Read the following article and use the three questions at the end for your discussion How knowledge management helps keep the US attack free By John Moore The attacks that brought down the World Trade Center 10 years ago also cracked the foundations of traditional information sharing in the government intelligence and law enforcement communities. Although the attack and its aftermath affected broad swaths of IT, it also helped transform one area of particular importance to the homeland security community: the collection of tools, technologies and practices, known as knowledge management. Originally considered a means of preserving the institutional memory of longtime workers as they moved from one job to another or retired, the 2001 terrorist attacks brought an urgency to the uses of KM as a tool for intelligence collaboration and coordination, according to experts in the government IT community. “Things were hyper-compartmentalized,” said Jeanne Holm, chief knowledge architect at the Jet Propulsion Laboratory, chairwoman of NASA’s Knowledge Management Team and former chairwoman of the Federal Knowledge Management Working Group. “Post 9/11, we saw a transition. It was clear that there was a great need to share amongst government organizations.” Accordingly, knowledge management practices expanded to accommodate more ways to aggregate and share critical information. From an architectural point of view, installations are less monolithic. Single knowledge repositories are giving way to multiple databases. Agencies may wield a number of collaboration tools to curate intelligence insights as opposed to a single, specifically designated knowledge management system. But 9/11 isn’t the sole factor driving change in the knowledge management space. Widespread use of collaboration software packages such as Microsoft’s SharePoint, broader adoption of unified communications and the explosion of social media in the last decade have pulled knowledge management in new directions. “The principal change [in knowledge management] that has come about as a result of 9/11 has been this really significant push for collaboration,” said Ramon Barquin, president of Barquin International, a consulting firm that specializes in IT strategies. “Collaboration has become easy because of the huge explosion of social media,\" Barquin said. “And you can do this now without necessarily giving someone all of your files. As a result, we have a quantum jump in collaboration across federal agencies and federal agencies with state and local. That has been positive.” A new direction at DOD Barry Leffew, vice president of the public sector at Adobe Systems, said knowledge management programs since the 2001 terrorist attacks cater to a more matrixed set of individuals and their information needs. In the past, hierarchical organizations made information exchange among groups more difficult. The drive now is to enable the Defense Department to share with the Homeland Security and State d.

1. Read the following article and use the three questions at the end for your discussion
How knowledge management helps keep the US attack free
By John Moore
The attacks that brought down the World Trade Center 10 years ago also cracked the foundations
of traditional information sharing in the government intelligence and law enforcement
communities.
Although the attack and its aftermath affected broad swaths of IT, it also helped transform one
area of particular importance to the homeland security community: the collection of tools,
technologies and practices, known as knowledge management.
Originally considered a means of preserving the institutional memory of longtime workers as
they moved from one job to another or retired, the 2001 terrorist attacks brought an urgency to
the uses of KM as a tool for intelligence collaboration and coordination, according to experts in
the government IT community.
“Things were hyper-compartmentalized,” said Jeanne Holm, chief knowledge architect at the Jet
Propulsion Laboratory, chairwoman of NASA’s Knowledge Management Team and former
chairwoman of the Federal Knowledge Management Working Group. “Post 9/11, we saw a
transition. It was clear that there was a great need to share amongst government organizations.”
Accordingly, knowledge management practices expanded to accommodate more ways to
aggregate and share critical information. From an architectural point of view, installations are
less monolithic. Single knowledge repositories are giving way to multiple databases. Agencies
may wield a number of collaboration tools to curate intelligence insights as opposed to a single,
specifically designated knowledge management system.
But 9/11 isn’t the sole factor driving change in the knowledge management space. Widespread
use of collaboration software packages such as Microsoft’s SharePoint, broader adoption of
unified communications and the explosion of social media in the last decade have pulled
knowledge management in new directions.
“The principal change [in knowledge management] that has come about as a result of 9/11 has
been this really significant push for collaboration,” said Ramon Barquin, president of Barquin
International, a consulting firm that specializes in IT strategies.
“Collaboration has become easy because of the huge explosion of social media," Barquin said.
“And you can do this now without necessarily giving someone all of your files. As a result, we
have a quantum jump in collaboration across federal agencies and federal agencies with state and
local. That has been positive.”
A new direction at DOD
Barry Leffew, vice president of the public sector at Adobe Systems, said knowledge

