[Federal CIO Council's] Knowledge Management Working Group [Board]    (30IQ)

(NOTE: KMWG is no longer sponsored under the Federal CIO Council as of mid-year FY07 and the Board has been disbanded]- see archival page below. These contents are being archived/ transitioned to new KMWG site)    (3W54)

The Wiki: A grassroots approach to providing KM solutions... Wikis seem to be an ideal tool for furthering corporate KM goals and outcomes, as they are true sharing and collaborating environments that grow both individual as well as organizational knowledge and competency.. in Stealth KM: Winning Knowledge Management Strategies for the Private Sector by Niall Sinclair, Butterworth-Heinemann (2006)    (359H)

Print Version    (34SB)

Contents:    (33EK)

What's New:    (33ER)

Consolidated - Coordinated Calendar of Events:    (32QO)

Announcement, March 7, 2006:    (33ET)

First Meeting, March 16, 2006:    (33EU)

Second Meeting, April 5, 2006:    (33PO)

Third Meeting, April 11, 2006:    (33UD)

Fourth Meeting, April 18, 2006:    (33Z0)

Fifth Board Meeting, May 2, 2006:    (34I0)

Sixth Board Meeting, May 11, 2006:    (34ND)

Seventh Board Meeting, June 15, 2006:    (34T5)

Minutes    (35SO)

Conference Call: 3:30 - 4:30 p.m. see email for call-in and password    (35FR)

Attendance: Giora Hadar (Y), Elsa Rhoads (Y), Denise Bedford (Y), Mike Novak (Y), Fred Poker(N), Jeanne Holm (N), Steven Else (Y), and Brand Niemann (Y).    (35FS)

Agenda:    (35FT)

Eighth Board Meeting Meeting, July 6, 2006:    (35U0)

Initial Comments:    (32PQ)

That's how I would recommend approaching the early days of this transition, which is admittedly from the perspective of only wanting to accomplish what needs to be accomplished;-I think one of the underlying struggles here may well be the reporting structure of the CKOs to the CIOs in Gov, rather than the director, or frankly a federal CKO- which to me is obviously needed, but then I am likely more free to make that observation than others. But for the sake of learning welcome input. We may want to think about such issues in our work for eventual recommendations- those ideas should be vetted with this group IMO- no better place. Others have their own interests to protect. But that's just one example of value that a board model can bring. I'll be silent now for a while unless asked, and look forward to hearing how others might approach moving forward. Mark Montgomery    (32RL)

I suggest coordinated work on three inter-related tasks simultaneously: (1) Business Case and Enterprise Architecure leading to a proposal to OMB to become a Line of Business (Elsa's research would support this); (2) call for mission critial content URLs (disaster management, flu pandemic, etc.) to be organized to demonstrate knowledge management by the KM WG and to support task (3); and (3) a call for rapid response pilots (free) by any and all organizations and vendors using the content from task (2) to identify best practices (leading practices) and inform the Line of Business activity in (1). This would be like what Susan and I did for the Geospatial CoP that became a Line of Business this week after about 9 months of work. See Recent Collaboration Report and press release. They used the GeoCoP Wiki to build their CoP and produce the required products that elevated their discipline. So I suggest we agree to some basic tasks that can transform the KM CoP and divide up the work on each of those tasks and begin to socialize that on April 20th to George Strawn and the broader KM WG CoP in the hope of getting more buy-in and support to get the work done. When we are ready I can contact Karen Evans, Dick Burk, et al to tell them we want to work towards becoming a LoB, if that is what we decide to do. I think they would be very pleased and supportive of that goal. I also think we should work on a short list of KM Best Practices, especially related to disaster response, to recognize and feature on April 20th (e.g. Giora said the FAA did a great job on Katrina Response) to focus on the positive contributions the KM WG is making. Brand Niemann, March 16, 2006.    (330D)

Proposals for First Meeting:    (32R3)

All, I never saw closure regarding a date/time/place for the first and critically important Board Meeting. I think Jeanne's offer was generous, but I see complications regarding it since she would not be there in person to facilitate the use of the facility.    (32R4)

I am seeing issues raised about management, goal-setting, roles and responsibilities, communication, partnering, potential conflicts of interest, etc., that underscore the need to meet soon.    (32R5)

I assume that the purpose of the kickoff meeting would be for members to get to know each other better and to establish goals, roles, protocols, action plans and success criteria, etc. for this year.    (32R9)

Given that assumption, I would like to propose the following initial draft of an agenda (no pride of authorship and no times allocated yet):    (32RA)

Very Respectfully, Steve Steve Else, Ph.D., PMP, MPKM The Tauri Group The Center for Public-Private Enterprise The University of Denver    (32RC)

Couple additional thoughts in review-    (32SA)

