Army Knowledge Management Marvin Wages HQDA CIO G-6 [email protected] - A Principles Based Approach –

Army KnowledgeArmy Knowledge ManagementManagement

Marvin Wages

HQDA CIO G-6

[email protected]

- A Principles Based Approach –

Sun TzuSun 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 YouTubeFrom Sun Tzu to YouTube

Let’s Watch:

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

IntroductionIntroduction

AKM VISION: 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 Army Enterprise Knowledge Management StrategyManagement 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 KMDefinition 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 ManagementArmy Knowledge Management

A K

OA

K O

HU

MA

N

HU

MA

N

CA

PIT

AL

CA

PIT

AL

GO

VE

RN

AN

CE

GO

VE

RN

AN

CE

INF

RA

- IN

FR

A-

ST

RU

CT

UR

ES

TR

UC

TU

RE

NETCOM

ESTA

InitiativesInitiatives

GOAL 4GOAL 4GOAL 1GOAL 1 GOAL 2GOAL 2 GOAL 3GOAL 3

Enterprise Portfolio Enterprise Portfolio Mgt & ApplicationsMgt & Applications

Best Business Practices Best Business Practices & Collaboration Tools& Collaboration Tools

Business TransformationBusiness Transformation

Policy Revisions & Policy Revisions & Army RegulationsArmy Regulations

Army Knowledge ManagementArmy Knowledge Management

Knowledge NetworksKnowledge Networks

User GrowthUser Growth

AKO/DKO EvolutionAKO/DKO Evolution

Army Knowledge OnlineArmy Knowledge Online

DKO MigrationDKO Migration

KM CompetencesKM Competences

Human ResourceHuman ResourcePlanningPlanning

DOIM CertificationDOIM Certification

Leadership DevelopmentLeadership Development

E-LearningE-Learning

Thin Client TechnologyThin Client Technology

Single DOIMSingle DOIM

Asset Discovery ToolsAsset Discovery Tools

LandWarNetLandWarNet

Army ProcessingArmy ProcessingCentersCenters

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:VISION:

Tactical KM/Collaboration ToolsTactical 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 EffortBest of Breed EffortVCSA VCSA

Approved Approved

July 06July 06

DISA-Selected two for DOD

Lotus Sametime

Adobe

Connect

NewCurrent

AKM PolicyAKM Policy

AKM Memo IT Portfolio Governance

VCSA Message Data-At-Rest

Protection Strategy

AKM Memo Army Processing

Centers

AKM MemoIT 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 MemoConsolidated

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 DevicePolicy

(Sep 2007)(Sep 2007)

COMPLIANCE IS COMPLIANCE IS THE KEYTHE KEY

COMPLIANCE IS COMPLIANCE IS THE KEYTHE KEY

10

AKO – A Global PerspectiveAKO – A Global Perspective…….AKO to the Edge…….AKO to the Edge

PersonnelPersonnel““My My

Personnel”Personnel”

OperationsOperations““My My

Training”Training”

LogisticsLogisticsCSSCSCSSCS

FinanceFinance““My Pay”My Pay”

Web based applications accessed through AKOWeb based applications accessed through AKO

AllotmentsTDYLES

AllotmentsTDYLES

AssignmentsRecordsPhotos

AssignmentsRecordsPhotos

PlanningSRS

Army Flow Model

PlanningSRS

Army Flow Model

LOGMODE-Commerce

LOGMODE-Commerce

AKO-SAKO-S

AKOAKOEuropeEurope

AKO-SAKO-SAKOMain

Ft. BelvoirFt. Belvoir

• Resourced Since 9-11Resourced Since 9-11• CompletedCompleted• Availability = 99%Availability = 99%

• Resourced Since 9-11Resourced Since 9-11• CompletedCompleted• Availability = 99%Availability = 99%

IntelligenceIntelligenceIntel PortalsIntel Portals

AnalysisReports

Warnings

AnalysisReports

Warnings

AKO PrimeAKO Prime

AKO-SAKO-S

AKOAKOHawaiiHawaii

AKOAKOKoreaKorea

AKO AKO SecondarySecondarySite (DR)Site (DR)

GuardNetGuardNet

ARNetARNet

Individual Soldier UsageMonth of October 2007

79%

89%

81%

76%

82%

77%

76%

72%

73%

88%

AKO-FAKO-FSWASWA

AKO-FAKO-FSWASWA

1. J.P. Morgan Chase2. Proctor & Gamble3. Fannie Mae4. Sears, Roebuck & Co.6. Reuters7. United Parcel Service of America9. Dow Chemical

