Army Knowledge Management Principles - A Principles Based Approach -

1. Army Knowledge Management Principles- A Principles Based Approach -

2. PURPOSE: To present and discuss the recently signed Army Knowledge Management Principles. Signed: SA and CSA on 23 July 08 OBJECTIVES: By the end of this presentation you will be able to better understand: The end-state of implementing the Army KM Principles. The importance of using the KM Principles framework as a means to meet mission objectives Why a culture of collaboration leading to a knowledge-enabled force is critical to the Army�s mission. NETCOM�s vision looks to the future and projects where our command intends to be in 8-10 years � operating with in a fully Joint, network centric environment --- we have much to do to achieve this vision Our mission statement directs an immediate focus on what we do everyday to enable battle command � actions ISO wartime operations, training and readiness as well as our operational base, NetOps and enterprise core competencies. (Walk through each of the five functions // indicating further discussion on each in the brief) Our expeditionary forces are transforming to align with the Army�s BCT construct ---- rapidly deployable communications capabilities and highly trained warfighting Signal Soldiers The operational base provides the Step, Teleport, Fixed Regional Hub Nodes (FRHN), Area Processing Centers (APCs) and other capabilities that enable reach-back within and between the various theaters for tactical and non-tactical communication support 24 hours a day, 7 days a week. Our Enterprise Capabilities represent the business processes and technologies that enable us to operate globally Network Operations is how we operationally assure Global Decision Superiority and interface with the Joint environment Executive Agent and Special Missions are critical, no-fail missions in support of the National Command Authority and DoD that we have been specifically missioned to provide ISO the Joint and Army Warfighter � they are integral to our ability to extend the network as well as providing critical C2 capabilities to the NCANETCOM�s vision looks to the future and projects where our command intends to be in 8-10 years � operating with in a fully Joint, network centric environment --- we have much to do to achieve this vision Our mission statement directs an immediate focus on what we do everyday to enable battle command � actions ISO wartime operations, training and readiness as well as our operational base, NetOps and enterprise core competencies. (Walk through each of the five functions // indicating further discussion on each in the brief) Our expeditionary forces are transforming to align with the Army�s BCT construct ---- rapidly deployable communications capabilities and highly trained warfighting Signal Soldiers The operational base provides the Step, Teleport, Fixed Regional Hub Nodes (FRHN), Area Processing Centers (APCs) and other capabilities that enable reach-back within and between the various theaters for tactical and non-tactical communication support 24 hours a day, 7 days a week. Our Enterprise Capabilities represent the business processes and technologies that enable us to operate globally Network Operations is how we operationally assure Global Decision Superiority and interface with the Joint environment Executive Agent and Special Missions are critical, no-fail missions in support of the National Command Authority and DoD that we have been specifically missioned to provide ISO the Joint and Army Warfighter � they are integral to our ability to extend the network as well as providing critical C2 capabilities to the NCA

3. Sun Tzu

4. From Sun Tzu to YouTube

5. Transforming Information into Knowledge One, one, one video. (Plays automatically)One, one, one video. (Plays automatically)

6. Army Knowledge Management Principles - End State - Implementing these principles will 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.

7. 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)

8. Dimensions of KM: Organizing Framework

9. 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). UNCLASSIFIED

10. 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. UNCLASSIFIED

11. 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. UNCLASSIFIED

12. 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. UNCLASSIFIED

13. 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. UNCLASSIFIED

14. 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. UNCLASSIFIED

15. 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). UNCLASSIFIED

16. 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. UNCLASSIFIED

17. 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. UNCLASSIFIED

18. 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. UNCLASSIFIED

19. 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. UNCLASSIFIED

20. Rationale: Using the Army�s 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. UNCLASSIFIED

21. AKS on AKO: Where to go for help UNCLASSIFIED