LTC Mike Dorohovich

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Knowledge Management
Lessons Learned The Future

• LTC Mike Dorohovich
• Office of the Assistant Secretary of Defense for
  C3I
• eBusiness Knowledge Management
• michael.dorohovich_at_us.army.mil
• [phone]

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Knowledge Management makes obvious sense
implementing a KM system is simple
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• The problems that exist in the world today
  cannot be solved by the level of thinking that
  created them.
• Albert Einstein.

Slide adapted from AKM Briefing
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What is Knowledge Management?
A discipline that promotes an integrated and
collaborative approach to the creation, capture,
organization, access, and use of an enterprises
information assets. These assets include
documents, databases, spreadsheets, and other
information sources and the tacit expertise,
insight, and experiences of individual
employees.

Gartner Group
Tacit knowledge is personal knowledge that
includes skills, experiences, insight, intuition,
and judgment and is difficult to capture or
represent in explicit form. Tacit knowledge
must be externalized (e.g., vocalized or sketched
on a sheet of paper) for one to know it exists.
Thus it can be recorded and stored in some kind
of computer-accessible information repository.

Gartner Group
Army Definition
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WHAT IS Knowledge Management?
Intellectual Property
Communities of Practice
Teaming Particularly Cross-Functional Teams
Facilitation, Groupware, etc.
Subject Matter Expert Identification and Use
Knowledge Capture Processes
Knowledge Brokering
Lessons Learned, Best Practices, Proven Practice
USE
Knowledge Engineering, Taxonomies, Library
Science, Mapping
Strategic Planning
Processes Reengineering of Such When Appropriate
Workflow
Change Agent
Story Telling, Peer-to-Peer, Mentor Programs
Incentives, Leadership, etc.
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Where Does Knowledge Management Fit In?
Knowledge enables the understanding or wisdom
necessary for effective decision making
Understanding
Information placed in context based on facts and
meaning
Knowledge
Information is a message that resolves
uncertainty for the receiver and causes
the receiver to change state. All other messages
are noise
Information
Possible elements of information
Data
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Knowledge Management
Enables
Faster, Better Informed Decisions
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Joint Vision 2020 States
Information superiority provides the joint force
a competitive advantage only when it is
effectively translated into superior knowledge
and decisions. The joint force must be able to
take advantage of superior information converted
to superior knowledge to achieve decision
superiority better decisions arrived at and
implemented faster than an opponent can react, or
in a noncombat situation, at a tempo that allows
the force to shape the situation or react to
changes and accomplish its mission. Decision
superiority does not automatically result from
information superiority. Organizational and
doctrinal adaptation, relevant training and
experience, and the proper command and control
mechanisms and tools are equally necessary.
Knowledge Management
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Joint Vision 2020 States
Knowledge Management
The joint force must be able to take advantage of
superior information converted to
superior knowledge to achieve decision
superiority
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Why Start a KM Effort?

• Uncertainty from downsizing, retirements, etc.
• Too much time in meetings, on email, on phone
• Need for greater organizational focus
• Redundant efforts
• Decisions need to be made at an appropriate
  level
• Need for faster, better informed decisions

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What Can DoD Gain?
Cycle Times Email Traffic Bandwidth Use Time in
Meetings Phone Calls Response Times Redundant
Efforts Operating Costs Need for Outside
Consultants and more
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With the stated the value of KM, and JV 2020
reinforcing it, the entire workforce will
cooperate
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Components of Knowledge Management
People/ Organization
Processes/ Mission
Technology
Culture
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Why do People Share Knowledge?

• Enablers Impediments
• High trust Fear and suspicion
• Sharing is rewarded Hoarding is rewarded
• Team-based work Individual effort
• Process focus Function focus
• Open to outside ideas Not invented here
• Time to share Too busy to share
• Compatible IT Incompatible IT
• Need-to-share Compartmentalization
• Local decision-making Central, top-down
  decisions

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What Incentives Lead to Change?

• Leader philosophy on sharing leader actions
• Focus on problems others are not solving to stay
  out of
• not invented here syndrome
• Reduce time spent in meetings improve
  productivity
• Improve quality of life reduce need for some to
  come to work early/stay late
• Reinforce success/interest target
  non-believers
• Do not force change demonstrate value of change
• Emphasize quicker visibility to the top
• Centralize many resources in one location
• Integrate KM into performance reviews, military
  courses, etc.

