Integrated Digital Environment Knowledge Management Update Session

1. Integrated Digital EnvironmentKnowledge Management Update Session John Hickok Noel Dickover LTC Mike Dorohovich

2. Session Outline • Community Update • IDE & Knowledge Management definitions • Exostar, NMCI • IDE Issues • PM Tasks for IDE/KM Development • Service Views • LTC Mike Dorohovich • Collaboration tool demonstrations

3. Current Status • IDE Working Group • 1.4M matching funds for 4 pilot projects • Merging IDE with Knowledge Management • Navy-Marine Corps Intranet (NMCI) • Exostar – Aerospace B2B Exchange • Operational Architecture Metrics Analysis

4. IDE Definitions Air Force "An integrated digital environment for Air Force acquisition and sustainment is a dynamic information environment that supports business activities and provides immediate access to needed information." Army "An IDE is a collaborative, standards-based, strategic infrastructure that enables the cost-effective execution of business processes and functions across geographically dispersed and heterogeneousorganizations." Navy “It is data, anywhere, anytime, to anyone who is required to access it. An Integrated Digital Environment (IDE) is a physically distributed, logically linked data structure for the total collection of shared product definition and support data for one or more defense systems in which technical and business information is readily accessible, in a real-time environment, to all functional participants and decision makers throughout the weapon system life cycle process.” Integrated Digital Environment– (1) paperless, streamlined, efficient capability for interchange of information and data; (2) automated information processing capability shared by Government and Industry; (3) activities and business processes that reduce costs and expedite joint Government-Industry acquisition management and logistics support capability.

5. Knowledge Management • Definitions • APQC - “The conscious strategy of putting both tacit and explicit knowledge into action by creating context, infrastructure, and learning cycles that enable people to find and use the collective knowledge of the enterprise.” • Communities of Practice • Knowledge Share Spaces • Collaboration • Performance Support

6. Navy Marine Corps Intranet • 4.1 billion for 5 years to EDS • 3 year ext. = 6.9 Billion • https://nmci.spawar.navy.mil/ • Transfers the responsibility and risk for providing and managing the vast majority of Department of the Navy (DON) desktop, server, infrastructure and communication assets and services

7. Exostar • Business to Business (B2B) Exchange site • Vision • Create an open and independent digital marketplace that serves and benefits all industry participants. • Provide a full spectrum of direct and indirect procurement parts and industry-specific services. • Serve the entire aerospace and defense industry: from commercial aviation to defense and space systems

8. (Exostar View) Today’s IDE Approach • Current Approach • Typically a Web-based Information Environment...Often Delivered as an Extranet • Funded By a Specific Customer Program or Functional Supply Chain Management Initiative • Varying Sets of Tools and Capabilities • Largely Reliant upon Human Intervention to Provide Process and Data Interoperability • Resultant Situation • Many Point-to-Point “IDE-like Systems” Built for Individual Customer Programs or Initiatives • Excessive Cost Resulting From Duplication of Effort to Build and Maintain • Incompatibility Between “IDE-like Systems” Typical Hierarchy Of Buyers/Sellers Within A Customer Program Customer Customer Support Prime Contractor Strategic Suppliers Subcontractors IDE-like System Tier-2 Suppliers Tier-n Suppliers Multiple Types Of “IDE-like Systems” Characterize Today’s IDE Approach

9. (Exostar View) Unified IDE Strategy Unify Industry IDE Strategy to Establish an Integrated Digital Relationship with Suppliers, Customers, and Business Partners • Common Environment for All Trading Partners • Multiple Value-Added Services • Business-to-Business • Buy/Sell/Settle Transactions • Buy & Sell Catalogs • Reverse Auctioning • RFP Bid & Proposal Process • Virtual Direct Procurement • IDE Services • Document Management • Shared Project Team Workspace • Shared Applications • Process/Workflow Management Global Portals Service Providers Buyers Sellers Supply Chain Customers Agile Interoperability IDE Strategy Component Is Represented By A Digital Exchange

10. (Exostar View) Integration EnvironmentModes Of Operation • Agile Partnering, Collaborative Product Definition, Bid Workspace, Virtual Program Management, Distributed Review and Approval, and Event Management Collaborative Process-Oriented • Structured Business-to-Business (B2B) Transactions Transactional • Search, Access, Browse, and Translation of Documents and Other Data Items Discovery • Shared Repository Functions, i.e., Vaulting, Versioning, and Document Sharing Content Infrastructure-Oriented Infrastructure Services That Enable Privacy, Trust, and Security for Users, and Connectivity, Accessibility, and Availability of the Digital Platform Community Services

