Knowledge Management Strategic PlanThe purpose of TRADOC's Knowledge Management (KM) Strategic Plan (referred to as the Plan) is to provide prioritization, policy and guidance for TRADOC's current and future KM efforts. Through this Plan, TRADOC will establish a coordinated KM program to help change the way we identify and enable knowledge flow, making TRADOC and the Army more flexible and adaptive to current and future conditions. This Plan is expected to be a living document that will be updated regularly to reflect growth and maturity of TRADOC’s KM program.The Plan does not attempt to identify and define specific detailed KM solutions. Instead it provides characteristics and constraints of potential solutions to show what's important to achieve. While recognizing that Major Subordinate Organizations (MSOs) and Centers of Excellence (CoEs) will perform most hands-on KM work, the MSOs and CoEs will begin transitioning their KM activities and programs to match overall TRADOC KM objectives and priorities. In turn, TRADOC will match its overall KM objectives and priorities with Headquarters, Department of the Army (HQDA). Future charters and regulatory documents will identify and document actual solutions. For example, it is expected that policy, governance and other elements in this Plan will flow into a future edition of TRADOC Regulation (TR) 25-1, Chapter 5, Knowledge Environment and supporting appendixes.U.S. Army Training and Doctrine CommandTRADOC_b14f58e0-5331-11e5-9dec-5483ab1a4aa3Roles & Responsibilities: * Provide command authority (existing). * Will use KM strategy and recommendations for decision making to achieve KM vision. TRADOC Knowledge Management OfficeChief Knowledge Officer (CKO)U.S. ArmyU.S. Department of DefenseKM LeadersKM ManagersKM ChampionsTRADOC KM Governance TeamGovernance -- Governing TRADOC's KM activities is essential to align tools, techniques and approaches for knowledge capture and transfer across the depth and breadth of the organization. The diverse activities within TRADOC, from doctrine development to training to lessons learned to capability development requires alignment to be effective and efficient. A well-defined, cohesive and intuitive approach to managing knowledge will enable Soldiers to obtain the greatest benefit from TRADOC's many products and services. Knowledge governance provides a well defined structure for oversight and execution of a common approach to coordinate resources and manage TRADOC’s KM activities. A hierarchy of accountability and responsibility enables knowledge workers to understand how they can collectively achieve the KM vision and mission. TRADOC KM Governance -- Governance of knowledge management within TRADOC includes the following:TRADOC Deputy Commanding GeneralThe TRADOC Deputy Commanding General (DCG) will have executive oversight of all KM activities within TRADOC.TRADOC Chief Knowledge OfficerWorking directly for the DCG at HQ TRADOC will be the TRADOC Chief Knowledge Officer (CKO). The CKO is a Highly Qualified Expert (HQE) position. -- The Knowledge Office will lead the KM activities of TRADOC including: * Developing and adhering to the TRADOC KM strategy * Developing policy, resources and guidance ­* Acting as advocate for TRADOC KM initiatives * Planning, scheduling and conducting KM coordination meetings across TRADOC ­* Serving as an active member of WfF Board of Directors... The CKO will work through the TRADOC G3/5/7 for all staffing to MSOs and COEs. Roles & Responsibilities: * Develop and coordinate overarching TRADOC KM strategy and vision. * Lead the TKMC, including organizing and conducting quarterly TKMC meetings. * Institute KM performance