This Briefing is:UNCLASSIFIED

Aha! Analytics2278 Baldwin Drive

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Enterprise Knowledge ManagementEnterprise Knowledge Management for for

Intelligence, Defense, Intelligence, Defense, and and

Homeland Security Homeland Security

(Oct 2010)(Oct 2010)Dave Lush, Senior SMEAha! Analytics

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Contents Purpose References The Short Form of the Briefing Background Key Observations KM Definitions/Concepts (taken from):

Nonaka and Takeuchi Knowledge Mgt Consortium International (KMCI) Fraunhofer Institute Infosys Siemens

How KM Is Suboptimal What To Do? Summary/Conclusions

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Purpose(s)To communicate

some ideas/concepts regarding

enterprise knowledge management and the

way ahead for

Intelligence, Defense, and Homeland Security

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References Books:

Fifth Discipline, Senge, 1990 The Knowledge Creating Company, Nonaka & Takeuchi, 1995 Hidden Order: How Adaptation Builds Complexity, Holland, 1996 Knowledge Assets, Boisot, 1998 Enabling Knowledge Creation, Krogh, Ichijo, Nonaka, 2000 Knowledge Management Case Book, Davenport & Probst, 2002 Knowledge Management: Concepts and Best Practices, Mertens, Heisig, Vorbeck, 2003 The New Knowledge Management, McElroy, 2003 Knowledge Leadership, Cavaleri and Seivert, 2005 Ten Steps to Maturity in Knowledge Management, Suresh & Mahesh, 2006

Internet Sources: Knowledge Mgt Consortium International http://www.kmci.org/ Knowledge Management Institute http://www.kminstitute.org/cms/index.jsp KMWorld http://www.kmworld.com/ BRINT KMNet http://km.brint.com/ The Journal of KM Practice http://www.tlainc.com/jkmp.htm

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Enterprise KMThe Short Form

People in an Organization Need to Know the Right Stuff at the Right Time In Order to Collectively Fulfill Their Roles and the Organization’s Mission

This Is the Usual Focus of Current Traditional KM and Can Be referred to As “Operational KM” or “Knowledge Operations”

People in an Organization and the Organization Itself Need to Learn and Create New Knowledge So As to Adapt and Innovate to Solve Problems and Accommodate Change

This Aspect Is Not Really Addressed in Traditional or “Old” Approaches to KM and So When Combined with the Traditional KM Is Called the “New KM”

People Come to Know Stuff Via Various Knowledge Assets and Knowledge Processes Tacit, Implicit, and Explicit Assets Creation, Internalization, Externalization, Socialization, Combination Processes

Knowledge Assets and Processes in a Given Organization Tend to Be Quite Suboptimal Knowledge Management Has to Do With the Development/Deployment of Policies and Programs

for the Organization’s Knowledge Processes and Assets Such That It Exhibits Excellent Performance, Adaptability, and Innovation

Enterprise Knowledge Management Requires: Leadership Commitment A Collaborative Learning Culture A Conceptual Architecture/Framework An Knowledge Assessment of the Enterprise A Strategy and Plan Appropriate Policies Execution, Implementation, Deployment

Processes, Systems (e.g. Enterprise Knowledge Portal)/Tools, Competencies/Skills, Innovation Sustainment, Adaptation, Continuous Improvement

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Quick Background Breath Taking Change!

Threat Requirements Technology Complexity

Recognized Need for Info Sharing

Lots of Envisioning and Initiatives

Key Knowledge Mgt Requirements Still Not Being Addressed

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So What Is Being Envisioned?(at the federal level)

National Information Sharing Strategy

DOD Information Sharing Strategy

DOD/DNI Joint Strategy

Lots of Very Senior Guys Are Saying the Right Things in Public

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DOD Info Sharing Goals (1) promote, encourage, and incentivize sharing;

(2) achieve an extended enterprise;

(3) strengthen agility in order to accommodate unanticipated partners and events; and

(4) ensure trust across organizations.

