The TARDIS Knowledge Productivity System - Durant

Transcription

Australian Government
Department of Defence
The TARDIS Knowledge
Productivity System
2007
The TARDIS Knowledge
Productivity System
2007
© Commonwealth of Australia and HolisTech® Pty Ltd 2007
© Commonwealth of Australia and HolisTech® Pty Ltd 2007
This work is copyright. Apart from any use as permitted under the
Copyright Act 1996, no part may be reproduced by any process
without prior written permission from the Department of Defence and
HolisTech® Pty Ltd.
Announcement
Statement:
May be released to the public.
Secondary Release:
May be released to the public.
Requests and enquiries Director, Capability Operations and Plans
should be addressed to: Capability Systems Division
Russell Offices, R1-1-B001
Canberra ACT 2600
Sponsor:
Chief, Capability Development Executive
Developer:
HolisTech® Pty Ltd
Authors:
Graham Durant-Law and Patrick Byrne
Publisher:
Defence Publishing Service
CANBERRA ACT 2600
Feedback on The TARDIS Knowledge Productivity System is
welcome.
Users of the manual are invited to make comments,
including proposals for amendment to the procedures contained in the
manual. People interested in making comments are requested to
direct their comments to the Director, Capability Operations and
Plans at the address shown above, or to the TARDIS Help Desk
located at R1-3-C126.
Questions regarding the processes and business rules discussed in
The TARDIS Knowledge Productivity System can be submitted via email to [email protected] .
Preface
Capability Systems Division (CSDIV) began its knowledge
management journey in 2003 with a project called TARDIS. The
scope of TARDIS is significant as it truly addresses all dimensions of
a knowledge management system - people, process, technology and
content. Three years later CSDIV has been subsumed by CDE and
TARDIS has matured into the knowledge productivity system within
CDE, with one or more components in daily use by almost 300 users.
Despite this there is still some confusion as to what exactly TARDIS
is, what its capabilities are, and how it can best be used. This is not
surprising because TARDIS is not a physical thing. Rather it is a set
of integrated tools, techniques, processes, services, and business rules
that together form CDE’s knowledge productivity system. This
system consists of eight dynamic, evolutionary and interlinked
components.
The evolutionary nature of TARDIS has meant there has been a focus
on developing the tools, techniques, and services, rather than
documenting their use. This publication seeks to correct this
anomaly. It aims to articulate and, if need be, demystify TARDIS.
The publication begins by providing a set of guiding principles
focussed on knowledge productivity and knowledge management.
These form the philosophical foundations of TARDIS and are the
basis of CDE’s knowledge strategy. It then considers each of the
eight components in detail, by providing a concise yet comprehensive
coverage of their features. Next it examines the responsibilities of
the users of TARDIS. Ultimately, TARDIS will only work if people
follow the set processes and rules, and use the tools, for the corporate
good. It concludes with a chapter on future directions.
G.A. Durant-Law and P.A. Byrne
TARDIS Knowledge Engineers
HolisTech® Pty Ltd
CANBERRA ACT 2600
1 March 2007
The TARDIS Knowledge Productivity System
i
Foreword
Welcome to the first edition of The TARDIS Knowledge Productivity
System. I initiated the TARDIS project in November 2003 when I
was the Head of Capability Systems Division. At the time I was
frustrated by poor information practices, duplication of process, and
an inability to obtain a global view of the project portfolio. Indeed at
the time 85% of staff rated information management as fair, or worse
than fair. Worse still we were suffering from corporate amnesia.
More than 80% of all projects did not have a comprehensive system
to manage the decisions associated with their project. This coupled
with an annual staff turnover in excess of 50% meant that significant
time could be spent simply establishing why a decision was made
some time in the past, justifying that decision, or in some cases
determining what the decision actually was!
In 2007 we now have in place a comprehensive system to manage
project decisions, and our processes are largely explicit. However
50% of staff still rate information management as fair, or worse than
fair. Whilst this is an improvement clearly there is a long way to go.
The core products of CDE are information and knowledge. We
produce nothing else. We therefore must become proficient
information and knowledge managers.
TARDIS is the knowledge productivity system within CDE, and this
publication provides authoritative guidance on how that system
works. I encourage all staff to read this publication and to use it in
conjunction with the Defence Capability Development Manual and
the CDE Process Map – both of these documents are available at the
TARDIS Help Desk. If you follow the TARDIS framework you will
become be a proficient information and knowledge manager, and
CDE will be able to provide sound advice to Government.
D.J. HURLEY, AO, DSC
Lieutenant General
Chief Capability Development Executive
CANBERRA ACT 2600
1 March 2007
iii
Acknowledgements
TARDIS has been developed and built as a partnership between CDE
and HolisTech® Pty Ltd. From HolisTech®’s perspective the
assignment has been challenging and rewarding. It has allowed the
company to develop a significant reference site and to develop
opportunities with other organisations. We would particularly like to
thank the staff of CDE. They are the end-users of TARDIS, and
therefore provide constant feedback - both positive and negative.
In particular we would like to single out Lieutenant General David
Hurley, Admiral Matt Tripovich, Captain (Royal Australian Navy)
Bob Brown, Lieutenant Colonel (Retired) Ciril Karo, Major Jim
Walker (Retired), Doctor Jon Bell, and Mr Mark Blackburn. These
individuals at different times have provided ideas, guidance, and
encouragement.
We would also like to acknowledge the efforts of Ms Denise
McQuire, Ms Shelley Thompson, Ms Catherine Temby, Gail Knight,
Mr Jason Kerr, and Mr Ned Noel from the TARDIS Team. These
individuals are the builders and face of TARDIS.
G.A. Durant-Law and P.A. Byrne
TARDIS Knowledge Engineers
HolisTech® Pty Ltd
CANBERRA ACT 2600
1 March 2007
v
Contents
Part One: Philosophical Foundations ........................................................1
Chapter 1 Foundations...................................................................................... 3
Section 1.1 - Introduction............................................................................................ 3
Section 1.2 - Data, Information, and Knowledge ....................................................... 3
Data......................................................................................................................... 4
Information ............................................................................................................. 4
Knowledge .............................................................................................................. 5
Section 1.3 - Knowledge Productivity.......................................................................... 6
What is Knowledge Productivity?........................................................................... 6
Knowledge Brokering ............................................................................................. 7
The Knowledge Productivity Target ....................................................................... 7
Section 1.4 - Conclusion.............................................................................................. 8
Chapter 2 CDE’s Knowledge Strategy........................................................... 11
Section 2.1 - Introduction.......................................................................................... 11
Section 2.2 - CDE’s Knowledge Environment.......................................................... 11
People.................................................................................................................... 11
Process .................................................................................................................. 12
Technology ........................................................................................................... 13
Content.................................................................................................................. 14
Section 2.3 - CDE’s Knowledge Barriers.................................................................. 15
Section 2.4 - CDE’s Knowledge Intent ..................................................................... 16
Principles of Knowledge Productivity................................................................... 17
CDE’s Knowledge Framework ............................................................................. 18
Section 2.5 - Conclusion............................................................................................ 19
Part Two: Components .............................................................................21
Chapter 3 TARDIS Components.................................................................... 23
Section 3.1 - Introduction.......................................................................................... 23
Section 3.2 - Component Overview ........................................................................... 23
Chapter 4 Data and Document Management................................................ 27
Section 4.1 - Overview ............................................................................................... 27
Section 4.2 - Electronic Files .................................................................................... 27
Windows Explorer T-EF Directory Structure ....................................................... 28
Folder Naming Conventions ................................................................................. 32
File Naming Conventions...................................................................................... 33
Section 4.3 - DOORS Database................................................................................. 34
Data Construct....................................................................................................... 34
Major Projects Module.......................................................................................... 36
Project Diaries and Logs ....................................................................................... 36
Other Modules....................................................................................................... 38
Operational Functions System............................................................................... 39
Non-Functional Requirements System.................................................................. 40
Section 4.4 - Other Databases ................................................................................... 42
Section 4.5 - Hard Copy ............................................................................................ 42
vii
Chapter 5 Financials........................................................................................ 45
Section 5.2 - Project Development Funding ............................................................. 45
PDF Bids............................................................................................................... 46
PDF Budget Tool .................................................................................................. 47
Project-Level Workbooks ..................................................................................... 48
Program and Portfolio Level Workbooks.............................................................. 50
Section 5.3 - Operating Budget ................................................................................. 51
Cost-Centre Workbooks........................................................................................ 51
Branch, Division, and Executive Workbooks ....................................................... 52
Section 5.4 - Other Financial Tools.......................................................................... 53
Chapter 6 Schedules ........................................................................................ 55
Section 6.2 - Microsoft Excel T-S ............................................................................. 55
Section 6.3 - Microsoft Project T-S ........................................................................... 59
Section 6.4 - DOORS Major Projects Module .......................................................... 60
Section 6.5 - Microsoft Outlook T-S ......................................................................... 61
Chapter 7 Web ................................................................................................. 63
Section 7.2 - Defence Restricted Network (DRN) ..................................................... 63
Section 7.3 - Defence Secret Network (DSN)............................................................ 64
Section 7.4 - World Wide Web (WWW)..................................................................... 65
Chapter 8 Reports............................................................................................ 67
Section 8.2 - Financial Reports................................................................................. 67
Section 8.3 - Project Reports ..................................................................................... 69
Section 8.4 - Ad Hoc Reports .................................................................................... 70
Chapter 9 Stakeholder Management ............................................................. 71
Section 9.2 - T-DDM Stakeholder Management ...................................................... 71
Section 9.3 - TARDIS Working Groups.................................................................... 72
Chapter 10 Business Process Support............................................................ 75
Section 10.1 - Overview ............................................................................................. 75
Section 10.2 - Process Governance and Manuals..................................................... 75
Section 10.3 - Metrics ................................................................................................ 77
Section 10.4 - TARDIS Tender Evaluation System .................................................. 77
Overview............................................................................................................... 77
TTES Broad Process ............................................................................................. 78
TTES Analysis ...................................................................................................... 79
Section 10.5 - Conclusion.......................................................................................... 80
Chapter 11 Training and Support.................................................................. 81
Section 11.1 - Overview ............................................................................................. 81
Section 11.2 - Training.............................................................................................. 81
viii
Contents
New Starter Training............................................................................................. 81
Refresher Training ................................................................................................ 82
Tailored Training .................................................................................................. 82
Executive Training ................................................................................................ 82
Individual Training ............................................................................................... 82
Training Attendance.............................................................................................. 82
Section 11.3 - Help Desk Function ........................................................................... 83
Section 11.4 - Conclusion.......................................................................................... 85
Part Three: Responsibilities .....................................................................87
Chapter 12 The Executive............................................................................... 89
Section 12.1 - Introduction........................................................................................ 89
Section 12.1 - TARDIS Impact on the Executive ..................................................... 89
Section 12.2 - Document and Data Management ..................................................... 90
Electronic Files ..................................................................................................... 90
Database................................................................................................................ 91
Section 12.3 - Finances ............................................................................................. 91
Project Development Funds .................................................................................. 91
Operating Budget .................................................................................................. 91
Section 12.4 - Schedules............................................................................................ 92
Microsoft Excel Schedules.................................................................................... 92
DOORS Schedules ................................................................................................ 92
Outlook ................................................................................................................. 93
Section 12.5 - Web ..................................................................................................... 93
Section 12.6 - Reports................................................................................................ 94
Financial................................................................................................................ 94
Project ................................................................................................................... 94
Other ..................................................................................................................... 95
Section 12.7 - Stakeholders ....................................................................................... 95
Database................................................................................................................ 95
Working Groups.................................................................................................... 95
Section 12.8 - Business Process Support .................................................................. 95
Section 12.9 - Training and Support......................................................................... 96
Section 12.10 - Conclusion........................................................................................ 96
Chapter 13 Desk Officers ................................................................................ 97
Section 13.1 - Introduction........................................................................................ 97
Section 13.2 - TARDIS Impact on Desk Officers ..................................................... 97
Section 13.3 - Document and Data Management ..................................................... 98
Electronic Files ..................................................................................................... 98
Database................................................................................................................ 99
Hard Copy........................................................................................................... 100
Section 13.4 - Finances ........................................................................................... 100
Project Development Funds ................................................................................ 101
Section 13.5 - Schedules.......................................................................................... 101
Microsoft Excel................................................................................................... 101
DOORS ............................................................................................................... 101
Outlook ............................................................................................................... 102
Section 13.6 - Web ................................................................................................... 102
Section 13.7 - Reports.............................................................................................. 102
Section 13.8 - Stakeholders ..................................................................................... 102
Database.............................................................................................................. 102
Working Groups.................................................................................................. 103
Section 13.9 - … Business Process Support............................................................ 103
Section 13.10 - Training and Support..................................................................... 103
ix
Section 13.11 - Conclusion...................................................................................... 103
Chapter 14 Support Staff .............................................................................. 105
Section 14.1 - Introduction...................................................................................... 105
Section 14.2 - TARDIS Impact on Support Staff.................................................... 105
Section 14.1 - Document and Data Management ................................................... 106
Electronic Files ................................................................................................... 106
Database.............................................................................................................. 107
Section 14.2 - Finances ........................................................................................... 107
Operating Budget ................................................................................................ 107
Section 14.3 - Schedules.......................................................................................... 108
Section 14.4 - Web ................................................................................................... 108
Section 14.5 - Reports.............................................................................................. 108
Section 14.6 - Stakeholders ..................................................................................... 109
Database.............................................................................................................. 109
Working Groups.................................................................................................. 109
Section 14.7 - Business Process Support ................................................................ 109
Section 14.8 - Training and Support....................................................................... 110
Part Four: The Future ............................................................................111
Chapter 15 Future Directions ....................................................................... 113
Section 15.1 - Introduction...................................................................................... 113
Section 15.2 - New Tools ......................................................................................... 113
DRMS ................................................................................................................. 113
SQL Server.......................................................................................................... 113
SharePoint Portal................................................................................................. 114
Chapter 16 Conclusion .................................................................................. 115
x
Figures
Figure 1: The Knowledge Productivity Target....................................................................... 7
Figure 2: CDE’s Knowledge Productivity Aim ................................................................... 17
Figure 3: DSN T-EF Directory Structure ............................................................................. 28
Figure 4: DRN T-EF Directory Structure............................................................................. 29
Figure 5: Standard Project Folder Structure......................................................................... 31
Figure 6: DOORS Database Data Construct ........................................................................ 35
Figure 7: Location of DOORS Project Diaries..................................................................... 37
Figure 8: Location of NFRS................................................................................................. 40
Figure 9: Location of PDF Files on the DRN ...................................................................... 48
Figure 10: Project-Level Workbook Opening Screen .......................................................... 49
Figure 11: Portfolio-Level Summary Worksheet ................................................................. 51
Figure 12: Cost-Centre Workbook Opening Screen............................................................. 52
Figure 13: Division-Level Workbook Summary Worksheet................................................ 53
Figure 14: Project Schedules Opening Screen ..................................................................... 56
Figure 15: Project Initial Planning Worksheet ..................................................................... 57
Figure 16: Project Quality Worksheet.................................................................................. 58
Figure 17: Divisional Level Schedule Summary.................................................................. 59
Figure 18: Microsoft Project Gantt View............................................................................. 60
Figure 19: Microsoft Outlook CDE Group Calendar ........................................................... 62
Figure 20: DRN Intranet Opening Screen............................................................................ 64
Figure 21: CDE WWW Opening Page ................................................................................ 65
Figure 22: PDF Rollup Branch Summary Worksheet .......................................................... 68
Figure 23: Unapproved Projects Status Report ..................................................................... 69
Figure 24: DOORS Stakeholder Module ............................................................................. 72
Figure 25: Project Process Map ........................................................................................... 76
Figure 26: CDE Manuals ..................................................................................................... 76
Figure 27: TARDIS Metrics ................................................................................................ 77
Figure 28: TTES Broad Process............................................................................................ 78
Figure 29: Opening Screen of the Analysis Template for Land 121 ..................................... 80
xi
Part One: Philosophical
Foundations
1
Chapter 1
Foundations
‘An immense and ever-increasing wealth of knowledge is scattered
around the world today; knowledge that would probably suffice to
solve all the mighty difficulties of our age, but it is dispersed and
unorganised. We need a sort of mental clearing house for the mind:
a depot where knowledge and ideas are received, sorted, summarized,
digested, clarified and compared.’
H.G.Wells, Novelist, 1938
Section 1.1 - Introduction
1.1
We are now in the knowledge age. It is widely acknowledged
that knowledge is the major asset for contemporary organisations,
and knowledge production is the primary capability these
organisations must have. With the advent of information technologies
it is easier to produce data, and arguably harder to find information
and knowledge. Indeed, Herbert Wells, the famous novelist,
recognised in 1938 that knowledge often already exists - it is just
difficult to find. This need not be the case if individual and
organisational discipline is exercised in the production, storage and
retrieval of data. TARDIS is the knowledge productivity system
within Capability Development Executive (CDE) and is the means to
exercise that discipline.
1.2
But what do we mean by the terms knowledge, and
knowledge productivity? The next sections provide some key terms,
definitions and themes that are central to understanding and using
TARDIS.
Section 1.2 - Data, Information, and Knowledge
1.3
Knowledge is one of those content-free management words
that has many meanings. The Macquarie Dictionary provides eight
definitions of knowledge, and the academic literature is replete with
definitions of data and information. It is worth dwelling briefly on
some of these definitions so that we are quite clear in our own minds
what we really mean by data, information and knowledge in CDE.
3
Data
1.4
Data are typically thought of as being ‘a set of discrete,
objective facts existing in symbolic form that have not been
interpreted’ (Davenport & Prusak 1998, pp. 2-3), but which can be
‘shaped and formed to create information’ (Laudon & Laudon 1998,
p. 16). The symbolic form may be text, images, or pre-processed
code, and are the products of observations made by humans or
instruments (Ackoff 1996, p. 28). Data are usually organised into
structured records, however data lacks a complete context.
1.5
For CDE’s purposes data are both structured and unstructured
records.
Information
1.6
When data is enriched by adding context it may become
information. Information is simply data ‘in formation’ (Brown &
Duguid 2002, p. 138), which has ‘been shaped by humans into a
meaningful and useful form’ (Laudon & Laudon 1998, p. 16). It is
data with a message, and therefore has a receiver and sender. It also
has relevance and purpose which is useful for a particular task
(Liebowitz & Beckman 1998), and is meant to enlighten the receiver
and shape their outlooks or insights (Davenport & Prusak 1998).
1.7
Information results in an action that allows data to be applied
to a specific set of circumstances and to be employed effectively,
therefore, data only becomes information after the receiver has
interpreted it. Furthermore information is descriptive. The enrichment
from data to information is a ‘know what’ procedure (Ackoff 1996, p.
28) that results in an understanding of relationships and patterns.
1.8
For CDE’s purposes information is interpreted data that is
used in a specific context. It is an assemblage of data that describes
a situation. For example the background section of a written brief
presents information. Similarly the early sections of an Operational
Concept Document (OCD) simply describe the current situation. The
verbiage in this section is information.
4
Chapter 1: Foundations
Knowledge
1.9
Information by itself remains descriptive and without
additional data or information it cannot be used to interpret or predict
an event or outcome. Information only becomes knowledge after it
has been examined and compared to other information or data, and is
then applied to interpret, predict, or adapt to a situation (Kock,
McQueen & Corner 1997, p. 70). A 'know how and why’ enrichment
occurs with the addition of further context, experience and
understanding, to result in an understanding of principles.
1.10 Knowledge management theorists typically delineate between
tacit and explicit knowledge. Definitions in the knowledge
management literature of tacit knowledge include:
‘that which is used by all people but not necessarily able
to be easily articulated’ (Polanyi 1966, p. 4); and
‘the understanding held by an individual that is derived
from the integration of values, perceptions, opinions and
personal beliefs with experience and information, which
allows it to be employed effectively’ (Nonaka & Konno
2000).
1.11 Explicit knowledge is codified, clearly articulated, making it
available to all and sundry, and in this sense it is public knowledge.
Definitions in the knowledge management literature of explicit
knowledge include:
‘that component of knowledge that can be codified and
transmitted in a systematic and formal language:
documents, databases, webs, e-mails, charts, etc’
(Tiwana 2002, p. 45); and
‘explicit knowledge is knowledge codified and digitised in
books, documents, reports, white papers, spreadsheets,
memos, training courses and the like’(Awad & Ghaziri
2004, p. 47)).
1.12 From these definitions it can be safely concluded that explicit
knowledge exists as an artefact, and tacit knowledge is some sort of
understanding that is difficult to articulate, but is based on beliefs.
5
1.13 For CDE’s purposes knowledge is a synthesis of data and
information, combined with individual and organisational experience,
which is used to interpret or predict an event or outcome. It is
qualified information in context used appropriately to produce
outputs that support decisions and downstream work. For example
the discussion section of a written brief presents knowledge, because
it has taken the information presented in the background section
synthesised it, and applied experience to interpret the event.
Similarly the later sections of an OCD present a range of proposed
system components that together comprise the new system or an
enhanced system. The information presented in the earlier sections,
combined with new data and military experience, are synthesised to
propose a new or enhanced system which is predicted to be better
than the existing system.