2. management programs since the 2001 terrorist attacks cater to a more matrixed set of individuals
and their information needs. In the past, hierarchical organizations made information exchange
among groups more difficult.
The drive now is to enable the Defense Department to share with the Homeland Security and
State departments, and, in many cases, allied partners, he said. “One of the key differences is the
requirement to have instant, real-time collaboration and knowledge management capabilities
instead of going from one stovepiped system to another,” Leffew said.
DOD, for one, is setting course in this direction. Defense Knowledge Online, which had been a
critical DOD knowledge management system, is giving way to file sharing among the rank and
file using Microsoft SharePoint.
In place of DKO, DOD will pursue the Enterprise Services Portal Branch, a program led by the
Defense Information Systems Agency, which will spearhead an enterprise SharePoint
deployment.
Those tools will be bolstered by DISA’s Defense Connect Online, a 380,000-user network that
lets personnel exchange unclassified and secret information with authorized mission partners.
DCO consists of Adobe Acrobat Connect Pro for Web conferencing and Cisco Systems' Jabber
chat technology. Carahsoft Technology partnered with Adobe on the DCO contract, which DISA
extended in August. The deal is estimated at more than $93 million.
John Nelson, project manager at Dynamics Research Corp., said the Army was keen to share
ideas among service members before the 2001 terrorist attacks but was spurred to speed the
process in the years after. “The Army already recognized the need to share information,” Nelson
said. “When 9/11 rolled around, there was an imperative to do it a lot more quickly.”
In addition to tapping collaborative IT services, the Army is emphasizing the concept of
communities of practice, in which professionals with longtime professional interests in common
share information. The service refers to its COPs as Army Professional Forums, which include
more than 200,000 members.
DRC helped develop software for Army and other DOD COPs, Nelson added. COPs had perhaps
been the premier knowledge management application, but other tools now in the mix include
wikis, cloud applications such as Google Docs, and collaboration software such as Adobe
Connect, Cisco Systems' WebEx, and Citrix Online’s GoToMeeting, he said.
In the defense, law enforcement and intelligence sphere, COPs provide an important professional
and social impetus for high-level information sharing, experts say.
“A critical part of a knowledge management framework is the need to work with communities of
practice,” said Barquin, who used the example of explosives experts who might have met earlier
in their careers and maintained a professional association.
“These communities were formed because, for instance, somebody who is now with the New

3. York Police Department used to be with the FBI and went to the same classes with others in this
area, so they have already established a community of trust," Barquin said. "Now 10 years into
their careers, they are still a part of communities of practices or interests."
"They in turn mentor new kids on the block,” he said, “and they become a part of these
communities of interest.”
Toward decentralized systems
Changing expectations and emerging technologies since 9/11 also revealed limitations in existing
systems. In particular, the big-system approach of the late 1990s was found wanting. “The idea
of putting everything into a huge data warehouse and [thinking] it will all work out — that has
ended up being a weakness,” Holm said.
One issue was a reluctance to move data from local databases into a single system. “In
intelligence and DOD, workers feel they want to control their data,” Holm said.
But even the science sector, in which openness is part of the culture, shies away from the
centralized approach, she said. Groups “want to put data into a system that is close and local to
them to make it useful for the specific science community,” she added.
“We are also seeing a movement away from monolithic central repositories,” said Patrick
McGrath, associate director of content management services at the University of California at
Berkeley.
Instead, UC Berkeley taps best-of-breed repositories and collaboration environments that excel at
certain functions, such as learning management, managing metadata specific to research
domains, collaboration and visualization styles, or digital archiving. In this way, a single piece of
curated content can be channeled to the school’s central library to support dissemination of
published materials, to the UC California Digital Library for digital preservation, and to ARTstor
to contribute to image collections for the arts and sciences.
“Rather than us try to build a digital preservation function into all repositories, we leverage the
experience and services of experts in those fields and channel the right kind of content to them,”
McGrath said. “This approach reduces duplication and costs, increases the depth of our offering
to the campus, and reduces the complexity of this process to the end-user,” he added.
The new shape of KM
The departure from monolithic installations is also evident in the system-of-systems nature of
post-9/11 knowledge management. A deployment now might include portals, collaboration
products, unified communications systems and social media tools. Because many agencies have
some or all of those elements already in place, the focus of knowledge management shifts from
acquiring a purpose-built system to harnessing existing resources.
“Everyone has a big ‘aha!’ moment when they realize they have all the pieces but just need to
put them together in a different way,” said Holm, who listed portals, collaboration capabilities

