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

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

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

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

10. 10 AKO – A Global Perspective …….AKO to the Edge Personnel“MyPersonnel”Operations“MyTraining”LogisticsCSSCSFinance “My Pay” Web based applications accessed through AKO Allotments TDY LES Allotments TDY LES Assignments Records Photos Assignments Records Photos Planning SRS Army Flow Model Planning SRS Army Flow Model LOGMOD E-Commerce LOGMOD E-Commerce AKO-S AKOEurope AKO-S AKO Main Ft. Belvoir Resourced Since 9-11 Resourced Since 9-11 Completed Completed Availability = 99% Availability = 99% Resourced Since 9-11 Resourced Since 9-11 Completed Completed Availability = 99% Availability = 99% Intelligence Intel Portals Analysis Reports Warnings Analysis Reports Warnings AKO Prime AKO-SAKOHawaiiAKOKorea AKO Secondary Site (DR) GuardNet ARNet Individual Soldier Usage Month of October 2007 79% 89% 81% 76% 82% 77% 76% 72% 73% 88% AKO-FSWA AKO-FSWA 1.J.P. Morgan Chase 2.Proctor & Gamble 3.Fannie Mae 4.Sears, Roebuck & Co. 6. Reuters 7.United Parcel Service of America 9.Dow Chemical 10. United States Army 13.Starbucks 23.Nordstrom 27.Yahoo 36.NASDAQ 52.Merrill Lynch 55.Carnegie Mellon University 60.General Motors 67.Ebay CAC LoginCAC Login Joint Unsponsored AccessJoint Unsponsored Access VIDITalkVIDITalk Knowledge NetworksKnowledge Networks Universal E-mailUniversal E-mail Instant MessagingInstant Messaging Secure ArchitectureSecure Architecture Single Sign-OnSingle Sign-On SIPR/NIPRSIPR/NIPR AKO-LiteAKO-Lite CollaborationCollaboration SearchSearch Upgrade E-MailUpgrade E-Mail ……AKO-Forward……AKO-Forward ……Collaboration……Collaboration CAC LoginCAC Login Joint Unsponsored AccessJoint Unsponsored Access VIDITalkVIDITalk Knowledge NetworksKnowledge Networks Universal E-mailUniversal E-mail Instant MessagingInstant Messaging Secure ArchitectureSecure Architecture Single Sign-OnSingle Sign-On SIPR/NIPRSIPR/NIPR AKO-LiteAKO-Lite CollaborationCollaboration SearchSearch Upgrade E-MailUpgrade E-Mail ……AKO-Forward……AKO-Forward ……Collaboration……Collaboration Usage: 65% Enrolled: 100% Usage: 65% Enrolled: 100%

11. Knowledge Networks on AKO

12. 12 AKO Usage Growth AKO-S Users AKO Users 1.96 Million in Oct 2007 61,000 in Jun 2000 1.2K in Oct 2000 81.9K in Oct 2007 Total # of File Downloads 8.7K in Feb 2003 5.2K in Feb 2003 375K in Oct2007 2.7M in Oct 2007 Total # of File Downloads 10K in Apr 2002 Total # of Files 1.2K in Apr 2002 AKO Usage & Content Growth 6.1 M in Oct 2007 198M in Oct 2007 Total # of Files ê 12.6 Million+ Instant Messages sent in Aug 07 ê Many Collaboration Sites for GWOT – Arab Translators, USAR, NG, CID, FRGs etc.

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

14. 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

15. WHAT GETS REWARDED GETS DONE INSTITUTIONAL What is KM reqt. For business stewards? OPERATIONAL What is KM reqt. on battlefield? TRAINING What is KM reqt. for training base? GENERATING What is KM reqt. force generation? Enablers1 Governance2 Infrastructure3 AKO4 Human Capital People KM Process Tech AKM GOALS KM- decision superiority Army Knowledge Management Evolution

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

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. 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 - Way Ahead

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

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

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

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

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

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