Section 1.3 - Knowledge Productivity
1.14 Clearly if individual and organisational experiences are
essential components of knowledge, knowledge is extremely difficult
if not impossible to manage. Notwithstanding this, the interest in
knowledge management exploded in the 1990’s with many
businesses considering knowledge to be the Holy Grail. Despite this
interest, and the widespread availability of relatively cheap
information and communication technologies, the practice of
knowledge management remains largely an art based on personal and
organisational discipline. For these reasons within CDE the term
knowledge productivity is preferred over knowledge management,
but what is knowledge productivity?
What is Knowledge Productivity?
1.15 Knowledge productivity is a trans-disciplinary approach that
integrates tools, techniques, and strategies to retain, organise, share,
analyse, improve, and apply business expertise (Groff & Jones 2003,
p. 2). It is a disciplined, deliberate, purposeful, and conscious method
to manufacture knowledge from data, information and experience.
Of necessity it involves the design, implementation and review of
processes to improve knowledge creation and sharing behaviours
(Standards Australia 2005, p. 2). Ultimately knowledge productivity
relies on individual and collective discipline to follow organisational
process to achieve business objectives.
6
Knowledge Brokering
1.16 An essential component of knowledge productivity is
knowledge brokering. Knowledge brokering refers to the processes
used by individuals (knowledge brokers) to connect others with
information, and put that information into context so they can use it
(Campbell 2006). Knowledge brokers help people to locate the most
appropriate data sources to acquire the information they need for a
specific task. They achieve this by asking questions, identifying data
sources based on the answers, synthesising the data into a coherent
product, and presenting information in the form that is most
appropriate for end users. A key role of knowledge brokers is to
connect individuals with local experts. The TARDIS Team provides
the formal knowledge brokering capability for CDE.
The Knowledge Productivity Target
1.17 Central to the knowledge productivity concept is the notion of
becoming a sector one and two organisation on the knowledge
productivity target. The knowledge productivity target is illustrated
at Figure 1.
Figure 1: The Knowledge Productivity Target
7
1.18 On this target there are four sectors as positioned by the crosshairs, and the urgent and not urgent dimensions represented by the
two circles. Urgent tasks comprise a considerable portion of the total
number of tasks, and the urgency dimension affects all sectors
equally. Indeed the longer a non-urgent task is left and no action
taken, the more urgent it is likely to become - this is true of all
sectors.
1.19 In sector one the tasks tend to be important and easy and
either urgent or not urgent. This is a good sector in which to operate,
and is the sector where desk officers, as opposed to directors and the
executive, should be working for most of their time.
1.20 Sector two tasks tend to be important and difficult and can be
further divided into urgent or not urgent. This is the sector where
directors and the executive should be working for some of their time,
as it is the sector for problem solving and strategy development. It is
also the sector where good business practices that make an
organisation both efficient and effective are built and maintained.
1.21 Sector three contains non-important and easy tasks, again
divided into urgent and not urgent tasks. Sector four also contains
urgent and non-urgent tasks but they are of a non-important and
difficult nature. Clearly little if any time should be spent in sectors
three and four and resources should not be allocated to them.
Section 1.4 - Conclusion
1.22 The preceding sections provided some key terms, definitions
and themes that are central to understanding and using TARDIS. For
CDE’s purposes:
a. Data are both structured and unstructured records.
b. Information is interpreted data that is used in a specific
context. It is an assemblage of data that describes a
situation.
c. Knowledge is a synthesis of data and information,
combined with individual and organisational experience,
which is used to interpret or predict an event or outcome.
It is qualified information in context used appropriately to
8
produce outputs that support decisions and downstream
work.
1.23 In short, data becomes information when it is summarised and
organised into logical patterns. Information becomes knowledge
when it is manipulated for actionable decision making (Hsia et al.
2006, p. 15).
1.24 Information is the major product of CDE, and knowledge
production is the primary capability CDE must have. TARDIS is the
knowledge productivity system within CDE, and is predicated on
individual and organisation discipline. Knowledge productivity is a
trans-disciplinary approach that integrates tools, techniques, and
strategies to retain, organise, share, analyse, improve, and apply
business expertise (Groff & Jones 2003, p. 2). It is a disciplined,
deliberate, purposeful, and conscious method to manufacture
knowledge from data, information and experience.
1.25 In the next chapter these concepts are used to explain CDE’s
knowledge strategy.
9
Chapter 2
CDE’s Knowledge Strategy
‘Knowledge management is an ongoing, evolutionary process. Once
it’s part of your business model, it will always be part of your
business model.’
David Keller, Marketing Vice President at Zoneworx Inc., 2003
2.1
Implementing a knowledge strategy presents challenges to
traditional management paradigms, requiring a move away from
telling people what to do and towards creating the conditions
whereby people are encouraged to share their knowledge. CDE’s
knowledge strategy is based around the idea of knowledge
productivity, a concept which was introduced in the previous chapter.
To understand CDE’s knowledge strategy, it is useful to first look at
CDE’s knowledge environment and the barriers for implementing a
knowledge system.
Section 2.2 - CDE’s Knowledge Environment
2.2
CDE’s knowledge environment is a chaotic and complex soft
system1. The primary components of the system are people, process,
technology and content. Each of these components are discussed
below.
People
2.3
CDE requires staff with specific project management skills
that take time to develop, and in some cases are difficult to acquire.
Unfortunately these skills are in short supply both within the
Department of Defence, and in the wider community. However
surveys conducted each year from 2003 have consistently shown that
CDE’s principal people problem is not acquiring quality people, but
rather length of time in job. Typically at any given time only 50% of
1
A soft system is complex, difficult to define, with intangible boundaries, and often
without singular purpose (Hitchins 1992, pp. 313-4).
11
staff have spent 12 months or more in their job, and only 25% have
been in their job for more than 24 months.
2.4
Given that the CDE’s business process from conception
through to second pass approval by the National Security Committee
(NSC) often takes five or more years, it is not inconceivable for a
project to have a complete turnover of staff three times in its
development lifecycle! This situation is further exacerbated because
it is often the case that project officers commence their duties after
the departure of their predecessor. Further the tendency to employ
professional service providers (PSPs) on short-term contracts means
that knowledge acquired in the project development phase
continually walks out of the door.
2.5
Short tenures also mean that processes are often poorly
understood, and a lot of work becomes urgent and difficult on the
knowledge productivity target because data and information are
recreated. For most staff creating data and seeking information is a
means to an end, not an end in itself.
2.6
Clearly the pre-conditions for corporate amnesia are ever
present in CDE. This means that proper transition, handover and
induction processes must be essential elements of CDE’s knowledge
productivity system. It further highlights the requirement for
personal and organisational discipline to develop, record, and
maintain project records. There must also be repositories where data
and information can be stored and reused.
Process
2.7
The role of CDE is to develop the most cost-effective mix of
capabilities to achieve Australia’s strategic objectives. CDE does this
by identifying current or prospective capability gaps and making the
balance of investment decisions between current and future
capability. The process centres on the development of a document
suite, which is explained in detail in the Defence Capability
Development Manual 2006. The process:
a. places a great emphasis on the generation and evaluation
of feasible options;
b. seeks to balance competing demands for limited
investment funds;
12
Chapter 2: CDE’s Knowledge Strategy
c. is highly dependent on close consultation between staffs,
good governance, and effective committee work; and
d. is subject to the capricious influence of the political
process, especially changes in financial guidance.
2.8
The primary product of CDE is information, usually
articulated in artefacts such as documents. Therefore, it is logical to
assume that the primary business support focus should be the
efficient production of information, so knowledge can be
manufactured as and when it is required. Option generation in
particular requires access to excellent base data on military systems
and their condition, and the capacity to relate that data to current and
future capability. CDE’s knowledge productivity system must
provide access to this base data, as well as schedule and cost systems.
Additionally it must provide the mechanisms for good governance
and support to committees, including integrated project teams (IPTs).
Technology
2.9
CDE’s information environment is a subset of the Defence
Information Environment. This means CDE does not control most of
its information environment, and only has a limited ability to
influence it. For example CDE does not control the information
technology environment. This means it can take many months, and
sometimes years, to acquire and deploy new software tools. On the
other hand CDE does control its internal data and information
processes.
2.10 Defence currently has many systems to manage the
fundamental inputs to capability (FIC); however, there is no ‘system’
to manage the integrated sets of FIC elements that make up ADF
capabilities. For example PMKeys is the tool used to manage
personnel; SDSS is the tool to manage the various classes of supply;
and doctrine is managed using multiple spreadsheets and databases
distributed throughout the ADF. This disjointed management
approach means that the complete impacts of major and minor
projects on ADF capability are largely unknown. In most cases
Desk Officers are unaware of the available systems, who the
information owners are, or simply do not have access to the systems.
It means that each time a capability is addressed there is a voyage of
discovery to locate the relevant data.
13
2.11 The information environment is further compounded by the
need to preserve security and the requirement to ensure that the
aggregation of unclassified data on the Defence Restricted Network
(DRN) does not become classified information.
2.12 These factors combined mean that the information
environment is often sub-optimal, and process workarounds are
required. Accordingly staff must use the software tools available to
CDE, and be proficient in their use. The most important need is to
ensure that data and information repositories are transparent and
accessible across the whole system, so all people in CDE can access
the data they require.
Content
2.13 The content CDE produces and receives consists of hardcopy,
electronic documents including e-mail, web-pages, and verbal briefs.
2.14 The ease of circulating and storing electronic documents often
means multiple copies and version are in circulation at any one time.
Similarly the workup of a project means that documents are
developed and approved iteratively. Version control measures are
therefore essential, including a means to identify the current
authoritative document.
2.15 E-mail is increasing becoming the norm for doing business
and circulating documents quickly. Often e-mail is used as a
substitute for more formal means of correspondence. Unfortunately
e-mails are not visible to everyone in CDE, unless they are on the
address group, and are rarely stored as formal records. Above all else
e-mail is enabling corporate amnesia in CDE. A means of capturing
and storing e-mails is urgently required, and in the short term
processes are required to capture important e-mails.
2.16 Meetings are a common business activity in CDE. These
meetings are both formal and informal, and often involve external
stakeholders and other interested parties. Too often meeting minutes
are not produced, or where they are they are not filed or stored so
they can be retrieved at a later date. Verbal briefs are also a common
business activity in CDE, and are often supported by PowerPoint
presentations. Almost invariably the decisions and the reasons for
the decisions are not recorded electronically or in hard copy. Clearly
14
there must be mechanisms to record decisions and the activities of
CDE.
2.17 In CDE the hard copy filing systems have been neglected in
many areas to the point now where there is simply no hard copy
record. Many projects do not have a system at all, some have a lot of
hard copy information, but no way of knowing what exists within it;
others have a reasonable system but often not a complete one. The
net effect is that it is extremely difficult, and at times impossible, to
locate hard copy information if it exists and quite often it simply does
not exist.
Section 2.3 - CDE’s Knowledge Barriers
2.18 Some of the barriers to the successful implementation of a
knowledge system in CDE were identified or implied in Section 2.2 CDE’s Knowledge Environment. Standards Australia (Standards
Australia 2005, p. 27) suggest the more common barriers are:
a. adding to the workload of employees;
b. a lack of trust between organisational members;
c. rewarding knowledge hoarding rather than knowledge
sharing;
d. unwillingness of individuals to be identified as
knowledge experts;
e. knowledge management not being seen as transdisciplinary; and
f.
‘time is money’ or ‘not invented here’ attitudes, which
impede knowledge interventions.
2.19 The European Standard says the largest threat is that ‘… it
often requires an investment that leads to better performance at some
future time, in another place for possibly another person.
Furthermore, documentation tasks are often perceived as non valueadding tasks’(CEN 2004, p. 14). The combination of these factors
means that knowledge management is perceived as not immediately
import, not urgent, and difficult.
15
2.20
Other barriers in CDE are likely to include:
a. unrealistic user expectations and/or user resistance and
selective non-compliance;
b. failure to leverage, collaborate or work closely with areas
of related practice;
c. non-existent, unstable or conflicting business rules;
d. introducing new elements to the organisation without
laying the groundwork for their success; and
e. the inability to automate some tasks, noting that some
tasks that are better performed by humans, especially
when the domain task is multidimensional and requires
complex judgments.
2.21 It will take leadership and personal and organisational
discipline to overcome the barriers described above. In particular
short tenures and long project lead times will often mean individual
staff effort will not produce immediate results. Despite this
individual staff effort will produce medium-term organisation benefit.
2.22 Maintaining a proper record of the information asset is simply
a discipline and being organised. If the systems are in place, then this
discipline and organisation should be a relatively simple process and
certainly not onerous. Instilling a discipline in areas that have been
neglected in the past causes some friction and concern due to the
amount of ‘catch up’ that has to occur. Notwithstanding this the
effort must be made.
Section 2.4 - CDE’s Knowledge Intent
2.23 Noting CDE’s knowledge environment and barriers, the intent
is to become an efficient learning organisation, where individuals are
valued and knowledge production is enabled. To achieve this ideal
CDE will become a level one and two organisation on the knowledge
productivity target. The aim is to move from the current situation
where many activities are important, urgent and difficult to a state
where most activities are important, not-urgent and easy. This ideal
is illustrated at Figure 2.
16
Figure 2: CDE’s Knowledge Productivity Aim
2.24 TARDIS is CDE’s knowledge productivity system. It will be
the ‘one-stop-shop’ for all information and knowledge related support
and activities. It also includes the administrative and enabling
outputs that support the CDE’s outputs. It will provide information
management and people support services. The key focus of TARDIS
is on knowledge productivity, with all services guided by the
principles of knowledge productivity.
Principles of Knowledge Productivity
2.25 The key principles of knowledge productivity for CDE are, in
priority order:
a. The output drives data and information production and
management including storage.
b. Data and information are created once and used many
times.
c. Data and information data exist in one location, wherever
possible and practical.
17
d. An open data and information architecture is used to
facilitate collaborative work.
e. A cradle to grave approach is employed for data and
information for every project and initiative.
f.
There are multiple access paths to data and information.
g. Data and information management, production processes,
and tools are standardised wherever possible and
practical.
h. Data and information matures over time.
i.
Data has a visible quality attribute (meta-data).
j.
All data and information is owned by CDE specifically
and Defence in general.
2.26 These guiding principles provide the foundation for the
TARDIS knowledge framework.
CDE’s Knowledge Framework
2.27 The TARDIS knowledge framework consists of eight
dynamic, evolutionary and interlinked components that are developed
and evolved as resources permit and priorities demand. This provides
for a holistic approach that builds upon the work and lessons from
TARDIS. The components are there to guide the work and to provide
an understandable way of how knowledge productivity is
operationalised within CDE.
2.28
TARDIS has these features:
a. It focuses on ‘knowledge productivity’, a concept that
underscores the efficient increase in the corporate
knowledge asset.
b. It emphasises discipline in information management to
‘grow’ the CDE knowledge asset. The corporate
knowledge asset is important from a governance
perspective but also because of staffing turbulence in
projects that last many years.
18
c. It takes an ‘information manufacturing’ approach
wherever possible. This means that the information
required for any particular document is produced once,
but used many times in the one project and/or across
many projects.
d. Wherever possible it uses common tools between CDE
and the Defence Materiel Organisation (DMO) to pass
Capability Development Document (CDD) products
between the organisations. Currently these common tools
are the Microsoft™ product suite and DOORS™.
e. It is a multi-layered system where each level is able to
drill down or up to get the information required to
provide context for their efforts or to determine detail on
an issue.
f.
It emphasises connecting ‘people to people’ (the same as
connecting ‘people to knowledge’) and ‘people to
information’ in the form of the correct process, document
and so on. This is to ensure that expert advice and the
best available information in the organisation is quickly
provided or located. It follows a philosophy that ‘a
question is the trigger for a knowledge transaction
between staff’.
2.29 CDE’s knowledge environment is a chaotic and complex soft
system, which is largely outside of its direct influence. Its biggest
problem is staff turbulence, which means proper transition, handover
and induction processes are essential elements of CDE’s knowledge
productivity system. It further highlights the requirement for
personal and organisational discipline to develop, record, and
maintain project records.
2.30 CDE’s strategy is based around the idea of knowledge
productivity, and its associated ten principles. CDE’s knowledge
productivity system is called TARDIS, which consists knowledge
framework consists of eight dynamic, evolutionary and interlinked
components that are developed and evolved as resources permit and
priorities demand. The next chapters describe these components.
19
Part Two: Components
21
Chapter 3
TARDIS Components
‘It is more efficient to handle complexity wherever and whenever it
first enters the organization … efficient operations in the
“informated” workplace require a more equitable distribution of
knowledge and authority.’
Shoshana Zuboff, Harvard Business Professor, 1995.
3.1
The TARDIS knowledge framework consists of eight
dynamic, evolutionary and interlinked components that are developed
and evolved as resources permit and priorities demand. This provides
for a holistic approach that builds upon the work and lessons from
TARDIS. The next section provides a broad overview of these
components.
Section 3.2 - Component Overview
3.2
TARDIS Data and Document Management (T-DDM).
T-DDM has the purpose of providing the framework and mechanisms
for managing all information artefacts generated by or provided to
CDE, no matter their form or type. It includes the ability for the
multi-dimensional display and management of data and information,
in one or more databases. Currently TARDIS uses DOORS as the
primary database, and Microsoft Access for the management of some
data. The intent is move to Microsoft SQL Server in 2007, and
acquire a document management software suite.
The subcomponents and their use are described in Chapter 4 – Data and
Document Management.
3.3
TARDIS Financials (T-F). T-F provides the frameworks and
mechanisms to manage and display financial data for projects, other
initiatives and general operations of the Executive. In the future this
framework may include ROMAN and BORIS. At the moment T-F
consists of several Microsoft Excel databases, based on standardise
workbooks. The sub-components and their use are described in
Chapter 5 – Financials.
23
3.4
TARDIS Schedules (T-S). T-S provides the frameworks and
mechanisms to manage and display all aspects of all schedule data for
projects, other initiatives and the general operations of the Executive.
Currently schedules are managed in Microsoft Excel, Microsoft
Project, and Microsoft Outlook. The sub-components and their use
are described in Chapter 6 – Schedules.
3.5
TARDIS Web (T-W). T-W is the framework and
mechanisms to manage the CDE web presence on the DSN, DRN and
World Wide Web (WWW). T-W uses the ‘ComWeb’ corporate
website development tool. The theme, structure, and some content
are common across the DRN and DSN. Wherever possible content is
drawn from T-DDM and updated seamlessly. Because of the
problem of aggregation of unclassified data becoming classified the
WWW presence is managed separately. The management of T-W
sub-components are described in Chapter 7 – Web.
3.6
TARDIS Reports (T-R). T-R provide for the generation of
information in the format and type the stakeholder requires.
Experience to date has shown that this component needs to be
reactive as it is difficult to ‘guess’ what information is required by
each executive or stakeholder. It is also evolutionary in nature in
that once a report framework is generated, the stakeholder may wish
to modify it to further satisfy their evolving requirements. Currently
some reports are semi-automated from data maintained in T-DDM
and T-F. The management of T-R sub-components are described in
Chapter 8 – Reports.
3.7
TARDIS Stakeholder Management (T-SM). T-SM is a
framework to manage the multiplicity of stakeholders with whom
CDE must engage as part of its core business. The stakeholders
include upstream organisations that provide information to CDE for
its core business, downstream organisations that require information
outputs from CDE core business and peripheral organisations that use
information from CDE for various purposes not directly related to
capital procurement. Currently most of the stakeholder management
function is done within the DOORS database, which is a subcomponent of T-DDM. The management of T-SM sub-components
are described in Chapter 9 – Stakeholder Management.
24
Chapter 3: TARDIS Components
3.8
TARDIS Business Process Support (T-BPS). T-BPS
provides the frameworks and mechanisms wherever possible for all
elements that constitute support to business processes including the:
a. governance of those processes,
b. manuals and procedures that explain those processes, and
c. metrics collection to measure and improve those
processes.
3.9
To date most of the focus of TARDIS has been on the
collection of metrics, and the publication of manuals and procedures
to T-W. The management of T-BPS sub-components are described in
Chapter 10 – Business Process Support.
3.10 TARDIS Training and Support (T-TS). This element of
TARDIS addresses the training framework for TARDIS and the
support element, which is known as the TARDIS Help Desk. The
types of courses and the functions and engagement of the TARDIS
Help Desk are described in Chapter 11 – Training and Support.
3.11 The TARDIS knowledge framework consists of eight
dynamic, evolutionary and interlinked components. Each of these
components are described in detail in the following chapters.
25
Chapter 4
Data and Document Management
‘The only irreplaceable capital an organization possesses is the
knowledge and ability of its people. The productivity of that capital
depends on how effectively people share their competence with those
who can use it.’
Andrew Carnegie, Businessman and Philanthropist, 1928
Section 4.1 - Overview
4.1
TARDIS Data and Document Management (T-DDM) has the
purpose of providing the framework and mechanisms for managing
all information artefacts generated by or provided to CDE, no matter
their form or type. It includes the ability for the multi-dimensional
display and management of data and information, in one or more
databases.