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DOD/DNI Joint Vision To establish an information services-based environment that is:

supported by a mandatory and common foundation based upon DoD CIO/DNI CIO jointly-developed standards, rules, and interoperable secure infrastructure services. This foundation will be governed by a joint board co-chaired by the DoD CIO and the DNI CIO;

Populated with secure mission and business services. These will be provided and used by functions and organizations from across the DoD and IC and based on applicable enterprise architectures;

Managed to ensure operational visibility and situational awareness of the information environment for users throughout the DoD and IC.

To achieve this shared vision, the DoD-DNI agreement outlines the shared goals adopted by the DoD and the IC to ensure the envisioned services-based environment is achieved. These goals include:

(1) provide services—rather than developing stand alone applications;

(2) use services—rather than creating duplicative capabilities;

(3) govern the environment; and

(4) manage the environment.

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Touchstones of DOD Info Sharing

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Features of a Fat, Dumb, and Happy Organization

Includes Very Intelligent People But Does Not Exhibit Features of an Intelligent Organization Does Not Learn Well Does Not Do What It Says It Is Going To Do There Is a High Degree of Professional Narcissism and the Culture Is All About Individual

Performance, Recognition, and Reward The Organization Is Not Really Held Accountable for Its Overall Performance By Its Parent

Organization; Members Including Leadership Are Not Really Concerned About Organizational Performance

Perceptions of How Well the Organization Is Doing Are Based On Anecdotal Events and Associated Impressions (e.g. General So and So Liked the Briefing he Received)

Competencies/Skills in Non-technical Areas Are Lacking The Organization Does Not Have Good Organizational Memory and Is Unable to Make Requisite

Connections As It Tries to Govern Itself The Organization Is Not Very Aware of Its “Situation” or “Status” Including Its Internal Performance

and Its Level of Customer Satisfaction The Organization Has Immature Processes Even in Technical Domains; The Organization Repeatedly

Does Stuff That It Has In Fact Done Before But It Still Does It As If It Were For the First Time The Organization Has Difficulty Mobilizing Response to Non Standard Events The Organization Is Parochial Having Various CoPs That Don’t Interact All That Much and the

Organization Doesn’t Respect Many of Its Roles Particularly Those Involving Support Innovation at Local Levels Rarely “Breaks Through” to Become a Wider Practice Because the Organization’s People Are Self Described As “Smart” and There Are No Major

Complaints From On High, They and Their Leaders Assume That the Organization Is Awesome All the While The Organization Seriously Under Achieves

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Key Observations Meaningful, Effective, and Efficient Sharing of Information and Knowledge Within and Across IC, DoD, and DHS COIs Is Not Possible If the Individual Members of the COIs Do Not Have Adequate Capabilities for Information/Knowledge Management!

An Organization and Its People Must Have Adequate Existing and Newly Created Knowledge Regarding:

Where It Is Going; How It Is Going to Get There; How Well the Trip Is Progressing; and Lessons Learned, Problem Solutions, Improvement, Adaptation, Innovation

The Government’s Emphasis Appears to Be On Technology Driven Knowledge Sharing Which Is at the Core of the “Old KM”. This Is Good But Not the Whole Story!

A “New KM” Is Emerging Emphasizes Knowledge Making (Creation) for Purposes of Adaptation and Innovation Emphasizes KM in Context of Mission/Business Processes

There Are No Doubt Many Organizations in the Federal Government That Could Benefit From Enterprise KM Initiatives

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Content of the Human Mind(Ackoff)

Data: symbols

Information: data that are processed to be useful; provides answers to "who", "what", "where", and "when" questions

Knowledge: application of data and information; answers "how" questions

Understanding: appreciation of "why“

Wisdom: evaluated understanding.

For purposes of our discussion we will employ a “wide” definition of “knowledge”

to include information, knowledge, and understanding.

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What’s Knowledge?

Data

Information

Knowledge

Wisdom

Understanding

Wisdom: evaluated understanding.

Understanding: appreciation of "why“

Knowledge: application of data and information; answers to “how” questions

Information: data that are processed to be useful; provides answers to “who”, “what”, “where”, and “when” questions

Data: symbols

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What Is Knowledge Management

Knowledge Management is the planned, systematic, managed implementation, facilitation, and execution of requisite vision, culture, relationships, and processes for the creation, capture, management,  transfer, and disposition of useful knowledge which enables beneficial refinement of organizational intent and increasing  organizational capability, responsiveness, performance, innovation,

and growth. 

