Australian Conference for Knowledge Management and ......• An open information/data architecture is used to facilitate collaborative work. • Employ a cradle to grave approach to

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Copyright © HolisTech® Pty Ltd 1999 – 2005. ACKMIDS – Melbourne, Australia 5-6 December 2005.

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TARDIS:TARDIS:An Australian Case Study in Applied An Australian Case Study in Applied

Knowledge ManagementKnowledge Management

Presentation toPresentation to

Australian Conference for Knowledge Management and Australian Conference for Knowledge Management and Intelligent Decision SupportIntelligent Decision Support

Melbourne Australia 5Melbourne Australia 5--6 December 20056 December 2005

Mr Graham DurantMr Graham Durant--Law and Mr Pat ByrneLaw and Mr Pat ByrneHolisTechHolisTech®® Pty LtdPty Ltd

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®TARDIS: A Knowledge Productivity UpdateTARDIS: A Knowledge Productivity Update

Explaining TARDISExplaining TARDIS

The BusinessThe Business

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Copyright © HolisTech® Pty Ltd 1999 – 2005. ACKMIDS – Melbourne, Australia, 5-6 December 2005.

The Core Business of CDGThe Core Business of CDG

CurrentCapability

CurrentSecurity

Environment

FutureCapability

FutureSecurity

Environment

CanDeal With

CanDeal With

3 – 50 Years

Projects

Projects are Change Vehiclesto which $$$ and Resources

are Added

Make This

Transition

Occur

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Scope of TARDISScope of TARDIS

Requirements Acquisition In-Service Disposal

About 200 Major Projects>$20m Managed

About 200 Major Projects>$20m Monitored

100+ Minor Projects<$20m Managed and Monitored

Government Approval

AUD$50bn worth of projects in pipeline.

• Program / Portfolio Approach• “Knowledge Productivity” is the Focus of

TARDIS

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CDGCDG’’s Core Business and Product?s Core Business and Product?

InformationManufacturer

InformationSuppliers

InformationCustomers

ChangeCoordinator/Monitor

ChangeCustomer

ChangeMaker

The core product CDG manufactures is information on current and future capability warfighting requirements and the FIC element changes

required to transition between the two

FutureWarfare

Strategy

RANARA

RAAF

CDG

DMO

DPE

CSIG

Industry

Data Manipulator

CDG develops guidance on and monitors capability change to meet capability deficiencies through change vehicles called projects

Government

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Some DataSome Data

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Corporate Staff ChurnCorporate Staff Churn

Results from Capability Systems Division Survey 2003, N=191, n = 106

More than 45% have spent less than 12 months in their job.

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Presence of a Decision Audit TrailPresence of a Decision Audit Trail


More than 80% of all projects did not have a comprehensive system to manage the decisions associated with their project.

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Rating of Information ManagementRating of Information Management


More than 85% rate the management of information within Capability Systems Division as fair or worse than fair.

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The RequirementThe Requirement

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The Business RequirementThe Business Requirement

Performance

ScheduleCost

Capabilities

Projects

• Information management approach• No new software

• No coding beyond application• CDG staff to manage

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The Vertical / Horizontal RequirementThe Vertical / Horizontal Requirement

Portfolio

Projects

Programs

KnowledgeExecutive

KnowledgeWorker

Project Start Project End

KM Start Knowledge Archive

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In a NutshellIn a Nutshell

• It has to have a multi-dimensional element.

• It has to have a vertical element.

• It has to have a horizontal element.

• It has to have a qualitative element.

• It has to have a quantitative element.

• It has to have a pragmatic approach.

• It has to have an ownership emphasis.

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The SolutionThe SolutionTARDIS ComponentsTARDIS Components

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TARDIS Framework and ComponentsTARDIS Framework and Components

TARDIS is an information and knowledge framework comprising eight dynamic, evolutionary and interlinked components that are

developed and evolved as resources permit and priorities demand.

CDGTARDIS

TARDISProject

Management

TARDISData & Document

Management

DOORS

Others

ElectronicDocuments

Hard CopyDocuments

TARDISFinancials

Project

PDF

CSF

OperatingFunds

TARDISSchedules

Project

Committee

Other

TARDISWeb

DSN

DRN

WWW

TARDISReports

Other

BusinessMetrics

ProjectReports

TARDISStakeholderManagement

InformationInterfaces

WorkingGroups

IPTs

TARDISBusiness

Process Support

Templates /Instructions

Processes /Procedures

Manuals

Governance /Compliance

Meetings /Workshops

MetricsCollection

TARDISTraining and

Support

FormalTraining

TARDISHelp Desk

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Key Principles of Knowledge ProductivityKey Principles of Knowledge Productivity• The output drives the information/data production and management

including storage.• Information/data is created once and used many times (in once/out many).• Information/data exists in one location.• An open information/data architecture is used to facilitate collaborative

work.• Employ a cradle to grave approach to the information/data for every

project/initiative.• There are multiple access paths to information/data.• Information/data management, production processes and tools are

standardised.• Reporting is generated from management data.• Information/data matures over time.• Data has a visible quality attribute (meta-data).• All information/data is owned by CDG specifically and Defence in general.