4.2
Currently TARDIS uses DOORS as the primary database, and
Microsoft Access for the management of some data. The intent is
move to Microsoft SQL Server in 2007, and acquire a document
management software suite.
4.3
The sub-components and their use are described in below.
Section 4.2 - Electronic Files
4.4
TARDIS Electronic Files (T-EF) is simply Windows Explorer
with a standardised directory structure that allows CDE staff to
manage and store all electronic information in a consistent way, both
on the DSN or the DRN. This means that the folder and directory
structures within the Windows Explorer application will be
standardised across CDE. It also includes a file naming convention.
4.5
There are two sets of T-EF: one for the DSN and one for the
DRN. The top-level folder structures are identical; however the
lower-level folders may be tailored to specific project, program or
organisational requirements.
27
Windows Explorer T-EF Directory Structure
4.6
T-EF on the DSN is the folder called CDG, which sits beneath
the groups on ‘groupdata.rus.car.dsn.defence.mil.au’ directory. For
most people this should be their G drive. If it is not the G drive CDE
staff should approach the TARDIS Help Desk and have the drive
attribute changed to G. The CDG folder currently contains seven
major sub-directories: their location is illustrated at Figure 3.
Figure 3: DSN T-EF Directory Structure
4.7
T-EF on the DRN is the folder called CDG, which sits
beneath the groupdata on ‘Groupdata.rus.car.drn.defence.mil.au’
directory. Again for most people this should be their G drive. If it is
not the G drive CDE staff should approach the TARDIS Help Desk
and have the drive attribute changed to G. The CDG folder currently
contains two major sub-directories: their location is illustrated at
Figure 4. The folder structure below the CDG folder is almost
identical to the DSN.
28
Chapter 4: Data and Document Managements
Figure 4: DRN T-EF Directory Structure
4.8
On entering the CDG folder the structure shown at Figures 3
and 4 is evident. The folders at this top level are as follows:
a. 1 Executive . This directory is used by the CDE
executive and contains folders for CCDE, HCS, FASCIR,
and the other star officers of CDE. Access to this
directory is controlled.
b. 2 Outputs . This directory contains folders aligned with
the outputs of CDE. For example the some of the folders
underneath this directory include a Project Work , b
Project Schedules , and c Project Financials . Access
into these folders is generally open to everyone in CDE –
that is everyone in CDE can read the files, in keeping
with the open data and information architecture
knowledge productivity principle. Files located in this
directory are considered to be authoritative.
29
c. 3 Common . This directory contains enabling data and
information that is common across CDE. Some of the
folders in this directory include e Governance , j
Reporting and o Templates . Access into these folders is
open to everyone in CDE – that is everyone in CDE can
read the files, in keeping with the open data and
information architecture knowledge productivity
principle.
d. 4 Organisations . This directory contains folders for each
of the organisations within CDE. Access to the folders in
this directory is controlled to the extent that one must
belong to Capability Systems Division (CS Div) to access
the c CS Div sub-folders, and so on. To put it another
way, someone in Capability and Plans Branch (C&P Br)
can only access the files in the d C&P Br sub-folders and
cannot access the files in the c CS Div sub-folders.
e. 5 Controlled . This directory contains folders used by
PSPs and some external stakeholders, but is otherwise
open to all CDE staff. The PSPs and other external
stakeholders generally cannot access the 2 Projects , 3
Common , and 4 Organisations directories.
f.
6 Special_Access . This is a strictly controlled directory.
Most of the sub-folders and data in this directory belong
to Integrated Capability Branch.
4.9
All projects have a standard folder structure, which is
illustrated at Figure 5.
4.10
The folders are used as follows:
a. Project Name \a Deliverable . This directory is used to
store electronic versions of key project documentation
such as the Operational Concept Document (OCD),
Functional Performance Specification (FPS), Test
Concept Document (TCD), and the Project Plan. This
directory also contains a number of standard second level
folders. Files in this folder should be named using he
convention outlined at paragraph 4.16.
30
b. Project Name \b Briefs . This folder is used to store
stand alone written briefs, and the notes and supporting
materials for presentations. It may be appropriate to
create lower level folders to further compartmentalise and
organise this information. Files in this folder should be
named using he convention outlined at paragraph 4.16.
Figure 5: Standard Project Folder Structure
c. Project Name \c Meetings . This folder is used to store
meeting agendas and minutes for defence committees,
project boards, and so on. Files in this folder should be
named using he convention outlined at paragraph 4.16.
d. Project Name \d Reports . This folder is used to store
commercial reports and documents that do not logically
belong under the preceding three folders. All electronic
files in this folder should be named using the conventions
outlined in the paragraphs under the heading - File
Naming Conventions.
e. Project Name \e Correspondence . This folder is used to
store electronic versions of incoming and outgoing
correspondence, including e-mails. All formal
correspondence leaving CSD must be allocated a file
31
number in accordance with CDE procedures. All
electronic files in this folder should be named using the
conventions outlined in the paragraphs under the heading
- File Naming Conventions.
f.
Project Name \f Miscellaneous . This folder is used to
store images, diagrams, video, audio files and other
sundry files directly associated with the project. Files of
this nature are often large. Accordingly if it is likely that
they could be used be multiple projects they should be
stored in the 3 Common\j Presentations folder. All
electronic files in this folder should be named using the
conventions outlined in the paragraphs under the heading
- File Naming Conventions.
g. Project Name \g Issues . This folder is used for data and
decisions associated with project issues of importance.
Files in this folder should be named using he convention
outlined at paragraph 4.16.
h. z Temp . This folder is used to hold temporary files used
in the preparation of other documents. It should be
emptied regularly.
Folder Naming Conventions
4.11 In order to stay within the Microsoft Windows
path/directory/file-name limitation of 256 characters folder names
should not exceed 15 characters inclusive of spaces, and the depth
should be no more than 13 folders. Depending upon the length of
the preceding folder names this requirement becomes absolute
between 10 and 13 depths.
4.12 Folder names should not contain any of the following
characters: . * / , \ ? [ = + ( & ) ! # @ ] % $ }{ ^ “ : .
4.13 Folder names should conform to the navigation convention of
numeral letter. For example first level folders begin with a numeral
and second level folders with a letter – 2 Outputs\ a Project Work .
32
File Naming Conventions
4.14 In order to stay within the 256-character limitation it is also
necessary to adopt a file naming convention. The file name, inclusive
of the file extension, should not exceed 45 characters. Depending
upon the length of the preceding folder names this requirement
becomes absolute between 10 and 13 folder depths.
4.15 File names should not contain any of the following
characters: . ( + ) ! # @ ] % $ }{ ^ “ : , * . Full stops are particularly
problematic. Underscores or spaces should be used in lieu of full
stops.
4.16 Key Project Documentation and Committee Conventions.
Files in the 2 Outputs/a Project Work directory should be named
using the following convention ‘Item Name, Version Number, Board
Name, Date (as day-month-shortened year), pass/fail’. This ensures
the status of the document is known.
For example a typical file
name might be JP2060_OCD1_2_CDB_24_Feb_04_Pass.doc . An
explanation of the convention is as follows:
a. The item name identifies the document, in this case
JP2060_OCD.
b. The version number relates to the document's position
within the process and the level of approval the document
last passed, in this case 1_2.
c. The board name is the acronym of the board or committee
that just completed its deliberations on the document, in
this case the Capability Development Board CDB.
d. The date is the date that the actual review occurred, in
this case 24_Feb_04.
e. Pass/Fail is the result from the Board/Committee review
in this case Pass.
4.17 Meeting Conventions. Files associated with meetings should
be named using the following convention ‘Committee, Board or
Meeting Acronym, Date as year-month-day, Item name’. Using this
convention an agenda for the CDB be held on 23 Sep 04 would be
given the name CDB_23_Sep_04_Agenda.doc.
33
4.18 Financials and Schedules Conventions. The directory
structures of 2 Outputs/a Project Schedules and 2 Outputs/a Project
Finacials are organised so that the files in the sub-folders can read
and consolidate data from files in other subfolders. For this to occur
efficiently files use the organisation abbreviation as a prefix. Four
examples are presented below:
a. Aerospace Development Branch files are allocated the
prefix AD ; for example AD_AIR5472_Ph2.xls .
b. Integrated Capability Development Branch files are
allocated the prefix ID ; for example ICD_JP2072.xls .
c. Land Development Branch files are allocated the prefix
LD ; for example LD_LAND121.xls .
d. Maritime Development Branch files are allocated the
prefix MD ; for example MD_SEA1448.xls .
Section 4.3 - DOORS Database
4.19 The DOORS database is the primary repository for capability
development documents. It includes a complete framework for the
management of all data and information for the identification of
capability deficiencies and the management of projects that are raised
to address them. It also includes data sets for use by each project to
manage their core information asset including audit trails for
decisions, risks, issues and day-to-day events. The portfolio of
projects and the program/Branch management are also addressed.
Data Construct
4.20 The DOORS database on both the DRN and DSN has a
taxonomy that mirrors the T-EF Directory Structure in Windows
Explorer. On entering the TARDIS Project the structure shown at
Figure 6 is evident.
4.21
The folders at this top level are as follows:
34
a. 1 Executive . This directory is used by the CSE
executive and contains folders for CCDE, HCS, FASCIR,
and the other star officers of CDE.
b. 2 Outputs . This directory contains folders aligned with
the outputs of CDE.
c. 3 Common . This directory contains enabling data and
information that is common across CDE.
Figure 6: DOORS Database Data Construct
d.
4 Organisations . This directory contains folders for
each of the organisations within CDE.
e. 5 Controlled . This directory contains folders used by
PSPs and some external stakeholders, but is otherwise
open to all CDE staff.
35
f.
6 Special_Access . This is a strictly controlled directory.
Most of the sub-folders and data in this directory belong
to Integrated Capability Branch.
Major Projects Module
4.22 The Major Projects module is located on the DSN in DOORS
at TARDIS\ 2 Outputs\ a Project Work\1 Major . This module is the
most important module in the system because many of the automated
and semi-automated reports produced in CDE use its data as the
definitive source. Amongst other data this module contains:
a. the definitive list and the names of the major projects;
b. both classified and unclassified descriptions of the
projects;
c. public and non-public years of decision and in-service
dates;
d. the stage of the project in CDE’s two-pass approval
system; and
e. project status comments.
4.23 Desk Officers have certain responsibilities in maintaining and
entering data in the Major Projects module. These responsibilities are
listed at Chapter 13
Project Diaries and Logs
4.24 Project management in CDE is supposed to follow the
modified PRINCE 2 methodology. To support this methodology
each project has a Project Diary. Project Diaries are located in the
Governance folders under each Project – for example TARDIS \2
Outputs\ a Project Work\1 Major\3 LD\JP 2060\Goverance . Figure
7 shows the location of the Project Diary for LAND 121.
4.25 This methodology requires a number of logs to be maintained,
all of which have been built into the database. In particular the
Project Diary contains the following logs, which are discussed in
subsequent paragraphs:
36
a. Project Log. Maintenance of the Project Log is
mandatory. The Project Log is a record of all the key
activities that occur during the life of a project, such as
key conversations, presentations, briefs, discussions and
so on.
b. Decision Log. Maintenance of the Decision Log is
mandatory. It is used to record all the key decisions
during the life of a project, including the date of the
decision and who made it. It is essential for the
management of a complex or lengthy project.
Figure 7: Location of DOORS Project Diaries
c. Issues Log. Maintenance of the Issues Log is mandatory.
The Issues Log is used to record all the issues associated
with a project ha require oversight or action by CDE.
37
d. Interface Log. Maintenance of the Interface Log is
mandatory. The Interface Log is used to record all the
interfaces a Desk Officer feels that the project has with
other projects.
e. Risk Log. Maintenance of the Risk Log is mandatory.
The Risk Log is used to record all the known risks of a
project from the perspective of CDE.
f.
Planning Log. The Planning Log details all the tasks
that are to be completed in a specified period. Experience
has shown that fortnightly planning is about the right
balance between over-planning and allowing too much
drift.
g. Quality Log. The Quality Log is used to record the
quality of the products.
h. Lessons Learned Log. The Lessons Learned Log is used
to record lessons as they occur.
Other Modules
4.26 The Stakeholders Module. Maintenance of the Stakeholders
Module is mandatory.
The Stakeholders Modules are separate
modules to the Project Diaries. They are located underneath the
Projects in the Goverance folders – for example, TARDIS \2 Outputs\
a Project Work\1 Major\3 LD\JP 2060\Goverance . The Stakeholders
Module is used to record the stakeholders in a project. In particular
position, location, contact, and project interest/relevance details are
recording.
4.27 The Meetings Module. Like the Stakeholders Modules the
Meetings Modules are separate from the Project Diaries. They are
also located in the Governance folders. The Meetings Modules are
used to record attendance at meetings, all decisions, action items, and
so on. Data is input ‘on the fly’ by a TARDIS Help Desk member
during the course of a meeting, and meeting minutes produced within
hours of he meetings end.
38
Operational Functions System
4.28 The TARDIS Operational Functions system provides a master
set of functions for the use in any OCD. It includes a set of doctrinal
based war-fighting tasks (WFTs) based on the hierarchy of doctrine.
These tasks can be used in the development of solution independent
capability needs and operational scenarios.
4.29 The collection of WFT’s have been defined, categorised and
grouped to permit rapid filtering and marking up for use in any OCD.
The suite of categories are:
a. Task Environment. The Task Environment category
answers the question ‘In which environment will the likely
system operate?’.
b. Spectrum of Warfare. The Spectrum of War category
has been taken from ADDP-D.2 Force 2020. It allows
task differentiation based on the level of conflict.
c. Combat Function and Task. The Combat Function and
Task category answers the question ‘What is the warfighter seeking to achieve?’ It is the primary category in
defining war-fighting tasks.
d. Physical Environment. The Physical Environment
category draws on doctrine for operating in environments
including desert, cold and urban terrain.
4.30
Each WFT has the following content:
a. Task. The task is taken from doctrine, and reads
something like in verb noun order – ‘Conduct an
Amphibious Raid’.
b. Definition. The definition is taken from doctrine and read
something like – ‘Amphibious Raid: A type of amphibious
operation involving swift incursion into or a temporary
occupation of an objective followed by a planned
withdrawal’.
39
c. Source. The doctrinal source is stated and a hyperlink to
the document is provided if available; for example
‘ADDP 3.2 Amphibious Operations’.
Non-Functional Requirements System
4.31 The TARDIS FPS Non-Functional Requirements System
(NFRS) was developed in response to a need to standardise on the
tools and systems to be used to develop FPS documentation and to do
so in less expensive and more robust manner. It provides a robust
set of data for any or all project requirements documentation,
particularly system level documents. The NFRS utilises DOORS and
is available on both the DRN and DSN.
4.32 The NFRS is located on the DRN and DSN DOORS database
in the project called Common Use Data - Managed by TARDIS Help
Desk . This location is illustrated at Figure 8.
Figure 8: Location of NFRS
40
4.33 There are two requirement types listed in the NFRS –
Reference Requirements and Detailed Requirements.
4.34 Reference Requirement. A reference requirement is based
upon the reference or document - for example ‘The system shall
comply with DEF (AUST) 1234, Design of Armouries for the ADF’.
Reference Requirements include:
a.
Australian Defence Doctrine/Standards,
b.
Australian Defence Policy,
c.
International Treaties to which Australia is a
signatory,
d.
Australian Standards, and
e.
International Standards.
4.35 Detailed Requirement. Detailed Requirements are developed
by taking selected sources and breaking that source down into
detailed requirements. Taking this approach means a set of
requirements at the clause level are developed - for example ‘The
system in the On State shall cause a noise effect on humans less than
85 dB (A) for steady state noise. Where engineering solutions cannot
attenuate the noise at the source either suitably rated earmuffs or
earplugs shall be worn.’ Detailed requirements include, but are not
limited to, those requirements that relate to:
a.
safety to personnel;
b.
occupational health issues;
c.
the physical environment such as weather, humidity,
temperatures, wind speeds and so on;
d.
explosive ordnance where appropriate;
e.
the rules of war; and
f.
packaging and transportability.
41
Section 4.4 - Other Databases
4.36
Other databases in CDE include:
a. Document Records Management System (DRMS).
DRMS is available to some support staff, and is used in
most areas of CDE to manage hardcopy documents at the
Branch level. DRMS may be extended to project staff in
2007.
b. LifeLine. LifeLine is a Lotus Notes based application
that is used in some areas of CDE. Its use is being phased
out.
c. The CIR/DOFA Questions Tracking Database. The
CIR/DOFA Questions Tracking Database is a Microsoft
Access application used to exchange information between
the Department of Finance and Administration (DOFA)
and CIR.
Section 4.5 - Hard Copy
4.37 The hard copy element aims to ensure all hard copy artefacts
are managed in compliance with the relevant Acts and policies.
Among these records will be drafts and final versions of the
document.
record. Many projects do not have a system at all, some have a lot of
hard copy information, but no way of knowing what exists within it;
others have a reasonable system but often not a complete one. The net
effect is that it is extremely difficult, and at times impossible, to
locate hard copy information if it exists and quite often it simply does
not exist.
4.39 Hard copy management is the responsibility of Desk Officers
and Branch Support staff. Hard copy documents are managed in
accordance with separate CDE instructions. The TARDIS Help Desk
does not usually provide support for this function, but on request can
set up a system.
42
4.40 T-DDM provides the framework and mechanisms for
managing all information artefacts generated by or provided to CDE,
no matter their form or type. In particular the taxonomy is common
between databases and applications. File naming conventions and an
open architecture allow data input to occur once, and be used in a
multitude of reports, or to populate the DRN Intranet or web.
43
Chapter 5
Financials
‘Financial knowledge is the fundamental factor - the major enabler of enterprise performance.’
Karl M. Wiig, Knowledge Practitioner, 2002
5.1
TARDIS Financials (T-F) provides the frameworks and
mechanisms to manage and display financial data for projects, other
initiatives and general operations of the Executive. In the future this
framework may include ROMAN and BORIS. At the moment T-F
consists of several Microsoft Excel databases, based on standardise
workbooks. The sub-components and their use are described below.
Section 5.2 - Project Development Funding
5.2
Project Development Funding (PDF) is the primary source of
funds available to support CS Div staff to develop the initial
capability proposal to Government seeking first pass approval. It is
used specifically to develop the options for approval by the Options
Review Committee for investigation and inclusion in the Initial
Business Case. PDF can legitimately be spent on technical studies,
prototypes, market studies, costing studies, travel, domestic or
international, activities related to preparation of capability
development documentation. PDFs are ultimately approved by the
Minister of Defence and the funded by the Department of Finance
and Administration.
5.3
The PDF Portfolio is an annual cycle with reviews conducted
in October and February each year. The PDF Portfolio cycle for the
new financial year commences in October/November each year with
PDF Investment Management Section (PDFIM) requesting CS Div
branches to submit their PDF requirements for the following financial
year. PDFIM has responsibility to HCS for the management of the
Annual PDF Program, including policy development, PDF education
and training, and oversight of the current year financial management.
45
HCS requires that all PDF bids seeking delegate approval are
submitted through PDFIM, including the annual PDF Portfolio and
all variations.
5.4
There are a number of rules that apply to the allocation of
PDF. These generally limit PDF spending to that required for first
pass progression, and seek to have an audit trail linking funding to
specific documentation outcomes. PDFs are usually allocated within
a given financial year and should be expensed within that financial
year. In exceptional circumstances multi-year bids may be submitted.
PDF Bids
5.5
PDF bids comprise a narrative, outlining the requirement and
a detailed cost breakdown. The narrative is prepared in a Microsoft
Word template which is inserted as a hyperlink in the PDF Budget
Tool.
The current narrative template is available on the DRN
Intranet under the Common Portal.
5.6
The following guidelines should be considered when biding
for PDF.
a. PDF should be bid for and expended in one-year blocks.
Multi-year bids up to three years are allowable, however
such bids if approved reduce funds available for other
PDF bids in future years.
b. PDF is not available to fund the purchase of Specialist
Military Equipment. This does not preclude the
acquisition for prototype or test equipment if appropriate.
c. PDF has no provision for contingency. Consideration of
additional requirements on a competitive rules basis will
take place periodically at in-year reviews.
d. Bids for support from Agencies external to CDG must
show the split between consultants, contractors and PSPs.
e. PDF funds may not be used to office equipment and IT
services.
5.7
In-Cycle Bids. An In-Cycle bid is any bid within the normal
Defence Capability Plan (DPC). The first step to create an in-cycle
46
Chapter 5: Financials
bid is to download the PDF Bid Template and complete the bid as
directed via the instructions on the bid template. The bid must align
with the Project Management Plan. Options Review Committee
guidance is also required.
5.8
Once the bid is compiled First Assistant Secretary Capability
Investment and Resources (FASCIR) endorsement is the sought.
FASCIR supports CCDG as the delegate by examining the
consolidated portfolio of bids to ensure they adhere to rules
surrounding the provision of PDF to projects, and the intent of PDF
overall.
5.9
The final stage of an in-cycle bid is to seek CCDG approval.