Knowledge Management Is Applied in Two Major Contexts i.e.: Sustainment/Survival and Innovation/Advancement In the sustainment/survival context successfully executed Knowledge Management

ensures that the right knowledge is internalized in the right heads and externalized/combined in the right processes so that people and processes “know” what they need to know In order to function properly if not optimally.  This is called by some pundits “knowledge integration”.

In the innovation/advancement context successfully executed Knowledge Management establishes a knowledge enabling culture conducive to the sharing and creation of tacit knowledge which propels organizational innovation. This is called by some pundits “knowledge making”.

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When is KM Needed? (InfoSys)

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Knowledge, States, Transfer, and Creation (Nonaka and Takeuchi)

Knowledge: Justified True Belief States of Knowledge:

Internalized (inside the mind) Implicit (in the mind but expressible) Tacit (in the mind but not expressible)

Externalized or Codified (outside the mind) Knowledge Conversion/Transfer (SECI Reference Model)

Externalization is defined as the process of articulating tacit knowledge into explicit concepts via such means as metaphor, analogy, hypotheses or models

Internalization is defined as the process of embodying explicit knowledge into tacit knowledge Socialization: is defined as the process of transforming tacit knowledge in one mind into tacit

knowledge in an another mind Combination: is defined as the process of transforming externalized knowledge in one form into

externalized knowledge of another form; this is very germane to so called machine to machine operations

Knowledge Creation (Five Interacting Phases): Sharing Tacit and Implicit Knowledge Creating Concepts Justifying Concepts Archetype Creation Cross Leveling Concepts

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Knowledge Creation and Conversion(Nonaka & Takeuchi 1995)

Automated Process

ExternalizedKnowledge

ExternalizedKnowledge

socialization

externalization internalization

socialization

internalizationexternalization

combination

creation creation

creation creation

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Knowledge Creation (Nonaka and Takeuchi)

New Knowledge for Innovation/Advancement Sharing Implicit/Tacit Knowledge Creating Concepts Justifying Concepts Building a Prototype Cross Leveling Knowledge

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Knowledge Creation

SharingTacit

Knowledge

CreatingConcepts

JustifyingConcepts

Building An

Archetype

CrossLevelingConcepts

Internalization

Socialization Externalization Combination

TacitKnowledge

ExplicitKnowledge

Five-Phase Process Model for Organizational Knowledge Creation (Tanaka & Takeuchi)

Figure 5: Process Model for Organizational Knowledge Creation

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Structure of Learning in Human Social Systems

(KMCI) Independent Individual Learning

Group or Community Learning Communities of Knowledge Communities of Communities

Organizational Adaptation

Integration of New Knowledge Into Practice

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Critical Factors for Organizational Learning

(KMCI) Embryology of Knowledge (How Is Knowledge Created)

Politics of Knowledge (Who Is Authorized)

Intellectual Diversity (Group Think Vs Diversity of Thinking)

Connectedness (Richness of Connection and Communication)

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Enabling Conditions for Knowledge Creation

(Nonaka and Takeuchi) Intent

Autonomy

Fluctuation and Creative Chaos

Redundancy

Requisite Variety

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The New KM (KM Consortium International KMCI)

What distinguishes the KMCI point of view? Its original, conceptual framework known as “Second-Generation KM” (aka, The

New KM) Its formulation of the “Knowledge Life Cycle” (KLC) Its recognition of the importance of knowledge making in a firm, not just

knowledge sharing Its focus on the links between KM, organizational learning, intellectual capital, and

innovation Its view of firms as ‘complex adaptive systems’ Its revolutionary conception of ‘The Open Enterprise’ Its applications of KM to Risk Management Its treatment of Corporate Epistemology and KM Its comprehensive KM methodology: K-STREAM™

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Key Ideas & Related Reference Models

(KMCI)