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Some ExamplesSome Examples

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TARDIS Web and Electronic DocumentsTARDIS Web and Electronic Documents

Data is extracted/drawn from TARDIS Electronic Files semi-

automatically.

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Example Example –– TT--DDM (DOORS) (Project Log)DDM (DOORS) (Project Log)

Example of “Project Log” in Project Diary

Project repository of project corporate knowledge in life of project

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Example Example -- TARDIS Reports TARDIS Reports (Project (Project -- Branch Reports)Branch Reports)

DGAD Staff

Major Projects (DOORS Module)

DGAD Project Metrics (MS Excel Workbook)

DGAD Project Schedules

(MS Project Gantt)

DGAD Project Reports

(MS Word Document)

Enter Data In

DataExported To

Data AutomaticallyReflected In

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Coaching and EncouragementCoaching and Encouragement

• Coaching through processes and tool use.

• Cajoling to use the system.

• Circuit breaking between stakeholders.

• Trouble shooting to solve problems with information management.

• Performing an “information nazi” role.

• General problem solving.

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Some LessonsSome Lessons

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Some People LessonsSome People Lessons

• KM/KP is a “change management” challenge.• What you will deal with:

– We have had every form of “endorsement” from “years ahead of your time” to “charlatans”!

– We have had the “give me more” to the “not for me - I’m special”.– We have had the “warm and cuddly friendly” to the “agro poke in the

chest”.• How you should deal with them:

– Always friendly but ALWAYS mature!– Sometimes aggressively question back but NOT in tone.– Allocate someone who can empathise best with the person.– Always deal in the facts - never agendas.– Try to follow up on everything and keep promises.– Welcome criticism but always ask how they would do it.

• Key Words: – engage, listen, execute

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Some Process LessonsSome Process Lessons

• Know the “process owners” so that issues can be resolved quickly.

• If you need to engage the organisation in part of what you are doing … have a mechanism – we use working groups.

• Reporting in a project/program environment is a bugbear – one of the focus areas to kick quick goals if you can.

• Metrics are a key component of KP and are very difficult to identify, qualify and collect.

• Maintain your own discipline in running a project better than the organisation.

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Some Technology LessonsSome Technology Lessons

• Technology is not the focus - it is an enabler for knowledge management.

• The networks can be fairly rigid and getting new or advanced applications is difficult and time consuming. Get the network staff onside early.

• Know what current applications can do so that you can satisfy requirements quickly.

• Controlling the web presence is fundamental to influencing the knowledge / information content.

• Changing applications should not be a decision taken lightly and it needs to be planned.

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ConclusionConclusion

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Some Final PointersSome Final Pointers• A KP initiative is a change management challenge.• Culture is a show stopper.• KP is an enabler and business support … not the business.• KP systems will mainly evolve but sometimes a revolution

might be necessary.• Keep the principles of KP in the back of your head all the

time.• In a project/program environment you must distinguish

between qualitative and quantitative data/knowledge.• In a project/program environment reporting data should be

generated from the management data not specifically created.

• Make the most of the opportunity to learn we have had a fabulous experience and are most grateful for the opportunity.

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AcknowledgmentsAcknowledgmentsWe would like to thank all the staff within the Capability

Development Group of the Australian Defence Department for all their assistance and their faith in the logic to turn TARDIS

into a reality.

In particular we would like to thank:

• LTGEN David Hurley for their continued support and vision.• Mr Mark Blackburn for his dedicated support, supervision and “can do”

demeanour so necessary to get things done!

We would also like to most gratefully acknowledge our other Team Members Ms Denise McQuire, Ms Shelley Thompson and Mr Jason Kerr

who, with their bright and happy faces and dedicated work ethic, actually operationalise much of what would otherwise be theory.

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Who Are We?Who Are We?

HolisTech® Pty LtdP: 61 2 6255 0122F: 61 2 6255 0133

Mr Graham Durant-Law Mobile: 0408 975 [email protected]

Mr Patrick Byrne Mobile: 0412 103 [email protected]