Integrated Digital Environment Knowledge Management Update Session

1. Integrated Digital EnvironmentKnowledge Management Update Session John Hickok Noel Dickover 7/23/2001

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

3. 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.

4. Knowledge Management Definitions • 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

5. Community Update • IDE Working Group • Merging IDE with Knowledge Management • Navy-Marine Corps Intranet (NMCI) • Exostar – Aerospace B2B Exchange

6. IDE Pilot Projects • Making an award tomorrow (7/24/01) • Navy: Alpha Contracts (NAVAIR) • Army: EVM Project • Army: Common PEO Portal (C3S) • Air Force: Network Program Reviews (GATO, Hanscom) • Updated on the IDE Website Tomorrow

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

8. Navy Marine Corps Intranet • 4.1 billion for 5 years to EDS • 3 year ext. = 6.9 Billion • https://nmci.spawar.navy.mil/ • Re-purposing IT services as a Navy-wide Asset • 70% of costs are in Manpower • Improvements in Security, Connectivity, • Real understanding of Total Costs of Ownership

9. NMCI Current Status • Current stats show average workstation cost is $3412 (lower than current spending) • Addresses two highest security risks: • Controlled access to unsecured network • Internal access contol • Eliminating many extra legacy apps • SPAWAR Eliminated 40% by eliminating multiple versions of same software apps • This has become one of their larger risk areas • Single Login to all Navy Information Assets

10. Exostar • Business to Business (B2B) Exchange site • Raytheon, Lockheed Martin, Boing, BAE Systems, and now Rolls-Royce • 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

11. (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 “Standardization, Simplicity, Reduced Costs”

12. PM Responsibilities (RADM Jenkins) • 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.

13. IDE Issues • Merging of IDE/IPDE/Knowledge Mgt./E-business • PMO Flexibility vs. DoD Interoperability • IDE as a technical infrastructure vs. IDE as cultural change  • Measuring performance vs. progress towards digital operations

14. IDE Issues Continued • Balance of security concerns vs. operational performance  • Large scale system design vs. flexible integrated components  • Move from training to Performance Support

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

16. 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

17. 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?

18. 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

19. Types of Actual IDE Supporting Systems • Document Management/Collaboration-based systems • Lotus Domino (C3I) • Live Link (NAVSEA) • Multiple Web-based Approaches • Knowledge Management Approaches • Database driven IDE (AAAV) • Low-end Front Page Web Approach • Enterprise Resource Planning Systems

20. 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

21. 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 • Followed by Work Culture Transformation Board

22. 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

23. 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/