11. PM Responsibilities RADM Jenkins • Since the program manager is accountable for establishing appropriate digital environments and core processes within the life-cycle of a weapon system, the program manager’s role in an IDE implementation is to: • Understand what IDE is; • Develop a vision, objectives, and program goals; • Determine the IDE maturity level his or her program is currently operating; • Develop an IDE implementation plan; • Identify critical success factors; • Collaborate with industry; • Manage, control, and direct IDE implementation; • Implement standards, applications, and methodologies; • Interface with DSMC, and • Define performance measurements.

12. IDE Issues • Measuring performance vs. progress towards digital operations • PMO Flexibility vs. DoD Interoperability • IDE as a technical infrastructure vs. IDE as cultural change 

13. IDE Issues Continued • Merging of IDE/IPDE/Knowledge Mgt./E-business • Balance of security concerns vs. operational performance  • Large scale system design vs. flexible integrated components  • Move from training to Performance Support

14. PM Tasks for IDE/KM System Development • IDE/KM Goals • Perform a KM Needs Assessment • Plan an approach for implementation • Manage the implementation

15. IDE/KM Goals: What are you trying to accomplish? • Closer Govt./Contractor Interaction • Organizational management of information • Leverage human capital • Address Islands of Automation/ duplication of data • Improve decision making

16. Perform an IDE/KM Needs Assessment • Is information individually or organizationally managed? • Do you have an information hoarding or information sharing culture? • How is your corporate memory structured? • How easy is it for people to find things? • How are decisions made? • How much time do people spend in meetings? • How geographically dispersed is your organization? • Technology problems or social concerns?

17. Plan an Approach for Implementation • Large scale systems design or smaller components? • Contractor led, Govt. dictated, or Joint effort? • Technology choices (COTs, GOTS, Develop?) • Resourcing issues • Build implementation team • Integration with work processes • Transition Plan

18. Managing the Implementation • Organizational change issues • Determine how changes in technology affect implementation over time • Build user-feedback into implementation • Manage expectations, publicize successes • Start with low-hanging fruit • Consider a Performance-Centered Design approach for systems development

19. Service Views

20. Army View • Support both IDE and IPDE • All major army programs, some smaller ones have IDE initiatives to some degree • Most progress made on new starts – new programs – such, FCS, IAV • Show case IDE - PEO C3S IDE • Single env., all data must accessible, • Collaboration and content management • SPAWAR technology connection,

21. PEO C3SKnowledge Center https:\\peoc3s.monmouth.army.milPEO C3S Support Line: 1-877-736-2377 Portal Capabilities: To register: http:\\peoc3s1.monmouth.army.mil

22. Army View Cont. • Metric Analysis – army, uses excel spreadsheet. • Value is data sharing/comparing for planning mechanism • Success based on PMO use • JCALS • Program will transition to sustainment mode in 02, finish tech manual app; • Transition GDMS, workflow tools to COTS in 03

23. Navy • IDE is mostly connecting computers and wires, and tying together with processes • KM is the people integration, CoPs • Navy-Marine Corps Intranet • Exostar Support • Data Collection through OAMAT • Navy POC- Brian Reily • Now with NMCI Enterprise Solutions

24. Air Force IDE Project • Interoperability is in the Air Force Portal Project • Conducted a number of innovation centers • Developed three guiding principles • Access replaces reporting • The owner is the keeper of the information  • There needs to be a record of what transpired  • IDE Project concluded in December 2000

25. Air Force IDE Conclusions • Developed a methodology for changing the work culture • Developed a vision of a new work culture • Put in place a Work Culture Transformation Board headed by Blaise Durante (SAF/AQX) • Three projects to with six month period • http://ide.dsmc.dsm.mil/air_force/Docs/WCTB101200.ppt

26. Resources • IDE Home Page • http://ide.dsmc.dsm.mil/ • Provides all IDE Policy, POCs, and handbook for IDE Implementation • Acquisition Support Center - CoPs • http://center.dsmc.dsm.mil/job_support_and_CoPs/communities_of_practice.htm • C3I KM Center • http://www.c3i.osd.mil/doc/