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Knowledge Management Overview
IRS
22 May 2008
Supporting the Defense Acquisition Workforce through Knowledge
Management
“Knowledge Is Power, but
Knowledge Shared Is Power2”
Engaged Learner Architecture Vision
The Challenge/Opportunity/DoD-DAU’s Mission:Supporting the Acquisition Workforce to Deliver Timely and
Affordable Capabilities to the Warfighter
The Defense Acquisition Workforce:126,000 Government and Military Certified Professionals
and500,000 Contractor Support Personnel
Integrated Baseline Review
Integrated Baseline Review
System Integration System Demonstration Low-Rate Initial Production
DefenseAcquisition
System(event driven)
Planning,Programming,
Budgeting, & Execution
Process(biennial calendar driven)
MilitaryDepartments &
Defense Agencies
Cost
Integrated Defense Acquisition, Technology, & Logistics Life Cycle Management Framework
FOCIOC
Full-Rate Production/Deployment
MSB
System Development & Demonstration Phase Operations & Support Phase
PostDeploymentPerformance
Review
Three DODDecision Support Systems
Effective Interaction is Essential
Sustainment
National Military StrategyFYDP
updated
ISSUES
BudgetCommittees
Congress Congress
DoDBudget
On Year
Off Year
POM/Budget FormulationPCP/BCP Prep
FinalPBDs
Actual CostsEngineering
Cost EstimationMethods
ParametricAnalogy
Technology Development PhaseConcept Refinement Phase
National Security Strategy
DoD Testimony
Strategic Planning Guidance
Off Year Optional
Fiscal GuidancePresident’sBudget toCongress
Joint Programming Guidance
Off Year Optional
WhiteHouse
OSD &Joint Staff
OMB
SLRG Reviews
Joint Planning Document
PBD Cycle
PMO Budget Estimate
PMO POM Input
FullFunding in
FYDP
CDD
MSC
POM/Budget SubmitPCP/BCP Submit
FYDPupdated
MSA
The Milestone Decision Authority may authorize entry into the acquisition process at any point, consistent with phase specific entrance criteria and statutory requirements
Economic Analysis(MAIS Only)
AoA Plan
System Threat Assessment
InformationSupport
Plan
CPDService/JROCValidation &
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-ReadyKPP
KPPs
CPD
System Threat Assessment
InformationSupport
Plan
Service/JROCValidation &
Approval
J-6 Interoperability& Supportability Cert.
Net-ReadyKPP
Clinger-Cohen Act- Compliance (all IT)- Certification (MAIS)
Clinger-Cohen Act- Compliance (all IT)- Certification (MAIS)
Clinger-Cohen Act- Compliance (all IT)- Certification (MAIS)
ADMExit
CriteriaMet
DAB/ITAB
MDAADMDAB/ITAB
MDA ADMExit
CriteriaMet
DAB/ITAB
MDAAPB ADMExit
CriteriaMet
DAB/ITAB
MDA ADMExit
CriteriaMet
DAB/ITAB
MDAAPB ADMExit
CriteriaMet
DAB/ITAB
MDAAPB
MBI
Allocation
Apportionment
AffordabilityAssessment
CARD(Designated Programs)
POE CCA ICEAffordabilityAssessmentPOE CCA ICE
Economic Analysis(MAIS Only)
Contracting Acq Plan
Source Selection
Plan
DraftRFP
RFPAcq Plan
DraftRFP
RFP
Source Selection
Plan
Production & Deployment Phase
Increment IIIB C
DRR FRP
Increment IIB C
DRR FRP
KPPs
Joint CapabilitiesIntegration &
Development SystemVCJCS OversightCJCSI 3170.01D
DefenseAcquisition
SystemUSD(AT&L) Oversight
DoDD 5000.1
Planning,Programming,
Budgeting & ExecutionDEPSECDEF 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/EngineeringDev Models
TechnologyDevelopment 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
LRIPContract
AoA
BestMateriel
Approach(es)
Draft ver. 4.7. May 21, 2004
StudyContracts
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; reduce logistics footprint; implement human systems integration; design for producibility; ensure affordability and protection of critical 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.
