The Knowledge Management Systems in the ACR

1. Methodology of the KMS development

The methodology used is a product of the cooperation of the research team with TOVEK and AION companies. The selected methodology was tested in the course of the project solution, and appropriate changes or corrections were made continuously. The lifecycle of the ACR KMS development consists of the stages described in sub-chapters 1.1 to 1.8.

1.1 Forming ideas

This stage includes three steps:

1) Terminology unification

• Achieving the same level of understanding of a problem domain by users.
• Training the team members in Knowledge Management.
• Collecting a relevant set of source documents.
• Analyzing information resources using TOVEK analytical tools.
• Results will be maintained as taxonomy.

2) Preparation of the glossary of NEC terms and their definitions

• This part represents further enhancement of the terminology to a more complete form.
• Every term includes Czech and English designation, definition and source.

3) Collection of requirements for the knowledge-based web portal

• A directory based on topic types.
• Full text search; first in a topic map; second in an unstructured content.
• Topic view on topic details including all occurrences and associations.
• Administration interface for controlling the system behavior.

1.2 Requirements specification

• Full text indexation of new resources.
• Automated monitoring of information resources; once relevant information is included, editors should be notified or alerted.
• Import of new instances of ontology classes (topic instances, occurrences, associations) by batch processing.
• Usability ofmaintaining instances of ontology classes handled manually by editors.

1.3 Architecture design and acquisition of technology

• A controlled content management system (class instances) – web-based interface for editors.
• An unstructured content research system – interfaces to analytical tools for editors accessible via the Internet (terminal connection).
• Browsing and retrieval in the system – a web interface for end-users.
• Technology for the knowledge base preparation: SW TOVEK and SW AION.

1.4 Ontology development

• Upper Ontology selection
• Core Ontology specification
• Domain Ontology development and evaluation

1.5 Data conversion and content creation

• Instances of the creation of classes – using TM methods and routines; i.e. topic types, associations, occurrences, roles, names, scopes.
• This stage also includes content creation – it means establishing, editing, and finalizing all documents.

1.6 System implementation

• Establishment of all kinds of interfaces (portal) to match goals, requirements and architecture design listed in the stages in sub-chapters.
• Due to the rational management of the system infrastructure (servers, operating systems, database software), the system will be partly outsourced by project partners.

1.7. System testing

• The verification of all project parts and parameters is strongly recommended.
• The testing phase of the project must be carried out successfully before the project is launched.

1.8. User feedback management

• User opinion will be permanently monitored to ensure that the system fulfils the end-users’ requirements and needs.

2. KMS MENTAL functions

The KMS technology architecture includes several component parts and assumes some functions.

Group of functions

• Organization of the information about NEC.
• Finding and disclosure of the information about NEC.
• Development of knowledge and information bases.
• Cooperation in the NEC development.
• Improvement of command and control processes and staff training.
• Personal area: teaching, training and education.
• Forming of Communities of Interest.
• Support for science, research, development, projects.
• Decision support for the NEC development.
• Building the NEC integrated environment.

3. Deployment of the KMS in the ACR

The first prerequisite for the implementation of Knowledge Management (KM) in the ACR is the deployment of Information Management (IM). The next requirement is the analysis of initial conditions and preparation of the project. The project of the KM deployment must have a departmental status and must be adequately managed and supported. A strategically important activity is the definition of the KM goals.

Dissemination and sharing of knowledge in the defense sector will include identifying and removing barriers. An integral part of KM is the evaluation of its effectiveness and cost-effectiveness. Systematic care of the intellectual capital of the defense sector and assessing the adequacy of the ICT equipment are two poles of a single process.

From the methodological point of view, it is possible to propose some measures that can provide benefits in the first introduction of KM in the military at minimal cost. Such measures are considered in the areas of legislation, preparation of personnel, command and control processes, as well as structures of military organizations. Last but not least, the changes in the existing ICT for the KM support are taken into account. And only after then, the development and implementation of the KMS is feasible.

3.1 KM Sponsor at the Ministry of Defence

As of now, the implementation of KM in Ministry of Defence (MoD) arise major issues: in spite of a supportive study carried out by the MoD Defence Policy and Strategy Division, it still has not been decided as to the importance and necessity to implement KM in the area; in addition, no authority has been commissioned to support KM. A comparable situation can be seen from the viewpoint of information management (IM), which is still solely dealt with in the Communication and Information Systems Division. An authority responsible for a complex IM solution is also missing. There is no mention of the possibility of utilizing KM in the CIS area. Despite the fact, MoD CIS can still play an important part of KM in relation to information processing.

Main areas of KM implementation will be namely in commander and staff training, in personal development at MoD, in command and control, in increasing the intellectual capital of the organization and preserving the knowledge at the MoD department.

With regard to the mentioned above, a significant supporter and a suitable KM sponsor in the MoD department seems to be the Force Planning Division, or the Personnel Division, where KM implementation would not only lead to process quality improvement, but also affect the whole MoD department.

The Force Planning Division, given to its responsibility for the defense planning management with specialization in construction planning and force planning in the ACR, including specification of requirements for planning support software, is a suitable KM sponsor candidate with respect to the following areas: concept (department analysis), process (definition of information flow in the ACR, building and development of ACR), organization (organization and development of ACR), management, implementation (directions, procedures).

