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Army Knowledge Management The Journey Begins

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Title: Army Knowledge Management The Journey Begins


1
Army Knowledge Management The Journey Begins
Presentation to HPCC 2001 Newport, RI
28 March 2001 Mrs. Miriam F. Browning Director
for Information Management ODISC4 Miriam.Browning_at_
us.army.mil
2
Topics
  • Knowledge Management - A Global View
  • Army Knowledge Management
  • Thoughts for the Future

3
A Global View of Knowledge Management
  • The Drivers
  • Army Transformation
  • Explosion of transactions, data, systems, and
    infostructure components
  • Enterprise challenges in finding and using
    information in the Internet Age
  • Gen Xers and Nexters - empowered knowledge
    sharers
  • Potential brain drain
  • E-Business model
  • Requirements for a seamless, modern,
    cost-effective infostructure
  • the IT portion of the infrastructure
  • The Experts
  • If HP knew what HP knows, we would be three
    times more profitable.
  • Lew Platt, former CEO Hewlett-Packard
  • Sharing the information and getting good
    feedback needs to be encouraged. We need to
    undergo the change, as I did, to adapt and become
    a knowledge-based, learning organization.
  • General John M. Keane, Vice Chief of Staff, US
    Army
  • Knowledge management is hot. Market researchers
    report that federal spending on knowledge
    management products and services will double
    annually between now and fiscal 2003, reaching
    6.3 billion in that year.
  • - from Knowledge is Power
  • GovExec.com

4
Army Knowledge Management History
  • Center for Army Lessons Learned - Ft.
    Leavenworth, KS, 1985
  • Identify learning opportunities
  • Build teams of subject matter experts
  • Create knowledge products
  • Disseminate knowledge
  • Army Medical Command Knowledge Net, mid-1990s
  • Hospitals, doctors, other medical professionals
    are connected
  • Global news and searchable library
  • Knowledge communities
  • Skills bank
  • Virtual school house
  • General Officer Network - Americas Army Online
    (A2O), 1997
  • Collaboration to improve decision making
  • Army Knowledge Online (AKO) - KM at the staff
    level, 1998
  • Army Knowledge Management - KM at the Army
    enterprise level, 2001
  • http//www.us.army.mil

5
What are Others Doing?
  • E-Business Web model is the industry gold
    standard for mission performance first, cost
    efficiencies second
  • Knowledge centers Web-based enterprise
    knowledge repositories - Army a leader
  • Email remains the Killer App of the net-centric
    business model
  • Consolidation and outsourcing infostructure
    decisions are made by the CEO with the CIOs
    implementing the rules of engagement
  • Industry leaders have shown significant cost
    savings and improved capabilities on
    infostructure consolidations, i.e., email
    servers, data centers and applications
  • Service level agreements establish performance
    standards/measures
  • IT people are more scarce than bandwidth -
    Silicon Valleys 1 request to President Bush -
    increased emphasis on science and math education

6
Knowledge Center Value Added
A central Web-based repository to store, organize
and share individual expertise and organizational
information, such as documents, data bases,
workflow systems and best practices.
Exponential power occurs when individuals and
organizations use the knowledge centers
collaboration and self-service capabilities to
rapidly and accurately access and analyze
enterprise information. World class knowledge
centers include those at Joint Forces Command,
PEO C3S (Ft. Monmouth, NJ), and the Army JAG
Corps.
7
PEO C3S Knowledge Center
Knowledge Management
Institutional Awareness
8
Current and Future AKM Environment
HQDA/MACOM/Installation - centric
Army Enterprise - centric
Thousands of servers, Army-wide
Information -hard to find -hard to access -hard
to validate
  • Enterprise infostructure
  • management
  • Increased info access and speed
  • Better security
  • Improved productivity
  • Reduced IT footprint
  • Configuration management
  • Local A-76 determination of DOIM functions
  • Local buys of pieces of infostructure, limited
    visibility and leveraging of enterprise
    requirements or volume discounts
  • Limited visibility of enterprise IT expenditures

PCs, LANs, WANs, etc
Thousands of client licenses
  • Enterprise KM environment
  • Enable knowledge superiority
  • Web-based functions
  • One stop access and services

Web sites and local uniques
Sub-optimized use of IT personnel
  • Governance
  • Increased resource visibility
  • Economies of scale
  • Balanced IT skill sets

