Archive for May, 2010

Individual Performance Objectives for FY10

Posted in Web2.0 Productivity, work with tags , , , , , , on May 17, 2010 by Lance Strzok

Provide consulting and publish on IC Social Media and Collaboration issues.

– Publish information on Social Media and Collaboration. -Compose, and publish, 6 articles that highlight social media or related software tools, make suggestions that address social media use or best practices within the IC, or articulate arguments for which tools to use, when and for what reasons. – Supports CIO FY10 requirements for information sharing, knowledge management IAW http://www.doncio.navy.mil/uploads/DONCIO_Campaign_Plan_FY2010_v2_508.pdf Provide consulting on Social Media tools to the IC, departments, divisions, fleet assets and individuals on an as requested basis. Provide chat room support to A-space, Collaboration Help, Intellipublia, Compass, and Evolution IC. – Actively seek, identify, and make recommendations for business practices that may be enhanced with the use of social media tools. – Document these activities with specific customers, providing clear problems and potential solutions for lessons learned and best practices usage.

Social Media and Collaboration Training and Software implementation

– Provide a minimum of 4 courses on Social Media and Collaboration to the workforce before September 30 2010. This course shall cover at a minimum A-space, Intellipedia, Inteldocs, Blogs, Intelink, Gallery, iVideo, Microblogging, IC-Connect, Sharepoint, Tag|Connect, and Instant Messaging. – Gather course feedback and make improvements to the course. – Identify and implement software that supports IC wide collaboration and software and hardware that facilitates the movement of data from system to system for analysis.

What do you think I should be doing this year? How can these be improved? Are they Specific, Measurable, Achievable, Relevant and Timebound? I would be grateful for constructive criticism and ideas.

A plan to motivate – Directing components within an enterprise.

Posted in Web2.0 Productivity with tags , , , , , , , , on May 17, 2010 by Lance Strzok

Some perceived problems up front.

One leading agency wants to lead or direct changes across the other agencies, but has limited number of ways to motivate those agencies to change. The largest motivator may be financial incentives / or withholding, that can be offered to those commands that can prove alignment and conformance.

Most agencies are motivated by internal problems and solutions, and don’t understand the need for the certain changes that will align the entire enterprise for success. Lack of understanding and financial constraints drive decisions to local needs. There is no education or representation of the greater enterprise needs at the local command level.

Individuals within a command that have ideas that are not conformal with the commands point of view may be reluctant to press to hard for these enterprise level alignment changes for fear of reprisal in any form.

Idea on what to do.

Have at least one individual at each agency that is an embedded member from the directing agency. These members belong to the directing agency, but sit in a local command or agency.
Since they don’t belong to the local command, they can deliver the news from the directing agency without fear of retribution or getting fired.
Their performance appraisals are based on achieved changes that are documented and returned to the directing command each month.
This person is motivated to engage the local command to make the changes and advise the local command of efforts they can make in order to receive funds.
The local command is motivated to listen to the directing agencies representative because that representative recommends the funds to be sent to the agency based on the local commands efforts to align and with the directing agency.

I see this as win, win, win – because the directing agency gets influence at local commands, the local commands have someone to listen to and get direction from, while the local command representation has top cover and can deliver the news without fear of retribution.

The local reps need to be fairly senior and have personable and good communication skills.

Have any comments or thoughts on how this could be better? Do you think it could work?

As always, thanks for reading.
Your comments and constructive criticism are welcome.

Why a joint publishing environment?

Posted in Web2.0 Productivity with tags , , , , , , , , , , , , , , on May 9, 2010 by Lance Strzok

The urgency on this issue is because everyday that passes, another “collaboration site” gets created within our enterprise (government) which serves to divide collaborators that work specific topics.

This is bad because for fast, accurate, and rich content, we want the greatest number of collaborators to apply their considerable depth of knowledge to fewer products and knowledge bases which enable decision makers (political or tactical) to make the most informed decisions as quickly as possible.

Example situation:

Twenty people across the enterprise (DOD, IC, and other governmental bodies with access to the network) have expertise on a subject, but are not necessarily geographically located near one another.

From blog_pics

Twenty people (collaborators) across five companies or (agencies) that typically write on a given subject or topic. Four people at each of the five companies.

From blog_pics

Each of the five companies creates its own collaborative environment for its local employees with some limited ability to share with external collaborators. This could be a Mediawiki site, Sharepoint site, Lotus Notes, or any similar collaboration environment (Collaorative software list).

Each of the four members at each of the five companies use their companies collaborative environment to collaborate on their individual product on the same topic.

From blog_pics

Five “collaborative products” are created, with four primary contributors to each product.

A decision maker (political or tactical) may receive all five products on which to make a decision, and the burden of analysis is put on the decision maker (with less expertise on a topic) rather than on the community of practice where that expertise exists.

From blog_pics

What we want to do is put one product in front of a decision maker that represents the collaborative efforts of the community of practice on that topic (all twenty people), and allow them to make decisions based on that information. The richness and depth of knowledge applied to one document where the differences and facts are agreed upon (or highlighted when not) and available as a product and a living knowledge resource.

From blog_pics

Although there are several publishing and knowledge management products in use across the services and agencies, many of these systems are not shared, nor do they allow for collaboration outside of their component in an effective way. The data and products as well as those items in production are not discoverable by the other components and the costs to maintain each of these systems is considerable. Even if each component wanted to share their databases and information, it would be technically challenging based on the varied systems in use.

Intellipublia is authoring and knowledge management software that enables joint production of products and knowledge management on topics across the entire enterprise (where the enterprise contains all of the agencies, commands and DOD components). All of which can use Intellipublia to create component specific products, or collaborate on joint products. Additionally, members at any component can discover, and contribute or comment on any product that is in draft, or completed.

Intellipublia takes the worldwide scalability of Wikipedia (Mediawiki software) and has been modified to work as a production system that has many features of modern production expectations“.

Intellipublia is operational, as well as still accepting requirements for improvement.

The most notable features are:
* Web based and accessible from any computer on the network
* Scalable to millions of users
* Changes are tracked and attributable and commented
* Notification mechanisms for various aspects of user activities
* Produce validated XML for registration with the Library of National Intelligence IAW ICD 501
* Static html output for local server usage
* Searchable, linkable, taggable, extensible, and has RSS output

In conclusion, I wish to convey that within an enterprise as large as ours, where knowledge on any topic exists in more then one component, it is imperative that we drive collaborators to fewer collaborative spaces in order to maximize collaborative effects and achieve decision superiority while reducing duplication in both products and knowledge databases. This means making a joint decision on which environments we are going to use, followed with how we will integrate them, regardless of the environment or software tools that we settle on.

As always, thank you for reading, and I would appreciate your candid and constructive feedback.