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Knowledge Management on the Front Lines

Knowledge Management on the Front Lines. CAPT Jan Hamby, USN 13 February 2007. KM on the Front Lines. HQ Multi-National Force – Iraq Commander’s Information Challenges Commander’s Organizational Challenges MNF-I KM Circa August 2005 Making KM Operationally Relevant

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Knowledge Management on the Front Lines

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  1. Knowledge Management on theFront Lines CAPT Jan Hamby, USN 13 February 2007

  2. KM on the Front Lines • HQ Multi-National Force – Iraq • Commander’s Information Challenges • Commander’s Organizational Challenges • MNF-I KM Circa August 2005 • Making KM Operationally Relevant • KM Officer’s Responsibilities Circa May 2006 • Operational Knowledge Management • Information Management • Iraqi National CIO • Transformation

  3. HQ Multi-National Force – Iraq • Support for a Free and Democratic Iraq • Counter-Insurgency • Inter-Agency Cooperation • Battlespace Awareness • Threats/Vulnerabilities • Operations • Analysis/Prediction

  4. Commander’s Information Challenges • Command and Control – Development and dissemination of policy, orders, directives, etc. • Information Overload – Onslaught of data • E-mails, files, records, queries, sensor data • Making Operational Connections – Link and nodal analysis of social and systems networks • Policy and Legal Requirements – Records management, archive and preservation • Strategic Communications – Creating and/or sustaining Non-Kinetic Effects • Information Management – Staff data and information organization for integrity and retrieval • Staff Collaboration – Stove-piped directorates and high operational tempo

  5. Commander’s Organizational Challenges • Level of Understanding • Knowledge Management as an operational force multiplier • KM subordinate to Information Management • Information Silos • Data Ownership Food Fights • Ops Tempo

  6. MNF-I KM Circa August 2005 • Recognized that Collaboration was Essential to Meeting Commander’s Needs • Lack of Traction from “Operators” • Bleeding Edge Collaboration Tools • Responsible for “Legacy” Systems • “As-Installed” for Tactical Necessity • Rapid Turnover of Personnel Signs along the way…but no overarching map.

  7. Making KM Operationally Relevant • Move Out of the Realm of Theory • Focus on decision making (Rationalizing data flows) • Tactical through strategic (CIDNE) • Convoy route planning • Engagement tracking • Give a Useful Product (MNF-I Sharepoint Portal) • Tool PLUS Training PLUS Digital ROE/CONOPS • Build the social network • Find the disenchanted • Make them disciples • Target “hard” kills

  8. KM Officer’s Responsibilities Circa May 2006 • Operational Knowledge Management • OKM Governance and Tools • Knowledge Map • Data Sharing Requirements • Information Management • Portal and Digital ROE • Iraqi National CIO • Developing a Nascent Governance and Capital Planning and Investment Strategy • Transformation • Help architect information and process flows – Current baseline and future target • Support collaboration in direct relationship to Commander’s Requirements • Communicate the plan

  9. Questions?

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