KMR_Familiarization_Training_V6_-_22_Jan-1.pdf

LOE # 3 – Training

KMR Familiarization Training (Draft for Discussion)

January 22, 2018

New KMR Familiarization Training

Training should occur within the first month of on-boarding

Time to complete task: 10- 12 hours

New KMR training is a three-part process:

1. Pre-read with exam

2. Coursework (KMR 101) with exam

3. Hands-on

When? What?

New KMR Familiarization Training – Coursework

The KMR 101 Course has four modules:

Module 1: Fundamentals of KM (What is/is not KM)

Module 2: USACE KM Environment

Module 3: KMR Roles and Responsibilities

Module 4: USACE KM Approaches and Practices (tools, programs, services and standards)

Module 1 – Fundamentals of KM

What is Knowledge Management?

The process of enabling knowledge flow to enhance shared understanding, learning, and decision-making. (What)

-- through creation, organization, integration, and sharing of knowledge (How)

-- between leaders and subordinates (Who)

-- in order to improve adaptability, integration, and synchronization to enable effective decision-making (Why)

What is Knowledge Management?

"Knowledge Management (KM) is a disciplined enterprise process to facilitate the flow of information and knowledge to the right people, at the right time, and in the right context so they can act more efficiently and effectively to find, understand, share, and use knowledge to execute their mission and create lasting value for USACE“

--USACE KM Strategic Plan, 2015

How do we think about knowledge?

Knowledge

Information

Data

Decision making

Synthesizing

Analyzing

Summarizing

Organizing

Collecting Data = collection of facts, measurements, statistics

Information = organized, interpreted data

Knowledge = contextual, relevant, actionable information

The Knowledge Management Cycle

Use/Reuse

Identify

Store

Access

Share

Classify

Collect

Create

The Two Types of Knowledge Tacit Knowledge Explicit Knowledge

Definition Resides in an individual’s mind

Written or otherwise documented information

Domain Individuals Technology

Transferable? Difficult Easy

Features Sharing involves learning; context affects meaning

Easily shared; context independent

Examples Intuition, learned nuances, subtleties, workarounds

Engineering regulations, FMs, Army pamphlets

The Challenge: How to convert tacit to explicit Tacit to Tacit Tacit to Explicit

Explicit to ExplicitExplicit to Tacit

Socialization Meetings and Conversations

Capture Writing a Report

Internalization Learning from a Report

Dissemination Emailing a Report

Why is KM Important?

Knowledge management is the process of enabling knowledge flow to enhance shared understanding, learning and decision-making. Leaders across the U.S. Army are establishing knowledge management programs because these programs are critical to effective mission command (MC).

Codified in doctrine in 2012, mission command incorporates a philosophy, warfighting function and system to overcome the increasing complexity of military operations. Army Doctrine Publication 6-0, Mission Command, states the exercise of mission command encompasses how Army commanders apply the foundational MC philosophy and warfighting function. The role of knowledge management within mission command is identified as one of four key staff tasks supporting leaders in the successful execution of mission command.

KM and Army Operations

Knowledge management is the process of enabling knowledge flow to enhance shared understanding, learning, and decision making

Test of Concepts

Five multiple choice questions. Need to score 75% or better (7 out of 10) to move on to the next section. Test will be online via a learning management system. For example:

For incorrect responses, the user will be directed to the section with the error and then given a secondary question to answer.

Q1: Which of the following activities are not part of the knowledge management cycle?

o Create o Collect o Classify o Collate

The KMR 101 Course has four modules:

Module 1: Fundamentals of KM (What is/is not KM)

Module 2: USACE KM Environment

Module 3: KMR Roles and Responsibilities

Module 2 – USACE KM Environment

USACE KM On A Page

Where We Are Today

The Vision for Tomorrow

1Q14 – 1Q18

Major Tasks and Timeline

Definitions of APQC Maturity Levels

• Level 1: Awareness of KM

• Level 2: Localized & Repeatable

Practices (50% of USACE)

• Level 3: Enterprise Scaled Repeatable

Practices (75% of USACE)

Commander’s Intent – KM Vision and Mission Commander’s Intent

USACE is recognized as a Knowledge Management model for the Army through enterprise application of content, connectivity, collaboration, and by removing barriers to knowledge sharing.

Vision

“USACE is an innovative and creative workforce that enthusiastically shares information across the entire enterprise to provide engineering solutions for the nation’s toughest challenges.”

Mission

Enable effective knowledge creation, sharing & discovery throughout the entire USACE enterprise in order to improve organizational effectiveness and create competitive advantage.

