# Presentation: 553449

## KM in the DON A Snapshot of Successes

- Briefing for Mark Forman
- December 4, 2001
- Alex Bennet

## KM in the DON: A Snapshot of Successes

- Naval Facilities Engineering Command
- 	Manages the planning, design and construction of shore facilities for U.S. Navy activities around the world. We provide the Navy’s forces with the operating, support and training bases they need when they are home...from the sea.  Annual business volume exceeds $8 Billion.  16,000 Civilian and military personnel.
- Marine Corps Systems Command
- 	Principle Acquisition Command for the US Marine Corps
- Network Centric Innovation Center, Third Fleet
- 	Innovation Center responsible for identifying, collecting, assessing, and facilitating the implementation of innovative practices and technologies that optimize the execution of operational missions. Third Fleet is a Component Command to the Commander-and-Chief Pacific Fleet. Headquartered aboard USS CORONADO (AGF-11) operating from San Diego, California. Third Fleet operates in the eastern Pacific.

## Downsizing
30% reduction in last 5 years 
31% eligible to retire within 5 years (>45% in 10 years)
Draining 
Senior experts retiring
Innovating
Sourcing via Lump sum/low bid versus “Best Value”
Demanding
Faster, cheaper, better, safer

- 30% reduction in last 5 years
- 31% eligible to retire within 5 years (>45% in 10 years)
- Draining
- Senior experts retiring
- Innovating
- Sourcing via Lump sum/low bid versus “Best Value”
- Demanding
- Faster, cheaper, better, safer

**Create the Future**

**Get there by Chance**

**?**

- Naval Facilities Engineering CommandThe Engineering Network:* *Our Dilemma

## Overview of Knowledge Management at NAVFAC

- The E-NET Communities of Practice (CoP)
- 31 Cops lead by Technical Discipline Leader (TDL)
- Other CoPs (Core Mapping Team, Electronic Design Deliverables, etc)
- Builds NAVFAC Knowledge Base
- Knowledge Exchange
- Lessons Learned & Best Practices
- Community of Interest Intranet Pages for access to Content and Experts
- Foundation Knowledge
- _[www.FoundationKnowledge.com](http://www.foundationknowledge.com/)_
- KM Starter Kit
- Information for Facilities Engineer
- Knowledge sharing with partners (DoD, Agencies, Private Sector Professionals)

## E-NET

**CoP**

**E-NET**

***Pavements***
***Knowledge***
***Center***

***Engineering***
***Systems***
***Knowledge***
***Center***

***Base Operations***
***Knowledge Center***

***Information & ***
***Knowledge Sharing***

**CoP**

**CoP**

**CoI**

**CoI**

**CoI**

- Leadership

***TDL Co******I******s & CoPs***
*Quick Access to*
*Discussion*
*Documents*
*Experts*
*News*
*References*

- Creation of Robust Knowledge Centers

## Chief Engineer Knowledge              	   Management Initiatives

- FoundationKnowledge.com

- EDD
- Community

- Knowledge
- Exchange

- Community
- Management

- Expertise
- Management

- Succession
- Management

- Outreach &
- Partnering

- Document
- Management

- DON CIO
- CoP

- Communities of
- Practice & Interest

*Knowledge*
*Harvesting*

- Industry & Agency
- Outreach

-  **DON CIO**
**Metrics & CoP **
**Tool Kit**

- CLF EIMS
- GeoReach

- I2M

- Sustainable
- Design

- CADD GIS
- Center Standards

- WBDG

- Web Enabled
- Navy

*DrChecks*

**Operational Navy**

- Chief Engineer Knowledge              	   Management Initiatives

## Naval Facilities Engineering CommandExample of Results To Date

- CROSS DEFENSE COMMUNITY ON PAVEMENTS
- Active dialog over best techniques to manage, maintain and sustain Navy pavement assets. Realize savings while preserving pavements in satisfactory condition to support of the mission.
- Reaction Mitigation Report identified savings opportunities in pollution prevention
- Annual production of Airfield Pavement Condition and Load Carrying Capacity Report covering all 66 Navy and Marine Corps airfields
**	****Saved an estimated $20M in 1997 at a Naval Air Station (Point Mugu).**

- PIER PILING PROJECT
- A pier piling project in the Pacific Northwest was having problems with cracking of concrete pilings during pile driving operations.
- Call went out to the Waterfront Engineering Community of Practice.  Cross connectivity occurred with other CoPs ensuring maximum expertise being applied to problem solution.
**	****Within 3 to 4 days a flurry of responses was received facilitating contact with a Subject Matter Expert to assist with a solution to the problem.**