Where CCDG approves the proposed PDF portfolio, HCS is advised
and directs the loading of individual PDFs to the Capital Module in
ROMAN. Where CCDG does not approve the PDFs are withdrawn
from the program until the concerns are addressed.
5.10 Out-of-Cycle Bid. An out-of-cycle bid is any bid outside of
the normal PDF cycle. The completion steps are essentially the same
as for an in-cycle bid. Out-of-cycle bids require HCS approval
before FASCIR endorsement.
PDF Budget Tool
5.11
The PDF Budget Tool is a Microsoft Excel workbook that
has a standard structure. It is used for the bid, and if the bid is
approved as the daily management tool.
5.12 Depending on CS Div Branch SOPs, either Desk Officers or
Branch Financial Managers must maintain their PDF workbooks in a
particular way and place. This is necessary so branch and divisional
views of information can be obtained without the need to pose
questions directly to desk officers.
5.13 The system works using a series of cascading Microsoft Excel
workbooks. The cascade works upstream from the Desk Officers to
each of the Director-Generals, then to HCS and PDFIM. Higher
levels can view the detail of lower levels if required. The system is
dependant on the workbooks being named using the conventions
articulated at paragraph 4.18, and the files being located in the
CDG\2 Outputs\c Project Financials\01 Major\c PDF sub-folders .
The path is illustrated at Figure 9.
47
Figure 9: Location of PDF Files on the DRN
Project-Level Workbooks
5.14 The heart of the system, and the point of data entry, is the
project-level workbooks.
These workbooks have a standard
structure. On opening one of the workbooks the screen shown at
Figure 10 is presented. The workbook will always open to this
screen, which serves as a navigation pane.
48
Figure 10: Project-Level Workbook Opening Screen
5.15 Depending on CS Div Branch SOPs, either Desk Officers or
Branch Financial Managers use the orange buttons to navigate to, and
input data into, the worksheets for the various expense categories.
These expense categories are:
a. Domestic Travel;
b. Overseas Travel;
c. Key Products – PSP Delivered;
d. Key Products – Contractor Delivered;
e. Training and Seminars;
f.
Other Supplies;
g. Salaries; and
h. Minor Capital Expenditure.
49
5.16 The expense category worksheets are almost identical. Each
worksheet includes an area for bids and an area for actual
expenditure.
5.17 The red buttons are used by Branch Financial Managers,
Branch Directors, Director-Generals, and PDFIM staff.
The
Certificates worksheet is used by PDFIM staff to approve bids, or
revise allocations. Once approved, or amended, the figures cascade
through the expense category worksheets to the actual expenditure
sections. The Funds Availability worksheet is used exclusively by
PDFIM staff to enter ROMAN expenditure.
5.18 The green button is used to navigate to the Summary
worksheet, which rolls up and summarises the expense category
worksheets. This worksheet is the worksheet that is read into the
Program and Portfolio workbooks.
5.19 The blue buttons are for Year Two or Three expenditure,
where this approved. These buttons are enabled by TARDIS Help
Desk staff on a case-by case basis.
Program and Portfolio Level Workbooks
5.20 Like the Project-level workbooks the Program and Portfolio
workbooks open to a Navigation Sheet. The Program and Portfolio
level workbooks are reporting tools. No data are entered into these
workbooks as they read data from the Summary worksheets of the
project-level workbooks.
5.21 Figure 11 shows the Summary worksheet of the portfolio level
workbook, which is identical to the program level workbooks. The
structure of the Summary worksheets are identical in all project-level
workbooks, program-level workbook, and the portfolio level
workbook. This means data can be consolidated upstream from each
project-level workbook to the relevant program-level workbook, and
on to the portfolio workbook.
50
Figure 11: Portfolio-Level Summary Worksheet
Section 5.3 - Operating Budget
5.22 The Operating Budget Tool is a Microsoft Excel workbook
that has a standard structure. It is used to manage the operating
budget of CDE from individual cost centres, through the branches
and divisions, through to CDE. It uses almost the identical construct
used by the PDF Budget Tool, excepting bids and bid approvals are
not managed within the tool. The workbooks are used as preROMAN management tools, and are reconciled against ROMAN on
a monthly basis.
Cost-Centre Workbooks
5.23 Like the PDF Budge Tool, the heart of the system and the
point of data entry, are the cost-centre workbooks. These workbooks
have a standard structure. On opening one of the workbooks the
screen shown at Figure 12 is presented. The workbook will always
open to this screen, which serves as a navigation pane.
51
Figure 12: Cost-Centre Workbook Opening Screen
5.24 Branch Financial Managers use the orange buttons to navigate
to, and input data into, the worksheets for the various expense
categories. The categories are identical to those used in the PDF
Budget Tool.
Branch, Division, and Executive Workbooks
5.25 Like the Cost Centre level workbooks the Branch, Division
and Executive level open to a Navigation Sheet.
The Branch,
Division and Executive level workbooks are reporting tools. No data
are entered into these workbooks as they read data from the Summary
worksheets of the cost-centre-level workbooks. Figure 13 shows the
Summary worksheets of one of the Division-level workbooks. The
structure of the Summary worksheets are identical across all levels.
This means data can be consolidated upstream from each level.
Pressing the Consolidate button actually sums the data in each
workbook. Pressing the Subordinate Cost Centres button creates a
hyperlinked list of subordinate workbooks, which provides drilldown functionality.
52
Figure 13: Division-Level Workbook Summary Worksheet
Section 5.4 - Other Financial Tools
5.26 Capability Studies Funds (CSF). CSF are an annual
allocation used for short term study activities not necessarily related
to a specific project. CSF are generally used in support of capability
development research to conduct research in the pre-first pass stage.
HCS is the delegate for CSF. Bids for CSF follow a similar process
for out-of-cycle PDF bids, but should not exceed $100,000. If
approved CSF are managed in a tool similar o the PDF Budget Tool.
5.27 TF provides the frameworks and mechanisms to manage and
display financial data for projects, other initiatives and general
operations of the Executive. At the moment T-F consists of several
Microsoft Excel databases, based on standardise workbooks.
53
Chapter 6
Schedules
‘Managing Project Scope is also important. It requires good
negotiating skills and sometimes holding the line on "nice to have"
verses "critical" needs for the project. If major critical needs surface
that impact the project schedule, the Project Manager should
thoroughly document the change, capture a baseline of the current
schedule, and publish a new one'.
Harry Waldron, Microsoft Most Valued Professional, 2005
6.1
TARDIS Schedules (T-S) provides the frameworks and
mechanisms to manage and display all aspects of all schedule data for
projects, other initiatives and the general operations of the Executive.
Currently schedules are managed in Microsoft Excel, Microsoft
Project, Microsoft Outlook and the Major Projects Module of
DOORS. The sub-components and their use are described below.
Section 6.2 - Microsoft Excel T-S
6.2
Microsoft Excel is used to create the initial plan for project
schedules, to monitor status against the initial plan, and to monitor
progression of the project against a number of deliverables. Data can
be exported or imported into a number of other tools including
DOORS and Microsoft Project to achieve baselines and
visualisations. The use of this system is mandated.
6.3
At the project level the opening screen is as shown at Figure
14. The workbook will always open to this screen. The white boxes
allow the Desk Officer to type in the project name, and select from a
drop–down box a date for the Year of Decision, which is always
defaulted to 30 June. This automatically calculates the dates for first
and second pass; however these dates can be overtyped if they are
known.
55
Figure 14: Project Schedules Opening Screen
6.4
Once these name of the project, the year of decision, and the
first and second pass dates are entered the Initial Plan is calculated.
The Initial Plan is shown at Figure 15. The Initial Plan provides a
suggested start date for the project, and a suggested start date for
second pass. These dates are then used to calculate when key
documents must be completed in draft, and when they should be
endorsed.
6.5
Some care should be applied when using the Initial Plan
because it is a linear cascade and does not take into account public
holidays or concurrent activity. Notwithstanding this it does provide
a plan that follows the CDE project development processes, and
accords with the various Data Information Descriptions Sets (DIDS).
6.6
Once a desk officer have checked the initial plan and made
any adjustments the Initial Plan sheet is locked by the TARDIS
Team, so that a base line position is recorded. All the dates in this
version are the Initial Plan are carried forward to the Current Planned
sheet. Desk officers manage their schedule from Current Planned
sheet. Differences between the Initial Planned and the Current
56
Chapter 6: Schedules
Planned sheets are carried forward to the Metrics sheet, and are used
for reporting purpose at the branch and divisional levels.
Figure 15: Project Initial Planning Worksheet
6.7
The project-level workbooks also include a Project Quality
Worksheet as shown at Figure 16. This worksheet gives an
indication of the approval status of the various document
deliverables, based on questions derived from the DIDS. The Desk
Officer or Director answers the questions by selecting from the drop
down boxes. In the background a score is allocated for a ‘Yes’
answer and carried upwards to the summary row for that document
and converted to a percentage. These scores in turn are carried
forward to the Metrics sheet where the overall status of the project
can be viewed.
6.8
The Metrics sheet provides a complete summary of the
progress of the project. It compares actual progress against the initial
plan and provides and indication of the document endorsement state.
Data in this sheet is used for upstream reporting purposes.
57
Figure 16: Project Quality Worksheet
6.9
Figure 17 shows the Divisional-Level summary. The system
works by reading in data contained on the Metrics worksheets of the
project-level workbooks. The system is dependant on the workbooks
being named using the conventions articulated at paragraph 4.18, and
the files being located in the CDG\2 Outputs\b Project Schedules
sub-folders. The project name is created as a hyperlink enabling
drill-down capability, so greater detail can be obtained. It colourcodes the final draft status, and indicates the schedule and quality
risk. The tool also indicates when the project workbooks were last
saved, and has a number of filters enabled so, for example only first
pass projects with schedule risk can be displayed.
6.10 The summary workbook has a few limitations, which require
care in interpretation. When project-level workbooks are first created
the Initial Plan and Current Plan worksheets will be identical. This
means the default output for schedule risk at the Divisional level is
‘No Risk’. Similarly when a project-level workbook is created the
58
Quality sheet questions will be blank. This means the default output
for Quality Risk is ‘Extreme’ at the Divisional level. For these
reasons it is important to note the Date Modified column, and to use
the drill down functionality to obtain greater fidelity if something
seems awry.
Figure 17: Divisional Level Schedule Summary
Section 6.3 - Microsoft Project T-S
6.11 Microsoft Project is used in varying degrees with CDE for the
detailed week-to-week management of projects, and for some desk
officers as a planning tool.
It is highly recommended that for
planning purposes the Microsoft Excel tool is used to establish the
initial dates. Should Desk Officers want to use Microsoft Project
they should approach the TARDIS Help Desk for assistance in
exporting data from the Microsoft Excel tool and importing it into
59
Microsoft Project. Alternatively Desk Officers may care to use the
template which is available on the CDE website at
<http://intranet.defence.gov.au/CDE/sites/chkDoc.asp?S=10307&D=
1572&URL=../_pubs/docs/cdg >.
6.12 Unfortunately a current limitation of Microsoft Project in
CDE is the inability to obtain consolidated branch and divisional
views of Project Schedules. To do this the Microsoft Excel tool must
be used. At the Divisional-level functionality has been built to export
consolidated data into Microsoft Project. Figure 18 shows a screen
capture of the export.
Figure 18: Microsoft Project Gantt View
Section 6.4 - DOORS Major Projects Module
6.13 The DOORS Major Projects Module is also used for schedule
management. Using this module allows semi-automation of some
management reports. The Major Projects module is located on the
DSN in DOORS at TARDIS\ 2 Outputs\ a Project Work\1 Major .
6.14 In the Major Projects module a series of key milestones for
‘Initial Planned’, ‘Current Planned’ and ‘Actual’ dates are
maintained. From these it is possible to derive a whole series of
management views within Microsoft Excel, Word and Project, which
provide an insight into the key metrics for all major projects. Data is
exported from the Major Projects module to a Microsoft Excel
60
module, which generates the metrics, figures and graphs required for
an overview. This is ‘read only’ to all staff as no manipulation of the
data occurs in the template. The Excel file data is linked and
displayed within Microsoft Word file. This transforms the data into a
brief format suitable for stakeholders.
Section 6.5 - Microsoft Outlook T-S
6.15 Microsoft Outlook is used extensively with CDE both as an email client and as scheduling and calendar tool. Numerous group
calendars exist throughout CDE. The TARDIS Help Desk can assist
directorates and branches to establish group calendars.
6.16 CDE has a group calendar which can be accessed either from
within Outlook, or directly from the CDE’s website on the DRN at
<http://intranet.defence.gov.au/CDE/sites/_pubs/docs/calendar.xnk>.
6.17 Figure 19 is a screen capture of the CDE group calendar. The
CDE group calendar provides:
a. the know dates of all committees relevant to CDE for a
12 month period;
b. the dates additional estimates will be considered;
c. courses and training dates;
d. block-leave periods and school holidays; and
e. the known absences of key executive staff, like HCS and
CCDE.
61
Figure 19: Microsoft Outlook CDE Group Calendar
6.18 Schedule and calendar management are important functions in
CDE, which set the rhythm of the organisation. T-S provides the
frameworks and mechanisms to manage and display all aspects of all
schedule data for projects, other initiatives and the general operations
of the Executive.
62
Chapter 7
Web
'The Internet is based on a layered, end-to-end model that allows
people at each level of the network to innovate free of any central
control. By placing intelligence at the edges rather than control in
the middle of the network, the Internet has created a platform for
innovation.'
Vinton Gray Cerf, Computer Scientist, 2002
7.1
TARDIS Web (T-W) is the framework and mechanisms to
manage the CDE web presence on the DSN, DRN and World Wide
Web (WWW). T-W uses the ‘ComWeb’ corporate website
development tool. The theme, structure, and some content are
common across the DRN and DSN. Wherever possible content is
drawn from T-DDM and updated seamlessly. Because of the
problem of aggregation of unclassified data becoming classified the
WWW presence is managed separately.
7.2
CDE utilises a combination of web sites to exchange
information between the organisation and interested parties. These
parties include internal and external, that is, non-CDE, personnel,
internal and external stakeholders and interested members of the
community from Australia and overseas.
7.3
The CDE web presence is drawn from the TARDIS
Knowledge Management framework and system and is developed
through a Web Content Management System, ComWeb, that has
been developed by the software manufacturer, CompuCraft.
Section 7.2 - Defence Restricted Network (DRN)
7.4
The CDE DRN website is located on the Defence Restricted
Intranet, which is accessible to all members of Defence who have a
logon to the system. Figure 20 shows the opening screen of CDE’s
website on the DRN.
63
Figure 20: DRN Intranet Opening Screen
7.5
The CDE DRN website is authored dynamically allowing this
tool to be accurate and timely in the information that is published for
consumption. Information stored within this tool is maintained at the
unclassified and restricted levels with information available relating
to:
a. organisational structure and contacts;
b. project details, key documents and contacts;
c. business operations reference material; and
d. the Capability Development Process.
7.6
The DRN website utilises secure functionality to allow a
collaborative approach to document/information review where the
wider exposure of information within the DRN is inappropriate/
unacceptable.
Section 7.3 - Defence Secret Network (DSN)
7.7
The CDE Secret website maintains content at the Unclassified
to Secret levels. The site is a replication of the DRN website with
additional information published at the Secret level. As a result the
64
Chapter 7: Web
website is a ‘stand-alone’ website that informs users of the operations
and structure of CDE in a near identical manner to the DRN.
7.8
The CDE Secret website is maintained in a static
configuration based on limitations to Defence web architecture on the
Secret Network. When Defence matures this infrastructure, this
website will be maintained dynamically with regular replication of
the DRN site to ensure information remains accurate and timely.
Section 7.4 - World Wide Web (WWW)
7.9
The CDE Internet website maintains information at the
‘Unclassified’ level. The site is provided to inform the general
community of the operations of CDE that are appropriate for release
in the public domain. Figure 21 shows the opening screen of CDE’s
website on the WWW.
Figure 21: CDE WWW Opening Page
7.10 Information contained within this site is an abridged version
of the content that is maintained on the DRN. Available information
includes: the history and structure of CDE; the broad summary of
projects based on Government released project details; key public
publications; and relevant related links
65
7.11 The CDE web presence in all three environments is drawn
from the TARDIS Knowledge Management framework and system.
The theme, structure, and some content are common across the DRN,
DSN, and where possible the WWW. Wherever possible content is
drawn from T-DDM and updated seamlessly.
66
Chapter 8
Reports
‘Sharing knowledge is not about giving people something, or getting
something from them. That is only valid for information sharing.
Sharing knowledge occurs when people are genuinely interested in
helping one another develop new capacities for action; it is about
creating learning processes.’
Peter Senge, Systems Engineer, 1990
8.1
TARDIS Reports (T-R) provide for the generation of
information in the format and type the stakeholder requires.
Experience to date has shown that this component needs to be
reactive as it is difficult to ‘guess’ what information is required by
each executive or stakeholder. It is also evolutionary in nature in
that once a report framework is generated, the stakeholder may wish
to modify it to further satisfy their evolving requirements. Currently
some reports are semi-automated from data maintained in T-DDM
and T-F.
Section 8.2 - Financial Reports
8.2
Financial reporting within TARDIS is covered in detail at
Chapter 5. Reporting is done within Microsoft Excel databases.
Currently there are reporting systems in place for Project
Development Funds and the Branch and Divisional Operating
Budgets.
8.3
Both tools use a common approach. Depending on branch or
divisional SOPs, either Desk Officers or Branch Financial Managers
must maintain their workbooks in a particular way and place. This is
necessary so branch and divisional views of information can be
obtained without the need to pose questions directly to desk officers.
8.4
The system works using a series of cascading Microsoft Excel
workbooks. The cascade works upstream from the Desk Officers to
each of the Director-Generals, then to HCS and ultimately to CCDE.
Higher levels can view the detail of lower levels if required. The
67
system is dependant on the workbooks being named using the
conventions articulated at paragraph 4.18, and the files being located
in the folders, which are articulated in Chapter 5.
8.5
For the PDF financial tool the Program and Portfolio level
workbooks are reporting tools. No data are entered into these
project-level workbooks. For the Operating Budget the Branch,
Division and Executive level workbooks are reporting tools. Again
no data are entered into these workbooks as they read data from the
Summary worksheets of the cost-centre-level workbooks.
8.6
Figure 22 shows the Summary worksheet of the PDF branchlevel workbook, which is identical to the program level workbooks.
The structure of the Summary worksheets are identical in all projectlevel workbooks, program-level workbook, and the portfolio level
workbook. This means data can be consolidated upstream from each
project-level workbook to the relevant program-level workbook, and
on to the portfolio workbook. The same principle applies to the
Operating Budget system.
Figure 22: PDF Rollup Branch Summary Worksheet
68
Chapter 8: Reports
Section 8.3 - Project Reports
8.7
A number of project reports are available. In particular the
schedule reports are automated as described in Chapter 6. A
Divisional view of project schedule and quality risk can be obtained
at the press of a button on the divisional-level workbook. This
system works in a similar way to the financial reports, and is
dependant on desk-officers entering data into their workbooks.
8.8
DOORS is also used to generate a number of reports
including the Capability Development Overview Report (CDOR).
Desk Officers maintain data in Views 999a and 999b of the Major
Projects module located on the DSN in DOORS at TARDIS\ 2
Outputs\ a Project Work\1 Major . Data is then exported from these
views by DCOP staff or the TARDIS Help Desk in a CSV format.
This data is imported into a template which then produces a
completely formatted report as illustrated at Figure 23.
Figure 23: Unapproved Projects Status Report
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Section 8.4 - Ad Hoc Reports
8.9 Ad hoc reports are produced almost daily by the TARDIS Help
Desk in response to staff requests. Usually these reports a fairly
simple to produce, and can be presented in any or all of the Microsoft
products available to CDE.
8.10 Reports are a keep output of CDE. T-R provide for the
generation of information in the format and type the stakeholder
requires.
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Chapter 9
Stakeholder Management
‘In a project, it is the people that are the main cause of problems.
Time schedules, financial projections, and software goals may be
abstractions, but it is the flesh-and-blood people whose work
determines your project’s status… A proper analysis of the
stakeholders will help you to construct a project approach suited to
the situation and will allow you to negotiate better with the
stakeholders. ’
Harry Waldron, Microsoft Most Valued Professional, 2005
9.1
TARDIS Stakeholder Management (T-SM) is a framework to
manage the multiplicity of stakeholders with whom CDE must
engage as part of its core business. The stakeholders include upstream
organisations that provide information to CDE for its core business,
downstream organisations that require information outputs from CDE
core business and peripheral organisations that use information from
CDE for various purposes not directly related to capital procurement.
Currently most of the stakeholder management function is done
within the DOORS database, which is a sub-component of T-DDM.
The management of T-SM sub-components are described below.
Section 9.2 - T-DDM Stakeholder Management
9.2
T-DDM stakeholder management is as simple as completing a
module within DOORS on either the DRN or the DSN. Data can be
exported out of Microsoft Outlook and imported into the relevant
DOORS module by TARDIS help Desk staff. It is important that
stakeholders are listed in the DDORS module because on posting or
transfer the PST file in Outlook moves with the individual.