The New Knowledge Management’s 3-Tier Model An Organizational CAS Network with Agents Double-Loop Learning -Combining Argyris/Schön and Popper Decision Execution Cycle The Knowledge Life Cycle (KLC) Unified Theory of Knowledge (‘Worlds’ 1, 2 and 3) Organizational Knowledge: The Distributed Organizational Knowledge

Base (DOKB) Types of Mental Knowledge TNKM Interagent Knowledge Conversion Model New Perspective on the KM Function Corporate Epistemology –The Epistemological Tree

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Fraunhofer Institute Approach(KM Concepts and Best Practices)

The Fraunhofer Reference Model and Business Process Oriented KM

Fraunhofer Knowledge Management Audit

Motivation for KM

Role Models, Resources, and Strategy for KM

Knowledge Management Tools

Intellectual Capital: Measuring KM

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Fraunhofer IPK KM Framework

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Fraunhofer IPK KM Reference Model

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Generic Activity Model for KM

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Implementation Model

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KM Audit Objectives

Uncover Strengths and Weaknesses Analyze Circumstances, Barriers, and Enablers Increase Awareness Roadmap for Future KM Initiatives Monitoring/Measurment

Approaches Knowledge Audit (Liebowitz) KM Assessment Tool (KMAT) KM Diagnostic (KMD) Knowledge Audit (Pfeifer) KM Maturity Model (KMMM)(Siemens)

The Fraunhofer KM Audit Fraunhofer IPK Reference Model Survey: Qualitative and Quantitative Parts

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KM Audit Phases Initial Preparation Focus Setting Customization to Organization Survey (Interviews and Questionnaire) Analysis Evaluation Feedback Workshop Project ID

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Motivational Aspects (Fraunhofer)

Extrinsic and Intrinsic Motivation Thesis of Normalization

Task Orientation Barriers of Change

Motivation Competency

Change Management Change in Behavior Change in Attitude

Factors of Acceptance Sensitivity Ability Liability Commitment

Areas of Intervention Transparencies Competencies Leadership Involvement

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Roles, Resources, Strategy Knowledge Is a Resource in Context of Fraunhofer Integrated

Enterprise Model (IEM) Strategic Orientation and KM Strategies

Single Loop Vs Double Loop Learning or Both Knowledge Integration/Implementation Vs Definition/Creation or Both Knowledge Definition vs Implementation Resource vs Market Orientation Exploiters Vs Explorers

Knowledge Sharing and Core Knowledge Processes Codification Vs Personalization On Individual Basis Implicit-Explicit-Implicit Process Not Nearly As Efficient

As Implicit-Implicit Codification For En-masse Transfer

Roles and Role Models Role Model: Roles and Relationships Strategic Roles, Operational Roles, Technical Roles

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KM Tools(automate, enhance, and enable handling of the knowledge

base and the generation, codification, and transfer of knowledge)

Knowledge Base Knowledge Bearers And Knowledge Carriers Process and Content

Structuring Knowledge Semantic Net Thesaurus Topic Map Taxonomy Ontology

Fraunhofer Process for Structuring Data Model the Relevant Business Processes Specify User Requirements Derived From Business Processes Identify Relevant Knowledge Objects and Metadata Define/Specify Structure and Gain Consensus Implement

Fraunhofer Tools Process Assistant Topic Map Engine Knowledge Navigator

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Intellectual Capital: Measuring KM (TBD)

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Boisot’s I-space(Knowledge Assets, Boisot, 1998)

I-space Has Three Dimensions Concrete to Abstract Concentrated to Diffused Personal to Codified

Social Learning Cycle (SLC) Path Thru the I-space Scanning Problem Solving Abstraction Diffusion Absorption Impacting

N-Learning Limited to Phases 1-2-3 S-Learning Involves All Phases

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KM Process ArchitectureInfosys has integrated KM process within the business

workflowKM woven into the project execution processKM Processes for specific business functionsProject Primes identified at project levelFacilitated by the KM Champions, Senior Manager, Quality Manager and Process Consultant

networksContribution and usage of knowledge assets trackedUsage metrics analyzed for business benefits – Quality &Productivity numbers

Global KM ProcessesProcess for administering reward and recognition programsProcess for content publication

IPRReview mechanismContent grading and retirement scheme

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Organizational Sustainment KnowledgeThree Facets