TechDemos
PreliminaryIntegrated
Architecture
Acq Plan
DraftRFP
RFP
Source Selection
Plan
TechnologyDevelopment
Contract
Supports O&M Budget Review
Acq Plan
DraftRFP
RFP
Source Selection
Plan
In-ServiceReview
October April / May
August
September - November
October - November November December
JanuaryFebruary (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).
SystemPerformance
Spec
Prototypes/EngineeringDev Models
InitialProduction
Baseline
CARD – Cost Analysis Requirements DescriptionCCA – Component Cost AssessmentICE – Independent Cost EstimateMAIS – Major Automated Information SystemPOE – Program Office EstimateRDT&E – Research, Development, Test & Evaluation
Cost Acronyms
BCP – Budget Change ProposalsFYDP – Future Years Defense ProgramMBI – Major Budget IssueOMB – Office of Management & BudgetPBD – Program Budget Decision
PCP – Program Change ProposalsPDM – Program Decision MemorandumPOM – Program Objectives MemorandumSLRG – Senior Leadership Review Group
Planning, Programming, Budgeting & Execution Acronyms
Joint Capabilities Integration & Development
System (need driven)
ADM – Acquisition Decision MemorandumAoA – Analysis of AlternativesAPB – Acquisition Program BaselineCD – Concept DecisionDAB – Defense Acquisition BoardDRR – Design Readiness ReviewFOC – Full Operational Capability
FRPDR – Full-Rate Production Decision ReviewIOC – Initial Operational CapabilityITAB – Information Technology Acquisition BoardLRIP – Low Rate Initial ProductionMAIS – Major Automated Information SystemMDA – Milestone Decision Authority
Oversight & Review Acronyms
RFP – Request for Proposal
Joint Capabilities Integration & Development System - AcronymsCDD – Capability Development DocumentCJCSI – Chairman, Joint Chiefs of Staff InstructionCPD – Capability Production DocumentDOTMLPF – Doctrine, Organization, Training, Materiel, Leadership, Personnel, and Facilities
DAB – Defense Acquisition BoardICD – Initial Capabilities DocumentIOC – Initial Operational CapabilityJROC – Joint Requirements Oversight CouncilKPP – Key Performance Parameter
Draft CDD
AoA
updated
Full-RateProduction
Systems
MajorProducts
AppropriationCommittees
AuthorizationCommittees
Authorization/AppropriationActs Passed
PDM(s)
Appropriated Funds To Support Contracts
FOC
AffordabilityAssessmentPOE CCA ICE
Economic Analysis(MAIS Only)
CARD(Designated Programs)
Post Production Software Support ContractsSustainment Contracts
Operations &Maintenance
Types ofFunds RDT&E – Management & Support RDT&E – Management & SupportRDT&E – Management & Support
RDT&E – Adv Component Dev & Prototypes RDT&E – Systems Development & Demonstration
Decision Points/Milestones CD DRR FRPDR
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
updatedn/a MAIS
AoA
MAIS only
PreferredSystemConcept
FinalProduction
Baseline
ICD
Post Independent Analysis
FunctionalArea Analysis
FunctionalNeeds Analysis
Joint Operations Concepts
DOTMLPF
Joint Operating ConceptsJoint Functional ConceptsJoint Integrating ConceptsIntegrated Architectures
DoD StrategicGuidance
Functional Solution Analysis
DOTMLPF Changes(CJCSI 3180)
Service/JROCValidation &
ApprovalMaterielChanges
(CJCSI 3170)
Ideas forMateriel
Approaches
Analysis ofMateriel
Approaches
Alternative 1Alternative 2Alternative N
RDT&E – Advanced Technology Development
Integrated Baseline Review
ProductionContract
Joint Functional ConceptJoint Integrating ConceptIntegrated Architecture
Joint Functional ConceptJoint Integrating ConceptIntegrated Architecture
Threshold/objective tradeoffs – Revised Performance
Attributes
Threshold/objective tradeoffs – Revised Performance
Attributes
Joint Functional ConceptJoint Integrating ConceptIntegrated Architecture
FOT&E
LFT&EWaiver
(if appropriate)
TechnicalSystems EngineeringTest & EvaluationSupportability
Analyze/Assess Concepts Versus
Defined User Needs
Develop Concept Performance (& Constraints)
Definition & VerificationObjectives
Interpret User Needs,Analyze Operational
Capabilities & Environmental Constraints
Decompose ConceptPerf into Functional
Definition &Verification Objectives
Assess/AnalyzeConcept System
Versus FunctionalCapabilities
Decompose Concept Functional Definition into
Component Concepts/Assessment Objectives
Develop Component Concepts, i.e., Enabling/Critical