9.3
Figure 24 shows some of the entries in the stakeholder
module for JP2060. The module is in a simple ‘spreadsheet-type’
format that lists the appointment, parent organisation, contact details,
and the individual’s interest in the project.
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Figure 24: DOORS Stakeholder Module
Section 9.3 - TARDIS Working Groups
9.4
TARDIS Working Groups (T-WG) provide coordination,
advice and guidance to the TARDIS Team on any element of the
TARDIS development when and if required.
It should be
emphasised that they are established only for the duration of
development phase to minimise the impact on CDE staff.
9.5
The first T-WG established was the TARDIS Capability
Systems Advisory Group (TCSAG). The TCSAG is a top-level group
with representatives from all CDE Divisions, CS Div Branches, and
the Business Manager. Its primary responsibility is to provide broad
advice and guidance to Project TARDIS, and to coordinate, where
required, resources and cooperation from their respective areas.
9.6
Other T-WG that are established from time to time include:
a.
the TARDIS Processes WG (to guide the development of
T-P);
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Chapter 9: Stakeholder Management
b. the Strategic Level Data WG (to guide the further
development of the strategic level data sets); and
c. the TARDIS Constraints WG (to guide the development
of the common data sets that articulate operational and
system level constraints or non-functional requirements).
9.7
Given an annual staff turnover of up to 50% stakeholder
management is vital in CDE. T-SM is a framework to manage the
multiplicity of stakeholders with whom CDE must engage as part of
its core business. The stakeholders include upstream organisations
that provide information to CDE for its core business, downstream
organisations that require information outputs from CDE core
business and peripheral organisations that use information from CDE
for various purposes not directly related to capital procurement.
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Chapter 10
Business Process Support
'We learn best from our experience, but we never directly experience
the consequence of many of our most important decisions.'
Peter Senge, Systems Engineer, 1990
10.1 TARDIS Business Process Support (T-BPS) provides the
frameworks and mechanisms wherever possible for all elements that
constitute support to business processes including the:
a. governance of those processes,
b. manuals and procedures that explain those processes, and
c. metrics collection to measure and improve those
processes.
10.2 To date most of the focus of TARDIS has been on the
collection of metrics, and the publication of manuals and procedures
to T-W. The management of T-BPS sub-components are described
below.
Section 10.2 - Process Governance and Manuals
10.3 TARDIS has a small role in business process governance;
however this role is increasing as processes are developed or defined.
TARDIS Web is used extensively to publish processes and manuals
as they are developed. Hardcopies of the publications are available at
the TARDIS Help Desk.
10.4 Figure 25 shows the Project Process Map, which is available
on CDE’s website on the DRN. This is the top level map. Clicking
on the arrows or boxes will take you to subordinate pages that
provide greater detail, the DIDS, or various templates. Figure 26
shows some of the manuals and publications that are available on
CDE’s website on the DRN. Hardcopies of the publications are
available at the TARDIS Help Desk.
75
Figure 25: Project Process Map
Figure 26: CDE Manuals
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Chapter 10: Business Process Support
Section 10.3 - Metrics
10.5 The TARDIS Help Desk collects periodically business
metrics, such as those shown at Figure 27. This function will
increase in 2007 as CDE defines a standard set of metrics, probably
based around the Australian Business Excellence Framework.
10.6 The TARDIS Help Desk is also available to design surveys.
Most surveys are deployed via e-mail or the web using a tool called
QuestionPro.
Figure 27: TARDIS Metrics
Section 10.4 - TARDIS Tender Evaluation System
10.7 The TARDIS Tender Evaluation System (TTES) was
developed in response to a need to standardise on the tools and
systems to be used to conduct a tender evaluation. This is
particularly relevant with the Two Pass Process where options are
being developed to go to government based on an industry response
prior to Second Pass approval.
Overview
10.8 TTES is a system that provides support for the full Request
for Tender (RFT) period from release of tender through evaluation,
tender reporting. Because of how it was developed and used, it also
provides support to pre-RFT activities such as requirements
development and post-RFT activities such as contract negotiations
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and contract monitoring after contract award. It is also sufficiently
flexible for projects to be able to generally conduct an evaluation how
they choose (within reason), but using some specific tools.
10.9
The tools used are:
a. DOORS. It is the application used to conduct the actual
evaluation as different teams can work in the one
document at the same time and there is robust access
control and the history of all changes to data is recorded.
b. Microsoft Excel. This is the application used to
aggregate and present the results of the evaluation
including histograms, pie charts, rankings, etc. No data
entry is made in Excel, unless there is a need to add
comment against existing data.
TTES Broad Process
10.10 TTES requires some initial setup to configure the tools for the
specifics of the RFT. Figure28 shows the broad process.
Figure 28: TTES Broad Process
10.11 Example activities might include:
a. Place all key documentation to be assessed into DOORS
so that it is under detailed version and configuration
control.
b. Develop/add all required attributes and views and
configure each document as required.
c. Setup the stand-alone network if required. This may be
desirable if the project believes there is a risk of
compromise by the evaluation being conducted on one of
the networks.
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Chapter 10: Business Process Support
d. Train staff and conduct a tender evaluation exercise.
e. Develop project specific SOPs.
TTES Analysis
10.12 Ideally tender documents are provided to tenderers in the
format (MS Word, MS Excel, DOORS) that the project requires. If
the decision is to issue the RFT in DOORS, consideration should be
given to the skills of the tenderers in using DOORS, the fact that
more questions are likely to arise on DOORS than the RFT, the cost
of tendering, and the support tenderers might require in completing
their response, among others.
10.13 On receipt of the responses, they or elements of them are
placed into DOORS by a means determined by the format in which
they are received. If it is in MS Word for example, then the
responses are ‘imported’ into DOORS. In this way, there is a
complete set of responses from all tenderers in DOORS, with each
response aligned against each clause in the RFT. The responses are
assessed within DOORS with provision for quantitative and
qualitative evaluations using drop down lists and text fields. Multiple
groups and individuals are able to work on the same document if
required. All changes to each evaluation are recorded, and access is
managed down to the clause, column and/or view level as required.
10.14 On completion, or at any time during the evaluation process,
the evaluation data is exported to the Microsoft Excel templates to
generate the evaluation report which contribute to any source
evaluation report. The reporting can provide nearly any desirable
configuration of report, so long as the data exists to produce it.
Additionally, areas can be provided to include qualitative comment
should that be desired.
10.15 An example of the types of analysis that can be conducted is
shown at Figure 290. The buttons shown on the screen capture are
pre-defined filters that allow data to be analysed against specific
criteria.
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Figure 29: Opening Screen of the Analysis Template for Land 121
10.16 T-BPS provides the frameworks and mechanisms wherever
possible for all elements that constitute support to business processes
including the governance of those processes; manuals and procedures
that explain those processes; and metrics collection to measure and
improve those processes.
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Chapter 11
Training and Support
‘Successful knowledge transfer involves neither computers nor
documents but rather interactions between people’.
Thomas Davenport, Knowledge Practitioner, 1995.
11.1 TARDIS Training and Support (T-TS) addresses the training
framework for TARDIS and the support element, which is known as
the TARDIS Help Desk. The types of courses and the functions and
engagement of the TARDIS Help Desk are described below.
Section 11.2 - Training
11.2 An essential component of the TARDIS knowledge
productivity framework is training. Six types of training are offered,
which are outlined below.
New Starter Training
11.3 New Starter training is the most in-depth collective training.
It is ideally suited to staff who are significantly involved in the
development of information at the strategic, operational or to a lesser
degree the system level, and are required to do so within the TARDIS
framework.
11.4 New Starter training takes one and a half days and involves
two discrete sessions as follows:
a. Session 1 – Group Instruction. This session is half a
day and provides an overview of the majority of TARDIS
components, including T-F, T-S, T-DDM, T-R, T-BPS,
and T-W.
b. Session 2 – Interactive Instruction. This session is a
one day training course focussing exclusively on T-DDM,
and specifically on the DOORS™ database. It has a
81
practical focus and requires participants to work through
a series of exercises.
Refresher Training
11.5
Refresher Training is available for existing CDE personnel
who have previously attended the New Starter Course. The course is
four hours and focuses primarily on T-DDM, but also includes T-F,
T-S, and T-W.
Tailored Training
11.6 Tailored training is available by arrangement for a specific
organisation or group of staff. For example, it is possible to reduce
the training course for those that will be light users of the DOORS™
database, but need to use it for specific applications not covered in
the above courses. There is no schedule for this training. CDE
organisations should contact the TARDIS Help Desk directly if this is
required.
Executive Training
11.7 Executive training is generally provided as three one-on-one
training sessions, each of 45 minutes.
Individual Training
11.8 Individual one-on-one training is provided on request.
Requests should be directed to the TARDIS Help Desk.
Training Attendance
11.9 All CDE staff should attend at least the Session 1 of the New
Starter course. The following provides a guide for attendance:
a. CS Div. All CS Div Desk Officers managing projects
and CS Div support staff (XOs for example) should
complete Sessions 1 and 2 of the New Starters course.
b. CIR Div. All CIR Div staff that interact with projects
and CS Div directly, and will be accessing project
documentation such as the OCD and FPS, should
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Chapter 11: Training and Support
Other staff need only do Session 1.
c. C&P Branch. All C&P Branch staff who work on key
outputs such as MROs, and AIPS should complete
Sessions 1 and 2 of the New Starters course. Other staff
need only do Session 1.
d. DTRIALS. All DTRIALS staff that interact with
projects and CS Div directly, and will be accessing
project documentation such as the OCD and FPS, should
Other staff need only do Session 1.
e. CDE Executive Personal Staff. The personal staff of
CDE Executives should complete Sessions 1 of the New
Starters course.
11.10 Other Defence Staff, such as a Desk Officers' counterparts
from the DMO can attend the New Starters or Refresher Training
courses subject to CDE priorities.
11.11 Contractors and Industry members may attend the New
Starters or Refresher Training courses providing all of the following
criteria have been satisfied:
a. a CDE staff member has nominated the person;
b. the contractor has a contract, or is confirmed as going to
be awarded a contract, to conduct work involving the
development of project documentation or other products;
c. the contractor has a valid Defence Pass; and
d. the contractor accepts the conditions that attendance will
be at the Contractor's expense.
Section 11.3 - Help Desk Function
11.12 A help-desk is manned from 7:00 am to 5:00 pm Monday o
Friday. Staff at the help desk are available to:
83
a. coach and assist CDE staff to maintain their output data
in an electronic format in T–DDM and on T-W;
b. provide assistance for meetings and workshops utilising
software tools such as, DOORS, the Microsoft Office
suite, MindManager and others;
c. produce minutes of formal meetings attended within CDE
and distribute them in a timely manner;
d. liaise with other agencies within Defence as required;
e. create, edit and maintain information in the DOORS
database;
f.
create, edit and maintain information in the TARDIS
electronic files;
g. organise training facility venue, photocopy training notes
and coordinate attendances;
h. maintain and update individual website instances;
i.
create, submit and follow up of DRN and DSN access
requests;
j.
create, submit, and follow up of DOORS access requests;
k. provide general ‘trouble shooting’ assistance.
11.13 Some TARDIS Help Desk staff are also available for
application development within the DOORS and Microsoft
environments.
11.14 There is no formal method to engage the TARDIS Help Desk
staff – just pop around and speak to the staff. In most cases they will
drop what they are doing and provide immediate assistance. The
exception of course is application development, which requires task
approval from the Director Decision Information Management in
DCOP.
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Chapter 11: Training and Support
11.15 T-TS provides the human dimension and face of TARDIS. It
emphasises connecting ‘people to people’, and ‘people to
information’ in the form of the correct process, document and so on.
This is to ensure that expert advice and the best available information
in the organisation is quickly provided or located. It follows a
philosophy that ‘a question is the trigger for a knowledge transaction
between staff’.
85
Part Three: Responsibilities
87
Chapter 12
The Executive
The most important, and indeed the truly unique, contribution of
management in the 20th century was the fifty-fold increase in the
productivity of the manual worker in manufacturing. The most
important contribution management needs to make in the 21st
century is similarly to increase the productivity of knowledge work
and the knowledge worker.
Peter Drucker, Business Analyst, 1999
12.1 It is almost trite to say that the single greatest responsibility
that the Executive has is to use the TARDIS systems in place. If
they are not used then Desk Officers will not use the systems.
Executives must use the systems themselves, and insist that Desk
Officers and Support Staff use and populate the various components.
Section 12.1 - TARDIS Impact on the Executive
12.2 The impact of TARDIS processes on the Executive are
minimal as they should already be doing much of what is required in
some form. Nonetheless, the intention for TARDIS is to bring a
discipline and systems to support that effort. This means the
Executive are required to manage their data and information in a
uniform and disciplined way. Specifically, this means the Executive
will:
a. maintain a series of DOORS™ modules within T-DDM;
b. have at least read access to most of the data in the TDDM framework;
c. create and store their electronic files in a specific area and
within a consistent framework of folders on the DRN and
DSN;
d. undergo relevant training with a specific focus on what
they need to do on a day-to-day basis;
89
e. use TARDIS to generate reports wherever possible;
f.
direct the development of TARDIS and champion the use
of TARDIS components;
g. ensure subordinates are trained in the use of TARDIS;
and
h. ensure subordinates use the systems by conducting data
spot-checks, and commissioning information audits from
time to time.
Section 12.2 - Document and Data Management
12.3 Full details on data and document management procedures are
described in Chapter 4 – Data and Document Management .
Electronic Files
12.4 Two specific areas have been set aside for the use of the
Executives and their immediate support staff. The first is the 1
Executive directory. This directory is used by the CDE executive
and contains folders for CCDE, HCS, FASCIR, and the other star
officers of CDE. Access to this directory is strictly controlled.
12.5 The second is the 4 Organisations directory. This directory
contains folders for each of the organisations within CDE. Access to
the folders in this directory is controlled to the extent that one must
belong to Capability Systems Division (CS Div) to access the c CS
Div sub-folders, and so on. To put it another way, someone in
Capability and Plans Branch (C&P Br) can only access the files in the
d C&P Br sub-folders and cannot access the files in the c CS Div subfolders. Everyone belonging the branch or division can read files in
the directory.
12.6 Executives should create and store their electronic files in one
of these two folders, ensuring they conform to the file naming
conventions specified in Chapter 4 . Executives should also conduct
periodic spot-checks on their subordinates data to ensure compliance.
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Chapter 12: The Executive
Database
12.7 The DOORS database on both the DRN and DSN has a
taxonomy that mirrors the T-EF Directory Structure in Windows
Explorer. Branch and program diaries have been created, along with
stakeholder modules.
12.8 Executives are encouraged to use these modules, which will
greatly enhance branch collaboration, transparency and
handover/takeovers. Staff from the TARDIS Help Desk can assist
with coaching or setting up specific requirements.
Section 12.3 - Finances
12.9 Full details on TARDIS financial management procedures are
described in Chapter 5 – Financials.
Project Development Funds
12.10 CS Div Branch Director Generals are responsible to oversee
the PDF expenditure of their Branch. Their management
responsibilities include:
a. ensuring PDF funds are only used for the purposes for
which they are allocated;
b. verifying individual bids are appropriate, they are feasible
and they are the best use of financial resources;
c. ensuring the expenditure of PDF across their Branch is
managed so that funds are expended within the Financial
Year and a potential over-spend/under spend is avoided.
Operating Budget
12.11 Branch Heads are responsible to oversee the PDF expenditure
of their Branch. Their management responsibilities include:
a. ensuring funds are only used for the purposes for which
they are allocated;
b. verifying individual bids are appropriate, they are feasible
and they are the best use of financial resources;
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c. ensuring the expenditure of funds across their Branch is
managed so that funds are expended within the Financial
Year and a potential over-spend/under spend is avoided.
Section 12.4 - Schedules
12.12 Full details on TARDIS Schedules are described in Chapter 6
– Schedules.
Microsoft Excel Schedules
12.13 Desk Officers are supposed to maintain Excel schedules,
which provide an initial planned schedule, the current status, and an
indication of the endorsement status of key documents. The Desk
Officer workbooks are read into branch and divisional summaries.
The system works by reading in data contained on the Metrics
worksheets of the project-level workbooks.
12.14 Executives can get a real time view of project schedules if
Desk Officers are maintaining their workbooks correctly. At the
branch or divisional level project names are created as a hyperlink
enabling drill-down capability, so greater detail can be obtained. The
tool also indicates when the project workbooks were last saved, and
has a number of filters enabled so, for example only first pass
projects with schedule risk can be displayed.
12.15 Executives should note that the branch and divisional
workbooks have a few limitations, which require care in
interpretation. When project-level workbooks are first created the
Initial Plan and Current Plan worksheets will be identical. This
means the default output for schedule risk at the Divisional level is
‘No Risk’. Similarly when a project-level workbook is created the
Quality sheet questions will be blank. This means the default output
for Quality Risk is ‘Extreme’ at the Divisional level. For these
reasons it is important to note the Date Modified column, and to use
the drill down functionality to obtain greater fidelity if something
seems awry.
DOORS Schedules
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‘Initial Planned’, ‘Current Planned’ and ‘Actual’ dates are maintained
by Desk Officers. From these it is possible to derive a whole series
of management views within Microsoft Excel, Word and Project,
which provide an insight into the key metrics for all major projects.
12.17 Executives should ensure their subordinates maintain their
project entries in Major Projects module. Should Executives want
specific detail they should use the Major Projects module rather than
bothering Desk Officers. Alternatively if they require a specific
report they should first contact the TARDIS Help Desk who may be
able to produce the report, providing Desk Officers have maintained
the data.
Outlook
12.19 Executives should ensure that they or their support staff
update this calendar on at least a weekly basis.
Section 12.5 - Web
12.20 Full details on TARDIS Web are described in Chapter 7 –
Web .
12.21 CDE utilises a combination of web sites on the DRN, DSN
and WWW to exchange information between the organisation and
interested parties. These parties include internal and external, that is,
non-CDE, personnel, internal and external stakeholders and interested
members of the community from Australia and overseas. The CDE
web presence is drawn from the TARDIS Knowledge Management
framework and system and is developed through a Web Content
Management System.
12.22 Executives should periodically review the sites and check that
content is both appropriate and current. If the content is not current
then it means subordinates have not updated data elsewhere in the
TARDIS system/.
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Section 12.6 - Reports
12.23 Full details on TARDIS Web are described in are described in
Chapter 8 – Reports .
12.24 Experience to date has shown that the reporting component
needs to be reactive as it is difficult to ‘guess’ what information is
required by each executive or stakeholder. It is also evolutionary in
nature in that once a report framework is generated, the stakeholder
may wish to modify it to further satisfy their evolving requirements.
12.25 Executives are strongly encouraged to identify and develop
standard reports that can be produced from one of the other TARDIS
components and then exported to a report template.
12.26 Executives are also encouraged to use the components
themselves. And/or approach the TARDIS Help Desk for report
generation rather than Desk Officers.
Financial
12.27 The PDF financial tool has Program and Portfolio level
workbooks, which are used solely as reporting tools. No data are
entered into these workbooks as they read data from the Summary
worksheets of the project-level workbooks.
12.28 Similarly the Operating Budget tool has the Branch, Division
and Executive level workbooks, which are used solely as reporting
tools are reporting tools. Again no data are entered into these
cost-centre-level workbooks.
12.29 The use of both of these tools is explained in detail in Chapter
5 – Financials. Executives should familiarise themselves with their
use.
Project
12.30 A number of project reports are available. In particular the
schedule reports are automated as described in Chapter 6. A
Divisional view of project schedule and quality risk can be obtained
at the press of a button on the divisional-level workbook.
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12.31 DOORS is also used to generate a number of reports
including the Capability Development Overview Report (CDOR).
12.32 Executives should arrange for support staff to be trained in the
production of these reports, do it themselves, or task the TARDIS
Help Desk to produce the reports.
Other
12.33 Ad hoc reports are produced almost daily by the TARDIS Help
Desk in response to staff requests. Usually these reports a fairly
simple to produce, and can be presented in any or all of the Microsoft
products available to CDE. Executives requiring ad hoc reports
should task the TARDIS Help Desk.
Section 12.7 - Stakeholders
12.34 Full details on TARDIS Stakeholder management are
described in Chapter 9 – Stakeholder Management .
Database
12.35 Stakeholder modules have been, or can be, created for
Executives. Executives are encouraged to use these modules, which
will greatly enhance branch collaboration, transparency and
handover/takeovers. Staff from the TARDIS Help Desk can assist
with coaching or setting up specific requirements.
Working Groups
12.36 Staff from the TARDIS Help Desk are available to assist with
working group management including taking and producing meeting
minutes on the fly. Executives are encouraged to make use of this
facility.
Section 12.8 - Business Process Support
12.37 Full details on TARDIS Business Process Support are
described in Chapter 10 – Business Process Support.
12.38 Executives are required to periodically review business
processes. New processes or changes to existing processes should be
95
notified to the TARDIS Help Desk, so they can be documented and
templates for reporting purposes built.
