Navy Knowledge Online 2003 NMCI Industry Symposium CAPT

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Navy Knowledge Online 2003 NMCI Industry Symposium CAPT
Navy Knowledge Online
2003 NMCI Industry Symposium
CAPT Kantner
757-444-2996 x3086
[email protected]
“It’s all about delivery systems.”
CNO 12 Sep 02 BOA
Preparing for the Revolution:
Task Force EXCEL
ƒ Purpose – To catalyze the revolution in Naval
Training ignited by the Executive Review for
Navy Training (ERNT)
ƒ Key ERNT Takeaways:
‰
“Today’s Navy training system is neither postured nor
organized to produce and maintain the trained force required
[today].”
‰
“The gap between what high-quality sailors and potential
sailors want and expect, and what the Navy is prepared to
deliver, is too great…”
2
What was wrong?
ƒ $12 Billion Annual Training Budget
‰
Enough to pay Harvard tuition for every Sailor every
year…what about ROI?
ƒ Funding resources disconnected from
requirements-setters and trainers
ƒ 1 of 4 Sailors in school on any given day in
the Navy…away from work
ƒ Little or no connection between acquisition,
training, waterfront support, and Sailors
3
New Tools, New Opportunities
ƒ Human Performance-Based Training
‰
A new view of readiness-driven Training
ƒ Four-Quadrant Model
‰
Build, Deliver, Analyze, and Adjust
ƒ Emphasis on the Science of Learning
‰
Delivering the Right Training at the Right Time…
ƒ Five Vector Model
‰
For the first time, a Career Road Map for Sailors
ƒ Integrated Learning Environment
‰
Connecting NKO with an LCMS & LMS creates a powerful capability
ƒ Leveraging Available and Future Technologies
‰
Personalization, Delivery, and Communities of Practice
Next Slide
4
Task Force Excel Vision
ƒ Focus
‰
Sailor-Centric World View
‰
A Lifelong Learning Continuum
‰
A personal, portable, virtual learning space
‰
Combine:
— Career
(Professional Development)
— Quality
of Life (Personal Development)
— Validation
— Building
— Job
of training (Certs & Quals)
Leaders (Leadership)
(Performance)
5
Executing the Vision
ƒ CNET became Naval Education & Training Command
‰
Dual-hatted as N00T…Primary Training Resource Sponsor
ƒ Naval Personnel Development Command Created
‰
Responsible for Standardization & Delivery of Individual Training
ƒ Thirteen Learning Centers Established
‰
Supporting Lifelong Continuum of Learning for Families of Ratings
Next Slide
6
Knowledge Management Defined
KM
The systematic, explicit, and deliberate building, renewal and
application of knowledge to maximize an enterprise's knowledge-related
effectiveness and returns from its knowledge assets.
Karl Wiig 1997
“THE RIGHT KNOWLEDGE TO THE RIGHT PEOPLE AT THE RIGHT TIME”
7
Navy Knowledge Online: A Brief History
ƒ Started when CNO articulated Manpower, including recruiting and
retention, as one of his top 5 priorities
ƒ RADM Harry Ulrich was charged by the CNO to head the Task
Force Excel (TFE) initiative, but needed a clear way to
communicate how TFE would meet the CNO’s Manpower priority
ƒ The result was the KM Requirements White Paper
‰
Captured the vision
‰
Story became a touchstone for sharing the vision
‰
Navy Engineering Online CD-ROM created
ƒ White paper and CD-ROM spawned the portal that has become
Navy Knowledge Online
8
We defined the end state through storytelling
ƒ Step 1 - Focus on the sailor (people) vice the technology in a
KM-centric organization
‰
What does this Sailor need do? Not necessarily how, but specifically what?
ƒ Step 2 - Look at processes
ƒ Step 3 - Define the technologies that support the people and
the processes
9
The KM Business Model
“The whole is greater than the sum of the parts.”
ƒ Provide an INTEGRATED, STRUCTURED, virtual learning
environment
‰
With personalization and intuitive workflow
ƒ Provide the Sailor access to his/her 5VM anywhere, anytime
ƒ Develop communities of practice focused on the Centers of
Learning
ƒ Integration with critical enterprise systems (Human Resource
Systems)
ƒ Deliver tacit and explicit knowledge
ƒ Deliver job performance aids
ƒ Provide reach back capability
10
NKO Features that Support the
KM Business Model
ƒ Distributed content management
ƒ Personalization
ƒ Customization and targeting of information
ƒ Integrated Search and Taxonomy (Convera Search Platform)
ƒ Instant Messaging, Online Presence, Interactive Chat Rooms
ƒ Message Boards
ƒ Collaboration Center for sharing information anywhere
ƒ Central directory of experts
ƒ Real time assessments and usage metrics
11
Knowledge Management Applied
ƒ The Centers
‰
A collection point, management authority, and dissemination agent
for all knowledge related to a family of ratings
‰
Leverages existing structure to administer the various domains
within NKO
ƒ Navy’s integrated portal for
‰
Lifelong learning
‰
Personal development
‰
Knowledge management
More NKO Details
Continue Brief
12
NKO at a Glance (Move Fast)
ƒ
ƒ
Built on same platform as…
‰
Army Knowledge Online (1.3 Million Current Users)
‰
Homeland Defense (175,000 Projected Users)
‰
FEMA 1st Responders Portal (4 Million Projected Users)
Virtually eliminated R&D costs and start-up risks
‰
NKO deployed in 30 days
‰
NKO SIPRNet live June 2nd
‰
Partnership with NAVSEA for NKO local shipboard presence
—
ƒ
Sailors have been utilizing NKO while deployed at-sea since NKO’s launch
Navy’s adoption of NKO
‰
> 90,000 users
‰
> 30 communities of practice
‰
> 500,000 logins
‰
> 300,000 documents downloaded
‰
> 1,000,000 instant messages sent
13
What Sailors are saying about NKO
ƒ
I am so glad to finally see this service provided. This is an excellent tool. I wish to
thank your team for putting all of this information literally at our sailors fingertips.