metrics to track capability and improvement. * Support horizontal and vertical integration of KM initiatives across TRADOC and its proponents. * Obtain, prioritize and coordinate resources for KM activities across TRADOC. * Bridge existing “silos” to facilitate cross-organizational flow of know-how and best practices. * Communicate KM success stories and opportunities both within and outside TRADOC. * Organize and lead information forums with the TRADOC CG. * Establish common standards for collaboration, architecture, and tools. * Maximize return on KM business opportunities. * Work with Army Business Transformation to align strategic objectives and goals. * Raise awareness of KM processes and approaches. * Communicate and provide guidance for training KM processes and tools. * Charter and resource working groups to conduct detailed tasks for integrating KM across TRADOC. * Develop and Update a Business Model. * Serve as the Data Architect for TRADOC.Deputy CKOThe CKO, assisted by the Deputy CKO (DCKO), will lead the TRADOC Knowledge Management Office at HQ TRADOC... The DCKO will perform all managerial and supervisory duties including being the rater of all government employees within the TRADOC Knowledge Management Office. The DCKO will also serve as Contracting Officer's Representative (COR) (as needed).TRADOC KM CouncilA TRADOC KM Council (TKMC) will support the KM Office. This TKMC is a team of CKOs from each TRADOC MSO and CoE, plus HQ, CKO and DCKO. Each MSO and CoE will designate one or more CKOs to represent their organization. The TKMC will be the working group responsible for integrating KM across TRADOC, including: * Developing the content of and implementing TRADOC’s overall KM Strategy ­* Working issues across MSOs and COEs ­* Championing KM within the MSOs and COEs ­* Developing, documenting and implementing best practices across MSOs and COEs. Roles & Responsibilities: * Integrate KM core competencies across TRADOC. * Share, leverage, and raise issues relative to KM and filling mission. * Identify and understand requirements for enterprise solutions.MSO & CoE CKOsRoles & Responsibilities: * Push issues that go beyond TRADOC to TKMC and CKO (represent your "lane"). * Advise and recommend to TKMC. * Participate in TKMC meetings and TRADOC CG information forums. * Assign resources to TKMC working groups. * Implement TRADOC KM into their respective organizations (KM guiding principles, KM vision and mission, KM command priorities). * Integrate KM into appropriate Programs of Instruction (POI). * Support TRADOC CKO initiatives such as KM metrics and data architecture.TRADOC StakeholdersStakeholders -- With its wide-ranging impact throughout the Army, KM affects many different groups, organizations and enterprises. These groups, organizations and enterprises could be recognized as stakeholders. While the TRADOC CKO will provide top-level interface, proponent-level KM SMEs will represent TRADOC KM on a daily basis with individual stakeholders. TRADOC KM Stakeholder Needs -- Identifying stakeholder groups, their goals/objectives and their knowledge needs helps ensure that KM initiatives and priorities address pertinent requirements. TRADOC CKO believes that developing appropriate processes and solutions for the knowledge needs will in turn satisfy stakeholder goals and objectives. Below is a summary of stakeholder groups, their knowledge goals and specific knowledge capability needs. It was assembled by proponent KM SMEs who have daily contact with stakeholders, but the data has not been vetted with individual stakeholder groups. Goals & Objectives: * Create and enable a learning and sharing environment * Connect people with