## Naval Facilities CommandExample of Results To Date

- COMPUTER AIDED FACILITIES MANAGEMENT (CAFM) Business Case Analysis
- System coordinates physical space management with workplace requirements (workforce, work processes, and assets) leveraging CADD based information.
- Assessed the functionality and applicability of several CAFM space management  applications. Assessed:  1) functionality, 2) technical, 3) scenarios, 4) Installation Management Accounting Project (IMAP) requirements
- 	**Implementation recommendation made to the N46 Facilities Management IPT. May significantly reduce the cost of managing space assets with improved impacts on people, organization business processes and resources.**

- INSTALLATION LIFE CYCLE MANAGEMENT (with NAS Patuxent River)
- Develop methods and analysis of outcomes based on mature IT investments.  Founded on the premise that information be treated as a corporate asset.
- Responded to SECDEF QDR challenge for fundamental infrastructure reengineering and support structures streamlining.
**	****Payback period 0.3 years; economic terms - $5 return on $1 invested.  Tangible returns: space reduction, data sharing, workload reduction, increased research productivity. **

## Marine Corps Systems Command Total Information Gateway to Enterprise Resources (TIGER)

***Marine Corps Systems Command****** ******Total Information Gateway to Enterprise Resources (TIGER)***

**Notes:**
My purpose today is to talk with you about our plan to use the principles of KM as a core element in transforming the Marine Corps Systems Command.  
Put story here.
Despite being a small command, it has still been a struggle to try to implement knowledge sharing in our organization as many of you are probably finding out.  
Just a little over a year ago, MCSC had no Intranet, no COPs, SME’s identified, no real info mngt.  
We are by no means saying we have successfully implemented knowledge sharing as an accepted part of our culture, that’s an ongoing effort.  But what we have noticed is that despite substantial initial resistance, our workforce is slowly accepting and implementing such practices....in some cases without even realizing it!
My hope is that today I will be able to pass on to you some bit of information that may be of assistance to you in your effort.

## TIGER: A Long Journey

**Notes:**
Our objective is to transform MARCORSYSCOM into a high performance, team based learning organization which employs highly effective and innovative business processes in order to consistently provide quality systems and equipment to the Marine Corps.  

To achieve this vision, we need to have a work environment that is collaborative, where personnel, planning, and project information are routinely shared.  Therefore, we realize that we must embrace the principles of KM to help us succeed in achieving this vision.

We could not afford consultants.   We did have drive and desire to succeed.  We had to do it ourselves.  This is our story.  All seem easy enough but require extensive coordination and dealing with people.
Assessment   (are we a learning organization?)
Do we know what type of knowledge matters?
Does our culture support knowledge-sharing?
Do we recognize and reward knowledge-sharing? 
Do we capture and share best practices? 
Do we learn from our successes and mistakes? 
How user-friendly is the Intranet? 
Sell (as part of transformation / get buy in / change agent on my side)
Form core project team (Change Agent,  Project Officer, Tech Rep)
Create KM Team (buy in)     -Cmd representation  - Interdisciplinary    
      - KM champions – Appointed by Cmdr - Define key features of the solution 
Benchmark / Partner     - JFCOM, SPAWAR, CECOM......   - OSD CMC
KM Jumpstart RIT  (campaign targets, define rqmts, knowledge gaps)
Standup Intranet (info dissemination, retrieval, collaborative tools)
*Create knowledge centers (id KCMs around core competencies, training, RIT [goals & objectives, process & functions, metrics, content],  link knowledge to people)
Knowledge sharing accepted (part of business process, woven into culture)
Gain feedback, measure success, revise and improve

## TIGER Knowledge Centers

* ****Processes     Functions     Policy     Best Practices     Discussions     Chat***

**Notes:**
Everyone is aware of the benefits of COPs: Networking opportunities, Learning & Growth, Reuse (examples library)

But as with all COP, our intent is to capture tacit knowledge and reuse.
KC’s aren’t designed specifically for the new join or the 15 year vet in the field.  They are intended to help all is some way.  We are starting out with 10 based on core processes but will expand.
KCMs:  Appointed, prestigious, Structures the KC,  Solicits volunteers to provide expertise,
Manages operations of Knowledge Center (content mngt, best practice approval, SME contribution review)
3 levels, approved by the KCM.  These people do the real work:
 Subject Matter Contributor: Has experience in their field and actively contributes knowledge.  Although not yet considered an expert due to the time they have been working in their field, has some specialized experience working in subject area.  Possesses significant potential.  Subject Matter Associate: Expertise sought within the Command. Has extensive experience in their field however not considered an expert. Has successfully completed significant training in their field.  Subject Matter Expert: Expertise sought within the Command as well as by external commands or agencies. Recognized expert in their field. Possesses official documentation or certification to validate their level of expertise. May have published articles in journals or other similar publications. 