1) Agenda looks pretty full for a single two hour session. SWOT alone often takes longer in less complex environments. I'd prioritize heavily, and appears that (as normal) several priorities exist... = scissors.    (32SB)

2) On priorities - Not sure what Karl (good wishes on back Karl- do hope surgery can be avoided) has in proposal- but org structure and gov regs appear to be the key issue in effectiveness of any interagency effort, much less external like we have here- so if it were mtg we held we would have a specialist attorney attend. Otherwise one can waste a lot of valuable time and energy and money crafting solutions that cannot be implemented without first addressing org issues.    (32SC)

Often is the case where we see start-ups waste amazing amounts of time and energy on issues planning things that cannot be done for reasons of law or policy or governance.    (32SD)

So once the fog clears on org structure, only then can we craft governance, vendor relations requirements, and I suspect a host of other issues, particularly if under wing of any single agency- policies.... So am eager to see Karl's presentation. Mark Montgomery    (32SE)

Change of Venue    (32WA)

A real-world BioWatch lessons-learned meeting regarding a recent scenario has just been set up by the BioWatch leadership for tomorrow in the BioWatch Conference Room. It has taken understandable precedence over our use of the conference room. But do not fear, I have reserved the Knowledge Fusion Center (appropriately enough!) at the Arlington Institute in Rosslyn for the same time. The conference room (Knowledge Fusion Center) is outstanding for the purposes of this initial session.    (32WB)

Logistics:    (32WP)

The Arlington Institute is located at 1501 Lee Highway, Suite 204, Arlington (Rosslyn), VA (at the corner of Oak and Lee Highway). It is inside the Air Force Association Building. The telephone number is 703-812-7900. There may be adequate free street parking available on Oak (just climb the hill and there should be some spots) but there is also parking under the building (you need to first turn right on Oak and then take an immediate left into the parking garage). $6 tokens are needed to exit the garage so we will take care of those at the beginning of the meeting (i.e., collect $6 from everyone parking in the garage and distribute tokens to them).    (32WH)

Directions follow: From Virginia: Take 66 East to the Rosslyn/Key Bridge exit (this will put you on Route 29 North). At first light make left onto Nash. At next light (you are facing the Key Bridge Marriott), make left onto Lee Highway (South). Make first right onto Oak and then next left into parking garage of The Air Force Association building. Take elevator to 2nd floor. The Arlington Institute is to the left, Suite 204. (Alternative route is to take Route 29 North, Lee Highway and follow the same directions as above.)    (32WI)

From Washington: Take 66 West to the Rosslyn/Key Bridge exit. Go straight onto Lee Highway South, Make right onto Oak Street (Third Light), turn left into Parking garage of The Air Force Association building. Take elevator to 2nd floor. The Arlington Institute is to the left, Suite 204.    (32WJ)

On the Metro: Take Metro Blue or Orange Line to Rosslyn stop. From the rear exit of the Metro Station walk right down Fort Meyer Drive toward the Key Bridge. At the Key Bridge Marriott, make a left onto Lee Highway (Lee separates into two streets, go to the second one.) Walk 2 blocks to Oak Street. Walk up the stairs of the Air Force Association building and take the elevator to the 2nd floor. The Arlington Institute is to the left, Suite 204.    (32WK)

Background on The Arlington Institute    (32WQ)

Founded in 1989 by futurist John L. Petersen, The Arlington Institute is a 501(c)(3) non-profit research institute that specializes in thinking about global futures and trying to influence rapid, positive change. We encourage systemic, non-linear approaches to planning and believe that effective thinking about the future is enhanced by applying newly emerging technology. Therefore, we strive to be agents of change by creating intellectual frameworks & tool-sets for understanding the transition in which we are living.    (32WE)

TAI believes that we are living in an era of global transition, to a degree that our species has never seen before. The exponential increase of human knowledge, and the acceleration of its application through technology, is propelling humanity towards a new era of thought and endeavor. Society, science, ecology and commerce are converging at the intersection of danger and opportunity. A complexity and unpredictability that is beyond our past experience characterize the challenges at hand. If humanity's preferred future is to be realized, new tools for strategic planning and problem solving must be invented and combined. We must think differently.    (32WF)

Optional Demo of Knowledge Management System    (32WR)

In addition, I have set up an optional 30-minute demonstration of a sophisticated knowledge management "ERP" system, DIANE, at the end of our meeting (I will definitely be staying for it, but there is no pressure whatsoever for me or anyone else to do so).This system was developed by the Arlington Institute (and subsequently spun off to a for-profit firm, Precipia). I am already a little familiar with DIANE, as I used to have an office in the Arlington Institute space while DIANE was in its earliest stages of development, but I am interested in what it has become over the past 3 years. Jin Zhu, formerly of The Arlington Institute and now Executive Vice-President of Precipia, will welcome us at the beginning of the meeting and invite us to the demo at 1630 hours (again, totally optional).    (32WC)