other knowledgeable people * Connect people with information * Enable the conversion of information to knowledge * Encapsulate knowledge to facilitate its transfer * Disseminate Knowledge. Knowledge Capabilities: * e-Learning * Web-Conferencing * Organizational “Yellow pages: Directories * Collaborative Software * Expert Systems * Email Lists (already done through global) * Wikis * Blogs * Communities of Practice * Networks of Practice * Content Management Systems * Knowledge Bases/Networks. TRADOC CKO realizes that gaps currently exist in meeting all stakeholder KM needs. However, based on current assessments, the proposed KM Strategic Initiatives and Actions provide substantial coverage of stakeholder goals, objectives and knowledge capability needs. Army ForcesStakeholder Types: * Reset and Train * Ready * Available * Army Centers and Schools (CoEs) * TRADOC Major Subordinate Commands (CAC, CASCOM, Accessions, IMT) * TRADOC HQJIM OrganizationsJIM (Joint, Interagency and Multinational) and NGO (non-governmental organizations). Stakeholder Types: * Other Services * Joint Staff * Federal Agencies * NATO/MultinationalNGOsProspective SoldiersIndustryAcademiaA knowledge-enabled force -- one learns, everyone knows._b14f5bba-5331-11e5-9dec-5483ab1a4aa3Establish a culture that creates, organizes, applies and transfers knowledge to all Army Forces._b14f5cd2-5331-11e5-9dec-5483ab1a4aa3PrinciplesTRADOC KM PrinciplesTraining1. Train and educate KM leaders, managers, and champions.EducationRewards2. Reward knowledge sharing and make knowledge management career rewarding.Knowledge SharingKnowledge ManagementCollaboration3. Establish a doctrine of collaboration.DoctrineInteraction4. Use every interaction, whether face-to-face or virtual, as an opportunity to acquire and share knowledge.Knowledge AcquisitionKnowledge SharingPrevention5. Prevent knowledge loss.Protection6. Protect and secure information and knowledge assets.SecurityBusiness Rules7. Use legal and standard business rules and processes across the enterprise.Business ProcessesKnowledge Assets8. Embed knowledge assets (e.g. links, podcasts, videos, documents, simulations, wikis) in standard business processes and provide access to those who need to know.Collaboration9. Use standardized collaborative tools sets.StandardizationToolsOpenness10. Use Open Architectures to permit access and searching across boundaries.AccessSearch11. Use a robust search capability to access contextual knowledge and store content for discovery.ContextKnowledgeSingle Sign-On12. Use portals that permit single sign-on and authentication across the global enterprise including partners.AuthenticationPartnershipTrainingEmbed KM into individual and collective training programs_b14f5d9a-5331-11e5-9dec-5483ab1a4aa31Leader DevelopmentEmbed KM within The Army Leader Development Strategy_b14f5e80-5331-11e5-9dec-5483ab1a4aa31.1U.S. Army LeadersFamiliarizationDeliver KM familiarization at all levels of PME (military and civilians)._b14f606a-5331-11e5-9dec-5483ab1a4aa31.1.1Enablers & ProcessesDocument and embed use of KM enablers and processes to perform tasks during the delivery of PME._b14f615a-5331-11e5-9dec-5483ab1a4aa31.1.2ITCouple the operating and generating force environments with the appropriate IT systems/ capabilities._b14f624a-5331-11e5-9dec-5483ab1a4aa31.1.3Career ProgramDevelop and execute an Army KM career program (civilian and military)._b14f6330-5331-11e5-9dec-5483ab1a4aa31.1.4Task TrainingDeliver KM task training in selected PME courses (socialization of the ALC 2015)._b14f642a-5331-11e5-9dec-5483ab1a4aa31.1.5AdviceDevelop and embed a routine process for advising senior leadership on