## TIGER ResultsWeb Based Training

- Required training modules consumed 6-8 on-site briefings per training module.
- Placed annual required training (EEO, IA, Ethics, Security) online. Available 24/7.
**$120,192 user effort saved per year**, based on EO training module
- total cost of initiative - $60K
- pretest - 59.53%, posttest - 88.71% (85% required to pass)

- -----Original Message-----
- Sent:	Wednesday, June 13, 2001 8:56 AM
- To:	Houck LtCol Dale E
- Subject:	Annual Block Training
- Good Morning Sir,
- Yesterday I completed the online Annual Block Training now available through TIGER.  I would like to extend my congratulations and appreciation for all those responsible for making this capability a reality.  I was able to pass 2 of the 4 immediately, and only had to invest about 1/2 hour to review the other two areas I had difficulty with.  All in all I had to invest less than an hour for the entire effort.  Not only did this result in a savings of 3 hours of my time, but it provided the Command with tangible feedback on my knowledge of these subjects.  When you add up number of personnel hours saved through this online training, you'll realize significant and tangible cost savings and a true ROI.  Hats off to all who made this a reality.
- Sincerely,
- Major Robert A. Rowlette
- DPRIS, PES & Manpower Models Project Officer

## Network Centric Innovation CenterEfforts in Network Centric Warfare

- Network Centric Innovation CenterEfforts in Network Centric Warfare

*Battle Group (BG)*

*Amphibious Ready Group (ARG)*

- Addressing the Problem of Global Scale for Our Customers

- The inability to connect a large group of worldwide users to widely distributed information and data via narrow and intermittently connected channels with sufficient speed and accuracy to facilitate tactical and strategic decisions.

**Notes:**
The problem is compounded by:

Data/info is not easily shared
Available bandwidth is limited 
Not capitalizing on all available IT power
Difficulty in getting information to the right place and to the right person at the right time 
to make knowledgeable strategic, operational, and tactical decisions

## NCW Solution

- Key Elements
*Process* - Current NCW tools complement existing communications methods; many of our processes must be re-engineered to take advantage of technical capabilities
*Technology* - NCW tools offer opportunities for better information accessibility and information flow throughout  the entire operational Fleet
- Key Concepts
- NCW tools are not a wholesale replacement for other communications channels
- NCW tools are meant to be integrated, not stand-alone, systems
- NCW tools already offer significant advantages over traditional operational capabilities
- Most NCW tools reside on the classified, or SIPRNET, DOD intranet at this time

## Information to the Fleet

**1980**

**1997**

**1999**

**2000**

**2001**

**Mail to ships**

**IT-21/E-mail to ships**

**Operational Web Site**

**Wide Use of Chat**

**Knowledge Web**

**???**

## NCW Tools Deployed Today

**Collaboration at Sea (CAS)**
**	****-  Standardized BG/ARG Web Sites**
**	****-  Distributed Web Environment**
**    ****	****-  Web Site Data Replication**
**Knowledge Base (K-Base)**
**CommandNet**
**Knowledge Web (K-Web)**
**Real-time Chat and Collaboration Tools**

**Notes:**
This presentation will focus on Command Net and Knowledge Web

## CommandNet Log Entries

**Notes:**
Command Net
Advanced Collaborative Logbooks Created at University of Arizona with NCIC/C3F Collaboration, featuring:
Persistent group memory
Shared situational awareness; common picture
Multiple security levels
Headlines (analysis tool)
Universal time zone support 
Tailored user preferences
Interface via standard web browsers

## CommandNet:  Multiple Logs

## CommandNet:  Searches

## Knowledge Web: Summary View

**Notes:**
Web Tool Developed for Global 2000 Wargame Currently in Use by Carl Vinson BG, providing:
Template-based content generation
Automatic publishing to web server
Standardized format
Summarized status information
Ability to link to supporting data
Near real-time information
Increased speed-of-command
Shared situational awareness

## Knowledge Web:  Content Generation

## Warfighter Implications

***CAS Web Sites***

***Real-time******Chat/Collaboration***

_**Unclassified / Support**_
**Email Coordination**
**Human Resources Databases**
**Logistics/Supply, Admin**

**Immediacy / Importance**

**Volume of Information**

_**Shared Commander’s Intent**_
**CWC / Warfare Commander DIMS**
**OPREP 5 Feeders, CONOPS**
**Fireside Chat**

_**Current Operations / Execution**_
**Collaborative Planning**
**Chat Rooms, Email Messaging**
**SIPRNET FOTC**

_**Shared Situational Awareness**_
**CEPS, SORTS, TIRS**
**OPSTAT, Circuit Status Report**
**Intel Summaries, Info Email**

**Tactical**

**Operational**

**Support**

***CommandNet***

***K-Web***

**Notes:**
These collaborative tools represent evolutionary steps within NCW and show improvements over current practices
NCW promotes an IT to KM
A distributed IM / web environment facilitates NCW initiatives
Replication benefits the Navy 
Chat speeds decision-making

Requirements for Success
Leadership driven 
Process changes to support technology
Quality of information
User training
Remote administration
Bandwidth-friendly practices
Innovation at all levels