Transcript Knowledge Management in Defense

Knowledge Management in Defense Workshop
October 29, 2001
1pm - 4pm
Jeffrey A. Goldman, Ph.D.
Senior KM Strategist
Dennis M. Scanlon
General Dynamics Advanced
Information Systems
Lockheed Martin
Vice President, West Region
Randall Jackson
District Sales Manager
Verity
Panel Discussion (3pm)
What are the greatest hurdles plaguing the adoption of
Knowledge Management in the Defense community as
compared to commercial industry and how can they be
overcome?
Knowledge Management Center of Excellence
Jeffrey A. Goldman, Ph.D.
Thanh Diep, Ph.D.
Howie Fleck
Randall Jackson
Kai Dai, Ph.D.
GENERAL DYNAMICS
Information Systems & Technology
Aerospace Systems
Combat Systems
 Advanced
Marine Systems
Information Systems
 Network Systems
 C4 Systems
 Decision Systems
 General Dynamics UK LTD.
Knowledge Management Similarities of the
Corporate world versus Defense
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We are in the business of
selling products/services
 Capture corporate
knowledge
 Collaborate with partners
 Filter the information and
tools relevant to my job
 Security breach = lost sales
 How do I sell more widgets?
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We are in the business of
information superiority
Capture analyst knowledge
Collaborate with other
agencies
Filter & synthesize the
information relevant to my
job
Security breach = lost battles
Where is the next most likely
terrorist activity going to
take place?
Additional Defense Requirements
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Compartmentalized and multi-level security
 Satellite imagery analysis
 Geo-spatial referenced data
 Foreign language analysis
Knowledge Management Scenarios
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Signals Intelligence (Commercial)
– Ultimately be able to monitor multiple public
information sources for “suspicious activity”
– Automatically cue reports from private data sources
– Data is mostly text
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Intelligence Operations
– Detect operational centers that the enemy uses
– Signal data
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Imagery Operations
– Ultimately be able to monitor multiple public
information sources for “suspicious activity”
– Data is mostly satellite imagery
Vendors
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Started with more than 200 products identified
– Grows with each group meeting and conference attended
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Focused attention on fifty-seven products
 Products supplied by forty-three different vendors
 Demonstrations and/or phone conferences with
seventeen vendors
 Products evaluated against functional requirements
Requirement process
1.1.1.1
The natural language mining request input function allows the users
to input a generic request that may require both data retrieval and
data mining to be resolved. The actual data retrieval and data
mining required will be resolved by the profiles maintain by the
knowledge marting function.
Vendor review
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Technical functionality
 Business model
 Financial risk and stability
 Cost
 Compatibility
Knowledge Management Challenges
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No single end-to-end solution
Individual vendors provide only a 10-60% solution
Overlap in functionality
Limited API’s and modularity
Limited defense community oriented solutions
(e-commerce)
Products change in internet time (they’ve already changed!)
Products are not mature
A true enterprise information and application portal is not
yet available
Capabilities

Portal - Customized to User/Mission
(tools, presentation, etc.)
 Access/Search
– User driven requests against multiple databases of
disparate format
– Contextual retrieval of content
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Collaboration
 Dissemination (tasking, reports)
 Knowledge transfer/process persistence
 Application integration
Concept Demonstration
Portal Server
Customized
web pages &
applications
Screen real-estate
Application
navigation
Portal Server
Portal Server
Knowledge Server
File Systems
Email
Relational Databases
Web Sites
Database and Email Server
Searching Information Sources
Viewing Summaries
Display Results
Group by Source
Group by Source
Access Anywhere
Customer Benefits

Unified/personalized/consolidated view of information,
tools, and assets
 Ability to access distributed and heterogeneous data
sources
– Backward compatibility to existing data sources
– Upward compatibility of future data sources
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Ability to contextually search large volumes of data
 Ability to capture both products and production process
 Improved customer/analyst feedback and product
refinement
Value added by General Dynamics
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Internet/Intranet market understanding
 KM domain knowledge
 KM tool knowledge
 Integration of KM tools into an end-to-end
solution
 Ongoing research and commitment
 General Dynamics Branding
 Customer & Community knowledge
– SIGINT, IO, IMINT, MASINT, ELINT
– NIMA, PHD, NSA, CIA
 Intelligence community security approach
What are the greatest hurdles plaguing the adoption of
Knowledge Management in the Defense community as
compared to commercial industry and how can they be
overcome?
Culture and Security

Commercial
 Build my empire
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A few
multi-level security, inter/intra
different levels,
networks, customer access,
partner access
Defense
 Build my information silo
agency, coalition, separate
“splinternets”