KM._b14f652e-5331-11e5-9dec-5483ab1a4aa31.1.6Senior LeadersEnvironmentAssist and shape in defining the requirements & vision to develop an integrated/simulated/streaming environment to include full spectrum._b14f6650-5331-11e5-9dec-5483ab1a4aa31.1.7Blended LearningAssist in shaping requirements and defining enablers for blended learning to include full spectrum._b14f6790-5331-11e5-9dec-5483ab1a4aa31.1.8IntegrationLeverage KM to integrate future soldiers and their families into the Army Family_b14f68da-5331-11e5-9dec-5483ab1a4aa32U.S. ArmyFuture SoldiersFamilies of SoldiersComponentsDefine KM components required to support future Soldiers and their families._b14f6b46-5331-11e5-9dec-5483ab1a4aa32.1ProgramEstablish IMT KM program._b14f6c7c-5331-11e5-9dec-5483ab1a4aa32.1.1Training StrategyEmbed IMT KM requirements in the Army Training Strategy._b14f6dda-5331-11e5-9dec-5483ab1a4aa32.1.2AccessionsDevelop partnership with Accessions to link current Soldiers and their families with future Soldiers and their families to close the learning gap._b14f6f38-5331-11e5-9dec-5483ab1a4aa32.1.3Installation ActivitiesEffectively partner with installation activities that support Soldiers and families._b14f7096-5331-11e5-9dec-5483ab1a4aa32.1.4InitiativesIntegrate KM initiatives across COE (IMT) branch schools._b14f7848-5331-11e5-9dec-5483ab1a4aa32.1.5Social NetworkingUse ".mil" public facing sites and non-DOD server supported social networking capabilities._b14f7849-5331-11e5-9dec-5483ab1a4aa32.1.6PracticesIntroduce & familiarize KM practices to Soldiers going through IMT schools_b14f7a8c-5331-11e5-9dec-5483ab1a4aa32.2IMT SchoolsOperational EnvironmentInitiate KM familiarization training in the operational environment during IMT._b14f7a8d-5331-11e5-9dec-5483ab1a4aa32.2.1Garrison/Home EnvironmentInitiate KM familiarization training of garrison/home environment during IMT._b14f7a8e-5331-11e5-9dec-5483ab1a4aa32.2.2EducationEducate new family members on available KM enablers._b14f7a8f-5331-11e5-9dec-5483ab1a4aa32.2.3WfFIntegrate WfF into IMT._b14f7a90-5331-11e5-9dec-5483ab1a4aa32.2.4ForumsEmpower ARFORGEN with Warfighter Forums by providing capability to interface the operating and generating forces._b14f7b7c-5331-11e5-9dec-5483ab1a4aa33Networks & ForumsFacilitate Knowledge Networks and Warfighter Forums._b14f7cd0-5331-11e5-9dec-5483ab1a4aa33.1GovernanceAssess and refine ACOM and other WfFs governance._b14f7e4c-5331-11e5-9dec-5483ab1a4aa33.1.1Warfighter ForumsEnhance collaboration among Warfighter forums._b14f7faa-5331-11e5-9dec-5483ab1a4aa33.1.2Technology IntegrationIntegrate technologies used to support WfFs._b14f811c-5331-11e5-9dec-5483ab1a4aa33.1.3Mobile TrainingProvide KM mobile training teams._b14f8298-5331-11e5-9dec-5483ab1a4aa33.1.4Interunit CollaborationEnable Interunit collaboration; left seat, right seat rides._b14f840a-5331-11e5-9dec-5483ab1a4aa33.1.5DomainsProvide KM across classified and unclassified domains, e.g. NIPR, SIPR, JWICS and Centix._b14f8586-5331-11e5-9dec-5483ab1a4aa33.1.6RFIsDevelop and implement a standardized RFI process and template._b14f8716-5331-11e5-9dec-5483ab1a4aa33.1.7AnalysisSupport RCAAT (reverse collection and analysis teams) and other analysis teams._b14f889c-5331-11e5-9dec-5483ab1a4aa33.1.8Reverse Collection & Analysis TeamsDiscussion ForumsManage discussion forums._b14f8a2c-5331-11e5-9dec-5483ab1a4aa33.1.9Training Applications Embed KM training applications in individual and collective training._b14f8bd0-5331-11e5-9dec-5483ab1a4aa33.1.10BI RequirementsBegin identifying enterprise-wide BI requirements._b14f8d60-5331-11e5-9dec-5483ab1a4aa33.1.11Data TransformationDevelop and sustain a data transformation strategy._b14f8efa-5331-11e5-9dec-5483ab1a4aa33.2Capabilities