Section 12.9 - Training and Support
12.39 Full details on TARDIS Training and Support are described in
Chapter 11 – Training and Support .
12.40 Executives should avail themselves of Executive Training and
ensure their staff have completed the relevant TARDIS training.
12.41 It is almost trite to say that the single greatest responsibility
that the Executive has is to use the TARDIS systems in place, and
ensure their subordinates use the systems. The impact of TARDIS
processes on the Executive are minimal as they should already be
doing much of what is required in some form.
Executives are
strongly encouraged to engage the TARDIS Help Desk for assistance.
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Chapter 13
Desk Officers
'A project is complete when it starts working for you, rather than you
working for it'.
Scott Allen, Technology Entrepreneur, 2000
13.1 Desk Officers handle and manage data and information from
many different sources and in many different forms. Until TARDIS
was implemented there were few tools and systems in place to enable
information to be managed, stored and most importantly, manipulated
and retrieved when required. Furthermore, there were few resources
to assist Desk Officers to do this correctly and completely.
13.2 TARDIS has been developed and designed to provide a
holistic system to manage all data and information regardless of its
form, type or location, and is aimed primarily at Desk Officers. The
following sections provide details of specific Desk Officer
responsibilities.
Section 13.2 - TARDIS Impact on Desk Officers
13.3 The impact of TARDIS processes on Desk Officers are
discipline and systems to support that effort. This means Desk
Officers are required to manage their data and information in a
uniform and disciplined way. Specifically, this means Desk Officers
will:
b. have read access to much of the strategic and portfolio
level data in T-DDM, to provide additional insight into
their capability and/or project;
97
DSN (This does not mean Desk Officers cannot add new
folders, just that they should do so in the context and
framework of that provided);
d. maintain their financial information in a consistent way,
including locating it in a central repository so that
Program and Portfolio information can be extracted;
e. be required to maintain a filing and/or folder system to
retain control of all hard copy information for both their
capability and project;
f.
undergo relevant training with a specific focus on what
g. maintain their schedule information in a consistent way,
including locating it in a central repository so that
Program and Portfolio information can be extracted;
h. be responsible for the maintenance of the information
associated with their project and capability within the
framework of the T-W;
described in Chapter 4 – Data and Document Management
Electronic Files
13.5 T-EF is simply Windows Explorer with a standardised
directory structure that allows CDE staff to manage and store all
electronic information in a consistent way, both on the DSN or the
DRN. This means the folder and directory structures within the
Windows Explorer application are standardised across the Group.
From the Desk Officers perspective, it means that all files associated
with a project are stored in an identical way with every other project.
This makes it easier for handovers and for finding information
regardless of its form and classification.
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Chapter 13: Desk Officers
13.6 Desk Officer's are merely required to maintain discipline in
storing and managing their electronic form information asset.
Database
13.7 Desk Officers are required to maintain a number of modules
that are specifically to do with their project or capability, and
elements of other modules that might be considered ‘corporate’ data.
Specifically, Desk Officers are to maintain the following:
a. Project Log. Maintenance of the Project Log is
mandatory. The Project Log is a record of all the key
activities that occur during the life of a project, such as
key conversations, presentations, briefs, discussions and
so on.
b. Decision Log. Maintenance of the Decision Log is
mandatory. It is used to record all the key decisions
during the life of a project, including the date of the
decision and who made it. It is essential for the
management of a complex or lengthy project.
c. Issues Log. Maintenance of the Issues Log is mandatory.
The Issues Log is used to record all the issues associated
with a project ha require oversight or action by CDE.
d. Interface Log. Maintenance of the Interface Log is
mandatory. The Interface Log is used to record all the
interfaces a Desk Officer feels that the project has with
other projects.
e. Risk Log. Maintenance of the Risk Log is mandatory.
The Risk Log is used to record all the known risks of a
project from the perspective of CDE.
f.
Planning Log. The Planning Log details all the tasks
that are to be completed in a specified period. Experience
has shown that fortnightly planning is about the right
balance between over-planning and allowing too much
drift.
g. Quality Log. The Quality Log is used to record the
quality of the products.
99
h. Lessons Learned Log. The Lessons Learned Log is used
to record lessons as they occur.
13.8 To enable reporting functions Desk Officers are also required
to maintain several views in the Major Projects module on he DSN.
These views are used to achieve consistency of information, and
more specifically to generate a number of reports. Desk Officers
maintain some columns in some specific views. This permits the
generation of many briefs by a few people (or even one person) for
many different stakeholders, simply by rearranging or adding or
removing the columns in the module. Details of which views to
maintain can be obtained from the TARDIS Help Desk.
Hard Copy
record. Many projects do not have a system at all; some have a lot of
hard copy information, but no way of knowing what exists within it,
whilst others have a reasonable system but often not a complete one.
The net effect is that it is extremely difficult, and at times impossible,
to locate hard copy information if it exists and quite often it simply
does not exist.
13.10 Desk Officers must maintain a hard copy filing system for
their project.
13.11 Full details on TARDIS financial management (T-F)
procedures are described in Chapter 5 – Financials.
13.12 T_F works using a series of cascading Microsoft Excel
workbooks. Most projects have one or more Microsoft Excel
workbooks to manage project financials. The standardised structure
permits higher levels to access aggregated information that is both
current and accurate, without the need to pose questions directly to
Desk Officers or interfere in their day-to-day tasks. The cascade
works upstream from the project to each of the Branches (or
programs), then to Head Capability Systems (HCS) or the portfolio,
and then finally to CCDG, if required.
100
13.13 The system only works if Desk Officers keep their workbooks
up to date. Desk Officers must maintain their workbooks and ensure
expenditure is entered as it is incurred.
Project Development Funds
13.14 Desk Officers develop the PDF bid to support the
development of capability proposals in preparation for First Pass
consideration. After advice of CCDG approval, and commencing in
the new Financial Year, desk officers use the funds for the purpose
provided with contracting support from DBM and in accordance with
Branch financial delegations.
13.15 Desk Officers are required to monitor their spend against their
bids, and provide advice of over-spend/under-spend when requested
to inform the two in-year periodic reviews of PDF expenditure
success.
– Schedules.
Microsoft Excel
13.17 Desk Officers are required to maintain Excel schedules, which
provide an initial planned schedule, the current status, and an
indication of the endorsement status of key documents. The Desk
Officer workbooks are read into branch and divisional summaries.
The system works by reading in data contained on the Metrics
worksheets of the project-level workbooks. Failure to maintain the
workbooks creates additional reporting burden.
DOORS
Desk Officers are to ensure the accuracy of information in this
module and update it as changes occur.
101
Outlook
13.20 Desk Officers should ensure review this calendar on at least a
weekly basis.
Section 13.6 - Web
Web .
13.22 The framework for T-W is maintained by the TARDIS Team;
however, Desk Officers are responsible for the information content of
their projects and capabilities within that framework. Desk Officers
should ensure review this data on each website at least monthly.
13.24 Reports are the bane of the Desk Officers existence.
Reporting is greatly simplified if the other TARDIS components are
maintained correctly. Desk Officers should encourage superiors to
view data and information in the other TARDIS components.
Alternatively they are encouraged to approach the TARDIS Help
Desk for assistance in report production.
Database
13.26 Management of a project's stakeholders is an important task
as it ensures future desk officers can contact them when required by
the any number of means recorded in the module. Stakeholder
102
management is as simple as completing a module within DOORS on
either the DRN or the DSN.
13.27 Desk Officers are to maintain their stakeholder module, and
review its content on at least a monthly basis.
Working Groups
minutes on the fly. Desk Officers are encouraged to make use of this
facility.
Section 13.9 - … Business Process Support
13.30 Desk Officers are required to follow the specified business
processes. Recommendations for new processes or changes to
existing processes should be notified to the TARDIS Help Desk, so
they can be documented and templates for reporting purposes built.
13.32 Desk Officers should avail themselves of TARDIS Training.
13.33 The impact of TARDIS processes on Desk Officers are
discipline and systems to support that effort. This means Desk
Officers are required to manage their data and information in a
uniform and disciplined way.
103
Chapter 14
Support Staff
‘The world is divided into people who do things, and people who get
the credit. Try, if you can, to belong to the first class. There's far less
competition’.
Dwight Morrow, Businessman and Diplomat 1935
14.1 Support Staff handle and manage data and information from
many different sources and in many different forms. Until TARDIS
was introduced there were few tools and systems in place to enable
this information to be managed, stored and most importantly,
manipulated and retrieved when required. Furthermore there were
few corporate resources to assist Support Staff to do this correctly
and completely. TARDIS has been developed and designed to
provide a holistic system to manage all data and information
regardless of its form or location. It does this through the use of a
number of components known as TARDIS Components, which are
described in detail in the preceding chapters.
Section 14.2 - TARDIS Impact on Support Staff
14.2 The impact of TARDIS processes on Support Staff are
discipline and systems to support that effort. This means Support
Staff are required to manage their data and information in a uniform
and disciplined way. Specifically, this means Support Staff will:
b. have read access to Desk Officer project data;
DSN (This does not mean Support cannot add new
105
folders, just that they should do so in the context and
framework of that provided);
d. maintain Branch and Divisional financial information in a
consistent way, including locating it in a central
repository so that Program and Portfolio information can
be extracted;
e. be required to maintain a filing and/or folder system to
retain control of all hard copy information for both their
Branch or Division;
f.
undergo relevant training with a specific focus on what
g. maintain their Branch or Division schedule information in
a consistent way, including locating it in a central
repository so that Program and Portfolio information can
be extracted;
h. be responsible for the maintenance of the information
associated with their Branch or Division within the
framework of the T-W.
described in Chapter 4 – Data and Document Management .
Electronic Files
14.4 T-EF is simply Windows Explorer with a standardised
directory structure that allows CDE staff to manage and store all
electronic information in a consistent way, both on the DSN or the
DRN. This means the folder and directory structures within the
Windows Explorer application are standardised across the Group.
From the Support Staff perspective, it means that all files are stored
in an identical way with every other project. This makes it easier for
handovers and for finding information regardless of its form and
classification.
14.5 Support Staff are merely required to maintain discipline in
storing and managing their electronic information asset.
106
Chapter 14: Support Staff
Database
14.6 Good practice dictates that each business element should
maintain a comprehensive audit trail of decisions, risks, issues raised
and resolved, lessons learned and so on. Additionally, short term
planning of outcomes and tasks is essential to ensure that effort
within an initiative does not drift without clear direction. TARDIS
addresses this need by incorporating a Branch Diary within DOORS
that permits all these aspects to be recorded and managed in a
consistent fashion across all Branches. Maintaining a Branch Diary
is analogous to maintaining a ship's log, a unit war diary, or a
squadron's war diary. It is an audit trail of all events and issues within
a Branch's daily life.
14.7 The Major Projects module contains the list of all ADF
Projects, which are located within a hierarchy of the CDE
organisational structure. Against each project are data such as ISD,
YOD, financial spreads, brief descriptions, background, are
maintained. The module allows the Portfolio and Programs to
provide oversight of all projects and to generate portfolio and
program level reports.
14.8 Support Staff, and in particular XOs, are required to mange
their Branch and Divisional diaries. Entries should be updated on at
least a weekly basis. Similarly hey should ensure that the Major
Projects module is updated by Desk Officers, and wherever possible
use this module for reporting purpose.
14.9 Full details on TARDIS financial management procedures are
described in Chapter 5 – Financials.
Operating Budget
14.10 The Operating Budget Tool is a Microsoft Excel workbook
that has a standard structure. It is used to manage the operating
budget of CDE from individual cost centres, through the branches
and divisions, through to CDE. The workbooks are used as preROMAN management tools, and are reconciled against ROMAN on
a monthly basis.
107
14.11 The heart of the system and the point of data entry, are the
cost-centre workbooks. These workbooks have a standard structure.
Branch Financial Managers use these workbooks and are required to
update them as transactions occur.
14.12 The Branch, Division and Executive level workbooks are
reporting tools. No data are entered into these workbooks as they
read data from the Summary worksheets of the cost-centre-level
workbooks. Branch and Divisional Financial Managers should use
these workbooks to obtain a consolidated view of Branch and
Divisional funds. These workbooks should be opened and the
consolidate button pressed on at least a monthly basis.
– Schedules.
14.15 Branch XOs and other Support Staff should ensure review
and update this calendar on at least a weekly basis.
Section 14.4 - Web
Web .
14.17 The framework for T-W is maintained by the TARDIS Team;
however, Support Staff, and in particular XOs, are responsible for the
information content of their branch or division within that
framework. Support Staff, and in particular XOs, should ensure
review this data on each website at least monthly.
108
Chapter 14: Support Staff
14.19 Support Staff, and in particular Branch XOs are often called
upon to produce management reports. Reporting is greatly simplified
if the other TARDIS components are maintained correctly. Support
Staff should ensure they maintain their data in the appropriate
TARDIS component. XOs should likewise ensure Desk Officers
maintain their elements. Support Staff are encouraged to approach
the TARDIS Help Desk for assistance in report production.
Database
14.21 Management of branch and divisional stakeholders is an
important task. Stakeholder management is as simple as completing
a module within DOORS on either the DRN or the DSN.
14.22 Support Staff, under the guidance of XOs, are to maintain
their stakeholder module and review its content on at least a monthly
basis.
Working Groups
minutes on the fly. Support Staff are encouraged to make use of this
facility.
Section 14.7 - Business Process Support
14.25 Support Staff are required to follow the specified business
processes. Recommendations for new processes or changes to
existing processes should be notified to the TARDIS Help Desk, so
they can be documented and templates for reporting purposes built.
109
14.27 Support Staff should avail themselves of TARDIS Training.
14.28 The impact of TARDIS processes on Support Staff are
discipline and systems to support that effort. This means Support
Staff are required to manage their data and information in a uniform
and disciplined way.
110
Part Four: The Future
111
Chapter 15
Future Directions
'Strategy begins with tomorrow – the vision – and is the process of
looking back and identifying the critical paths to the future. The
essential character of strategy is that it relates ends to means.'
General Gordon Sullivan, 1996.
15.1 TARDIS development is both evolutionary and revolutionary.
Usually it works on the premise of build a bit, test a bit, deploy a bit;
but occasionally an entire system is introduced. To date TARDIS has
been developed within a set of restrictions which included no new
software and no coding beyond the application. This has meant in
many case process workarounds have had to be used. More recently
some of the restrictions on coding and new software have been lifted.
Some of the new tools that are under consideration are described
below.
Section 15.2 - New Tools
DRMS
15.2 DRMS is available to some support staff, and is used in most
areas of CDE to manage hardcopy documents at the Branch level.
DRMS will be extended to all staff in 2007.
SQL Server
15.3 Part of the TARDIS vision is to have a robust data repository
for all CDG outputs and to be able to manipulate that data to generate
reports and identify progress toward the CDG business plan. SQL
Server offers these features. CDE expects to have SQL Server
capability late in 2007.
113
SharePoint Portal
15.4 Part of the TARDIS vision is to have a ‘portal’ form of access
to data and information for all CDE staff. The intent is to enable a
collaborative environment for information production, and to be
better ‘organised’ in information management terms. Microsoft
SharePoint is the tool of choice and will be implemented in CDE
during 2007.
15.5 The portal structure or framework is likely to be based around
the taxonomy of CDE work, and will be closed aligned to T-DDM.
Essentially, there are two parts to the proposed structure:
a. Personal Portals. There will be a Personal Portal for
every person in CDE. When a person arrives in CDE a
personal portal will be created with the commensurate
access rights and conversely it will be removed when
they leave, along with their access rights.
b. Business Portals. Business Portals will be where work is
done against CDE outputs or other aspects of business.
Additionally, there is likely to be a portal for each
Division, Branch and Directorate within CDE.
15.6 No new tool is a silver bullet to a problem, and considerable
care and effort is required to ensure a new tool does what it is
supposed to do. Invariably the introduction of a new tool will bring
additional work for a while whilst two systems are used in parallel.
The TARDIS Help Desk will try to minimise this impact by properly
developing the user requirements and testing the configuration of the
tools before deploying them across CDE.
114
Chapter 16
Conclusion
'Everything has both intended and unintended consequences. The
intended consequences may or may not happen: the unintended
consequences always do'!
Dee Hock, Founder VISA Card, 1998.
16.1 Information is the major product of CDE, and knowledge
production is the primary capability CDE must have. TARDIS is the
knowledge production system within CDE, and is predicated on
individual and organisation discipline. It is a disciplined, deliberate,
purposeful, and conscious method to manufacture knowledge from
data, information and experience. In relies on discipline and data and
information repositories that are transparent and accessible across the
whole system.
16.2 The scope of TARDIS is significant as it truly addresses all
dimensions of a knowledge management system - people, process,
technology and content. TARDIS has matured into the knowledge
productivity system within CDE, with one or more components in
daily use by almost 300 users.
16.3 No system is perfect however, and the in the case of TARDIS
it is both evolutionary and revolutionary, which means mistakes are
made and sometimes the system is clunky. Accordingly feedback
and suggestions are always welcomed. Users of this manual are
invited to make comments, including proposals for amendment to the
procedures contained in the manual at any time. People interested in
making comments are requested to direct their comments to the
Director, Capability Operations and Plans or to the TARDIS Help
Desk.
115
Acronyms and Abbreviations
AIPS
Australian Illustrative Planning Scenario
C&P Br
CDB
CDD
CDE
CDOR
CIR Div
CSDIV
CSF
Capability and Plans Branch
Capability Development Board
Capability Development Document
Capability Development Executive
DCOP
DCP
DIDS
DMO
DOFA
DRMS
DRN
DSN
Directorate of Capability Operations and Plans
Defence Capability Plan
Data Information Descriptions Sets
Defence Materiel Organisation
Department of Finance and Administration
Document Records Management System
Defence Restricted Network
Defence Secret Network
Capability Investment and Resources Division
Capability Systems Division
Capability Studies Funds
FASCIR First Assistant Secretary Capability Investment and
Resources
Fundamental Inputs To Capability
FIC
Functional Performance Specification
FPS
IPT
Integrated Project Team
MRO
Military Response Option
NFRS
NSC
Non-Functional Requirements System
National Security Committee
OCD
Operational Concept Document
PDF
PDFIM
PSP
Project Development Funding
PDF Investment Management Section
Professional Service Provider
117
RFT
SQL
Request for Tender
Structured Query Language
TARDIS The ADF Requirements Development Information
System
TARDIS Business Process Support
T-BPS
Test Concept Document
TCD
T-DDM TARDIS Data and Document Management
TARDIS Electronic Files
T-EF
TARDIS Financials
T-F
TARDIS Reports
T-R
TARDIS Schedules
T-S
TARDIS Stakeholder Management
T-SM
TARDIS Tender Evaluation System
TTES
TARDIS Training and Support
T-TS
TARDIS Web
T-W
TARDIS Working Groups
T-WG
WFTs
WWW
War-Fighting Tasks
World Wide Web
XO
Executive Officer
118
Glossary
Data
Data are both structured and unstructured records.
Information
Information is interpreted data that is used in a
specific context. It is an assemblage of data that
describes a situation.
Knowledge
Knowledge is a synthesis of data and information,
combined with individual and organisational
experience, which is used to interpret or predict an
event or outcome. It is qualified information in
context used appropriately to produce outputs that
support decisions and downstream work.
Knowledge
Brokering
Knowledge brokering refers to the processes used by
individuals (knowledge brokers) to connect others
with information, and put that information into
context so they can use it.
Knowledge
Productivity
Knowledge productivity is a trans-disciplinary
approach that integrates tools, techniques, and
strategies to retain, organise, share, analyse, improve,
and apply business expertise. It is a disciplined,
deliberate, purposeful, and conscious method to
manufacture knowledge from data, information and
experience.
119
References
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Quality of Management Journal, vol. 5, no. 2, pp. 27-35.
Awad, EM & Ghaziri, HM 2004, Knowledge management, Pearson
Education, Upper Saddle River, N.J.
Brown, J, S & Duguid, P 2002, The social life of information,
Harvard Business School Press, Massachusetts.
Campbell, A 2006, The Australian natural resource management
knowledge system, Land & Water Australia.
CEN 2004, European guide to good practice in knowledge
management - part 1: knowledge management framework,
European Committee for Standardisation.
Davenport, TH & Prusak, L 1998, Working knowledge: how
organisations manage what they know, Harvard Business
School Press, Boston.
Groff, T & Jones, T 2003, Introduction to knowledge management:
KM in business, Butterworth Heinemann, Amsterdam.
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Hsia, T-L, Lin, L-M, Wu, J-H & Tsai, H-T 2006, 'A framework for
designing nursing knowledge management systems',
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Management, vol. 1, no. 1.
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information and knowledge exchanges in business processes:
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Laudon, K & Laudon, J 1998, Information systems and the internet,
4th edn, Dryden Press, Orlando.
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Liebowitz, J & Beckman, T 1998, Knowledge organizations: what
every manager should know, St. Lucie Press.
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foundation for knowledge creation', in The knowledge
management yearbook 1999 - 2000, Butterworth Heinemann,
Boston, pp. 37-59.
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York.
