KNOWLEDGE AND INFORMATION MANAGEMENT

The commander sets the tone for the entire command by establishing priorities for information requirements and dissemination. The commander defines what information is needed and how it should be delivered. Knowledge and information management (KM/IM) facilitates the command’s knowledge and information flow (internally, externally, vertically, and horizontally) processes to optimize and support the commander’s decision cycle. The structure of the MOC’s organization and its processes determine where information should flow but it should not be allowed to stovepipe information or impede information exchange. Effective KM/IM ensures timely, relevant, and prioritized information (processed data) is provided in an organized manner and useable format to the commander and MOC elements. In so doing, it facilitates the MOC’s ability to assess changing conditions, establish priorities, and execute the decision-making process. Effective management of mission-critical knowledge and information requires clear processes that are understood and practiced by staff members and leadership who will enforce KM/IM policies. A command’s organizational structure to enable effective KM/IM should include a designated KMO (see section A.4.1), a KIM WG, and a knowledge and information management board (KIMB). Some MOCs have additional KM/IM positions that support KM/IM efforts. These may include an information management officer (IMO) who may report to the MOC director or the N-6 director and/or a KM/IM cell that tends to report to the KMO.

3.9.1 Knowledge and Information Management Working Group

The KIM WG is the action officer group that supports the KIMB. It works to develops procedures and business rules that provide the rapid flow of information. Additionally, it coordinates all functional and cross-organizational exchange of information in order to support the MOC processes. The KIM WG’s management of information and information flow reduces uncertainty and ambiguity, facilitating a clear understanding of the operational environment so that the commander can make critical decisions that lead to mission accomplishment.

3.9.1.1 KIM WG Functions

1. Recommend organizational structures that facilitate KM/IM within the command.

2. Identify role-based responsibilities for KM/IM tasks and product production.

3. Delineate business rules for information flow to and from organizations external to the MOC such as the higher headquarters commander, other component commanders, and their subordinates.

4. Coordinate information flow strategy to track, control, and fuse the vast amount of information used by the MOC, while optimizing the KM/IM infrastructure.

5. Tailor KM/IM processes to provide specific instructions on the handling of information within the MOC to ensure the availability of quality information throughout the staff.

6. Orchestrate KM/IM activities such that tactical- and operational-level requirements are clearly defined, planned for, and published in a timely manner.

7. Identify, facilitate, and refine the use of collaborative tools.

8. Provide process and policy recommendations.

9. Support the COS in management of the battle rhythm.

10. Conduct periodic KM/IM assessments.

11. Develop the knowledge and information management plan (KIMP) for approval by the KIMB.

12. Provide requisite user training within each representative’s staff area.

13. Propose resolutions to emergent KM/IM issues.

3.9.1.2 KIM WG Composition

The working group is chaired by the knowledge management officer, or co-chaired by the KMO and the IMO (if one is assigned). The KIM WG is made up of KM/IM representatives from all the staff areas (N-codes as well as bureaus, centers, and cells) and should include principle stakeholders such as the CCIR manager, the RFI manager(s), and the foreign disclosure officer (FDO). The KIM WG should also include representation of subordinate and partner commands when they are involved in a specific operation.

1. Knowledge management officer

2. Information management officer, if assigned

3. KM/IM representatives from all command N-codes and appropriate MOC bureaus, centers, and cells 4. KM/IM representatives from subordinate and partner commands, when applicable

5. Principle stakeholders: CCIR manager, RFI managers, FDO.

3.9.1.3 KIM WG Points of Coordination 1. Internal:

a. Communications and Information System Center

b. All command N-codes and required MOC bureaus, centers, and cells.

c. Knowledge and information management board.

2. External:

a. Knowledge and information management organizations at supporting and subordinate commands b. Combatant commander or higher headquarters JIMB or KIMB.