4. and search among the key elements of knowledge management.
Agencies are now working to join together such systems. For example, a link between DCO and
DISA's enterprise SharePoint implementation — under the Enterprise Services Portal Branch —
could be in the offing. Adobe’s Leffew said the company is encountering demand from DOD
commands for such a capability.
Adobe is also actively looking at ways to develop an integration with SharePoint, he said. That
link would let authorized personnel use Adobe Connect to review information housed in
SharePoint, which typically serves as a repository for relatively static content, such as
documents, diagrams and geospatial data.
The Tennessee Valley Authority, meanwhile, is building knowledge management around
multiple systems, said Jim Phillips, senior manager for application development support at TVA.
“I think there will be three key areas for us,” said Phillips, who listed an enterprise data
warehouse, enterprise content management solution and collaboration system as the core
elements of a KM system.
The data warehouse, already in place, provides business intelligence and stores more structured
data. TVA is now deploying a content management solution and mulling a move to SharePoint.
The content management system will contain data that requires long-term storage, while
SharePoint would provide collaboration and information sharing, perhaps more on the
departmental level, Phillips said.
Socialized KM
Some organizations are extending knowledge management systems to tap human experts in
addition to data. Susie Adams, chief technology officer at Microsoft Federal, said knowledge
workers hold a high percentage of an enterprise’s information. Unified communications systems
can help organizations find the right expert.
“It’s much more human-oriented now,” Adams said of knowledge management. TVA, which
uses elements of the Microsoft unified communications platform, is looking at the technology’s
knowledge management potential, Phillips said.
Social media offers another avenue for tapping human expertise. Todd Barr, chief marketing
officer at Alfresco, which provides an enterprise content management system, cited Jive as an
example of a social business system that can help people locate and connect with colleagues.
Barr said Alfresco can integrate with Jive and IBM social software including IBM Connections,
formerly Lotus Connections. The multiple components and integrations underscore the key
lesson of modern knowledge management: Agencies have many ways to get the job done. “Folks
are using an absolute plethora of products and solutions,” DRC’s Nelson said. “At this point in
time, there’s no one size that fits all.”
Questions: Should have an answer for 3 question between 2-3 paragraphs.

5. 1. What were/are the challenges in knowledge sharing among the intelligence communities?
How did the attacks contributed to the Information Technology (IT) collaboration tools
development and use?
2. How did the September 11, 2001 attacks change the way intelligence communities shared
intelligence?
3. How did the creation of Department of Homeland Security (DHS) help knowledge sharing
among intelligence communities?
Solution
ANSWER NO: 1
challenges in knowledge sharing :
Open Sources.
Collaboration and Communication.
Learning from Experience.
Charge to the committee.
Attacks contributed to the Information Technology (IT):
the 2001 terrorist attacks brought an urgency to the uses of Knowledge Management as a tool for
intelligence collaboration and coordination, according to experts in the government IT
community.
Post 9/11, we saw a transition. It was clear that there was a great need to share amongst
government organizations.
ANSWER NO.: 2
The defense, law enforcement and intelligence sphere, COPs provide an important professional
and social impetus for high-level information sharing.
Changing expectations and emerging technologies since 9/11 also revealed limitations in existing
systems. In particular, the big-system approach of the late 1990s was found wanting. “The idea
of putting everything into a huge data warehouse and [thinking] it will all work out — that has
ended up being a weakness.
A deployment now might include portals, collaboration products, unified communications
systems and social media tools. Because many agencies have some or all of those elements
already in place, the focus of knowledge management shifts from acquiring a purpose-built
system to harnessing existing resources.
MANY REFORMS ALSO CAME IN EXIST AFTER 9/11 IN US. The idea was to change the
U.S. intelligence community, but in some cases all that's really changed is the way intelligence
agencies have stayed the same.

6. ANSWER NO.: 3
Information sharing is essential to the protection of critical infrastructure and to furthering
cybersecurity for the nation. As the lead federal department for the protection of critical
infrastructure and the furthering of cybersecurity, the Department of Homeland Security (DHS)
has developed and implemented numerous information sharing programs. Through these
programs, DHS develops partnerships and shares substantive information with the private sector,
which owns and operates the majority of the nation’s critical infrastructure. DHS also shares
information with state, local, tribal, and territorial governments and with international partners,
as cybersecurity threat actors are not constrained by geographic boundaries