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8 October 2003

CCA Knowledge Fair. Mr. Gary Winkler Director, Army Enterprise Integration, Army CIO/G-6. 8 October 2003. Relationships/Responsibilities. Secretary of the Army. Chief of Staff. AAE ASA (ALT). Army CIO Executive Board. DOD CIO Executive Board. Industry CIOs. Federal CIO

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8 October 2003

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  1. CCA Knowledge Fair Mr. Gary Winkler Director, Army Enterprise Integration, Army CIO/G-6 8 October 2003

  2. Relationships/Responsibilities Secretary of the Army Chief of Staff AAE ASA (ALT) Army CIO Executive Board DOD CIO Executive Board Industry CIOs Federal CIO Council NetworkEnterprise &TechnologyCommand Direct Reporting G-6 Principal Advisor For C4/IT OCAR CIO Chair Member MCEB Member Member (Exec Board) Executive Order 13011 JCS J6 Strategic Outreach Executive Agent* Direct Reporting ASD(NII) * EA for Biometrics; Joint Tactical Radio System; Theater Joint Tactical Networks

  3. Army CIO/G-6 Imperatives • Reshape Signal Units • Reshape people & equipment for relevancy • Include satellite plan • Plan to “fix” tactical units for 5-7 years like OIF • Manage as an Enterprise GuardNet (3300 Sites), ARNet (940 Sites), and Army Networks – realign and optimize for the Warfighters • Network the Force, including Logistics • ….affect the acquisition of C4, empower AAIC for Acquisition • ….embrace small unit operations • Lead Army campaign for bandwidth We will sustain/increase momentum with AKM and Current Operations

  4. VISION: A transformed Army, with agile capabilities and adaptive processes powered by world class network-centric access to knowledge, systems, and services interoperable with the Joint environment. AKM Army Information Management Transformation GOAL 1 GOAL 2 GOAL 3 GOAL 4 GOAL 5 AKO INFO- STRUCTURE GOVERNANCE BEST PRACTICES HUMAN CAPITAL Initiatives Enterprise Portfolio Consolidation of Applications Army Operations Portal 3rd Wave AKE Org Design One Army Network Rapid ResourcingReallocation Implement Knowledge Systems Integrate Reserve Component SRS Scorecard AKO BP Human Resource Planning Knowledge-BasedDecision Support KnowledgeSharing Signal Force Structure Scale AKO & AKO-S Domain Leverage Professionalization of Workforce Networked KM Improve Cycle Time Army Regulations & Policy Revisions Collaborative Processes NETOPS CONOPS Defense In-Depth Institutionalize AKM in Schoolhouses Server and Processing Center Consolidation Improve Service W/ Dynamic Feedback Information Operations Assets AKM Strategic Communications Plan Achieve eArmy Transformation

  5. Army Knowledge Management (AKM) Implementation Strategy • AKM • STRATEGIC • PLAN • Goals and Objectives • AKM • IMPLEMENTATION • PLAN • Actions and Responsibilities EXECUTION ORDERS Executive Office Headquarters (EOH) Oversight US Army Audit Agency (USAAA) Monitoring EI Dir Coordinates Execution within Army

  6. Army Knowledge Management AKM Memo #1 Goals & Direction AKM Memo #2 Accelerate Server Consolidation AKM Memo #3 Personnel Transformation AKM Memo #4 Army Logistics Enterprise Integration AKM is the Army strategy to transform itself into a Net-Centric, Knowledge-Based force. Guidance is Clear and has not changed • Culture for a Knowledge-Based Organization • Adopt Best Business Practices and Knowledge Management • Manage the Infostructure at the Enterprise Level • AKO as the Enterprise Portal • Harness Human Capital

  7. Battle Command Knowledge System T.E.E Warfighting Effectiveness =  (D + O + M) SL BLOCK 2 BLOCK 2 Warrior Knowledge Base Warrior Knowledge Base Knowledge to the Warfighter Advanced Distributed Learning Advanced Distributed Learning Knowledge Creation, Transfer & Exchange Training Support Toolkit Training Support Toolkit Structured Professional Forums (Communities of Practice) Commander / Leader Teams (Virtual Teams) Adaptive Leaders Knowledge Reach Toolkit Knowledge Reach Toolkit (BLOCK 3) (BLOCK 1) Innovation Knowledge to the Institution Knowledge Portal Embedded Training Embedded Training Leader Team Development Toolkit Leader Team Development Toolkit BCKS IS THE NET-CENTRIC AND EMBEDDED FAMILY OF KNOWLEDGE SYSTEMS (THE KNOWLEDGE NETWORK) TO ARM JOINT WARRIORS WITH DOMINANT LEARNING, TEACHING AND BATTLE COMMAND CAPABILITIES

  8. Leveraging AKO for an Army At War 9/11/2001 1.5 Million in Sep 2003 AKO Usage & Content Growth Number of KCC File Downloads AKO Users Files in KCC 1.2K inAPR 2002 568K inSep 2003 10K in Apr 2002 4.3 Million inSep 2003 61,000in Jun 2000 47.6 K in Sep 2003 AKO-S Usage & Content Growth Number of KCC-S File Downloads Files in KCC-S AKO-S Users 5.2K inFeb 2003 17.4K inSep 2003 8.7K in Feb 2003 75.6K inSep 2003 1.2K in Oct 2000 • Over 8 MillionInstant Messages sent in August • Many Collaboration Sites for GWOT – Arab Translators, USAR, NG, CID, Etc. We are on our way to becoming a knowledge-based force . . . 8

  9. AKM is Transforming the Army Traditional Transitional Transformed C4/IT Investments Governance Processes Infostructure AKO Human Capital Soldier/Civilian Services • Enterprise oversight • and management • Integrated across • all echelons • Army-wide Best • Business Processes • Reduce IT footprint • Enterprise knowledge portal • Life-long, virtual learning • On Line • Local control • Decentralized • Stovepipes • Redundant and • Separate • Duplicative • Web sites • Classroom • training • In Line • Gaining control • Single authority • established • Streamlining • Consolidate • Improved Security • Single portal • Distributed, • computer-based • Combination Islands of Automation EnterpriseManagement Knowledge-BasedArmy

  10. CCA Knowledge Fair Mr. Gary Winkler Director, Army Enterprise Integration, Army CIO/G-6 8 October 2003

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