Leveraging Km In Support Of Brac Movements

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This presentation discusses the components of KM as it pertains to the BRAC. We will explore what Knowledge Management principles; practices and techniques can be directly applied to address critical human capital that may be leaving due to the BRAC movements.

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Leveraging Km In Support Of Brac Movements

  1. 1. AFCEA InfoTech Conference 21 October 09
  2. 2. Leveraging KM in Support of BRAC Movements - Agenda <ul><li>BRAC Movements – Introduction </li></ul><ul><li>BRAC Movement Events </li></ul><ul><li>Steps Necessary to Apply KM to BRAC Movements </li></ul><ul><li>KM techniques used to Capture Tacit & Explicit Knowledge </li></ul><ul><ul><ul><li>Knowledge Acquisition Framework </li></ul></ul></ul><ul><li>KM Tools Utilized to Visualize and Store Knowledge </li></ul><ul><ul><li>Eclipse Process Framework Compos - Role-Base Knowledge Base </li></ul></ul><ul><ul><li>SharePoint </li></ul></ul><ul><ul><li>Interactive Knowledge Maps </li></ul></ul><ul><li>Current State of BRAC Movements </li></ul><ul><li>Next Steps </li></ul>
  3. 3. BRAC Movements - Introduction <ul><li>Defense Base Closure and Realignment Commission </li></ul><ul><li>(BRAC) </li></ul><ul><li>The Congress established the BRAC Commission to ensure the integrity of the base closure and realignment process. </li></ul><ul><li>Commission provides independent review and analysis of the list of military installation recommendations issued by the Department of Defense (DoD) </li></ul><ul><li>The Commission's mission is to assess whether the DoD recommendations substantially deviated from the Congressional criteria used to evaluate each military base. </li></ul><ul><li>The Commission considers the human impact of the base closures and considers the economic, environmental, and other effects on the surrounding communities. </li></ul>
  4. 4. <ul><li>Base and/or Command is notified that they have been selected for a BRAC Move </li></ul><ul><li>BRAC POC is Identified/Appointed </li></ul><ul><li>The Command Under Discussion sends Tasks to BRAC POC </li></ul><ul><li>BRAC POC Establishes Plan in Conjunction with BRAC Command </li></ul><ul><li>BRAC POC Reviews Previous BRAC Moves via BRAC Portal </li></ul><ul><li>BRAC POC Executes the BRAC Plan for the Move </li></ul><ul><ul><li>Identify Personnel Moving/Not Moving to new Location </li></ul></ul><ul><ul><li>Conduct Knowledge Transfer, Capture and Cataloging </li></ul></ul>BRAC Movements - Events
  5. 5. Steps Necessary to Apply KM to BRAC Movements <ul><li>Develop Knowledge Management Plan/Strategy </li></ul><ul><li>Determine the Personnel /Positions not Transitioning </li></ul><ul><li>Conduct KM Briefings/Training to Individuals participating in the transition </li></ul><ul><li>Conduct interviews of all the personnel scheduled not to transition to the new location. These interviews specifically look for the role/position that the person is filling, the tasks/activities that are being performed along with the work products used to perform the task(s) In addition workflows, guidance (SOP, lessons learned, tips and techniques, templates, examples, etc.) are captured </li></ul><ul><li>Creating/sending surveys to all the personnel scheduled not to transition to the new location. In order to ascertain knowledge gaps and to verify/supplement the tacit and explicit knowledge uncovered through the interviews. </li></ul><ul><li>Create The Knowledge Base/Knowledge Maps: This serves as the library of knowledge captured during the interview and survey process and understanding the flow of knowledge within the command. </li></ul>
  6. 6. KM Techniques to Capture Tacit & Explicit Knowledge <ul><li>Leverage Knowledge Acquisition Framework in to analyze Tacit/Explicit Knowledge captured during the Interview process </li></ul><ul><li>Creating/Send surveys to validate Tacit and Explicit knowledge captured during the interview process and to determine/identify knowledge gaps </li></ul><ul><li>Capture/Catalog Role Base Knowledge (Explicit Knowledge Capture) </li></ul><ul><ul><li>Role  Tasks  Work Product </li></ul></ul>