“Context/Vision” Knowledge

“CONOPS, Planning, Process, Practice” Knowledge

“State and Performance” Knowledge

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Three Facets of Organizational Sustainment Knowledge

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Organizational Model for Learning and Mgt

Flow of “how to” and “how are we doing” dataand decision policy info

FUNCTIONAL/SUPPORTPROCESSES, PROJECTS

DECISIONPROCESSES

(STRATEGIC/TACTICAL)

MEASURE AND COMPARE PROCESSES

OPERATIONALCORPORATE

MEMORYAND

KNOWLEDGE

RESOURCES

INT DATA

THREATKNOWLEDGE

INTELPRODUCT

ANALYSTS

CUSTOMERS

STRAT PLANNINGPROCESSES

ANDIMPROVEMENT

PROJECTS

SUPPLIERS

SPONSORS

Strategic Loop

Tactical Loop

Flow of resources, data, and processing, analysis, production results

MGT

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KM Maturity Models Provide Basis or Framework for Assessment of KM Maturity

Key KM Areas

Levels of Maturity

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Key KM Process Areas(Siemens KMMM)

Leadership

Strategic Planning

CONOPS/Processes

Technology Infrastructure

Knowledge Structures/Forms

Collaboration Culture

People Competencies/Skills

Environment Partnerships

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KM Maturity Levels(Siemens KMMM)

Initial

Repeated

Defined

Managed

Optimizing

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KM Capability Assessment Maturity Levels and Goals (Kulkarni and Freeze)

Capability Level General GoalsBehavior Infrastructure

Level 0:Difficult/Not Possible

- Knowledge sharing is discouraged.- There is general unwillingness to share knowledge. - People do not seem to value knowledge sharing.

- There is a lack of identification of knowledge assets.

Level 1:Possible

- Knowledge sharing is not discouraged.- There is a general willingness to share.- Some people, who understand the value of knowledge sharing, do it.

- Knowledge assets are recognized/ identified.

Level 2:Encouraged

- Value of knowledge assets is recognized by the organization. - Organization’s culture encourages all activities with respect to sharing of knowledge assets. - Leadership/senior management communicates the value of and shows commitment to knowledge sharing - Sharing is recognized/rewarded.

- Explicit knowledge assets are stored in some fashion.- Tacit and implicit knowledge is tracked.

Level 3:Enabled/Practiced

- Sharing of knowledge assets is practiced.- Leadership/senior management sets goals wrt knowledge sharing. - KM related activities are a part of normal workflow.

- Knowledge management systems/tools and mechanisms enable activities with respect to knowledge sharing.- Centralized repositories exist.- Knowledge taxonomies exist.

Level 4:Managed

- Employees find it easy to share knowledge assets.- Employees expect to be successful in locating knowledge assets if they exist.- Knowledge sharing is formally/informally monitored/measures.

- Training and instruction is available for KM systems usage.- Change management principles are used to introduce KM practices.- Tools for supporting KM activities are easy to use.

Level 5:Continuously

Improved

- Mechanisms and tools to leverage knowledge assets are widely accepted.- There is a systematic effort to measure and improve knowledge sharing.

- Tools and mechanisms for sharing are periodically updated/improved.- Business processes that incorporate sharing of knowledge assets are periodically reviewed.

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How Is KM Sub-optimal?Let Me Count the Ways

No Explicit Intent and Policy The Organization Doesn’t Know What It Is About!: “How To Do It” Knowledge Is “Stove Piped” Within Individual Heads: “What’s Happening ” Business Situational Awareness Knowledge Is Inadequate:

Inadequate Knowledge of Customer and Needs: Project Team Members Not On Same Page: Leadership Not Aware of Real Organizational Performance:

The Organization Has a Poor Organizational Memory and Has to Re-work and Re-learn Many Things

The Organization’s Processes/Practices Are Immature: Practitioners Don’t Have Requisite Competencies/Skills: Inadequate Capabilities for and Levels of Collaboration: Limited Capacity for Problem Solving, Organizational Learning, Knowledge Creation, and

Innovation: Organizational Culture and Leadership Not Yet Conducive to Good KM:

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So, … What To Do?