IntegrationLeverage KM enablers to stimulate future capabilities integration._b14f918e-5331-11e5-9dec-5483ab1a4aa34Roles, Functions & ResponsibilitiesDefine KM community roles, functions, responsibilities._b14f933c-5331-11e5-9dec-5483ab1a4aa34.1ICDTParticipate in Army ICDT._b14f94ea-5331-11e5-9dec-5483ab1a4aa34.1.1ResponsivenessProvide responsiveness to Warfighter concerns and issues._5f1aa3b0-5442-11e5-8981-515cab1a4aa34.2Feedback & Lessons LearnedLeverage operational WfF lessons learned integration construct across DOTMLPF to enable rapid response to non-JCIDS processes, to include rapid user feedback._5f1aa82e-5442-11e5-8981-515cab1a4aa34.2.1Information SystemsParticipate in governance process of all information systems._5f1aaacc-5442-11e5-8981-515cab1a4aa34.3Information Systems GroupsIdentify and participate in applicable information systems, e.g., Configuration Control Boards; TRADOC KM Council; WfF EDSC, EC; KM Working Groups; EGB._5f1aac3e-5442-11e5-8981-515cab1a4aa34.3.1ECMDevelop a strategy for Enterprise Content Management._5f1aade2-5442-11e5-8981-515cab1a4aa34.4Content ManagementIdentify and document processes, standards, governance, etc. to influence Enterprise-wide effective content management._b14f96b6-5331-11e5-9dec-5483ab1a4aa34.4.1ResearchSupport concept, capability and requirements research by the Army and other military agencies._5f1aaf40-5442-11e5-8981-515cab1a4aa34.5Enterprise InitiativesIdentify initiatives to support at an enterprise level._b14f988c-5331-11e5-9dec-5483ab1a4aa34.5.1Includes as example but not limited to: User Clients (eg. Desktops, Mobile Devices, Thick, Thin); Semantic search capability; Apps for Army; Developmental sandbox, e.g., RACE; Implement BI tools; Enterprise information web; define interoperability standards; Mobile Apps-connecting Soldiers with digital apps: Blended Learning; Virtual Work Environment (VWE).ToolsDevelop capabilities and integrations tools. _b14f9a62-5331-11e5-9dec-5483ab1a4aa34.6DashboardsDevelop Campaign Plan dashboards._b14f9c60-5331-11e5-9dec-5483ab1a4aa34.6.1Decision SupportDevelop automated governance synchronization Decision support._b14f9e40-5331-11e5-9dec-5483ab1a4aa34.6.2Rapid CapabilitiesIdentify what KM enablers will allow to support a more rapid capabilities (POM) cycle._b14fa020-5331-11e5-9dec-5483ab1a4aa34.6.3Learner-Centric EnvironmentFortify the learner centric environment in accordance with the Army Learning Concept 2015_b14fa21e-5331-11e5-9dec-5483ab1a4aa35Content DevelopmentProvide ideas and processes that support rapid content development._b14fa408-5331-11e5-9dec-5483ab1a4aa35.1Process DesignAssist in driving process design solutions for rapid adaptable content development._e6d0be4e-5338-11e5-b364-074dab1a4aa35.1.1Tools & TechniquesIdentify tools and techniques for rapid adaptable content development._e6d0c380-5338-11e5-b364-074dab1a4aa35.1.2Training DevelopmentProvide applicable research on rapid training development._e6d0c560-5338-11e5-b364-074dab1a4aa35.1.3Content WarehousingSupport design and analysis of content warehousing options._e6d0c6be-5338-11e5-b364-074dab1a4aa35.2Registry, Discovery & RetrievalProvide framework for content registry, discovery and retrieval. _e6d0c84e-5338-11e5-b364-074dab1a4aa35.2.1Standards & ProtocolsProvide inputs to enterprise level interoperability standards and security protocols._e6d0c9b6-5338-11e5-b364-074dab1a4aa35.2.2Web PortalSupport single web portal design and analysis._e6d0cb14-5338-11e5-b364-074dab1a4aa35.3Learning Content & FeedbackProvide means for industry-standard delivery of learning content and user feedback._e6d0cca4-5338-11e5-b364-074dab1a4aa35.3.1Human CapitalUse KM to