  7. 7. Knowledge Acquisition Framework Define Domain Knowledge Decompose Domain Knowledge Determine Interdependencies Recognize Knowledge Patterns Determine Judgments in Knowledge Perform Conflict Resolution Catalog the Knowledge The Knowledge Acquisition Framework (KAF) provides a repeatable process for identifying, understanding and cataloging the knowledge of the organization during the knowledge audit process.
  8. 8. <ul><li>Knowledge Acquisition Framework </li></ul><ul><ul><li>Knowledge Acquisition Framework </li></ul></ul>Knowledge Acquisition Framework
  9. 9. KM Tools Utilized to Visualize and Store Knowledge <ul><li>Eclipse Process Framework (EPF) Composer – Utilized to catalog role base knowledge captured during the interview and survey process </li></ul><ul><li>Microsoft SharePoint – Utilized as the knowledge repository (explicit knowledge: SOP’s, lessons learned, Policies, Procedures), Communities of Practice, Blogs, wikis) </li></ul><ul><li>Interactive Knowledge Maps – Utilized to depict knowledge flow and key knowledge holders within the organization </li></ul>
  10. 10. Role-Based Knowledge Base <ul><li>Role-Based Knowledge Base is the mechanism to visualize and store Personnel Knowledge (Explicit Knowledge Capture) </li></ul><ul><ul><li>Role  Tasks  Work Product </li></ul></ul><ul><li>The Role-Based Knowledge Base is developed utilizing the Eclipse Process Framework Composer </li></ul><ul><li>Sample Role-Based Knowledge Base </li></ul><ul><ul><li>SDDC Role Knowledge Base </li></ul></ul>
  11. 11. <ul><li>Sample Role-Based Knowledge Base </li></ul><ul><ul><li>SDDC Role Knowledge Base </li></ul></ul>Role-Based Knowledge Base Example
  12. 12. Knowledge Audit and Gap Assessment <ul><li>Knowledge Audit and Gap Assessment is a critical part of the Knowledge Management Strategy. The following are the steps necessary to carry out an Knowledge Audit and Gap Assessment </li></ul><ul><ul><li>  Determined existing and potential sinks (data stores), sources, flows, and constraints, including environmental factors that could influence knowledge flow </li></ul></ul><ul><ul><li>Identified and locate explicit and tacit knowledge </li></ul></ul><ul><ul><li>Created a knowledge map of the taxonomy and flow of knowledge </li></ul></ul><ul><ul><li>Identified what knowledge is missing, in order to achieve goals and objectives and who needs the missing knowledge to perform their duties and execute the mission </li></ul></ul><ul><ul><li>Provided recommendations to management regarding the status quo and possible improvements regarding knowledge activities within the organization </li></ul></ul>
  13. 13. Knowledge Maps <ul><li>Knowledge Mapping </li></ul><ul><ul><li>Knowledge Maps serve as visual directories to other more detailed sources of knowledge. </li></ul></ul><ul><ul><li>Knowledge Maps are sustainable; they do not have to be recreated from scratch. Rather, they are continuously enhanced with new knowledge relationships. </li></ul></ul><ul><ul><li>Knowledge Maps will determine the most valuable mission-critical knowledge </li></ul></ul>
  14. 14. <ul><li>SDDC Knowledge Map </li></ul><ul><ul><li>SDDC Interactive Knowledge Map </li></ul></ul>Knowledge Map - Example
  15. 15. Current State of BRAC Movements <ul><li>For the latest in BRAC Movements review the January 2009 GAO Report to Congressional Committees on MILITARY BASE REALIGNMENTS AND CLOSURES </li></ul><ul><ul><li>http://www.gao.gov/new.items/d09217.pdf </li></ul></ul>
  16. 16. Next Steps <ul><li>Foster Policies that have a targeted investment in Your Staff providing an environment of knowledge sharing and collaboration </li></ul><ul><li>Within your organization determine what knowledge is needed, what knowledge is available and missing, who needs this knowledge, how to retain the knowledge and how will this knowledge be applied </li></ul><ul><li>Align your BRAC Plan to take advantage of the knowledge management techniques and tools illustrated as part of this presentation </li></ul>
  17. 17. Questions? <ul><li>THANK YOU! </li></ul><ul><li>Anthony J. Rhem, Ph.D., CKM Sr. Partner/President </li></ul><ul><li>A.J. Rhem & Associates, Inc. 500 North Michigan Ave., Suite 300 Chicago, Illinois 60611 312-396-4024 (office) </li></ul><ul><li>[email_address] www.ajrhem.com </li></ul><ul><li>For Further information on Knowledge Management: </li></ul><ul><li>“ UML for Developing Knowledge Management Systems” </li></ul><ul><ul><li>By, Anthony J. Rhem, Ph.D., Auerbach Publications, 2005 </li></ul></ul>

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