3.2 KM acknowledgement and principle implementation

For KM acknowledgement and principle implementation, the following principles can be set:

• Constant KM training of directing staff, knowledge workers, managers, commanders.
• Creating rules for cooperation with KM, motivating workers to share information.
• Obtaining information by accessible means, preventing loss of knowledge.
• Respecting the security of obtained knowledge and information.
• Utilizing the obtained information in common work processes.
• Implementing tested rules and processes in the whole MoD department.
• Utilizing standardized tools and applying KM systems open architectures.
• Establishing knowledge systems and portals.

3.3 Knowledge audit

A knowledge audit represents systematic examination of knowledge assets of the department and related KM supporting systems. A knowledge audit analyzes the department environment, defines department knowledge assets and specifies how to work with them. It is realized in several iterations and aims at finding the knowledge assets of the department. It comprises knowledge within the department, its character, places of its storage, ownership and user identification, determining information flow in the department and recommendations on how to integrate and utilize the knowledge effectively.

The main aim of a knowledge audit is to determine professional qualification of department employees and units in relation to KM, and subsequently estimate a possible influence of loss of such employees on the intellectual capital of the organization. The main reason for conducting a knowledge audit is a fact that a major part of knowledge of an organization is of implicit and hidden nature. A knowledge audit in the MoD department can be realized by obtaining information in the following ways:

• Recording staff interviews at all levels.
• Intranet discussion groups.
• Questionnaires and observation of activities connected with knowledge.
• Analyses of ACR network drives structure.
• Communication flow monitoring in the army data network and ACR intranet.
• Analyses of organization diagrams and process documentation.
• Mapping of formal and informal meetings.
• Interviewing external subjects.

Gathered information and knowledge must be described in a well-arranged manner and codified in taxonomy. Subsequently, it must be transferred to rules, procedures and case studies. Another possibility is to transform the gathered knowledge and save it to a centralized base using suitable software or, if the knowledge is sufficiently relevant, to create or extend the knowledge base. The main benefits of knowledge audit in the MoD department are:

• Identification of staff knowledge potential and organization potential.
• Determining a relative value of individual employee’s knowledge.
• Determining places where intellectual capital of the department is generated.
• Codification of knowledge that remained implicit and hidden.

3.4 Measures to ensure quick success

From the methods point of view, measures can be found which ensure quick initial success at minimal costs (Quick Wins) when implementing KM in the department. Measures in legislation, staff training, command and control processes, and military organization structures are being looked upon. Last but not least, changes in a current information and communication infrastructure supporting KM are being considered. Knowledge mapping is one of the crucial steps of such measures, leading to a gradual KM implementation and increasing knowledge capital in the defense department. Among such measures are:

• Analysis of the department areas in which KM could be used effectively.
• Identification of knowledge that could be obtained immediately.
• Determining department knowledge needs (what the department expects from KM).
• Knowledge identification (interviews, discussions with staff at all levels).
• Information spreading – seminars, training, consultations etc.
• Building teams of personnel supervising observing KM principles.
• Setting and enforcing standards, methods, and procedures known from KM.
• Creating shared interest communities, evaluating their competence and efficiency.

All the partial measures and their results leading to the achievement of higher knowledge potential of the department shall be filed, stored, and made available in a centralized form to relevant authorities, organizational elements, and department staff.

3.5 Technological infrastructure readiness

Technological infrastructure readiness is a necessary prerequisite for KM implementation. The following can be deduced about the ACR technological infrastructure:

• The current infrastructure supports administrative and control processes in the department, simplifies department paperwork; information support of daily activities of commanders and staff is present mainly at the strategic and operational level of command and control.
• Electronic exchange of information and documents is established and used; there is also an international information connection among institutions.
• Current technological resources can be utilized; cutting costs on hardware and software in KM implementation can be achieved, which will lead to saving financial means.
• There is neither complex information support of department processes, nor full-fledged distribution and exchange of information among individual organizational sections of the department.
• Distributed data of the individual information systems cannot be aggregated and stored in the central database available to all sections of the resort yet.
• Absence of common security policy prevents the integration of shared data and application services (mail system, automation of office tasks etc.).
• Separation of existing information systems in the department results in ineffective and decentralized information/ knowledge processing.

3.6 Implementation of knowledge systems

To support KM implementation in ACR, results of the research defense project entitled “the ACR NEC Knowledge Management” (MENTAL) can be used. The aim of the project is to carry out the analysis of knowledge approaches, ontologies and ontology languages, and asses their suitability for use in the ACR; and to create KMS to support NEC ACR.

The project conclusions were positively evaluated in continuous review sessions and appraised for its implementation potential. The process of KMS implementation in the MoD department, based on the MENTAL project results, can be recommended in the following steps:

1. Implementation of MENTAL project results to staff IS (NEC administration).
2. Elaborating on other partial KMS applications for information management, knowledge creation, work facilitation, decision support, instruction, and staff training. An example can be Lessons Learned from foreign missions, knowledge system on military rules, and knowledge support of the University of Defence.
3. Command support – KMS creation and implementation for field conditions.
4. Only after KM recognition and implementation in the MoD, complex knowledge support and development of an extensive knowledge system can be taken into consideration.

4. Conclusion

The article summarizes the results of the MENTAL project concerning Knowledge Management and describes the Knowledge System that is being created. When the peer review panel was evaluating the 2010 Interim Report, it appreciated the results achieved and expressed that there was a great potential for their use in the defense sector. The core of the paper lies in ideas of the KM deployment in the ACR. This task has presented a crucial issue for the management and knowledge engineers of the ACR for many