MACOM automation
Haves Have Nots Sub-par performance
Piecemeal Costly
Reliable Accessible Responsive Customer Focused
9
Low Tech Days and High Tech Nights in Bosnia The
Armys Digital Divide
By Day
10
A transformed Army, with agile capabilities and
adaptive processes, powered by world class
net-centric access to knowledge, systems, and
services
The Army KM Vision
11
Army Knowledge Management Framework
Intellectual Capital Individual, team, and
enterprise knowledge, systems, and services
that are necessary to improve operations and
decision making
Change Catalysts The policies, resources,
management, culture, processes, and
education that are required to optimize
an adaptive organization and enterprise net-centri
c environment
Infostructure The information technology
(computers, software, architecture, security,
communications, programs and facilities) required
to support the net-centric Army
12
Army Successes
  • Army Knowledge Online (AKO)
  • The Armys Intranet and Knowledge Management
    Engine
  • Enterprise wide portal for the Army
  • Lifetime Army email addresses 137,000 accounts
    to date
  • AKO-S for classified information
  • Military authentication services and search
    engines
  • US Army Reserve and National Guard .mil e-mail
    access
  • 30 knowledge communities providing information
    and collaboration tools
  • Self Service Processes Web-based
  • Army Logistics Modernization
  • Reengineered processes, collaborative services
  • Military and civilian personnel applications
  • Army Research Institute surveys
  • Collaboration Partner Focus
  • Finance web based LES and W2
  • Training distance learning programs
  • Intelligence clearance submission and status

13
AKM Vision The Individual The Personalized
Portal for Eric.Shinseki_at_us.army.mil
Recruiting and retention statistics…
… Readiness ratings…
… and funding details, all at your fingertips
Arrange on-line meetings with CinCs in Korea and
Germany
Get the latest news and events
Check calendar and high- level emails through
wireless devices
Web-based, self-service processes provided
by Army functionals and organizations
Core services provided for email, search,
collaboration tools, authentication, directory
services
File your travel voucher online
14
AKM Vision The e-Army High Tech Days and
Nights Anywhere
By Day
  • Immediate, one-stop
  • access to
  • Requisition parts/status
  • Safety notices
  • Maintenance bulletins
  • Readiness reporting
  • Personnel transactions, etc.
  • Next Generation Internet
  • Very high bandwidth
  • Low cost
  • Integrated voice, data and video
  • World class net-centric access to
  • Knowledge
  • Systems
  • Services

By Night
  • Immediate, one-stop
  • access to
  • Family and friends
  • e-Learning
  • Commercial Web sites
  • Online services
  • file income taxes
  • buy a book
  • shop for a car, etc.

15
AKM Transformation Roadmap Key Events
16
AKM Improves Army Mission Capabilities
  • Commands/organizations focus on core competencies
    rather than IT operations
  • Net-centric communications provide better access
    to information and mission tasks
  • Reduced IT footprint increases security, helps
    alleviate IT worker shortages and eases
    configuration control of equipment and systems
  • Enterprise infostructure management permits
  • Technology agility in meeting changing mission
    requirements
  • Economies of scale in acquiring, operating and
    maintaining infostructure components and programs
  • Universal AKO capability provides one stop access
    and services for
  • Soldiers and civilians to conduct business and
    access information
  • Web-basing functional business, e.g., logistics,
    personnel, finance, etc.

17
Thoughts for the Future
18
Chief Knowledge Officer Roles and Responsibilities
  • Visionary
  • Where were going
  • What well deliver
  • Measurable success
  • Manager
  • Get/stay in budget
  • Workforce strategies
  • Education programs
  • Incentives and recognition
  • Champion and Advocate
  • Build enterprise knowledge capabilities
  • Foster knowledge communities
  • Seed pilot projects
  • Web Site - http//www.km.gov
  • Environmentalist
  • Cultural change
  • Collaboration and knowledge sharing
  • Infostructure/tools
  • Advisor
  • To the CEO
  • Executive partner, internal and external
  • Present KM to the public

19
Army KM Lessons Learned
  • 1. KM requires a value proposition to have an
    impact
  • 2. A KM framework (intellectual capital,
    infostructure, change catalysts) is essential to
    implementing KM
  • 3. The organizational climate of knowledge
    sharing and collaboration must be in place before
    the technology
  • 4. Executive support starts KM line
    organization cultural change sustains KM
  • 5. Implement easily executable KM pilot projects
    first
  • 6. Develop incentives to share knowledge
  • 7. ROI measures should be built into KM projects
  • 8. Communities of practice determine content and
    rules of use for sharing knowledge
  • 9. Collective expertise solves problems quicker
    and better than individual expertise
  • 10. KM does produce efficiencies reduced time
    to information, quick access to reference and
    experts, reduced learning curves, and cost
    reductions in travel/meetings/infostructure
    consolidations