Technologies, Constraints & Cost/Risk Drivers
Assess/AnalyzeEnabling/Critical
Components VersusCapabilities
Interpret User Needs.Analyze Operational
Capabilities & Environmental Constraints
Demo & Validate SysConcepts & Technology
Maturity VersusDefined User Needs
Develop System Perf(& Constraints) Spec &Enabling/Critical Tech
&Verification Plan
Develop FunctionalDefinitions for Enabling/Critical Technologies &
Associated Verification Plan
Demo SystemFunctionalityVersus Plan
Decompose FunctionalDefinitions into CriticalComponent 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 SystemFunctional Specs &
System Verification Plan
Evolve FunctionalPerformance Specs into CI Functional (Design to)
Specs and CI Verification Plan
Evolve CI FunctionalSpecs into Product
(Build to) Documentationand Inspection Plan
Fabricate, Assemble,Code to “Build-to”
Documentation
Integrated DT&E, LFT&E & EOAs Verify Performance
Compliance to Specs
Individual CIVerification
DT&E
SFR
CDR
INPUTSINPUTS•ICD•AoA Plan•Exit Criteria•Alternative Maintenance & Logistics Concepts
INPUTS OUTPUTS OUTPUTS
OUTPUTS
Trades Analyze
Assess/AnalyzeConcept & Verify System Concept’s
Performance
Trades Analyze
Demo/ModelIntegrated System Versus
Performance Spec
Trades Analyze
System DT&E, LFT&E & OAs,Verify System Functionality& Constraints Compliance
to Specs
Monitor and CollectAll ServiceUse Data
DevelopCorrective
Action
Analyze Data toDetermine
Root Cause
DetermineSystem Risk/
Hazard Severity
Integrate & TestCorrective Action
Implement andField
• Process Change – Hardware/Support• Materiel Change
INPUTS•Service Use Data•User Feedback•Failure Reports•Discrepancy Reports•SEP
OUTPUTS
AnalyzeTrades
Assess Risk of Improved System
Combined DT&E/OT&E/LFT&EDemonstrate System toSpecified 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 DeficienciesTo Determine Corrective
Actions
OUTPUTS
Modify Configuration(Hardware/Software/Specs)
To Correct Deficiencies
Logistics & Technical AcronymsASR – Alternative Systems ReviewBLRIP – Beyond Low Rate Initial ProductionCDR – Critical Design ReviewCI – Configuration ItemDT&E – Developmental Test & EvaluationEDM – Engineering Development ModelEOA – Early Operational AssessmentESOH – Environmental, Safety & Occupational HealthFCA – Functional Configuration AuditFMECA – Failure Mode Effects & Criticality AnalysisFOT&E – Follow-on Test & EvaluationFTA – Failure Tree AnalysisIOT&E – Initial Operational Test & EvaluationISR – In-Service ReviewJITC – Joint Interoperability Test CommandLFT&E – Live Fire Test & EvaluationLCC – Life Cycle CostsLORA – Level of Repair AnalysisLRIP – Low Rate Initial ProductionMTA – Maintenance Task AnalysisOA – Operational Assessment
OT&E – Operational Test & EvaluationOTRR – Operational Test Readiness ReviewPESHE – Programmatic Environment, Safety & Occupational Health EvaluationPDR – Preliminary Design ReviewPCA – Physical Configuration AuditPRR – Production Readiness ReviewPPP – Program Protection PlanRMS – Reliability, Maintainability & SupportabilitySEP – Systems Engineering PlanS&T – Science & TechnologySFR – System Functional ReviewSRR – System Requirements ReviewSTA – System Threat AssessmentSVR – System Verification ReviewT&E – Test & EvaluationTEMP – Test & Evaluation Master PlanTDS – Technology Development StrategyTRA – Technology Readiness AssessmentTRR – Test Readiness Review
LeastAcceptable
MostAcceptable
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 ProductSupport
Capabilities
Performance Based Agreements
Business CaseAnalysis
Product Support Integrator/Product Support Provider
LFTEReport to Congress
BLRIPReport to Congress
AA CCCDCD DRRDRR FRPFRPDRDRBB
Demonstrate Product Support Capability
•Footprint Reduction •Supply Chain Management•Product Support Elements
Total Life Cycle Systems Management
Verify & ValidateProduction
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
The ChallengeDoD’s Big “A”cquisition Systems and Processes
The Acquisition Warrior
Add the unpredictable activity with end users, OSD, Congress, industry, oversight organizations, and the media -
Add the challenges of Human Capital Management -
You get a very complex system for the Acquisition workforce to work, including DoD’s industry partners.