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Goals/Objectives Goal:

Dramatically Improved Enterprise KM and Associated Significant Impact on Organizational Learning, Performance, and Change/Innovation

Objectives: Understanding of Current Situation (at Any Given Time): Critical Masse of Knowledge About KM Formulation of Intent and Policies Enterprise KM Scope, CONOPS, and Plan: Properly Motivated Enterprise Culture: Enterprise Strategic Process Management Framework: Improved Documented Mission/Operational Processes: Requisite Competencies/Skills and Associated Competency/Skill Mgt

Systems Requisite Processes for Performance Monitoring and Corrective Action: Requisite Systems/Tools for Enterprise Data/Info/Knowledge

Management Collaborative Knowledge Creating and Sharing Environment:

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Major KM Steps Develop Initial Core Knowledge of KM Adopt a Conceptual KM Framework

(e.g. KMCI’s “New KM” or Fraunhofer Institute Ref Model) Conduct a KM Assessment in Context of the Framework: Develop an Enterprise KM Strategy, CONOPS, Plan: Initiate and Sustain the Enterprise KM Program IAW the Plan:

Develop and Communicate Intent and Policy Establish a Corporate Level KM Governance/Coordinating Framework: Develop/Refine a KM Architecture Distill, Communicate, and Instill Knowledge of “Where the Organization Is Going”: Take Care of All the Knowledge Facets and Object Types: Deploy a Model Driven, Knowledge Centric Paradigm: Establish an Extensible, Collaborative Work Environment: Establish a Project/Production Mgt Capability: Provide for the Requisite Competencies/Skills: Develop an Enterprise Knowledge Portal Containing Requisite Tools/Systems/Repositories: Change the Organization’s Culture:

Monitor, Decide, and Act Accordingly

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Thoughts About Assessment What Facets of KM Going to Assess?

KM for Existing Knowledge (Knowledge Integration) KM for Knowledge Creation and Organizational Learning (Knowledge Making) Both

What Criteria? Inventory of Knowledge Resources, Processes, Systems/Tools Extent to Which People Know What They Need to Know To Do Their Jobs Rate and Quality of Innovation Critical Factors and Enabling Conditions for Knowledge Creation and Org

Learning Nonaka and Takeuchi

Intent Autonomy Fluctuation and Creative Chaos Redundancy Requisite Variety

Knowledge Management Consortium International (KMCI) Embryology of Knowledge (How Is Knowledge Created) Politics of Knowledge (Who Is Authorized) Intellectual Diversity (Group Think Vs Diversity of Thinking) Connectedness (Richness of Connection and Communication)

Key Knowledge Areas Expressed in Maturity Models

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Thoughts About Strategic Process Mgt

Process and Strategic Process Mgt Are Core Concepts In the Domain Of Operational Knowledge Management

Has to Do With “How To” Knowledge and Getting the Right “How To” Knowledge into the Right Heads

This Involves: the Acquisition and/or Creation of Process Knowledge; the Externalization/Specification of the Process Knowledge; the Internalization/Application of the Process Knowledge by the Practitioners; the Socialization of the Process Knowledge Between Practitioners; The Collection, Analysis of Process Performance Data/Info to Yield Process

Performance Knowledge Taking Appropriate Corrective Action Capturing and Disseminating Lessons Learned

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Mechanisms for Knowledge Integration

Well and Frequently Communicated Vision, Mission, Goals and Organizational Philosophy

Strategic Process Management Framework Mature and Measured Organizational Mission Processes Mechanism for Continuous Improvement

Externalized Accessible Process/Practice Knowledge Organizational Performance Information/Knowledge Project Portals, Team Workplaces, Methods, Tools

Knowledge Navigator (Fraunhofer) Process Assistant System (Fraunhofer)

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Mechanisms for Knowledge Making

Policies Which Enable/Encourage Learning/Innovation Innovation Forum and White Paper Process On-line Discussion Groups Problem Solving Workshops Peer Review Lessons Learned Capture Innovation Portals, Team Workplaces, Methods/Tools

Influence Diagramming Topic/Concept Mapping (Fraunhofer)

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Conclusions IC, DoD, and DHS Emphasis Is On Technology Driven Knowledge

Integration of Existing Knowledge Which, Given the “Connect the Dots” Problem, Is Obviously Very Important!