20
Challenges
  • As future senior government leaders, start
  • thinking about
  • 1. How can we best manage the entire workforce
  • Intake
  • Retention
  • Skills
  • Competencies
  • Considering downsizing and outsourcing
  • 2. How do we transform the government into a
    secure, information age, knowledge-based
    enterprise, providing services and value to its
    citizens
  • 3. How can we accomplish major process
    streamlining in a beauracratic, stovepiped monster

21
How Industry Can Help
  • Partner with government to provide
  • Enterprise infostructure management
  • Portal capabilities
  • Enterprise, function-rich directory services
  • Streamlined organizational processes ready for
    the Web and customer self-service
  • Business, management, and technology solutions
    for e-Gov
  • Continue RD investments in
  • Bandwidth management
  • Wireless technologies
  • Data mining
  • Handheld displays
  • Next generation search engines
  • Speech recognition
  • Collaboration tools (data, voice, video)
  • Computer network attack and defense technologies

22
Summary
  • Army Knowledge Management is a key component
  • of Army Transformation
  • We are making fundamental shifts
  • Traditional practices to collaboration, teamwork
    and innovation
  • Information hoarding to knowledge sharing
  • Homegrown systems to enterprise management
  • Traditional skills to Internet Age competencies
    and learning for military, civilians, and
    contractors
  • Linear legacy systems to adapting the e-business
    model on the Internet to the Army

Soldiers on Point for the Nation…. Persuasive in
Peace, Invincible in War
23
Back-Ups
24
Federal CIO Council 2001 Strategic Plan
  • Objectives for Federal CIOs
  • Focus on providing services to citizens via the
    Internet
  • Innovate business methods and integrate them into
    enterprise networks
  • Improve security and systems reliability
  • Attract and keep qualified IT workers
  • Develop and collaborate with partners in
    government
  • Define, evaluate, and improve management of
    IT investments

25
Major Army CIO Programs
  • Battlefield Digitization
  • Information Assurance
  • Army Knowledge Management
  • CIO Investment Strategy
  • Army Enterprise Architecture
  • Installation Information Infrastructure
    Modernization Program
  • Joint Tactical Radio System
  • Warfighter Information Network - Tactical
  • Electronic Commerce
  • Common Access Card
  • Enterprise Software Initiative
  • E-Learning
  • IT Best Practices
  • IT Management Workforce
  • Biometrics

26
Knowledge Management Definitions
  • KM focuses on ways of sharing and storing the
    knowledge of individuals, as a means of improving
    the competency, speed, efficiency, of the larger
    whole
  • Knowledge Management organizing, accessing,
    improving, sharing, and benchmarking explicit and
    tacit information for mission results
  • The notion of putting the combined knowledge of
    the firm at an employees fingertips is the
    essence of knowledge management. The basic goal
    to take key pieces of data from various sources,
    such as groupware, databases, applications, and
    peoples minds, and make them readily available
    to users in an organized, logical form that
    represents knowledge. - Getting to AHA!,
    Sharon Watson, Computerworld, 1/26/98
  • The Anti-KM Definition
  • They copied all that they could follow but they
    couldnt copy my mind, and I left em sweating
    and stealing a year and a half behind.

  • -Rudyard Kipling

27
A Global View of Knowledge Management
  • The Experts
  • The Drivers
  • Army Transformation
  • Explosion of transactions, data, systems, and
    infostructure components
  • Enterprise challenges in finding and using
    information in the Internet Age
  • Gen Xers and Nexters - empowered knowledge
    sharers
  • Potential brain drain
  • E-Business model
  • Imperatives to manage at the enterprise level
  • Requirements for a seamless, modern,
    cost-effective infostructure
  • the IT portion of the infrastructure

