Army Knowledge Management

1. Army KnowledgeManagement - A Principles Based Approach – Marvin Wages HQDA CIO G-6 marvin.wages@us.army.mil

2. Sun 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

3. From Sun Tzu to YouTube Let’s Watch: http://www.youtube.com/watch?v=-4CV05HyAbM

4. Introduction 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

5. Army Enterprise Knowledge Management 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 -

6. Definition 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)

7. Army Knowledge Management GOAL 1 GOAL 2 GOAL 3 GOAL 4 INFRA- STRUCTURE NETCOM ESTA 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 AKM GOVERNANCE A K O HUMAN CAPITAL Initiatives KM Competences Enterprise Portfolio Mgt & Applications LandWarNet Army Knowledge Online Army Processing Centers Best Business Practices & Collaboration Tools Human Resource Planning Knowledge Networks Single DOIM Business Transformation User Growth DOIM Certification Thin Client Technology AKO/DKO Evolution Policy Revisions & Army Regulations Leadership Development Army Knowledge Management DKO Migration E-Learning Asset Discovery Tools

8. Tactical KM/Collaboration Tools Lotus Sametime VCSA Approved July 06 Best of Breed Effort Standard Solution Set • 1. Common Tactical Website • 18 Tools Nominated by Corps Commanders • Identify Operational Requirements • Provide System/Tool information • Normalize Operational Requirements 2. Data Fusion (combining two tools) CTSF • CTSF Assessment • Tool demonstration and operational requirements assessment • Technical assessment and integration 3. Real-time Collaboration DISA-Selected two for DOD Adobe Connect 15 Dec 05 – 02 Feb 06 21 Feb 06 – 30 May 06

9. AKM Policy New Current COMPLIANCE IS THE KEY VCSA Message Data-At-Rest Protection Strategy AKM Memo IT Portfolio Governance DA Memo Secure Mobile Environment Personal Electronic Device Policy (Sep 2007) DA Memo Army CIO Compliance Assessment AKM Memo Army Processing Centers AKM Memo IT Acquisition & Procurement Policy VCSA ALARACT Personally Identifiable Information Incident Reporting Procedures DA Memo Encryption of Data-At-Rest on Mobile Information Systems and Removable Storage Media (Sep 2007) DA Memo Registration of Systems & Completion of Data Fields in Army Portfolio Management Systems VCSA ALARACT Personally Identifiable Information Awareness DA Memo Privacy Impact Assessment Compliance with DA PIA Guidance DA Memo Consolidated Buy of Desktop & Notebook Computers

10. AKO – A Global Perspective…….AKO to the Edge AKO-F SWA Individual Soldier Usage Month of October 2007 79% 89% 81% 76% 82% 77% 76% 72% 73% 88% AKO Hawaii • Usage: 65% • Enrolled: 100% AKO-S • CAC Login • Joint Unsponsored Access • VIDITalk • Knowledge Networks • Universal E-mail • Instant Messaging • Secure Architecture • Single Sign-On • SIPR/NIPR • AKO-Lite • Collaboration • Search • Upgrade E-Mail • ……AKO-Forward • ……Collaboration • Resourced Since 9-11 • Completed • Availability = 99% AKO Secondary Site (DR) AKO Europe AKO Prime • J.P. Morgan Chase • Proctor & Gamble • Fannie Mae • Sears, Roebuck & Co. • 6. Reuters • 7. United Parcel Service of America • 9. Dow Chemical • 10. United States Army • 13. Starbucks • Nordstrom • 27. Yahoo • NASDAQ • Merrill Lynch • 55. Carnegie Mellon University • 60. General Motors • 67. Ebay GuardNet AKO-S AKO Korea ARNet AKO Main AKO-S AKO-F SWA Ft. Belvoir Finance “My Pay” Personnel “My Personnel” Operations “My Training” Logistics CSSCS Intelligence Intel Portals Planning SRS Army Flow Model Allotments TDY LES Assignments Records Photos LOGMOD E-Commerce Analysis Reports Warnings Web based applications accessed through AKO 10

11. Knowledge Networks on AKO

12. AKO Usage Growth • 12.6 Million+ Instant Messages sent in Aug 07 • Many Collaboration Sites for GWOT – Arab Translators, USAR, NG, CID, FRGs etc. AKO Usage & Content Growth 1.96 Million in Oct 2007 Total # of File Downloads Total # of Files AKO Users 1.2K inApr 2002 6.1 M in Oct 2007 10K in Apr 2002 198M inOct 2007 61,000in Jun 2000 81.9K in Oct 2007 Total # of Files Total # of File Downloads AKO-S Users 5.2K inFeb 2003 375K inOct2007 2.7M inOct 2007 8.7K in Feb 2003 1.2K in Oct 2000 12

13. AKO → DKO Evolution Video Email Joint Project Office Bright idea AKO Joint Access DKO!! FALL 2005 JAN 2007 Users: 1.8M NOV 2006 SEPT 2006 DKO IOC 1.85M Contract Award • Access to: • Services • Systems • Knowledge/ • Content DKO FOC MAR 2007 Cost Model Approved Wireless Email SOA Upgrade Email Upgrade MAR 2007 2008 MAR 2008 JUN 2007 Users: 2.5M

14. New 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 14

15. Army Knowledge Management Evolution People KM Process Tech 1 2 3 4 Governance Infrastructure AKO Human Capital CULTURE CHANGE WHAT GETS REWARDED GETS DONE INSTITUTIONAL What is KM reqt. For business stewards? TRAINING What is KM reqt. for training base? GENERATING What is KM reqt. force generation? OPERATIONAL What is KM reqt. on battlefield? KM- decision superiority Enablers AKM GOALS AKM GOALS

16. Dimensions of KM: Organizing Framework

17. People 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.

18. Knowledge Management Competencies Information Security (IA, Privacy, Access) KM Principles (Foundations) KM Leaders, Managers, Champions - Roles and Responsibilities - Collaboration Tools (AKO/DKO) KM Communities Of Practice Institutionalized Change through Business Process Content Management ( Search & Taxonomies) Metrics

19. Process 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

20. Technology 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.

21. Way Ahead 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 -

22. Backups

23. People Dimension 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

24. People Dimension 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. Principle 2 - Reward knowledge sharing and make knowledge management career rewarding.

25. People Dimension 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.

26. People Dimension 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.

27. People Dimension 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.

28. 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. People Dimension Principle 6 – Protect and secure information and knowledge assets.

29. Process Dimension 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.

30. 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. Process Dimension Principle 8 – Use standard business rules and processes across the enterprise

31. Technology Dimension 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.

32. 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. Technology Dimension Principle 10 – Use Service-Oriented Architectures (SOA) to permit access and searching across boundaries.

33. 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. Technology Dimension Principle 11 – Provide a robust search capability to access contextual knowledge across the enterprise.

34. 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. Technology Dimension Principle 12 – Army Knowledge Online (AKO) or Defense Knowledge Online (DKO) is the preferred portal and access point to all Army-enterprise knowledge assets.