But, the “New KM” Adds Emphasis On Knowledge Making and Organizational Learning in the Overall Scope of KM. This Of Course Has to Do With Problem Solving, Learning, and Innovation Which Have Obvious Ramifications for National Security!

KM Strategy and Implementation Should Reflect Conscious Understanding of the Two Facets of KM Cited Above

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Conclusions

The Conceptualization/Implementation of the New Paradigms, Ops/Info Architecture, Requirements, and Systems Required to Manage and Share Data, Info, Knowledge Critical to Our Nation’s Security Require: Focus on New Analysis and Knowledge Mgt Paradigms, Operational/Info

Architectures, Key Requirements and Serious Change of Culture Requisite Policy Requisite Governance Requisite Resources

We Have the Technology! (But It Isn’t Really a Technology Problem!)

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Back-up Stuff

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Some Associated System Architecture Notions

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Infosys KM Solution Architecture

• Content types• 4-Level Taxonomy• Access Restrictions• Target Audience• Content Gradation• Collaborative Content

Processes

•Taxonomy management•Content Publication•Workflows•Incentivization•Metrics•Process Engg.•Training

People• Facilitated decentralized architecture• Awareness, Facilitation, Motivation• Roles: Users, Experts, reviewers, Authors,

Champions• Building a sharing culture• Self Organizing communities

KNOWLEDGE

TechnologyKPortal

•Multiple integrated repositories

•Discussion forums•Advanced Search•Advanced KM Tools - prototypes

•Technology-assisted reward and recognition mechanisms

•Explicit & Tacit knowledge leverage

Knowledge Representation

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KPortal Technology ArchitectureInfosys KM leverages technology to provide an

‘Integrated Access’ to organization-wide Knowledge

Knowledge Taxonomy: The organizational information Backbone

KPortal Skills Database

Process Assets SystemData

Doc upload

Integrated “Search” through KPortal

Search Results

Content-rich auto-generated Project Profiles

Process Assets belonging to projects with matching project profiles

Knowledge Assets contributed by projects with matching project profilesSearch

Query

Satellite repositories

& Intranet Websites

Project Mgt Tools

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Top Level Ops/Sys Architecture Enterprise Object Mgt

MS Office

Objects

Domain Specific COTS

BasedObjects

Enterprise Meta-

Objects

MS OfficeObject

MgtServices

Enterprise Meta-Object

MgtServices

DomainSpecific

COTS BasedObject

Mgt

DataFile

Objects

ComplexStructuredObjects

Complex Structured

ObjectMgt

Services

DataFile

ObjectMgt

Services

e.g. NASIC SAVANT

WikiObjects

Wiki BasedObject

MgtServices

“Where Are We Going”KM

“How To”KM

“What Is Happening”KM

MS Sharepoint

These are accomplished on a very ad hoc basis in most organizations

This is usually not accomplished at all in most organizations

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Ever Increasing Structure

Key Observations:

The knowledge extraction processes extract structured knowledge from unstructured input streams.

The knowledge capture processes capture structured knowledge that results from analysis/assessment.

The more our knowledge of the threat is captured and managed in highly structured and labeled form the more flexibility and nimbleness we have when it comes to getting the knowledge to the right customer at the right time and in the right form.

So, it would behoove us to cause our knowledge of the threat to become more and more structured as we move from exploitation and knowledge extraction, through analysis/assessment, to knowledge capture and management.

Unstructured textual information must be accommodated in the resultant threat knowledge but it should be present within the context of an appropriately conceived and structured information model.

less structure more structure

Analysis&

Assessment

DataExploitation

&KnowledgeExtraction

Exploited Data&

ExtractedKnowledge

AnalysisResults

Dynamic Products

&Portlets

Structured LabeledThreat

Knowledge

ConceptualModeling

& Knowledge

Capture

DigitalProduction

&Dissemination

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Note: This is the KPS/VPS/VIPRECore Complex of Apps and Stores for Pre-positioning, Production, and Dissemination.