Goals of Knowledge Management

1) Content – Identify and capture the organization’s most critical knowledge,

2) Connect – Ensure that knowledge flows where it needs to from those who have it to those who need it,

3) Collaborate – Shorten learning cycles and assist others through sharing experiences, lessons learned, best practices, and results

4) Integrate – Remove barriers to knowledge sharing and be recognized as the premier public engineering organization and serve as a model for the Army through enterprise application of the three Cs (Content, Connect and Collaborate).

Knowledge Management in the USACE Context To apply a disciplined enterprise process to facilitate the flow of information and knowledge to the right people at the right time. Provide the ability to act more efficiently and effectively to find, understand, share, and use knowledge to create lasting value for USACE, its partners, stakeholders, and the people within the organization. We will accomplish this through:

• Identifying, capturing, and sharing knowledge that is critical to the successful delivery of assigned USACE missions.

• Facilitating the transfer of best practices exhibited by individuals and teams from across USACE through a structured approach that ensures replication.

• Seamlessly incorporating KM practices and principles into the daily workflow of all

USACE employees.

• Integrating KM into the enterprise business framework and annual business budgeting cycles.

Knowledge Management in the USACE Context (II) To apply a disciplined enterprise process to facilitate the flow of information and knowledge to the right people at the right time. Provide the ability to act more efficiently and effectively to find, understand, share, and use knowledge to create lasting value for USACE, its partners, stakeholders, and the people within the organization. We will accomplish this through:

• Establishing KM Key Performance Indicators (KPIs) tied to strategic objectives that are outcome based and reportable to all USACE stakeholders.

• Gaining employee commitment to the KM processes by working with labor partners, creating a motivational reward structure, and promoting use/participation at the first-line supervisor level.

• Achieving enterprise search that sends a query to different content repositories from across USACE and pulls content from all of them.

• Improving employee engagement and succession planning through knowledge transfer.

Commander’s Key tasks for KM

(a) Identify, capture, and share knowledge that is critical to the successful delivery of assigned USACE missions.

(b) Facilitate the transfer of best practices exhibited by individuals and teams from across USACE through a structured approach that ensures replication.

(c) Seamlessly incorporate KM practices and principles into the daily workflow of all USACE employees.

(d) Integrate KM into the enterprise business framework and annual business budgeting cycles.

(e) Establish KM Key Performance Indicators (KPIs) tied to strategic objectives that are outcome based and reportable to all USACE stakeholders.

(f) Gain employee commitment to the KM processes creating a motivational reward structure and promoting use / participation at the first-line supervisor level.

(g) Building upon current efforts for enterprise search, develop and initiate a strategy to achieve enterprise search that sends a query to different content repositories from across USACE and pulls content from all of them.

(h) Improve employee engagement and succession planning through knowledge transfer.

USACE Knowledge Management Components KM is organized into four components that enable the understanding and visualization of leaders and develops shared understanding of employees. The four components are: People, Process, Tools and Organization.

KM Maturity Assessment – Progress to Level 3 Conducted FY14 Assessment

• USACE achieved Level 1

• Started building foundation for program

Conducted FY15 Assessment

• USACE achieved Level 1 – areas of Level 4 & 5

• Conducted gap analysis at the MSC level and developed action plans for FY16 Conducted FY16 Assessment

• USACE achieved Level 2 KM Maturity

• Faster than any USG organization

• Conducted gap analysis at the MSC level and developed action plans for FY17

Targeting Level 3 by FY17/FY18

KM Maturity Assessment – Using the APQC Model

KM Battle Rhythm

The Road Ahead Transform

USACE to be an innovative and creative workforce that enthusiastically shares information across the entire enterprise to provide engineering solutions for the nation’s toughest challenges.

LOE 3 - KM Infrastructure

LOE 4 - Lessons Learned

LOE 5 - Knowledge Flow and Process Improvement

LOE 6 - Expertise

LOE 7 - Content and Records Management

LOE 1 - Strategy and Leadership

LOE 8 - Strategic Communication

LOE 2 - Community of Practice

People

Process

Tools

Mission

• Culture and Attitudes

• Teamwork & Sharing

• Skills

• Innovation

• Motivation

• Knowledge, Skills and Abilities

• Education

• Integration

• Workflows

• Best Practices & Replication

• Knowledge / Capability / Process Maps

• Business Intelligence

• Inputs/Outputs

• Standards & Requirements

• Networks

• Internet / Wiki / SharePoint

• Portals

• Enterprise Data Warehouse (EDW)

• CEFMS / P2 / ProjectWise

• PowerSteering

• eQMS and Enterprise Knowledge Repository

• Mission

• Vision

• USACE Campaign Plan

• Goals & Objectives

• Functions / Roles & Responsibilities

• Communities of Practice (CoPs)

Co nt in uo us P ro ce ss Im pr ov em en t (

CP

I)

Q ua lit y

M an ag em en t (

Q M

Close Linkages Between KM, CPI and QM

Close Linkages Between KM, CPI and QM

KM

MISSION

Continuous Process

Improvement

Quality Management

Test of Concepts

Ten multiple choice questions. Need to score 70% or better (7 out of 10) to move on to the next section. Test will be online via a learning management system. For example:

For incorrect responses, the user will be directed to the section with the error and then given a secondary question to answer.