3.9.1.4 KIM WG Inputs

1. Specific knowledge and information requirements from the N-codes and MOC CFTs 2. KM/IM directives

3. OPLAN/orders/CCIRs/planning guidance/commander’s guidance and intentions 4. New information exchange requirements/requests

5. Information exchange issues

6. Information about the current communications architecture that enable/restrict information exchange, sharing, and collaboration

7. Information on changes to the communications architecture that may impact information exchange/collaboration, impact of INFOCON, and information assurance

8. Assessment reports from intelligence or operations that provide updates on the current status of operational knowledge and information management and flow, performance of the battle rhythm, and I&W of any adversary activity or intention that may impact the collaborative information environment (CIE) 9. Results of latest KM/IM assessment.

3.9.1.5 KIM WG Outputs

1. Draft KIMP for KIMB approval

2. Recommended CFT and battle rhythm revisions to enhance the commander’s decision cycle and improve operational effectiveness

3. Feedback on the performance of collaborative tools

4. Draft OPTASK IM: Prior to exercise or major change of mission

5. Information management directives: As needed to immediately resolve technical issues and address changes required in business rules

6. Knowledge and information WG meeting minutes, as required 7. Resolutions to emergent KM/IM issues

8. Recommendations to N6 for adaptations/additions to the communication architecture to support KM/IM requirements.

3.9.2 Knowledge and Information Management Board

Typically, the KIMB acts as the focal point oversight and governance for KM/IM decisionmaking within the MOC (and overall within the command) to optimize effectiveness in the capture, sharing, and retention of mission-critical knowledge and information and to facilitate cross-command/cross-echelon collaboration in support of the commander’s decision cycle. In United States Pacific Fleet (USPACFLT), the implemented KM/IM processes have developed to enable the USPACFLT KIMB to serve as the focal point for KM/IM decisionmaking across all of the MOCs within their AOR.

3.9.2.1 KIMB Functions

1. Coordinate KM/IM problem resolution across the staff and assigned forces.

2. Provide KM/IM decisionmaking as needed.

3. Approve the KIMP.

4. Provide the KMO with recommended changes to the KIMP.

5. Ensure command collaboration tools (Web sites, portals, virtual collaboration tools) are monitored regarding storage and transmission capabilities.

6. Review and prioritize the requirements for developing, sharing, and transferring information internally throughout the MOC and externally to other stakeholders.

7. Assess compliance with MOC KM/IM policies, procedures, and business rules; recommend corrective actions as necessary.

3.9.2.2 KIMB Composition

The composition of the KIMB needs to be at a level senior enough to approve proposed policies and

recommendations of the KIM WG and authorize resource allocation. Depending on the command’s structure, the COS, chief knowledge officer, or MOC director will chair the board.

1. Chief of staff

2. Chief knowledge officer, if assigned

3. Chief information officer, if assigned or the CISC director 4. MOC director

5. Knowledge management officer

6. Information management officer, if assigned

7. KIMB representatives of N-codes and established bureaus, centers, and cells (O6 and above).

3.9.2.3 KIMB Points of Coordination 1. Internal:

a. Communications and Information Systems Center

b. All N-codes

c. PAO, IO, MIOC leads

d. Common operational picture manager.

2. External:

a. Functional component KMO/IMOs b. Interagency and NGO KMO/IMOs c. Coalition KMO/IMOs, as appropriate.

3.9.2.4 KIMB Inputs

1. Specific information requirements of HHQ, N-codes, MOC CFTs, and subordinate commands 2. KM/IM policies and directives

3. OPLAN/orders/CCIRs/planning guidance/commander’s guidance and intentions messages 4. New information exchange requirements/requests

5. Information exchange challenges/shortfalls 6. Recommendations from the KIM WG

7. Understanding of the communications architecture, the CIE, and any changes to either that may impact KM/IM processes.

3.9.2.5 KIMB Outputs

1. Approved KIMB, approved KIMB revisions

2. Approved resolutions to emergent KM/IM requirements

3. Approved OPTASK IM: Prior to exercise or major change of mission 4. KM/IM policies and directives

6. Knowledge and information management board meeting minutes, as required.