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122
Index
assist, 59, 61, 84, 91, 95, 96, 97, 102,
103, 105, 109
attend, 38, 82, 83, 84
attenuate, 41
attitudes, 15
attribute, 18, 28
attributes, 78
audio, 32
audit, 34, 46, 107
Australia, 1, v, 12, 15, 41, 63, 77, 93,
117, 121, 122
authoritative, iii, 14, 29
authority, 23
automate, 16, 24, 36, 55, 67, 69, 94
available, iii, 5, 6, 13, 14, 19, 40, 42, 45,
46, 60, 64, 69, 70, 75, 77, 82, 83, 84,
85, 94, 95, 103, 109, 113
award, 78, 83
A
abbreviation, 34
ability, 13, 23, 27
absolute, 32, 33
access, 13, 14, 18, 30, 61, 63, 78, 79, 82,
83, 84, 89, 90, 93, 97, 100, 102, 105,
108, 114, 115
accurate, 64, 65, 100
acquire, 7, 11, 12, 13, 23, 27
acquisition, 46
activity, 14, 16, 17, 37, 45, 53, 56, 77,
78, 99
add, 4, 5, 15, 78, 98, 100, 105
ADDP, 39, 40
address, 1, i, 13, 14, 25, 34, 47, 61, 81,
93, 102, 107, 108, 115
ADF, 13, 41, 107, 118
adjustment, 56
administration, 17
Aerospace, 34
agency, 84
agenda, 31, 33
aggregate, 14, 24, 63, 78, 100
AIPS, 83, 117
align, 29, 35, 47, 79, 114
allocate, 8, 31, 34, 46, 50, 53, 57, 91
allow, v, 4, 5, 27, 38, 39, 43, 46, 55, 60,
63, 64, 71, 79, 92, 98, 99, 101, 106,
107
amnesia, iii, 12, 14
amount, 16
amphibious, 39
analyse, 6, 9, 71, 79, 119
annual, iii, 45, 53, 73
anomaly, i
answer, 7, 39, 57
AO, iii
application, 27, 42, 43, 78, 82, 84, 98,
106, 113
apply, 4, 5, 6, 9, 46, 56, 68, 119
appointment, 71
approval, 12, 14, 33, 36, 45, 46, 47, 50,
51, 53, 57, 77, 84, 101
architecture, 18, 29, 30, 43, 65
area, 15, 16, 42, 50, 72, 79, 89, 90, 98,
100, 105, 113
arrangement, 82
arrow, 75
artefact, 5, 13, 23, 27, 42, 43
B
barrier, 11, 15, 16
base, 5, 6, 7, 11, 13, 19, 23, 39, 41, 42,
45, 53, 56, 57, 63, 65, 77, 114
baseline, 55
benefit, 16
best, i, 6, 15, 16, 19, 71, 75, 85, 91, 114
between, v, 5, 12, 13, 15, 19, 32, 33, 38,
42, 43, 46, 56, 63, 81, 85, 93, 99
bid, 46, 47, 50, 51, 53, 91, 101
blank, 59, 92
board, 31, 33
book, 5
BORIS, 23, 45
box, 55, 57, 75
branch, 45, 47, 51, 57, 60, 61, 67, 68, 90,
91, 92, 95, 101, 107, 108, 109
breakdown, 46
brief, 4, 6, 14, 31, 37, 61, 99, 100, 107
broker, 7, 119
budget, 51, 107
build, v, 8, 18, 23, 36, 60, 96, 103, 109,
122
business, 1, i, 6, 8, 9, 11, 12, 13, 14, 16,
24, 25, 64, 71, 73, 75, 77, 80, 95, 103,
107, 109, 113, 114, 119, 121
button, 49, 50, 52, 69, 79, 94, 108
C
C&P, 30, 83, 90, 117
calculate, 55, 56
123
calendar, 61, 62, 93, 102, 108
Canberra, 1
capability, i, 3, 7, 9, 12, 13, 34, 39, 45,
53, 58, 92, 97, 98, 99, 101, 102, 108,
113, 115
capacity, 13, 67
Captain, v
capture, 14, 55, 60, 61, 79
cascade, 47, 50, 56, 67, 100
case, iii, 3, 11, 12, 13, 33, 50, 84, 113,
115
category, 39, 49, 50, 52
cause, 16, 41, 71
CCDE, 29, 35, 47, 61, 67, 90, 100, 101
CDB, 33, 117
CDD, 19, 117
CDE, i, iii, v, 3, 4, 6, 7, 8, 9, 11, 12, 13,
14, 15, 16, 17, 18, 19, 23, 24, 27, 28,
29, 30, 32, 35, 36, 37, 38, 42, 43, 51,
56, 59, 60, 61, 62, 63, 64, 65, 66, 70,
71, 72, 73, 75, 76, 77, 82, 83, 84, 90,
93, 95, 98, 99, 100, 102, 106, 107,
108, 113, 114, 115, 117
centre, 12, 51, 52, 68, 94, 107, 108
character, 32, 33, 113
CIR, 42, 82, 117
class, 13, 105
classification, 98, 106
classified, 14, 24, 36, 63
client, 61
close, 13, 114
coach, 84
code, 4
codify, 5
coherent, 7
collaborate, 16, 18, 64, 114
Colonel, v
colour-codes, 58
column, 59, 79, 92, 100
combine, 6, 8, 14, 15, 63, 93, 119
commence, 12, 45, 101, 114
comment, 1, 36, 78, 79, 115
commercial, 31
committee, 13, 31, 33, 61
common, 14, 15, 19, 24, 30, 35, 43, 63,
66, 67, 73
Commonwealth, 1
communication, 6
community, 11, 63, 65, 93
company, v
compare, 3, 5, 57
compartmentalise, 31
compete, 12, 46, 105
competence, 27
compile, 47
complete, 4, 12, 13, 15, 33, 34, 38, 42,
47, 56, 57, 69, 71, 79, 82, 83, 96, 97,
99, 100, 103, 105, 109, 110
complex, 11, 16, 19, 23, 37, 99
comply, 16, 41, 42, 90
component, i, 5, 6, 7, 11, 18, 19, 23, 24,
25, 27, 45, 55, 67, 71, 75, 81, 89, 90,
94, 98, 102, 105, 106, 109, 115
comprise, 6, 8, 46, 78
CompuCraft, 63, 93
computer, 81
ComWeb, 24, 63
concept, 7, 9, 11, 18, 122
concern, 16, 47
concise, i
conclude, i, 5
concurrent, 56
condition, 11, 12, 13, 83
conduct, 11, 45, 53, 77, 78, 79, 83, 90
configure, 65, 78, 79, 114
conflict, 16, 39
connect, 7, 19, 85, 119
consequence, 75, 115
consider, i, 6, 8, 29, 46, 61, 79, 99, 101,
113, 114
consist, i, 11, 14, 18, 19, 23, 25, 27, 45,
53, 89, 98, 100, 105, 106, 107
consolidate, 34, 47, 50, 52, 60, 68, 108
constant, v
constitute, 25, 75, 80
constraints, 73
construct, 51, 71
consultant, 46
consultation, 13
consumption, 64
contact, 38, 64, 71, 82, 93, 102, 109
contain, 1, 8, 28, 29, 30, 32, 33, 35, 36,
58, 65, 90, 92, 101, 107, 115
content, i, 3, 11, 14, 24, 39, 63, 64, 65,
66, 93, 102, 103, 108, 109, 115
context, 4, 5, 6, 7, 8, 19, 98, 106, 119
contingency, 46
contract, 12, 46, 77, 83, 101
contribute, 79, 89
control, 13, 14, 29, 30, 36, 63, 78, 90, 98,
106
convention, 27, 30, 31, 32, 33, 43, 47,
58, 68, 90
conversation, 37, 99
convert, 57
cooperation, 72
coordinate, 72, 84
copy, 14, 15, 42, 98, 100, 106
corporate, i, iii, 12, 14, 18, 24, 63, 99,
105
correct, i, 19, 85, 92, 97, 102, 105, 109
124
Index
describe, 4, 5, 8, 16, 19, 23, 24, 25, 27,
36, 45, 55, 69, 71, 75, 81, 90, 91, 92,
93, 94, 95, 96, 98, 100, 101, 102, 103,
105, 106, 107, 108, 109, 110, 113,
119
design, 6, 77, 97, 105, 121
desire, 78, 79
desk, 8, 47, 56, 59, 67, 69, 83, 101, 102,
109
desk-officer, 69
detail, i, 12, 19, 25, 38, 41, 46, 47, 58,
59, 64, 65, 67, 71, 75, 78, 90, 91, 92,
93, 94, 95, 96, 97, 98, 99, 100, 101,
102, 103, 105, 106, 107, 108, 109,
110
determine, 19, 71, 79
develop, i, v, 8, 11, 12, 14, 18, 19, 23,
24, 34, 39, 40, 41, 45, 53, 56, 63, 67,
72, 73, 75, 77, 81, 83, 84, 90, 93, 94,
97, 101, 105, 113, 114
diagram, 32
diary, 91, 107
dimension, i, 8, 85, 115, 122
direct, 1, i, 19, 24, 32, 47, 61, 67, 71, 73,
75, 82, 83, 90, 93, 100, 102, 107, 108,
115
directorate, 61
Director-General, 47, 50, 67
directory, 27, 28, 29, 30, 32, 33, 34, 35,
36, 90, 98, 106
discipline, 3, 6, 9, 12, 16, 18, 19, 89, 97,
99, 103, 105, 106, 110, 115, 119
discuss, 1, 6, 11, 36, 37, 99
display, 23, 24, 27, 45, 53, 55, 58, 61, 62,
92
distribute, 13, 23, 84
divide, 8, 105
division, 47, 51, 57, 60, 67, 69, 90, 92,
94, 101, 107, 108, 109
DMO, 19, 83, 117
doctrine, 13, 39, 40
document, i, iii, 5, 12, 13, 14, 15, 19, 23,
27, 30, 31, 32, 33, 34, 40, 41, 42, 45,
46, 55, 56, 57, 64, 78, 79, 81, 82, 83,
85, 90, 92, 98, 101, 106, 113
DOFA, 42, 117
domain, 16, 65
domestic, 45
DOORS™, 19, 23, 24, 27, 34, 35, 36, 37,
40, 55, 60, 69, 71, 72, 78, 79, 81, 82,
84, 89, 91, 92, 95, 97, 101, 103, 105,
107, 109
download, 47
downstream, 6, 9, 24, 71, 73, 119
draft, 42, 56, 58
drill, 19, 52, 58, 59, 92
correspondence, 14, 31
cost, 12, 13, 45, 46, 51, 52, 68, 79, 94,
107, 108
counterpart, 83
course, 5, 25, 38, 61, 81, 82, 83, 84
create, 4, 11, 12, 17, 31, 46, 52, 55, 58,
63, 67, 84, 89, 90, 91, 92, 95, 98, 101,
105, 114
criteria, 79, 83
critical, 55, 113
cross-hair, 8
CS, 30, 45, 47, 49, 72, 82, 83, 90, 91
CSD, 31
CSDIV, i, 117
CSE, 29, 35, 90
CSF, 53, 117
CSV, 69
current, 4, 12, 13, 14, 16, 28, 45, 46, 55,
60, 92, 93, 100, 101
cycle, 45, 46, 47, 53
D
data, 3, 4, 5, 6, 7, 8, 9, 12, 13, 14, 17, 18,
23, 24, 27, 29, 30, 32, 34, 35, 36, 40,
43, 45, 48, 49, 50, 51, 52, 53, 55, 58,
59, 60, 61, 62, 63, 67, 68, 69, 73, 78,
79, 84, 89, 90, 92, 93, 94, 97, 98, 99,
101, 102, 103, 105, 106, 107, 108,
109, 110, 113, 114, 115, 119, 121
database, 5, 13, 23, 24, 27, 34, 36, 40,
42, 43, 45, 53, 67, 71, 81, 82, 84, 91
date, 14, 24, 25, 33, 36, 37, 55, 56, 59,
60, 61, 67, 75, 93, 94, 99, 101, 113
day, 33, 34, 81, 89, 98, 100, 106
DBM, 101
DCOP, 69, 84, 117
DCP, 117
decision, iii, 6, 9, 12, 14, 32, 34, 36, 37,
38, 56, 75, 79, 99, 107, 119
default, 55, 58, 92
defence, 28, 31, 60, 61, 93, 102, 108
deficiency, 34
define, 39, 75, 77, 79
definition, 3, 5, 8, 39
degree, 59, 81
delegate, 46, 47, 53
delegation, 101
deliberate, 6, 9, 115, 119
deliberation, 33
delineate, 5
deliverable, 55, 57
demand, 12, 18, 19, 23
deploy, 13, 77, 113
depot, 3
depth, 32, 33, 81
125
evaluation, 12, 77, 78, 79
event, 5, 6, 8, 34, 107, 119
evolve, i, 11, 18, 19, 23, 24, 25, 67, 94,
113, 115
examine, i, 5, 47
Excel, 23, 24, 45, 47, 51, 53, 55, 59, 60,
67, 78, 79, 92, 93, 100, 101, 107
executive, 1, iii, 3, 23, 24, 29, 35, 45, 52,
53, 55, 62, 68, 82, 83, 89, 90, 94, 96,
103, 108, 110, 117, 118
exercise, 3, 79, 82
exist, 3, 4, 5, 6, 15, 17, 42, 61, 78, 79, 82,
95, 100, 103, 109
expense, 40, 46, 49, 50, 52, 83, 91, 92,
101
experience, 5, 6, 8, 9, 75, 115, 119
expert, 6, 7, 9, 15, 19, 85, 119
explicit, iii, 5
Explorer, 27, 28, 34, 91, 98, 106
export, 41, 55, 59, 60, 69, 71, 79, 94
extend, 33, 42, 113
external, 14, 30, 35, 46, 63, 93
extract, 98, 106
drive, 17, 28
DRMS, 42, 113, 117
DRN, 14, 24, 27, 28, 29, 34, 40, 43, 46,
48, 61, 63, 64, 65, 66, 71, 75, 84, 89,
90, 91, 93, 98, 102, 103, 105, 106,
108, 109, 117
drop, 55, 57, 79, 84
DSN, 24, 27, 28, 34, 36, 40, 60, 63, 64,
66, 69, 71, 84, 89, 90, 91, 93, 98, 100,
101, 103, 105, 106, 109, 117
DTRIALS, 83
duty, 12
dynamic, i, 18, 19, 23, 25, 64, 65
E
effect, 4, 5, 8, 12, 13, 15, 27, 41, 42, 100
efficient, 8, 13, 16, 18, 23
efficiently, 34
effort, v, 16, 19, 89, 97, 103, 105, 107,
110, 114
electronic, 14, 27, 30, 31, 32, 84, 89, 90,
98, 99, 105, 106
element, 12, 13, 16, 19, 25, 42, 72, 75,
79, 80, 81, 99, 107, 109
e-mail, 1, 5, 14, 31, 61, 77
emphasis, 12, 18, 19, 72, 85
employ, 4, 5, 12, 15, 18
enable, 14, 16, 17, 30, 35, 45, 50, 58, 92,
97, 100, 105, 114
encourage, iii, v, 11, 91, 94, 95, 96, 102,
103, 109
end, v, 7, 8, 12, 38, 63, 113
endorse, 47, 56, 57, 92, 101
engage, 24, 25, 71, 73, 81, 84, 96
engineer, 41
enhanced, 6
enlighten, 4
enquiries, 1
enrich, 4, 5
ensure, 14, 19, 33, 42, 47, 65, 85, 90, 91,
92, 93, 96, 101, 102, 103, 107, 108,
109, 110, 114
enter, 23, 29, 34, 36, 50, 52, 56, 68, 69,
71, 93, 94, 101, 108
enterprise, 45
entry, 48, 51, 78, 108
environment, 11, 13, 14, 16, 19, 39, 41,
66, 84, 114
equipment, 46
equitable, 23
essential, 6, 7, 12, 14, 19, 37, 81, 99,
107, 113
establish, iii, 59, 61, 72
estimate, 61
European, 15, 121
F
facilitate, 18, 121
facility, 84, 95, 103, 109
fact, 4, 79
factor, 14, 15, 45
FASCIR, 29, 35, 47, 90, 117
feedback, v, 115
FIC, 13, 117
file, 14, 15, 27, 29, 30, 31, 32, 33, 34, 42,
47, 58, 61, 68, 71, 84, 89, 90, 98, 100,
105, 106
filter, 39, 58, 79, 92
finance, 13, 23, 45, 46, 53, 68, 69, 71,
91, 94, 98, 100, 101, 106, 107
find, 3, 98, 106
focus, i, 13, 17, 18, 25, 75, 81, 82, 89,
98, 106
folder, 27, 28, 29, 30, 31, 32, 33, 34, 35,
36, 38, 47, 58, 68, 89, 90, 98, 105,
106
form, i, 4, 7, 19, 23, 27, 43, 85, 89, 96,
97, 98, 99, 103, 105, 106, 110, 114
format, 24, 61, 67, 69, 70, 71, 79, 84
formation, 4
foundation, i, 18, 122
FPS, 30, 40, 82, 83, 117
framework, iii, 18, 19, 23, 24, 25, 27, 34,
43, 45, 53, 55, 62, 63, 66, 67, 71, 73,
75, 80, 81, 89, 93, 94, 98, 102, 105,
106, 108, 114, 121
126
Index
individual, v, 3, 5, 6, 7, 8, 9, 15, 16, 47,
51, 71, 79, 84, 91, 103, 107, 109, 115,
119
induction, 12, 19
industry, 77
information, iii, 3, 4, 5, 6, 7, 8, 9, 12, 13,
14, 15, 16, 17, 18, 19, 23, 24, 27, 29,
30, 31, 34, 35, 42, 43, 47, 63, 64, 65,
67, 70, 71, 73, 81, 84, 85, 89, 90, 93,
94, 97, 98, 99, 100, 101, 102, 103,
105, 106, 108, 110, 114, 115, 119,
121
infrastructure, 65
initial, 45, 55, 56, 57, 59, 78, 92, 101
initiative, 18, 23, 24, 45, 53, 55, 62, 107
innovate, 63
input, 13, 38, 43, 49, 52
in-service, 36
insight, 4, 60, 93, 97
instance, 84
instruction, 42, 47
integrate, i, 5, 6, 9, 13, 119
intelligence, 63
intent, 16, 23, 27, 47, 89, 97, 103, 105,
110, 114, 115
interact, 81, 82, 83
interest, 1, 6, 14, 38, 63, 67, 71, 93, 115
interface, 38, 99
interlink, i, 18, 19, 23, 25
internal, 13, 63, 93
international, 45
Internet, 63, 65
interpret, 4, 5, 6, 8, 15, 58, 92, 119
Intranet, 43, 46, 63, 64
investigation, 45
investment, 12, 15
involve, 6, 14, 39, 81, 83
in-year, 46, 101
IPT, 13, 117
ISD, 107
function, 24, 25, 39, 42, 52, 59, 60, 62,
64, 71, 73, 77, 81, 92, 100, 108
fund, 12, 45, 46, 91, 92, 101, 108
fundamental, 13, 45
G
Gantt, 60
gaps, 12
General, iii, v, 47, 50, 67, 91, 113
generate, 12, 13, 23, 24, 27, 43, 61, 67,
69, 70, 79, 90, 94, 95, 100, 107, 113
global, iii
goals, 71
governance, 13, 18, 25, 75, 80
government, 77
graph, 61
group, 14, 28, 39, 61, 72, 79, 82, 93, 95,
102, 103, 108, 109
guidance, iii, v, 13, 47, 72, 109
guide, i, 17, 18, 46, 72, 73, 82, 121, 122
H
handle, 23, 97, 105
handover, 12, 19, 91, 95, 98, 106
hardcopy, 14, 42, 113
HCS, 29, 35, 45, 47, 53, 61, 67, 90, 100
heading, 31, 32
help, 7, 67, 71, 83
hierarchy, 39, 107
histogram, 78
history, 65, 78
HolisTech®, 1, i, v
holistic, 18, 23, 97, 105
human, 4, 16, 41, 85
humidity, 41
hyperlink, 40, 46, 52, 58, 92
I
J
idea, v, 3, 11, 19
identical, 27, 28, 50, 51, 52, 58, 65, 68,
92, 98, 106
identify, 7, 12, 14, 15, 33, 34, 94, 113
images, 4, 32
immediate, 15, 16, 84, 90
implement, 6, 11, 15, 97, 114, 121
import, 15, 55, 59, 69, 71, 79
important, 8, 14, 16, 18, 32, 36, 55, 59,
62, 71, 75, 89, 92, 102, 109
improve, iii, 6, 9, 25, 75, 80, 119, 121
indicate, 57, 58, 92, 101
justify, iii
K
know, 4, 5, 15, 25, 33, 38, 42, 55, 61, 81,
99, 100, 105, 121, 122
knowledge, i, iii, 3, 5, 6, 7, 9, 11, 12, 13,
15, 16, 17, 18, 19, 23, 25, 27, 29, 30,
45, 67, 81, 85, 89, 115, 119, 121, 122
127