Q1: Which of the following is not a goal of USACE knowledge management?

o Collaborate o Connect o Coordinate o Content

The KMR 101 Course has four modules:

Module 1: Fundamentals of KM (What is/is not KM)

Module 2: USACE KM Environment

Module 3: KMR Roles and Responsibilities

Module 3 – Roles and Responsibilities What does being a KMR mean to me?

Brian Temple - NAD KMR Click to hear Brian’s story

Tisa Webb - ERDC KMR Click to hear Tisa’s story

Key Competencies

Key Requirements

• Each MSC will identify and maintain a KMR that will serve as the regional Knowledge Management Action Officer.

• Each District will identify and maintain a KMR that will serve as the District Knowledge Management Action Officer.

• MSC KMRs are expected to participate with the Enterprise KM Team.

• District KMRs are expected to participate with regional KM teams as well as the enterprise team when possible or required.

• MSC KMRs will establish a regional/Division PDT to drive KM initiatives and approaches.

• District KMRs will establish District teams to support driving KM in the flow of work for mission execution.

The KMR Role

• KMRs are the first responders to KM issues

• Must understand the collaborative processes used at the

USACE/MSC/District levels.

• Must have the technical skills or special training in KM and work to improve knowledge flow

• KMR’s will promote knowledge

• KMRs act as representatives from their MSCs and districts for KM initiatives.

• They work with senior leaders and stakeholders to identify areas of opportunity and gaps in knowledge flow.

• Facilitate the innovation process by bringing key leaders, opinion leaders and subject matter experts together to assess situations and solve problems.

USACE KM Office – Supporting Activities and Services

ACTIVITIES

Facilitate the development of systems to collect lessons learned, identify subject matter experts, document business processes, develop initiatives to capture the implicit and explicit knowledge of employees

SERVICES

• Strategic Communications

• KM Toolset Assessment, Advocacy, and Piloting

• QPI/QMS Business Process Integration

• Content Management Standardization

• Peer Assists

• Lessons Learned

• Subject Matter Expertise Identification and Location

• Onboarding Knowledge Transfer (PROPOSED)

• Succession Knowledge Transfer

• CoP Process Management and Assessment

• Training the Knowledge Management Representatives and the workforce

• KM Awards Program

KM Working Group

Composition: USACE MSC KMRs and District KMRs

Frequency: Meet telephonically about once every two months

Average attendance: About 40 people

Purpose: The KMWG serves as a forum for the exchange of ideas on matters of interest to the USACE KM community. Past topics have included:

Best practices Lessons learned Success stories New technologies Communities of practice Expertise location

KM Leadership Team

8 SES and 2 Field Commanders

Quarterly

Strategic

Action that is resourced at the Enterprise level and directed to a Project Development Team (PDT) to manage the pilot effort or execution

Members

Level

Frequency

Decision Making

Sample Decision

Test of Concepts

Ten multiple choice questions. Need to score 70% or better (7 out of 10) to move on to the next section. Test will be online via a learning management system. For example:

For incorrect responses, the user will be directed to the section with the error and then given a secondary question to answer.

Q1: Which one of these is not a key KM requirement according to the OPRD o Establish a regional/Division PDT to drive KM initiatives and approaches o Establish District teams to support driving KM in the flow of work for mission execution o Each MSC will identify and maintain a KMR that will serve as the regional Knowledge

Management Action Officer o Establish a KM website to promote awareness about the KM initiative and approaches o All of the above

The KMR 101 Course has four modules:

Module 1: Fundamentals of KM (What is/is not KM)

Module 2: USACE KM Environment

Module 3: KMR Roles and Responsibilities

Module 4 – KM Approaches and Practices

How KMRs do their job

KMRs have a significant toolbox at their disposal as they seek to execute on their KM Mission • Milsuite

• GEARS

• ProjectWise

• P2

• Redi

• Power Steering

• ABEA/AKR

• eQMS

• Peer Assist

• Communities of Practice (CoPs)

• Lessons Learned

Milsuite

Milsuite is a collection of secure online applications focused on promoting collaboration in the DoD community. It is comprised of four applications:

milBook, milWiki, milWire and milTube.

