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International Knowledge Management

International Knowledge Management. Joyce S. Dutcher, Ph.D. Definition:.

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International Knowledge Management

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  1. International Knowledge Management Joyce S. Dutcher, Ph.D.

  2. Definition: Knowledge Management (KM) is the art of creating, organizing, applying, and transferring knowledge to facilitate situational understanding and decision-making. Knowledge management improves organizational learning, innovation, and performance. Knowledge management ensures that information products and services are relevant, accurate, timely, and useable to commanders and decision-makers; and that expertise is available to those who need it.

  3. KM solution is uniquely integrated with the business or work of the implementing organization • Best practices and lessons learned from industry, government, and academia help guide KM programs • Three projects related to developing KM solutions for groups with international activities highlight the unique characteristics of each solution • Large joint military command • Executive education center • Multinational Communications Interoperability Program (MCIP) • KM strategies are dependent upon the organizational Mission, Vision, and Goals Ensure that KM Strategy, Goals, and Objectives are aligned with those of the organization in which it is being implemented

  4. MCIP • Vision • Communications interoperability in support of multinational Humanitarian Assistance / Disaster Relief Operations • Goals and Objectives • The Multinational Communications Interoperability Program will • validate interoperability of national communications systems • adopt and / or develop guidelines and standards leading to communications interoperability • foster relationships among member nations and with the International Humanitarian Community (IHC) • Pacific Endeavor – annual exercise

  5. Pacific Endeavor (PE) • Alternating focus for PE • Odd Years – 2009, 2011, 2013, … • Heavy technical assessment (testing interoperability of equipment) • Light table top exercise (validate process and procedures) • Even Years – 2010, 2012, 2014, … • Light technical assessment • Heavy table top exercise

  6. MCIP Participants • Cisco • McAfee • Microsoft • SANS Institute • STE • Symantic • Australia • Bangladesh • Cambodia • India • Indonesia • Japan • Malaysia • Maldives • Mongolia • Nepal • New Zealand • Papua New Guinea • Philippines • Singapore • South Korea • Sri Lanka • Thailand • Tonga • Tuvalu • United States • Vietnam

  7. KM Strategy • A clearly stated KM Value Proposition, Strategic Plan, and Action Plan with well defined scope, end state, timeline, milestones, roles and responsibilities help drive successful KM implementation. KM Roadmap that describes the project phases, objectives, activities, and resulting products • Create a KM strategy that incorporates implementation and long-term sustainment With increasingly detailed plans for each phase

  8. People – Governance KM governance is most effective with a high level champion or set of champions. KM requires a strong project leader/facilitator (i.e., KM Officer (KMO) or Chief of KM (CKM)); a KM organization providing technical, functional, and process support; and Knowledge Managers embedded in business units or knowledge domains.

  9. People – Stakeholders • Stability of stakeholder groups • Military rotation • HA / DR volunteers • Openness to sharing information • Commitment to KM • Security and access • Implications of sharing information • Training / Orientation of users

  10. Processes • Knowledge storage and retrieval • Taxonomies • Common Operational Pictures • Variations in country information • Capturing and tagging information from HA / DR events for future use • Content life cycle management • Continuous process improvement • Metrics • Implementation monitoring – implementation of KM • Outcome assessment – impact/benefit of KM Evaluation and measurement is critical to prove value and progress, and to define the way ahead. At the same time, the development and implementation of KM are on-going processes. Short-term results/benefits or rapid ROI should not be expected.

  11. Technology • All Partners Access Network (APAN) is MCIP’s collaborative site • Frequency for communications - Mercury • Singapore continues to develop OPERA site • Future development • Massive data base versus accessing appropriate information • Collaborative filtering techniques for customized content • Varied technical capabilities of partner countries

  12. Infrastructure • Availability of communications equipment – HADR versus normal – various capabilities of people from other countries • Mobile satellite solutions • Power, equipment; free bandwidth

  13. Helpful Tools / Approaches • Maturity Models help define the desired end state and track progress

  14. International KM faces the same challenges and opportunities as other KM efforts … … But it requires multiple partners to create a shared solution

  15. Contact Information Joyce S. Dutcher, Ph.D. (808) 271-9233 dutcher_joyce@bah.com

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