manufacture, 6, 9, 13, 19, 63, 89, 115,
119
market, 45
material, 31, 64
mature, i, 18, 65, 115
MD, 34
measure, 14, 25, 75, 80
mechanism, 13, 15, 23, 24, 25, 27, 43,
45, 53, 55, 62, 63, 75, 80
medium-term, 16
meeting, 14, 15, 31, 33, 38, 63, 83, 84,
93, 95, 103, 109
message, 4
meta-data, 18
method, 6, 9, 36, 84, 115, 119
metrics, 25, 60, 75, 77, 80, 93
Microsoft™, 19, 23, 24, 27, 32, 42, 45,
46, 47, 51, 53, 55, 59, 60, 61, 62, 67,
70, 71, 78, 79, 84, 92, 93, 95, 100,
101, 107, 114
milestone, 60
military, 6, 13
MindManager, 84
minimal, 72, 89, 96, 97, 103, 105, 110,
114
minutes, 14, 31, 38, 82, 84, 95, 103, 109
mirror, 34, 91
model, 11, 63
modify, 24, 36, 67, 94
module, 36, 38, 60, 69, 71, 89, 91, 92,
93, 95, 97, 99, 100, 101, 102, 103,
105, 107, 109
monitor, 55, 78, 101
month, 12, 13, 33, 51, 61, 102, 103, 107,
108, 109
move, 11, 16, 23, 27, 71
MRO, 83, 117
multi-dimensional, 16, 23, 27
multi-layered, 19
multiple, 13, 14, 18, 24, 32, 43, 71, 73
multi-year, 46
L
Land, 34, 80, 121
language, 5
large, 15, 32
last, 18, 33, 58, 92
layer, 19, 63
LD, 34, 36, 38
lead, 15, 16
learn, 16, 67, 75, 107, 121
leave, 31, 61, 114
length, 11, 32, 33, 37, 99
less, 40, 41, 81, 105
lesson, 18, 23, 38, 100, 107
level, 16, 19, 27, 29, 30, 31, 32, 33, 34,
39, 40, 41, 42, 47, 48, 50, 52, 55, 57,
58, 60, 63, 64, 65, 67, 68, 69, 72, 73,
75, 79, 81, 92, 94, 97, 100, 101, 107,
108, 113
leverage, 16
liaise, 84
Lieutenant, iii, v
life, 12, 37, 99, 107, 121
limit, 12, 13, 32, 33, 41, 46, 58, 60, 65,
92
line, 55, 56
linear, 61
link, 46, 65
list, 36, 41, 52, 71, 79, 107
locate, 1, 7, 13, 15, 17, 19, 28, 29, 36, 38,
40, 42, 47, 58, 60, 63, 68, 69, 85, 93,
97, 98, 100, 101, 105, 106, 107
lock, 56
log, 36, 63, 107
Lotus, 42
lower, 27, 31, 47, 67
M
maintain, 8, 12, 19, 24, 36, 47, 60, 64,
65, 67, 69, 84, 89, 92, 93, 97, 98, 99,
100, 101, 102, 103, 105, 106, 107,
108, 109
Major, v, 36, 38, 47, 55, 60, 69, 92, 93,
100, 101, 107
manage, i, iii, 3, 5, 6, 11, 13, 15, 17, 18,
23, 24, 25, 27, 34, 36, 37, 42, 43, 45,
47, 51, 53, 55, 56, 59, 60, 62, 63, 71,
73, 75, 79, 82, 89, 90, 91, 92, 93, 95,
97, 98, 99, 100, 101, 102, 103, 105,
106, 107, 109, 110, 113, 114, 115,
121, 122
mandate, 37, 38, 55, 99
manipulate, 9, 61, 97, 105, 113
manual, 1, 25, 75, 80, 89, 115
N
name, 27, 30, 31, 32, 33, 36, 43, 47, 55,
56, 58, 68, 90, 92
narrative, 46
natural, 121
nature, i, 8, 24, 32, 67, 94, 121
navigate, 32, 48, 49, 50, 51, 52
Navy, v
need, i, 3, 7, 14, 24, 39, 40, 47, 55, 67,
77, 78, 82, 83, 89, 94, 98, 100, 106,
107
negotiate, 55, 71, 77
net, 15, 42, 63, 78, 100
128
Index
non-compliance, 16
non-existent, 16
non-functional, 73
non-important, 8
non-public, 36
non-urgent, 8
normal, 14, 46, 47
note, 31, 59, 84, 92
NSC, 12, 117
number, 8, 30, 32, 33, 36, 46, 55, 58, 69,
92, 94, 95, 99, 100, 102, 105, 109
parent, 71
part, 1, 11, 24, 71, 73, 114, 121
participants, 82
parties, 14, 63, 93
partnership, v
pass, 12, 19, 33, 36, 45, 46, 53, 55, 56,
58, 92
path, 18, 32, 47, 113
pattern, 4, 9
PDF, 45, 46, 47, 48, 50, 51, 52, 53, 68,
91, 92, 94, 101, 108, 117
people, i, 5, 6, 7, 11, 12, 13, 14, 15, 16,
17, 19, 27, 28, 41, 63, 67, 71, 81, 82,
83, 85, 93, 100, 105, 114, 115
percentage, 57
perception, 5
performance, 15, 45
performed, 16
period, 38, 46, 61, 77, 90, 93, 95, 99,
101, 103, 109
peripheral, 24, 71, 73
permission, 1
permit, 1, 18, 19, 23, 39, 100, 107
perspective, v, 18, 38, 98, 99, 106
phase, 12, 42, 72
philosophy, i, 19, 85
photocopy, 84
physical, i, 41
place, iii, 12, 15, 16, 46, 47, 63, 67, 79,
89, 96, 97, 105
plan, 38, 39, 55, 56, 57, 59, 92, 99, 101,
107, 113
platform, 63, 122
PMKeys, 13
Point, 15, 42, 48, 51, 100, 108
policy, 45
Policy, 42
political, 13
portal, 114
portfolio, iii, 34, 47, 50, 68, 97, 100, 107
position, 8, 33, 38, 56
positive, v
posting, 71
PowerPoint, 14
practice, iii, 6, 8, 16, 17, 18, 82, 107, 121
predecessor, 12
pre-defined, 79
predict, 5, 6, 8, 119
prefix, 34
present, 4, 6, 7, 11, 12, 14, 31, 34, 37, 48,
51, 70, 78, 95, 99
primary, 3, 9, 11, 13, 23, 27, 34, 39, 45,
72, 115
principle, i, 5, 17, 18, 19
priority, 17, 18, 19, 23, 83
problem, 8, 11, 19, 24, 33, 63, 71, 114
O
objective, 4, 6, 12, 39
observation, 4
obtain, iii, 47, 58, 59, 60, 67, 69, 92, 94,
100, 108
occupation, 39, 41
occur, 5, 16, 33, 34, 37, 38, 43, 61, 67,
99, 100, 101, 108
OCD, 4, 6, 30, 33, 39, 82, 83, 117
officer, 8, 12, 29, 35, 47, 56, 59, 67, 69,
90, 101, 102, 109
one-stop-shop, 17
operate, 8, 18, 23, 24, 39, 45, 51, 53, 55,
62, 64, 65, 73, 81, 107
opportunity, v
option, 12, 45, 77
order, 17, 32, 33, 39
ordnance, 41
organisation, v, 3, 4, 6, 7, 8, 9, 12, 15,
16, 19, 23, 24, 27, 30, 31, 34, 35, 62,
63, 64, 71, 73, 82, 84, 85, 90, 93, 107,
114, 115, 119, 121, 122
outcome, 5, 6, 8, 46, 107, 119
outline, 30, 31, 32, 46, 81
Outlook, 24, 55, 61, 62, 71, 93, 102, 108
out-of-cycle, 47, 53
output, 6, 9, 17, 24, 29, 35, 58, 70, 71,
73, 83, 84, 92, 113, 114, 119
over-planning, 38, 99
overseas, 63, 93
oversee, 91
oversight, 37, 45, 99, 107
over-spend/under-spend, 101
overtyped, 55
overview, 23, 61, 81
own, 3, 13, 18, 19, 57, 59, 79, 92
P
packaging, 41
paradigm, 11
paragraph, 30, 31, 32, 36, 47, 58, 68
129
reactive, 24, 67, 94
reason, 6, 14, 15, 42, 59, 78, 92, 100
receipt, 79
receive, 3, 4, 14, 79
recognise, 3
recommend, 59
reconcile, 51, 107
record, 4, 8, 12, 14, 15, 16, 19, 37, 38,
42, 56, 78, 79, 99, 100, 102, 107, 109,
119
reference, v, 41, 64
regular, 32, 65
relate, 13, 16, 17, 24, 33, 41, 45, 53, 64,
65, 71, 73, 113
relationship, 4
release, 1, 65, 77
relevant, 4, 13, 38, 42, 50, 61, 65, 68, 71,
77, 89, 96, 98, 103, 106, 110
remove, 100, 114
replication, 64, 65
report, 5, 24, 31, 36, 43, 50, 52, 57, 60,
67, 68, 69, 70, 77, 79, 90, 93, 94, 95,
96, 100, 101, 102, 103, 107, 108, 109,
113
repository, 12, 14, 34, 98, 106, 113, 115
represent, 8, 72
reproduce, 1
request, 1, 42, 45, 70, 82, 84, 95, 101,
115
require, 11, 13, 14, 15, 16, 19, 23, 24, 36,
37, 46, 47, 55, 58, 61, 67, 70, 71, 72,
73, 78, 79, 81, 82, 84, 89, 92, 93, 94,
95, 96, 97, 98, 99, 100, 101, 102, 103,
105, 106, 107, 108, 109, 110, 114
requirement, 12, 14, 19, 24, 27, 32, 33,
40, 41, 45, 46, 67, 73, 77, 91, 94, 95,
114
research, 53
resistance, 16
resource, 8, 18, 19, 23, 72, 91, 97, 105,
121
response, 40, 70, 77, 79, 95
responsible, i, 36, 42, 45, 72, 89, 91, 96,
97, 98, 102, 106, 108
Restricted, 14, 63, 117
result, 4, 5, 16, 33, 64, 78
retrieve, 3, 14, 97, 105
review, 6, 33, 45, 46, 50, 64, 93, 95, 101,
102, 103, 108, 109
RFT, 77, 78, 79, 118
risk, 34, 38, 58, 69, 78, 92, 94, 99, 107
roll, 50
row, 57
rule, 1, i, 16, 41, 46, 47
procedure, 1, 4, 25, 32, 75, 80, 90, 91,
98, 100, 106, 107, 115
process, 1, i, iii, 6, 7, 11, 12, 13, 14, 16,
18, 19, 25, 33, 53, 56, 67, 75, 78, 79,
80, 85, 89, 95, 96, 97, 103, 105, 109,
110, 113, 115, 119, 121
procurement, 24, 71, 73
produce, iii, 3, 6, 9, 14, 16, 19, 36, 38,
69, 70, 79, 84, 93, 94, 95, 109, 119
product, iii, 4, 7, 9, 13, 19, 38, 70, 83, 95,
99, 115
production, 3, 9, 13, 16, 17, 18, 95, 102,
109, 114, 115
productivity, i, iii, 3, 6, 7, 9, 11, 12, 13,
16, 17, 18, 19, 27, 29, 30, 81, 89, 115,
119
professional, 12
proficient, iii, 14
program, 27, 34, 47, 50, 68, 91, 100, 107
progress, 46, 55, 57, 113
project, i, iii, 11, 12, 13, 14, 15, 16, 18,
19, 23, 24, 27, 30, 31, 32, 34, 36, 37,
38, 40, 42, 45, 47, 48, 50, 53, 55, 56,
57, 58, 59, 60, 62, 64, 65, 68, 69, 71,
78, 79, 82, 83, 92, 93, 94, 97, 98, 99,
100, 101, 102, 105, 106, 107, 109
proposal, 1, 6, 45, 101, 115
prototype, 45, 46
provide, i, iii, 3, 7, 12, 18, 23, 24, 25, 27,
39, 40, 43, 45, 46, 47, 52, 53, 55, 56,
57, 61, 62, 75, 77, 79, 80, 81, 82, 83,
85, 93
PSP, 12, 30, 35, 46, 49, 117
public, 1, 5, 36, 56, 65
publish, i, iii, 25, 55, 64, 65, 75
purchase, 46
purpose, 4, 6, 8, 9, 11, 23, 24, 27, 57, 59,
71, 73, 91, 96, 101, 103, 107, 109,
115, 119
Q
qualitative, 79
quality, 11, 18, 38, 58, 69, 94, 99
quantitative, 79
question, 7, 19, 39, 47, 57, 59, 67, 79, 85,
92, 100
QuestionPro, 77
R
range, 6
rank, 78
rapid, 39
rate, iii, 41
130
Index
stakeholder, 14, 24, 30, 35, 38, 61, 63,
67, 70, 71, 73, 91, 93, 94, 100, 102,
103, 109
standard, 18, 23, 27, 30, 40, 45, 47, 48,
51, 53, 77, 94, 98, 100, 106, 107, 108
state, 16, 41, 57
static, 65
status, 33, 36, 55, 57, 58, 71, 92, 101
step, 46, 47
store, 3, 12, 14, 17, 27, 30, 31, 32, 64,
89, 90, 97, 98, 99, 105, 106
strategy, i, 6, 8, 9, 11, 12, 19, 73, 81, 97,
113, 119, 122
structure, 4, 8, 24, 27, 28, 29, 30, 34, 47,
48, 50, 51, 52, 63, 64, 65, 66, 68, 98,
100, 106, 107, 108, 114, 119
study, 45, 53
sub-component, 23, 24, 25, 27, 45, 55,
71, 75, 90, 98, 106
sub-directory, 28
sub-folder, 30, 34, 36, 47, 58, 90
subordinate, 52, 75
subsequent, 36
subset, 13
substitute, 14
suite, 12, 19, 23, 27, 39, 84
sum, 52
summary, 3, 9, 50, 57, 58, 65, 92
supply, 11, 13
support, 6, 9, 13, 14, 17, 25, 31, 36, 42,
45, 46, 47, 53, 75, 77, 79, 80, 81, 82,
89, 90, 93, 95, 97, 101, 103, 105, 110,
113, 119
surface, 55
survey, 11, 77
symbolic, 4
synthesis, 6, 7, 8, 119
system, i, iii, 3, 6, 9, 11, 12, 13, 14, 15,
16, 17, 19, 36, 39, 40, 41, 42, 47, 48,
51, 55, 58, 63, 66, 67, 68, 69, 73, 77,
81, 89, 90, 92, 93, 96, 97, 98, 100,
101, 103, 105, 106, 108, 110, 113,
114, 115, 121
systematic, 5
S
safe, 5, 41
satisfy, 24, 67, 83, 94
scenario, 39
schedule, 13, 24, 55, 56, 58, 60, 61, 62,
69, 71, 82, 92, 94, 98, 101, 106
scope, i, 115
score, 57
screen, 48, 51, 55, 60, 61, 63, 65, 79
SDSS, 13
section, 3, 4, 6, 8, 23, 50, 97
sector, 8
Sector, 7, 8
secure, 64
security, 14
seek, i, 12, 39, 45, 46, 47
select, 16, 41, 55, 57
semi-automate, 24, 36, 60, 67, 92, 101
sender, 4
sense, 5
separate, 24, 38, 42, 63
series, 47, 60, 67, 82, 89, 93, 97, 100,
105
service, i, 12, 17, 36, 46
session, 81, 82
shape, 4
share, 6, 9, 11, 15, 27, 67, 119
SharePoint, 114
sheet, 56, 57, 59, 92
short, 9, 11, 12, 14, 16, 53, 107
show, 1, 11, 24, 29, 34, 36, 38, 46, 48,
50, 51, 52, 55, 56, 57, 58, 60, 63, 65,
67, 68, 71, 75, 77, 78, 79, 94, 99
signatory, 41
site, v, 60, 61, 63, 64, 65, 93, 102, 108
situation, 4, 5, 8, 12, 16, 71, 119
skills, 11, 55, 79
software, 13, 14, 23, 27, 63, 71, 84, 113
solution, 39, 41
solve, 3, 8
SOP, 47, 49, 67, 79
sort, 3, 5
space, 32, 33
speed, 41
spend, iii, 8, 12, 45, 46, 91, 92, 101
split, 46
spreads, 107
spreadsheet, 5, 13, 71
SQL, 23, 27, 113, 118
staff, iii, v, 11, 12, 13, 14, 16, 18, 19, 27,
28, 30, 35, 42, 45, 50, 61, 69, 70, 71,
72, 73, 79, 81, 82, 83, 84, 85, 90, 93,
95, 96, 98, 103, 106, 110, 113, 114
stage, 36, 47, 53
T
T_F, 100
tacit, 5, 122
TARDIS, 1, i, iii, v, 3, 7, 8, 9, 17, 18, 19,
23, 24, 25, 27, 28, 34, 36, 38, 39, 40,
42, 45, 50, 55, 56, 59, 60, 61, 63, 66,
67, 69, 70, 71, 72, 73, 75, 77, 81, 82,
84, 85, 89, 90, 91, 92, 93, 94, 95, 96,
97, 100, 101, 102, 103, 105, 107, 108,
109, 110, 113, 114, 115, 118
131
target, 7, 8, 12, 16
task, 4, 7, 8, 15, 16, 38, 39, 84, 95, 99,
100, 102, 107, 109
taxonomy, 34, 43, 91, 114
T-BPS, 25, 75, 80, 81, 118
TCD, 30, 118
TCSAG, 72
T-DDM, 23, 24, 27, 43, 63, 66, 67, 71,
81, 82, 89, 97, 102, 105, 109, 114,
118
T–DDM, 84
team, 13, 78
technical, 45
technique, i, 6, 9, 119
technology, i, 3, 6, 11, 13, 115
T-EF, 27, 28, 29, 34, 91, 98, 106, 118
template, 46, 47, 60, 61, 69, 75, 79, 94,
96, 103, 109
tender, 77, 79
tenure, 12, 16
term, 3, 6, 8, 12, 14, 16, 53, 107, 114
terrain, 39
test, 46, 113
text, 4, 79
T-F, 23, 24, 45, 53, 67, 81, 82, 100, 118
threat, 15
time, iii, v, 8, 11, 12, 13, 14, 15, 16, 17,
18, 19, 42, 64, 65, 72, 78, 79, 84, 90,
92, 100, 115
tool, i, 6, 9, 13, 14, 18, 19, 24, 40, 47, 50,
51, 52, 53, 55, 58, 59, 60, 61, 63, 64,
67, 68, 77, 78, 84, 92, 94, 97, 105,
107, 108, 113, 114, 119, 122
total, 8
training, 5, 25, 45, 61, 81, 82, 84, 89, 96,
98, 103, 106, 110
transaction, 19, 85
trans-disciplinary, 6, 9, 15, 119
transfer, 71, 81
transforms, 61
transition, 12, 19
transparent, 14, 115
transportability, 41
travel, 45
trigger, 19, 85
trouble, 84
T-S, 24, 55, 59, 61, 62, 71, 73, 81, 82,
118
TTES, 77, 78, 79, 118
T-TS, 25, 81, 85, 118
turbulence, 18, 19
T-W, 24, 25, 63, 72, 75, 81, 82, 84, 98,
102, 106, 108, 118
T-WG, 72, 118
two-pass, 36
type, 23, 24, 25, 27, 39, 41, 43, 55, 67,
70, 71, 79, 81, 97
U
Unclassified, 64, 65
uniform, 89, 97, 103, 105, 110
unique, 89
unit, 107
unstable, 16
unstructured, 4, 8, 119
update, 24, 63, 66, 84, 93, 101, 102, 107,
108
upstream, 24, 47, 50, 52, 57, 67, 68, 71,
73, 100
upward, 57
urban, 39
urgent, 8, 12, 14, 15, 16
user, i, v, 7, 16, 65, 82, 114, 115
V
valid, 67, 83
value, 5, 15, 16
variation, 46
venue, 84
verb, 4, 14, 39
version, 14, 30, 31, 33, 42, 56, 65, 78
video, 32
view, iii, 47, 57, 60, 67, 69, 78, 79, 92,
93, 94, 100, 102, 108
visible, 14, 18
vision, 113, 114
visualisation, 55
vital, 73
W
war, 39, 41, 107
web, 5, 14, 24, 43, 60, 61, 63, 64, 65, 66,
75, 77, 84, 93, 102, 108, 118
withdrawn, 47
word, 3
work, 1, i, iii, 6, 8, 9, 12, 13, 15, 16, 18,
23, 47, 58, 67, 69, 71, 78, 79, 82, 83,
89, 92, 95, 97, 100, 101, 103, 109,
113, 114, 119, 121
workaround, 14, 113
workbook, 23, 45, 47, 48, 50, 51, 52, 53,
55, 57, 58, 67, 68, 69, 92, 94, 100,
101, 107, 108
worksheet, 49, 50, 52, 57, 58, 68, 92, 94,
101, 108
workshop, 84
132
Index
X
Y
XO, 82, 107, 108, 109, 118
year, i, 11, 12, 13, 18, 33, 36, 45, 46, 56,
101, 122
YOD, 107
133

The TARDIS Knowledge Productivity System - Durant

Transcription

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