Possible uses include:

• milTube – posting instructional videos

• milWiki – a platform for sharing mission critical information https://www.milsuite.mil/

GEARS

GEARS (Global Electronic Routing Approval System) is an automated packet/document routing and tracking system built on SharePoint that implements global management of business processes. It provides both pre-built and custom user-defined workflow routes to handle any business process.

GEARS provides:

https://army.deps.mil/NETCOM/sites/GEARS/Live/web/Home.aspx/

Centralization Before GEARS was available, people had to e-mail documents back and forth, spreading multiple copies of the same files all over the place. GEARS solves this problem by keeping your files together in one place.

Automation Simply create a packet, add your files, then tell GEARS who you want the packet to route to (in the order you want) and it’ll take care of the rest.

Security Even though packets are centralized for ease of management, they are only able to be accessed by the people and groups that are added to the automated route

Tracking Being able to keep track of all your packets is easy in GEARS with the simple interface it provides. You can quickly see the status of your packets and even who it is currently assigned to.

ProjectWise

ProjectWise is a suite of engineering project collaboration software that helps project teams to manage, share and distribute engineering project content and review in a single platform.

It allows for centralized control of distributed content and users backed by a strong visualization component.

https://wiki.usace.army.mil/SWT:ProjectWise_Implementation_Project

Features Explorer look and feel Strong document control Powerful audit capabilities File preview function Search via full text, spatial location, attributes and file properties https://wiki.usace.army.mil/SWT:ProjectWise_Implementation_Project

P2

P2 stands for PMBP Automated Information System. It is a tool that enables USACE to implement its business processes.

ER 5-1-11, U.S. Army Corps of Engineers Business Process, mandates USACE to execute all projects using the PMBP and, further, that USACE use P2 to enable the process.

https://P2ApplicationTourLink https://p2applicationtourlink/

Redi

The Reachback Engineer Data Integration (REDi) system provides a common database, robust user interface and fully integrated mapping tools for receiving, managing, tracking and archiving all data and engineering reachback support conducted through the USACE Reachback Operations Center (UROC).

https://uroc.usace.army.mil

Features SharePoint environment Custom-based tools Powerful search and query capability Strong mapping capacity Lifecycle tracking Replicated on both unclassified and SIPRI networks https://uroc.usace.army.mil/

PowerSteering https://armyps.army.mil/usarmycorp/Home.page

Overview Central repository for CPI activities Accelerate knowledge-sharing and replication of best practices Real-time view of project status, issues, documents, metrics Idea portal to share projects and ideas USA & USACE-wide Capture, roll up, and reporting of

USACE-wide metrics https://armyps.army.mil/usarmycorp/Home.page

• The National Defense Authorization Act mandated that the Secretary of each military develop and implement a well-defined enterprise-wide Army Business Enterprise Architecture (ABEA) and transition plan that encompassing end-to-end business processes and are capable of providing accurate and timely information in support of business decisions

• The Army Knowledge Repository (AKR) is a decision support tool based on an integrated set of COTS tools that enhances the Army's ability to more efficiently manage its portfolio of business systems and streamline business processes in a collaborative environment based upon the Army Business Enterprise Architecture. (AR 5-1)

18 End-to-End Processes

1800 Army-specific or Army-refined

Operational Activities

800 Systems in the BMA Portfolio (and growing)

60 Line of Business IT Portfolios

ABEA Framework

ABEA Content Highlightshttps://www.milsuite.mil/book/groups/army-obt/projects/milekr

Module 4 – KM Approaches and Practices

ABEA/AKR

https://www.milsuite.mil/book/groups/army-obt/projects/milekr https://eqms.com

Module 4 – KM Approaches and Practices eQMS

The USACE Quality Management System (QMS) Vision is as follows:

To execute the U.S. Army Corps of Engineers' mission through standard business processes that increase efficiency, effectiveness, and product quality https://eqms.com/

Peer Assist

• …is a process for bringing knowledge into a project, or piece of work, at the outset.

• It is a meeting, where a project team invites a number of people with relevant knowledge and experience, which they bring to bear on the issues of the project.

• It can be used during a project when specific problems or challenges are identified https://PutAppropriateLinkHere.com/ https://putappropriatelinkhere.com/

Lessons Learned

All Army organizations participate in the ALLP (Army Lessons Learned Program) through internal reviews of what they have learned and by sharing that information with the Army. The Center for Army Lessons Learned (CALL), organized under U.S.