Add Known Unknowns and Unknown Unknowns -
KM/Organizational Learning Timeline
1996 1997 1998 1999 2000 2001 2002 2003 2004
Aug 02 Deskbook transitions to DAU.
Mar 03 PMCoP transitions to DAU.
Feb 01 PM COP RIT w/OSD
Oct 01 Launch PMCoP @PEO SYSCOM Conference.
Oct 02 Conversion to Tomoye Simplify product.
Market Analysis 200 Products Evaluated.
Feb 03 DAU awarded National Accreditation
May 02 Instituted KM Contribution Factor for Faculty
Established KM Officer position
Jan 02 - 3 KPO positions established
Oct 02 Transition to Contribution-based evaluations (AcqDemo for NSPS)
Org
an
izati
on
al A
lig
nm
en
t,
Str
ate
gy,
Peop
le,
Pro
cess
Pro
du
cts
, Tech
nolo
gy
Oct 04 DAG
FY03 - 06 97% increase in contact hours above formal training (870K to 1.7M hours)
Jul 02 V2 eLearning Roadmap published
V1 eLearning Roadmap published
Jul 03 PMCoP changes to ACC “system”
Jun 01 1st CL modules go online
FY04 70+ CLMs online & 200K+ registered users
Jul 98 Virtual Campus LMS goes online
ACC Growt
h
FY03 54 CLMs online & 123K+ registered users
FY02 33 CLMs online & 12K+ registered users
Jul 96 Deskbook goes online
Sep 98 DAU Transition Plan
01 DAU reorganized to five regions
Cycles of Leadership Re-
structure DSMC
Established course workspaces
Jun 00 USD(AT&L)Directs KMS & CoPs
LCMS SelectionSumTotal
May 2003 Java based and SCORM LMS upgrade ATLAS Pro
Performance Learning Model Introduced Jul 02
Frank Anderson appointed DAU President 31 Oct 00
EPMC Extranet
Expanded ACC Servers and S/W
AKSS V1.0
AKSS V2.0
AKSS V3.0
Nov 99 USD(AT&L)Directs KM RIT
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
# G
rad
uate
s
Web 601 10,235 13,055 17,643 27,386 30,115 41,127
Hybrid 26 91 119 2,050 8,035 10,350 12,396
Resident 31,913 30,691 28,365 23,187 16,205 17,825 16,989
FY 98 FY 99 FY 00 FY 01 FY 02 FY 03 FY 04
76% of students now touched by E-learning
CoP Implementation Guide.
Oct 04 Conversion to Simplify 4.1.
2005 2006 2007 2008 2009 2010 2011
BPCh Program Management transitions to DAU.
ACC search for scalable solution to grow beyond 20K.
PBL Toolkit Deployed Oct 05First PPLT Prototype
Pro
du
cts
, Tech
nolo
gy
CLMs transition to Virtual Campus
LCMS Deployed
CoP Implementation Guide Updated Feb 05.
New JCIDS on ACC and link to DAG
Jul 05 V3 Performance Learning Roadmap published
DAU Intranet Portal deployed (Mar 06) SS2003
ACC - Ecco transition complete 20 JUN 06.