Note: the collaborative environment, work flow automation, various tools, and repositories shown in the diagram would be supported by very extensive machine readable information models and other meta-data which enable a very high degree of flexibility, applicability, and interoperability.

KEY FEATURES

-Horizontal Fusion of Intel Production Lifecycle and INT Data, Eng Models, & Threat Assessment Results-Collaborative Team Environment -Automated Technical and Mgt Workflows (the big blue arrow)-Data and Meta-data Driven Processes and Repositories-Ontology Driven Intel Analysis & Knowledge Mgt-Data and Meta-data Driven Virtual Products-Standard Data Repositories and Access -Web Services Based Intelligence Portal

PRODUCTIONRQMT/PROJECT

INFO

COLLECTONRQMTINFO

INTOBJECTS

INTELPRODUCTOBJECTS

RQMT/PROJMGT

TOOLS

COLLECTIONMGT

TOOLS

TTPU/TPEDWORK

BENCHES

KNOWLEDGEPREPOSITSYSTEM

VIRTUALPRODUCTION

SYSTEM

PROD RQMTS & PROJECT

MGT

COLLECTIONRQMTS

MGT

TASK/POSTPROCESSEXPLOITDISSEM

CAPTURETHREAT

CHARACTER-IZATION

DESIGNASSEMBLECAPTURE

PRODUCTS

VIRT INTELPRODUCT

RENDERINGENVIRONS

RENDER& DISSEM

PRODUCTSSERVICES

INTELPORTAL

OBJECTS

ENTERPRISE AND COMMUNITY INFO MODELS and META DATA

ENGMODELS

ENGINEERING(GEOMETRY)(DYNAMIC)

ENGMODELING

TOOLS

ANALYSISCOGNITIVE

TOOLS

THREATASSESS-

MENT

ANALYSTNOTEBOOKS

THREATSYSTEM

OBJECTS

CORPORATE OBJECT REPOSITORY (COR) SERVICES

Collaborating Team Members

Collaborative Environment

System Architecture for Intel Work Flow

Workflow MgtSystem

ApplicationSystems

&Toolkits

UNCLASSIFIED

UNCLASSIFIED 78

RQMTSDATA PROJECT

DATA

PROJECT MGT TOOLS(TEAMCENTER PROJECT)

WORFLOW AND PRODUCT DATA MGT(TEAMCENTER ENG)

PRODUCT LIFECYCLE MANAGEMENT PROCESSES

ENTERPRISE META-DATA

RQMTS MGT TOOLS(TEAMCENTER RQMTS)

ENGINEERINGPRODUCT

DATA

GENERALIZED DATA INTERFACE and REPOSITORY SERVICES

REQUIREMENTS MANAGEMENT

PROJECTMANAGEMENT

ENGINEERINGMANAGEMENT

Intelligence Data/Knowledge/ProductLifecycle Management

UNCLASSIFIED

UNCLASSIFIED 79

An Enterprise Architecture Archetype

COMPOSITEAPPLICATION

SYSTEMS

REPOSITORIES

WORKFLOW

SUPPLIERSERVICES

CLIENTSERVICESSUPPLIER CLIENT

ENTERPRISE SERVICE BUS

Every Organization Exposes/Provides a Set of Web Services IAW Web Services Standards

As Such What Is Behind the Services Can Be Tailored to the Organization Providing That It Meets Service Specifications

ONTOLOGIES & META-DATA

IF EVERY AGENCY/ORG WERETO SET UP LIKE THIS, THE COMMUNITY WOULD KICK NET-CENTRIC BUTT AND MAKE FRONT PAGE INFO SHARING NEWS!

THE CONCEPTS AND TECHNOLOGY ARE AT HAND! ONLY OURCULTURE AND OUR POLITICSSTAND IN THE WAY!

Every Organization Establishes and Maintains an Ontology Driven Threat Knowledge Base Which Contains Threat Knowledge Having Requisite Structure, Granularity, and Labeling. The KB supports very specific focused client queries and drives rapid generation of dynamic digital products.

UNCLASSIFIED

UNCLASSIFIED 80