis…) in
training routines and operations to add to or
leverage the existing knowledge assets of
the Army. Convert intellectual capital
(ideas, best known practices) to structural
capital (anything that is digitized and
accessible and searchable by others).

Principle 7


Embed knowledge assets (links, podcasts, videos,
documents, simulations, wikis.....) in standard business
processes and provide access to those who need to know.





Rationale
:

Established business rules and
processes are repeatable thereby reducing
learning curves and promoting consistent
quality products and services.



Implications
:

Follow standard business
rules and processes set by the Army and
the Department of Defense. Modify and
evolve business rules to meet the
commander’s intent and quickly adapt
business processes to meet or anticipate
emerging threats or business opportunities
(situational awareness). Lean Six Sigma
and continuous process improvement
principles apply.

Principle 8


Use standard business rules and
processes across the enterprise

Process Dimension

Technology Dimension


Rationale
:

Training on and using common
collaborative software tool sets reduces
training and maintenance costs while more
importantly creating a common platform for
data, information and knowledge exchange
in theatres to accelerate meeting tactical and
strategic objectives. It reduces impediments
to searching for relevant knowledge across
the enterprise.



Implications
:

Use approved Army and DoD
collaborative tools sets. Train and deploy
with them. Provide access to structural
capital to accelerate learning curves and
adopt/modify best known practices.

Principle 9


Use standardized collaborative tools sets.





Rationale
:

Create seamless and ubiquitous
service
-
on
-
demand when one client
application requests one or more services for
another application which provides
complimentary services.



Implications
:

KM applications need to be
designed and operate with an enterprise
focus, thereby permitting access searching
across systems and organizations without
technical or structural impediments.

Principle 10


Use Service
-
Oriented Architectures
(SOA) to permit access and searching across
boundaries.

Technology Dimension





Rationale
:

With the exception of classified
information, knowledge bases should be
accessible and searchable with search
engines that deliver contextual knowledge
and information.



Implications
:

In the design and operation
of KM systems, leaders need to ensure that
there are no organizational or technical
barriers blocking access to digital media
residing in knowledge bases.

Principle 11


Provide a robust search capability to
access contextual knowledge across the enterprise.

Technology Dimension




Rationale
:

Using one portal as a standard
access and authentication point lessens
confusion for users and provides a standard
process for accessing enterprise knowledge
assets while reducing total cost of ownership
of other portals, websites or knowledge
networks.



Implications
:

Use AKO/DKO as your portal
of first choice. AKO is paid for by the HQDA
CIO/G
-
6 and therefore is available to Army
Commands and organizations at no
additional cost.

Principle 12


Army Knowledge Online (AKO) or Defense
Knowledge Online (DKO) is the preferred portal and access
point to all Army
-
enterprise knowledge assets.

Technology Dimension