If HP knew what HP knows, we would be three
times more profitable. - Lew Platt, former CEO
Hewlett-Packard
Sharing the information and getting good
feedback needs to be encouraged. We need to
undergo the change, as I did, to adapt and become
a knowledge-based, learning organization. -
General John M. Keane, Vice Chief of Staff, US
Army
Knowledge management is hot. Market
researchers report that federal spending on
knowledge management products and services will
double annually between now and fiscal 2003,
reaching 6.3 billion in that year. - from
Knowledge is Power GovExec.com
28
Knowledge-Based Organizations are the Future
Navy
Air Force
OSD
Army
  • Published IT/IM strategic plan, includes KM goal
  • Awarded NMCI contract (outsourced infostructure,
    desktop to WAN)
  • NMCI - demand funding model, 25K cap on non-NMCI
    IT spending
  • Active KM program (contractor supported)
  • Webifying processes, systems, and training for
    NMCI access
  • Consolidate networks, servers, desktop services
    by base by FY02
  • Unclass applications on AF Portal by Jul 01
  • Pursue greater visibility for IT dollars
  • Facilitate KM programs in DoD
  • Develop a KM Center of Excellence (with Army
    Research Laboratory)
  • Published a KM Primer
  • IRMC course in KM
  • AKO - 130,000 customers and growing
  • Over 30 knowledge communities
  • Projects with personnel, finance, acquisition,
    Guard and Reserve
  • Core services
  • Universal email
  • Single gateway Army portal
  • Directory
  • Security
  • Search engines
  • Army Wholesale Logistics Modernization
  • Army CIO Executive Board
  • Army Science Board KM study

Army is leading the way with an on the ground
enterprise solution
29
What is Industry Doing?
  • Consolidation and outsourcing infostructure
    decisions are made by the CEO at the enterprise
    level with the CIOs implementing the rules of
    engagement
  • E-Business Web model is the industry gold
    standard for mission performance first, cost
    efficiencies second
  • Email remains the Killer App of the net-centric
    business model
  • IBM, Oracle and Cisco have all shown significant
    returns on infostructure consolidations, i.e.,
    email servers, data centers and applications -
    IBM invested 1B in 1998 and has saved 3B to
    date
  • Knowledge centers Web-based enterprise
    knowledge repositories
  • IT people are more scarce than bandwidth -
    Silicon Valleys 1 request to President Bush -
    increased emphasis on science and math education
  • Service level agreements establish performance
    standards and measures

A central Web-based repository to store,
organize, and share individual expertise and
organizational information such as documents,
data bases, workflow systems, and best practices.
Exponential power occurs when individuals and
organizations use the knowledge centers
collaboration and self-service capabilities to
rapidly and accurately access and analyze
enterprise information. World class knowledge
center examples include those at Joint Forces
Command, Army PEO C3S, and the Army JAG Corps.
30
Army Successes
  • Army Knowledge Online (AKO)
  • The Armys Intranet and Knowledge Management
    Engine
  • Enterprise wide portal for the Army
  • Lifetime Army email addresses 130,000 accounts
    to date
  • AKO-S for classified information
  • FM pilot - rapid access to DFAS data
  • Military authentication services and search
    engines
  • US Army Reserve .mil e-mail access
  • 30 knowledge communities providing information
    and collaboration tools
  • Self Service Processes Web-based
  • AMC Logistics Modernization
  • Reengineered processes, collaborative services
  • Military and civilian personnel applications
  • Army Research Institute surveys
  • Army E-Learning Knowledge Focus
  • Army University Access Online
  • Total Army Distance Learning

31
Army Knowledge Management Goals
  • 1. Focus on agile capabilities and adaptive
    processes
  • 2. Provide a consolidated, modernized,
    enterprise managed infostructure to the Army
    which will be interdependent with the Joint
    world
  • 3. Scale Army Knowledge Online to support all
    Active Duty, National Guard, Army Reserve, DA
    civilians and contractors
  • 4. Demonstrate increased mission performance,
    resource efficiencies and decreased cycle times
    as metrics of goodness
  • 5. Initiate governance and culture changes
  • 6. Develop and implement the roadmap

32
Current AKM Initiatives
  • Charter the Army CIO Executive Board
  • Provide AKO accounts to
  • 550K (June 2001)
  • 1.2M (Fall 2001)
  • Continue AKO operations and build additional
    capabilities
  • Incorporate AKM concepts into Army and DoD
    schools
  • Develop Army policy on AKM
  • Sponsor Army Science Board study on knowledge
    management technologies
  • Conduct Windows 2000/Active Directory pilot tests
    to plan for Army implementation

33
AKM Transformation Roadmap
  • 1. Organize for success
  • Include Enterprise Knowledge and Infostructure as
    part of the Army Transformation Campaign Plan
  • Designate the Army Chief Knowledge Officer
  • Define the conceptual AKM end state through the
    AKM Strategic Plan
  • 2. Convert AKM Strategic Plan into
    implementation actions
  • Prepare a business case analysis and Request for
    Information (for input from industry)
  • Develop enterprise workforce strategies
  • Develop enterprise governance, communications,
    and resourcing strategies

34
Army Knowledge Management
The problems that exist in the world today
cannot be solved by the level of thinking
that created them.
Albert Einstein
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