10. United States Army10. United States Army13. Starbucks23. Nordstrom27. Yahoo36. NASDAQ52. Merrill Lynch55. Carnegie Mellon University60. General Motors67. Ebay

• CAC LoginCAC Login• Joint Unsponsored Joint Unsponsored

AccessAccess• VIDITalkVIDITalk• Knowledge NetworksKnowledge Networks• Universal E-mailUniversal E-mail• Instant MessagingInstant Messaging• Secure ArchitectureSecure Architecture• Single Sign-OnSingle Sign-On• SIPR/NIPRSIPR/NIPR• AKO-LiteAKO-Lite• CollaborationCollaboration• SearchSearch• Upgrade E-MailUpgrade E-Mail• …………AKO-ForwardAKO-Forward• …………CollaborationCollaboration

• CAC LoginCAC Login• Joint Unsponsored Joint Unsponsored

AccessAccess• VIDITalkVIDITalk• Knowledge NetworksKnowledge Networks• Universal E-mailUniversal E-mail• Instant MessagingInstant Messaging• Secure ArchitectureSecure Architecture• Single Sign-OnSingle Sign-On• SIPR/NIPRSIPR/NIPR• AKO-LiteAKO-Lite• CollaborationCollaboration• SearchSearch• Upgrade E-MailUpgrade E-Mail• …………AKO-ForwardAKO-Forward• …………CollaborationCollaboration

•Usage: 65%

•Enrolled: 100%

•Usage: 65%

•Enrolled: 100%

Knowledge Networks on AKOKnowledge 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 GrowthAKO Usage GrowthA

KO

-S U

sersA

KO

-S U

sers

AKO Users

AKO Users

1.96 Million in Oct 2007

61,000in Jun 2000

1.2K in Oct 2000

81.9K in Oct 2007

Total # of File Downloads

8.7K in Feb 2003

5.2K inFeb 2003

375K inOct2007

2.7M inOct 2007

Total # of FileDownloads

10K in Apr 2002

Total # of Files

1.2K inApr 2002

AKO Usage & AKO Usage & Content GrowthContent Growth

6.1 M in Oct 2007198M in

Oct 2007

Total # of Files

ê 12.6 Million+ Instant Messages sent in Aug 07ê Many Collaboration Sites for GWOT – Arab Translators, USAR, NG, CID, FRGs etc.

AKO → DKO EvolutionAKO → DKO EvolutionBright ideaBright idea

FALL 2005FALL 2005

DKO!!DKO!!

SEPT 2006SEPT 2006

Video EmailVideo Email

NOV 2006NOV 2006

AKO Joint AccessAKO Joint Access

JAN 2007JAN 2007

Joint Project OfficeJoint Project Office

Contract AwardContract Award

MAR 2007MAR 2007

Cost Model Cost Model ApprovedApproved

MAR 2007MAR 2007

Email UpgradeEmail Upgrade

JUN 2007JUN 2007

SOA UpgradeSOA Upgrade

MAR 2008MAR 2008

Wireless EmailWireless Email

20082008

DKO IOC 1.85MDKO IOC 1.85M

Users: 2.5MUsers: 2.5M

Users: 1.8MUsers: 1.8M

Access to:Access to:• ServicesServices• SystemsSystems

• Knowledge/ Knowledge/ ContentContent

DKO FOCDKO FOC

14

New or Coming Soon to AKO/DKONew 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

INSTITUTIONALWhat is KM

reqt. For business stewards?

OPERATIONALWhat is KM reqt. on

battlefield?

TRAININGWhat is KM

reqt. for training base? GENERATING

What is KM reqt. force generation?

En

able

rs

11Governance

22Infrastructure

33AKO

44Human Capital

People

KMProcess Tech

AKM GOALSAKM GOALSAKM GOALS

KM- decision superiorityKM- decision superiority

Army Knowledge Management EvolutionArmy Knowledge Management Evolution

Dimensions of KM: Dimensions of KM: Organizing FrameworkOrganizing Framework

People DimensionPeople 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 CompetenciesKnowledge 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 DimensionProcess 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 DimensionTechnology 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 AheadWay Ahead

BackupsBackups


• 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


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.


• 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.


• 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.


• 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.



• 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



• 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.


• 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.


• 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.


Documents

Army Knowledge Management Marvin Wages HQDA CIO G-6 [email protected] - A Principles Based Approach –