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Knowledge Management success is going to be
achieved based a massive, top-driven program in
DoD
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Organizing Communities for Effective KM
There is a Need for Balance w/Formal Informal
Communities
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Communities of Practice are GROUPS
As such, they are subject to the same stages of
group development. For example, Bruce W.
Tuckman lists the following as stages 1.
Orientation (Forming) 2. Conflict (Storming) 3.
Cohesion (Norming) 4. Performance
(Performing) 5. Dissolution (Adjourning)
Even successful COPs will come to an end!
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With leadership support and the right incentives,
you can rapidly implement a KM solution
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C3I Technology Review
Commercial
DoD Studies Efforts

• JFCOM
• ACTDs
• CINC 21
• USAF
• KNOWledge Base Information Tools
• Agent-Based Decision Aid - Mobility Operations
• USA
• Logistics Command and Control - ATD
• Command Post XXI - ATD
• Navy
• Collaborative Reliable Multicast Framework
• Interactive Decision Support
• Interactive Plan Authoring for Decision Support
  Tools
• DARPA
• Command Post of Future

KM Consultants Delphi Group Gartner Group Yankee
Group Forrester Meta Group Booz Allen
Hamilton Aberdeen Group Patricia Seybold Modus
Operandi Palo Alto Mgt Hurwitz Group Strategis
Group Frost Sullivan Holland
Davis Knowledgen Andersen Consulting Arthur
Andersen IBM SRI
KM Vendors IBM/Lotus Microsoft Oracle SAP Baan
Documentum Autonomy PC Docs/Fulcrum SGI Verity Ope
n Text Semio Xerox Peoplesoft Excalibur Brio Intra
spect Computer Asst Sybase Cipher Pivitol Siebel
Systems Yahoo
KM Users Xerox Hewlett-Packard Ford Daimler
Chrysler GM Monsanto Buckman Labs ATT Cisco Shell
Oil Dow Dell Computer Scient Platinum Tech World
Bank Chevron DuPont Pfizer Boeing FedEx Sears Disn
ey
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C3I RD Assessment

• Commercial KM and eBusiness development is
  continuing to expand
• Technology/software developed to meet specific
  client requirements
• No easily defined set of technology/software
  solutions
• Modest DoD KM and eBusiness RD investments
• DoDs KM solutions must be adapted to unique
  military processes and organizational structures
• Integration of KM into warfighter C3I systems
• Integration of eBusiness into acquisition process
  and warfighter logistical systems
• Integrated into mobile network and GIG (Global
  Information Grid)
• Bandwidth/spectrum implications
• Domain and enterprise functionality
• Limited funding for users to implement KM
  technology
• Metrics analysis process to assist and define
  KM user requirements
• Information assurance is critical to, but may
  limit, KM and eBusiness opportunities

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Using Knowledge Mapping
Organization Structure
Mission Requirements
Knowledge Needs
Best Knowledge Sources
Key Issues or Problems
Need 1 Need 2 Need 3 Need 4 Need 5 Need 6 Need
7 Need 8 ...
Source 1 Source 2 Source 3 Source 4 Source
5 Source 6 Source 7 Source 8
Mission 1 Mission 2 Mission 3 Mission 4
Problem 1 Problem 2 Problem 3 Problem 4
Community or Organization Division
Individuals, communities, or organizational
activities can employ the results of a Knowledge
Map to solve knowledge needs and solve problems
or aid decision-making failure to do such risks
the creation of new stovepipes in your
organization
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Knowledge Management Lessons Learned

• Need support from the top Leaders MUST USE
  IT/PARTICIPATE
• Must earn support from the bottom up MUST SHOW
  VALUE
• Have to start with a concept of what you intend
  to achieve
• (but dont necessarily have to have all answers
  before beginning)
• Target business needs/objectives up front
• ID/map you knowledge sources at the start
  leverage existing sources
• IT is part of the solution IT is not the
  solution in itself
• Keep a steady course dont let every new
  product on the market distract you
• Plan for future based on future NOT TODAY
• Start with easy to achieve projects first to
  build momentum and learn from have to start
  someplace
• Dont try to implement efforts that your
  organization is not
• ready for (dont build an Edsel)

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Knowledge Management Lessons Learned
continued

• Input from the source/subject matter expert is
  essential
• Need to keep it simple remember your audience
• What are the barriers? How can you overcome
  those?
• Template/master-driven sites vice custom builds
  keep
• maintenance aspect realistic/cost effective
• Start small build the program (6-10 areas is
  about right)
• Start with a solution that is scalable
• Evolve vs Change
• Consistent navigation/feel throughout site
• Place a name to every site created assign
  responsibility
• Database driven is a must facilitates
  capture/reuse
• Need KM team MUST BE BELIEVERS
• KM is cost effective... but, requires an
  investment
• This is a 3-5 year cultural change process
• BUILDING A KM PROGRAM IS NOT EASY!

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C3I Recommended Steps for New KM Efforts

• Primer awareness -- learn from existing DoD
  research/efforts
• Select an area where you can achieve rapid
  meaningful initial successes
• Evaluate your IT infrastructure to determine
  what it can support
• Evaluate your organizational culture
• Establish a KM support team
• ID/map your knowledge sources
• Plant seeds for change grow/mature your KM
  program as organizational culture is ready to
  take larger steps
• Think through the following six steps

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Leveraging KM Strategies to Create Models of
Excellence
Enabling Technology
Process Improvement
KM Practices
Models
KM Training
of
Excellence
KM Assessment
Future
Knowledge
KM Awareness
Environment
Current
Leveraging Best KM Practices
Best Practices
Knowledge
Environment
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• Concepts to watch
• Peer-to-Peer
• Storytelling

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Question Answer Session
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Backup Slides
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What KM Essentials are Missing?

