UNCLASSIFIED DEPARTMENT OF THE NAVY Knowledge Management Jim

UNCLASSIFIED DEPARTMENT OF THE NAVY Knowledge Management Jim Knox DON CIO Knowledge Management Team Leader jim. knox@navy. mil 703. 607. 5652

Outline • Knowledge Management in the Department of the Navy (DON) • DON IM IT Strategic Plan • DON Knowledge Management Strategy

KM is an Integral Part of the DON At the heart of Network Centric Warfare and FORCEnet is: Knowledge Dominance Information Superiority Knowledge Management Knowledge dominance provided by persistent intelligence, surveillance, and reconnaissance will be converted into action by a full array of Sea Strike options. Sea Power 21, October 2002 Information superiority… will result in time-sensitive targeting with far greater speed and accuracy. Military operations will become more complicated as advanced intelligence, surveillance, and reconnaissance products proliferate. Sea Power 21, October 2002

KM is an Integral Part of the DON Knowledge Officers on Carrier Strike Group and Expeditionary Strike Group Staffs – Revolutionizing strike group staff planning – Knowledge WEB (KWEB) used to store, update, and display knowledge regarding situational awareness – Planning meeting discussions focus on tactical and strategic plans

KM is an Integral Part of the DON • Navy started a Revolution in Training Task Force Excel (2001) Navy Personnel Development Center (2003) • 14 Learning Centers – Like work – functional knowledge exchange, learning, training – Each with a KM Director – Creating a knowledge-sharing environment around communities of practice. • Navy Knowledge Online (NKO) – – 450, 000+ users Enabling technology to provide that sharing environment Geographic independence Portal, collaboration, self service transactions

Information Professional Knowledge Network (IPKN) “The IP Knowledge Network… A Network of People … Get Connected!” Enlisted IP Officers Civilians ? ? ? LDOs & CWOs IPKN Reservists • A federated networking structure of people (Co. Ps) that integrate and synergize the efforts of the Navy’s Information Professionals (E 1 -O 10). • Develop and maintain a consistent and current intellectual capital across a global enterprise. • Instilled in the IP Community from Day 1… in the IP Basic Course and IP Basic Qualification. “Network” is a verb… not a Noun.

KM is an Integral Part of the DON

KM is an Integral Part of the DON • Marine Corps Center for Lessons Learned (MCCLL) – Sent 100 Marines to Iraq, Afghanistan, and Haiti to collect analysis, and distribute 14, 000 combat lessons learned – NIPR/SIPR websites – Collaborating this knowledge with other Services and Joint Forces

Learning Road Map Command KM Training Modules Driver Learning Workshop Modules Individual Need to Improve KM History and Overview Enterprise, Command or Unit Increase Organizational Performance Strategic Planning and KM Performance Metrics and KM Commitment and Communications Organizational Structures and KM Process and KM Knowledge Audits Community Team Work Peer Assist Action Review Retrospect Community of Practice Individual KM and You Need to Improve

ARI Knowledge Asset Structure PLAN INTEGRATION DESIGN INTEGRATION IMPLEMENT INTEGRATION Leverage Previous Work Leverage Knowledge and Expertise Across Levels Build a Cross. Functional Team Socialize and Collaborate Establish Realistic Priorities Conduct a Functional Analysis Properly Time Your Integration Effort Know Your Resources Build a Vision Design with the Customer in Mind Test and Review Your Plan Tap into the Knowledge and Expertise of Others Communicate the Vision for Buy-In Communicate Changes and Progress Overcome Fear and Resistance Measure the Pulse of Your Customers

Outline • Knowledge Management in the Department of the Navy (DON) • DON IM IT Strategic Plan • DON Knowledge Management Strategy

Strategic Level Goal 1 Establish and manage a secure, interoperable net-centric Naval IM and IT infrastructure. Goal 2 Protect and defend our naval critical infrastructures, networks, and information to maximize mission assurance. Goal 3 Accelerate the migration of our applications and data to a web -centric naval environment to facilitate warfighting and business transformation.

Strategic Level Goal 4 Create, Align, and share knowledge to enable effective and agile decision-making to achieve knowledge dominance. Goal 5 Ensure naval IM and IT investments are selected, resourced, and acquired to deliver affordable enhancements to warfighter effectiveness. Goal 6 Lead an agile, highly capable IM and IT workforce, executing current and emerging missions.

Goal 4 – Knowledge Dominance Goal 4 Create, Align, and share knowledge to enable effective and agile decision-making to achieve knowledge dominance. 4. 1 Create the knowledge culture and processes to operationalize the sharing of essential information. 4. 2 Implement a comprehensive standardsbased content management strategy across the Department 4. 3 Establish single authoritative data sources across the Department. 4. 4 Effectively manage records and continue the Department-wide implementation of electronic records management.

Outline • Knowledge Management in the Department of the Navy (DON) • DON IM IT Strategic Plan • DON Knowledge Management Strategy

DON KM Context Two key aspects of DON KM Centralized vision executed through decentralized implementation Implemented by commands that recognize its value as an enabler for improved performance.

How Did We Develop a KM Strategy? 1 st Returned KM to the overarching IT IM Strategy 2 nd Issued a KM Policy Memo – Many drafts - Many directions – Identified “nodes” of KM and KM-like activity • Collaborated with these “KMers” – Finalized a draft – Vetted through the KM community – Sifted through the comments – Final Signature

KM Strategy - Purpose The purpose of the DON KM Strategy Memo is to: – Communicate the KM strategy for the DON – Identify focus areas for successful KM implementation

KM Strategy - Vision The vision is to create, capture, share, and reuse knowledge to: – Enable effective and agile decision-making – Increase the efficiency of task accomplishment – Improve mission effectiveness.

KM Strategy - KM Implementation The strategy for KM implementation is four-fold. 1. Broaden and expand Departmental awareness that KM concepts, when applied to the operational and business processes of any command, will enable significant improvements in mission accomplishment. 2. Encourage commands to implement KM programs, structures, pilots, and methodologies as part of process improvement efforts. 3. Assist commands with KM experience share their experiences, lessons learned, and results to foster collaboration, enable shortened learning cycles, and assist other efforts. 4. Assist commands embarking on new implementations build upon the experiences and resources of others.

KM Strategy – Focus Areas KM Advocacy Training and Education KM Courses KM principles added to professional training Culture Change Communities of Practice KM Collaboration KM Integration with Related Initiatives Tools

KM Strategy – Training and Education • The Afloat Knowledge Management Course offered by Commander, Tactical Training Group, Pacific prepares Information Professional Officers to fill the Knowledge Officer role on carrier strike group staffs. • The Command Knowledge Management Course, currently offered by the Department of the Navy Chief Information Officer (DON CIO), introduces KM concepts and provides instruction on KM tools commands can implement immediately. • The Naval Postgraduate School offers a two course series on knowledge management that is available through distance learning. • Navy E-Learning (accessible via Navy Knowledge Online) contains introductory courses on KM and learning organizations available to DON military and civilians.

KM Strategy – Actions • Commanders and Commanding Officers should, where appropriate, utilize KM concepts and tools to continue to improve business and warfighting effectiveness. • Commands that implement KM initiatives should share their KM best practices and resources across the Department. • Commands with KM experience should continue to champion Knowledge Management as a critical enabler of force transformation within the DON.