enable the transformation of the Human Capital Core Enterprise._e6d0ce0c-5338-11e5-b364-074dab1a4aa36Solutions & AdaptationApply Enterprise KM solutions and institutional adaptation. _e6d0cf74-5338-11e5-b364-074dab1a4aa36.1Best Practices & Lessons LearnedIntegrate Lessons Learned and best practices across DOTMLPF._e6d0d104-5338-11e5-b364-074dab1a4aa36.1.1KM ToolsDevelop and maximize enterprise KM tools, e.g., dashboards, Sharepoint, Mil suite domains, etc._e6d0d262-5338-11e5-b364-074dab1a4aa36.1.2FitnessUtilize KM to support Army Comprehensive Fitness Program, e.g., social networking._e6d0d3ca-5338-11e5-b364-074dab1a4aa36.1.3Intellectual CapitalDevelop processes to retain and leverage intellectual capital, e.g., LOG FORCE, mentorship, talent retention._e6d0d5a0-5338-11e5-b364-074dab1a4aa36.1.4PortfolioManage portfolio of KM initiatives._e6d0d712-5338-11e5-b364-074dab1a4aa36.1.5Decision SupportDevelop automated governance synchronization Decision Support._e6d0d884-5338-11e5-b364-074dab1a4aa36.1.6Public & Social NetworksSupport KM to public facing and social network environments._e6d0da1e-5338-11e5-b364-074dab1a4aa36.1.7Business ProcessesImprove business processes._e6d0db90-5338-11e5-b364-074dab1a4aa36.2KM PracticesID, collect and share best KM business practices across MSOs and COEs._e6d0dcf8-5338-11e5-b364-074dab1a4aa36.2.1Business ModelEmbed KM within the ARFORGEN business model._e6d0de9c-5338-11e5-b364-074dab1a4aa36.2.2SynchronizationDev, Apply and Embed KM practices in organizations to ensure synchronization of efforts._e6d0e018-5338-11e5-b364-074dab1a4aa36.2.3Business ImprovementUse proven business improvement methodologies, e.g., LSS, to reduce redundancies and stovepipes, e.g., doctrine reengineering initiatives._e6d0e194-5338-11e5-b364-074dab1a4aa36.2.4Needs & GapsPerform knowledge needs assessments and close gaps._e6d0e338-5338-11e5-b364-074dab1a4aa36.2.5Customer RequirementsIdentify KM tool requirements based on prioritized customer requirements._e6d0e4b4-5338-11e5-b364-074dab1a4aa36.2.6Training Systems TeamsSupport Training Systems tiger team initiatives._e6d0e6c6-5338-11e5-b364-074dab1a4aa36.2.7Data BoardSupport Army Data Board directive._e6d0e888-5338-11e5-b364-074dab1a4aa36.2.8IntegrationIntegrate TRADOC KM with other Army Enterprises, Joint, DOD and other JIIM-IA KM efforts._e6d0ea0e-5338-11e5-b364-074dab1a4aa36.3KM WorkshopParticipate in JFCOM Joint warfighting KM workshop._e6d0eb8a-5338-11e5-b364-074dab1a4aa36.3.1KM ConferenceParticipate in Government KM conference._e6d0ed42-5338-11e5-b364-074dab1a4aa36.3.2Learning Innovations LaboratoriesParticipate in Learning Innovations Laboratories (LILA Harvard)._e6d0eebe-5338-11e5-b364-074dab1a4aa36.3.3LILA HarvardManagement & CoordinationEfficiently and Effectively manage and coordinate TRADOC KM program._e6d0f03a-5338-11e5-b364-074dab1a4aa37Plan, program, manage resource KM efforts.Conceptual PlanDevelop and coordinate KM Concept Plan._e6d0f1f2-5338-11e5-b364-074dab1a4aa37.1PersonnelManage personnel, position description updates, interns, etc._e6d0f38c-5338-11e5-b364-074dab1a4aa37.2SychronizationDevelop and implement process to synchronize KM stratcoms._e6d0f51c-5338-11e5-b364-074dab1a4aa37.3Strategic PlansDevelop KM Strategic Plans._e6d0f6e8-5338-11e5-b364-074dab1a4aa37.4Marketing PlanDevelop plan for marketing KM to the Army._e6d0f86e-5338-11e5-b364-074dab1a4aa37.5Development & TrainingProvide career development and training opportunities._e6d0f9f4-5338-11e5-b364-074dab1a4aa37.62010-07-012015-09-04https://rdl.train.army.mil/catalog/view/100.ATSC/8F9A89FD-03B8-4FC1-B57E-F84D62EE6CE5-1328294675104/01x--xKMxStrategicxPlanx--x2010xJulyxv10.3.docxOwenAmburOwen.Ambur@verizon.net