• KM Integration Into Deployment Strategy
• KM Education Training Programs
• Incentives to Collaborate
• Center of Expertise RD
• Evaluation Process
• Feedback to Vendors
• Demonstration Facility
• Adequate Funding
• Reliable Connectivity
• Networks Bandwidth
• Desktops Alternate Computing Devices

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What Are the Roots of KM in DoD?

• USACOM took on an effort in late 1995 to catch
  up to private industry in the area of Knowledge
  Management
• Quickly realized that in many cases, DoD already
  had an
• infrastructure in place that could be leveraged
  for Knowledge Management purposes
• Realized that DoD has had a significant
  Knowledge Management effort in place for years
  we just never called it KM
• Current efforts focus on integrating eBusiness,
  new ideas and technology, improving processes,
  increasing collaboration, and promoting awareness

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KM Efforts are Growing in the Military Private
Industry
Navy
Army

• DON CIO published IT/IM strategic plan, includes
  KM
• Navy-wide KM fairs (Aug 2000, Spring
  2001)
• Published and distributed KM concept CDs
• Functional knowledge centers developed
• Navy/Marine Corps Intranet will provide
  technology infrastructure for the Navy
• Working on Navy portal

• AKO - 115,000 customers
• Dozens of knowledge communities
• Suite of collaboration tools
• Core services
• Authentication services
• Guard and Reserves
• PERSTEMPO
• GCSS-A
• Distance Learning
• Hot Links
• Army/DoD Info
• Knowledge communities
• E-Gov
• Directory services

Concept
Implemented
Slide adapted from AKM Briefing
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What Does Our Solution Involve?

• Database-driven
• Captures input for future use/searching
• Allows automatic archive capability
• Date/time stamp allows quick-look updates
• Input directly from subject matter experts (via
  web browser)
• Dynamically created web pages
• Template driven site site structure to minimize
  costs/ maintenance efforts and to facilitate
  easier export/updates
• Standard look and feel throughout site to
  simplify user interface
• Users have ability to manage site features
  create new sites via template input
• Dynamic taxonomy
• Leverages lessons learned from Joint Forces
  Command
• Continuous evolution/addition of new
  capabilities

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A reusable template concept can be reproduced
with success in other organizations
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Why We Partnered w/CECOM ?

• Many organizations have expressed an interest
  in replicating our effort
• Attempts to reproduce template success w/some
  other vendors has at times been less successful,
  has exceeded realistic costs, and has tended to
  result in reinvented wheels
• We do not have the resources to support
  implementation beyond C3I, and doing such would
  be beyond our scope
• CECOM demonstrated a willingness to learn more
  about KM and apply the templates within their own
  organization before supporting other customers
• We can freely share our continued application
  developments w/CECOM to take back to their
  customers in DoD -- can expand capability as
  other organizations mature

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Admiral Gehmans Philosophy

Knowledge, jealously guarded by an individual,
is not power. Quite the opposite, it detracts
from the power and effectiveness of the entire
organization. You will be judged here by how
well your information was utilized by the
organization NOT by your cleverness in obtaining
it. We must adapt to new information flow.
Everyone must know what everyone else
knows. Admiral Harold W. Gehman, Jr
Back
VCSA
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General Keanes Observation

• Effective knowledge management practices result
  in improved staff performance... But, it is a
  hard state to achieve and maintain.
• Everyone understands mission focus
• Better input from action officers to leaders
  -- regardless of rank
• Increases potential for input from all levels

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Where Should Individual Organizations Start?

• Start with a plan of what you hope to accomplish
• Who are the customers contributors
• What is the desired outcome
• Why are you doing this
• Ask operators not your IT staff
• Benchmark (dont repeat the mistakes of others)
• Plant seeds for KM change
• Accept some early KM failures are part of the
  cost of innovation
• Start small and grow the effort
• Start w/software implementation team
  w/experience
• Map existing knowledge sources

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KM Technologies Numerous and Diverse
Examples of Decision Making Technologies

• Intelligent Agents
• Methods for Monitoring, Analysis, and Action for
  Implementing Measures of Effectiveness
• Dialogue-Based Plan Management
• Shared Context Collaboration
• Uncertainty Management
• Uncertainty Visualization
• Web-Based Distributed Components Utilizing
  Enterprise Java Beans
• Distributed, Dynamic, Component-Based
  Architectures for Rapid Response to Crises
• Self-Configuring Systems.

• Data and Information Fusion
• Rule Bases
• Machine Reasoning
• Fuzzy Logic for Near Real-Time Reasoning
• Goal-Directed
• Constraint-Based
• Case-Based
• Multi-Dimensional Variable Optimization
• Multiple Rate Optimization
• Decomposition Methods for Distributed Resource
  Allocation
• Active Introspective Templates
• Groupware and Workflow Tools