Army Training and Doctrine Command's Mission Command Center of Excellence, is responsible for implementing the ALLP.

USACE sees lessons learned as critical to mission success. It is mentioned in the KM Strategic Plan in three out of the four goals.

https://call2.army.mil/

CoPs

Two Types of CoPs Top-down Time-bound Hierarchical Output-focused Formal

Bottom-up Informal Collegial Issue-focused Expertise-based

Keys to successful CoPs

Ongoing care and maintenance

Defined objectives

Rules for participation

Membership expectations

Governance

Adoption of tools

Test of Concepts

Ten multiple choice questions. Need to score 70% or better (7 out of 10) to move on to the next section. Test will be online via a learning management system. For example:

For incorrect responses, the user will be directed to the section with the error and then given a secondary question to answer.

Q1: Which of the following is NOT a key to success for a Community of Practice (CoP)?

o Defining objectives o Rules of participation o Stable membership o Strong governance structure

Additional Resources Module 4 – KM Approaches and Practices

APQC Knowledge Base – collection of articles about knowledge management strategy and processes

Listing of USACE Communities of Practice

HQ KM wiki https://www.apqc.org/knowledge-base https://cops.usace.army.mil/default.aspx http://www.iknow.us/

Test of Concepts

Ten multiple choice questions. Need to score 70% or better (7 out of 10) to move on to the next section. Test will be online via a learning management system. For example:

For incorrect responses, the user will be directed to the section with the error and then given a secondary question to answer.

Q1: Which of the following is NOT a key to success for a Community of Practice (CoP)?

o Defining objectives o Rules of participation o Stable membership o Strong governance structure

Key Contacts

Headquarters Ian D. Pfaff, CKO ian.d.pfaff@usace.army.mil

Mark Hainsey, Deputy CKO mark.a.hainsey@usace.army.mil

Kevin Fuqua, CPI Deployment Dir.

robert.k.fuqua@usace.army.mil

Dock Claven, National Quality & Performance Improvement Program Manager dock.m.claven@usace.army.mil

Cathleen Yeisley, MICP Lead Cathleen.yeisley@usacew.mil.army

Division KMRs SAD - John Szep (Acting), John.G.Szep@usace.army.mil, (843) 329-8017 SWD - John Davis, John.E.Davis@usace.army.mil, (469) 487-7067 SPD - Mark Bennett, Mark.L.Bennett@usace.army.mil, (415) 503-6534 POD - Ben Simao, Benjamin.D.Simao@usace.army.mil, (808) 835-4668 TAD - Danny Rivera, Daniel.R.Rivera@usace.army.mil, (540) 667-3273 NWD - SFC Johathan Lindholm, Jonathan.E.Lindholm2@usace.army.mil,

(503) 808-4050 NAD - Brian Temple, Brian.H.Temple@usace.army.mil, (347) 370-4572 LRD - Jeremy Erickson, Jeremy.M.Erickson@usace.army.mil, (513) 684- MVD - Jeff Mansfield, Jeff.A.Mansfield@usace.army.mil, 601-634-5840 HNC - Russell Dunford, Russell.L.Dunford@usace.army.mil, 256-895-1958 ERDC - Tisa Webb, Antisa.C.Webb@usace.army.mil, (601) 634-4259 mailto:ian.d.pfaff@usace.army.mil mailto:mark.a.hainsey@usace.army.mil mailto:robert.k.fuqua@usace.army.mil mailto:dock.m.claven@usace.army.mil mailto:Cathleen.yeisley@usacew.mil.army mailto:John.G.Szep@usace.army.mil mailto:John.E.Davis@usace.army.mil mailto:Mark.L.Bennett@usace.army.mil mailto:Benjamin.D.Simao@usace.army.mil mailto:Daniel.R.Rivera@usace.army.mil mailto:Jonathan.E.Lindholm2@usace.army.mil mailto:Brian.H.Temple@usace.army.mil mailto:Jeremy.M.Erickson@usace.army.mil mailto:Jeff.A.Mansfield@usace.army.mil mailto:Russell.L.Dunford@usace.army.mil mailto:Antisa.C.Webb@usace.army.mil

District KMR Familiarization Training

Training for the District KMRs should naturally flow from the training for the Division KMRs. Core material from HQ will be replicated, but then it is the responsibility of the Division KMR to adapt according to individual needs.

Tailoring should include details on the Division-level plans and priorities and processes, procedures and tools specific to the MSC.

Training should also logically follow the three-step approach outlined above, with completion also leading to issuance of a certificate.

Training is designed to be completed in 6-8 hours.