ACQuire Search Capability Deployed JUL 05
ACQuire developed for FAI
Video search study – Not affordable now finding
BPCh Concept Phase and Full Scale Development. V1.0 first phase deployed (Mar 08) with practice content for Systems Engineering (SE) and Software Acquisition Management (SAM)
Org
an
izati
on
al
Alig
nm
en
t, S
trate
gy,
Peop
le,
Pro
cess Learning Asset
Management Plan (LAMP) signed by FJA 19 Sep 06
Defense ACQ Portal (DAP) Development (targeted Mar 09)
CoP Guide Upddated(Oct 07)
Engaged Learner Architecture(ELA) Model developed
ELA development of LEADR(s) – Atlas, BlackBoard, Living Library, CRMS
ACC - Ecco 2.0 transition (targeted Aug 08).
AT&L Competency Models Development and Gap Analysis Tools
DAU Intranet Portal Upgrade MOSS2007/Ecco 2.0
Core + AT&L Certification Model development & implementation
DAU identified as Director for Human Capital Initiatives for AT&L Workforce
Human Capital Strategic PlanDevelopment (V3)
Host new 5000 and DAG on ACC
PPLT Guide Published(Mar 07)
Advanced Search study – Focus on Video Search and personalized search
V2.0 development Add Con, Log, PM
V3.0 development Add BCEFM, Reqts
ACQuipedia Concept
ACQuipedia Development V1.0
ACQuipedia Development V2.0
Add Web Parts/Services & Personalization
AAP metrics in Dashboard AAP Upgrade (MOSS2007/LSS)
IFC Major revision
LAMP IPT May 08
ACC Metrics in Datamart(June 07)
All KM Metrics in Datamart(Sept 08)
IFC deployed JUL 05
DARPA iLinkPilot
Con CoP toCon Portal (Oct 07)
KM/Organizational Learning Timeline
Central Repository
Collaborative Tool Where the Workforce Contributes Knowledge and Interacts to Share “Know-How”
Enterprise Search SystemDoD & Industry Best Practices
• Home for Policies and References• Defense Acquisition Guidebook• AT&L Integrated Framework Chart (IFC)• Ask A Professor
• Communities of Practice• Special Interest Areas• Limited Access Workspaces• Workflow Learning Tools• IFC Templates• Defense Acquisition Guidebook FY-09• Web Enabled JCIDS FY-09
• Stand-alone search for workforce• Integrated search for AKSS, DAU Homepage, Intranet• Searches open areas of ACC
Integrated Systemof Systems
• Stand alone practices with evidence resource• Integration with ACC CoPs for collaboration/input on best practices• Included in enterprise search index
Supporting the Defense Acquisition Workforce through theDoD AT&L Knowledge Management System of Systems
https://akss.dau.mil
https://acquire.dau.mil
https://acc.dau.mil
https://bpch.dau.mil
AKMS Info Site
https://acc.dau.mil/at&lkm
Learn. Perform. Succeed
Process Performance & Learning Tools
Closing the “learning – doing” gap
Developing Competitive Elements
PPLT
AT&L Integrated Framework(master process flow)
Chart/flow element “Initiate Evolutionary Acquisition Strategy”
Developing Acquisition Strategy PPLT
Building Competition into Acquisition Strategies PPLT
Knowledge Cross-Reference
Today…
LearningLearningDoing
PPLTs close this gapPPLTs close this gapDoing
Knowledge Gateway
PBLToolkit
• KM must be integrated into the business of the business
• Leadership at all levels of the enterprise is critical – Need to “Walk the Talk”
• Dedicated human resources - critical for systems development and life cycle asset management
• Powerful IT infrastructure needed for availability, reliability, performance and growth
• Build on and leverage the natural organizations, communities and content you have
• Provide a self-help community of practice system, with “kick start” support team. This is the main knowledge “engine”.
• Focus on helping your workforce do their jobs more efficiently and effectively. Focus on “what’s in it for them”. Incentivize thru awards and rewards.
• Knowledge Sharing is a marathon, not a sprint
Knowledge Sharing Lessons Learned