‰
ƒ
joseph.j.johnson E6 Active Duty 23-DEC-02
BRAVO ZULU! THIS HAS TO BE THE MOST INSTRUMENTAL NAVY WEB SITE I HAVE
EVER SEEN. EVERYTHING IS AT YOU FINGERTIPS! THANK YOU SO MUCH FOR
THINKING OF THE FLEET!
‰
ƒ
E6 Active Duty 02-JAN-03
This is a OUTSTANDING web site, I am glad to see the Navy moving toward a single
system that you can access all the tools you need to become a competent Leader.
Thanks for moving the Navy in a upward direction in the best technology in the
world.....IT1(SW/AW)Joseph J Johnson
‰
ƒ
gary.fletcher
yomika.brock E5 Active Duty 15-NOV-02
Has anyone told you how fantastic this website is?!? I am in in my second consecutive
independent duty billet and because of this site I finally feel a part of the Navy again!
Please do as much as you can to get this out to the Sailors (I just read it today in the
Navy times) I have no doubt that this will soon be a site similar to BUPERS, one which
we can not live without. Is there a way to get it out via message or possibly on the
LESs?
‰
summer.wedel Active Duty 11-OCT-02
14
Users by Account Type
Account Type
Navy - Active Duty
Total Logins
Unique Logins
334,159
64,731
Navy - Reserve
40,906
11,766
DoD Civil Service (Navy)
33,487
4,081
Guest Account
16,391
551
Navy - Retired
14,132
2,212
1,995
807
Delayed Entry Personnel
708
121
Marine - Retired
645
92
DoD Contractor
387
1
Navy - Reserve Retired
366
122
DoD Civil Service (Marine)
312
82
Naval Academy Midshipman
Marine - Reserve
Marine - Reserve Retired
146
130
5
22
58
2
Marine - Active Duty
15
The Road Ahead
ƒ Alignment with BUPERS on Project Sea Warrior
‰
Using NKO and the 5VM to build Web-based Job Brokering
ƒ Activating the Five-Vector Model
‰
Requires completion of Job Task Analysis Process (50% complete)
‰
Working with Pers/Cell Exchange/MIT on rapid prototype
ƒ Building Partnerships
‰
NMCI
‰
IP Officers
‰
Army Knowledge Online
‰
NAVRESFOR
‰
NAVSEA
‰
Office of Naval Research
‰
DD(X)
16
Summary
ƒ NKO
‰
is not about technology – it’s about processes that support the mission and those who
execute the processes
‰
is a business process enabler in support of KM principles
‰
Is a vital part of the Integrated Learning Environment
ƒ Working with NMCI and NETWARCOM on Technology
ƒ Knowledge Management = Transformation
ƒ Distributed administration is key to KM success
ƒ Heavy involvement by SME’s critical to effort
ƒ Building best practices and lessons learned
17
Questions?
CAPT Kantner
757-444-2996 x3086
[email protected]
18
Other NKO Features
ƒ User Guides
ƒ My Links – bookmark favorite sites
ƒ Personal Pages – Education, Finance, Career
ƒ Account Management – NKO Profile, Change My Password
ƒ NKO Feedback – submit comments and concerns about NKO
functionality and content
ƒ Training Support – links to TSCs
ƒ Naval Missions – mission areas such as Air Operations,
Amphibious Operations, Force Protection
ƒ Communities – groups that are not Centers or Naval Missions
19
Back-up Slides
20
The Navy’s HPSM
Making the Transition to Performance
Return to Brief
I. Define Requirements
II. Define Solutions
Establish
Performance
Standards &
Requirements
Design Human
Performance
Solutions
Implement & Test
Intervention;
Evaluate
“Product of Plan”
Develop,
Build,
&
Integrate Tools
IV. Execute & Measure
21
III. Develop Components
Science of Learning
Apply Science of
Learning & Human
Performance
Translate job
requirements into
competencies
(K, S, A, T)
Navy
Learning
Model
Generate
solution options
and metrics
Performance
Consultants
OJT/Mentoring
Instructor-Led Learning
Collaborative Learning
Computer-Mediated Learning
Reference-Based Learning
Conduct
effectiveness
& cost
analysis
Make
recommendations
Return to Brief
22
The Five Vector Model
ƒ The concept of Sailors migrating upward
through roles as Recruit, Apprentice,
Journeyman, Master & Mentor
ƒ Five elements to a “Career Plan”
‰
Professional Development
‰
Personal Development
‰
Leadership
‰
Certifications & Qualifications
‰
Performance
Return to Brief
More 5VM Details
23
The Five-Vector Model
Return to Brief
More 5VM Details
24
Detailed Five Vector Model
Return to Brief
More 5VM Details
25
Five Vector Model’s Potential
Impact on Readiness
Fleet
Requirements
Distribution
Right Sailor at the
right time
Increased
Mission
Readiness
Integrated Data
Bases
Return to Brief More 5VM Details
Individual Training &
Education
26
Five Vector Model Process
Inputs
Invoke HPSM
Process to Define
Individual HP
Requirements
Change in Job
Requirements
Performed By:
Determine
Review Skill
Civilian
Sets & Consider
Certifications
Rating/NEC
Requirements
Consolidation
& Opportunities
ID Critical Task
& Performance
Measures for
Advancement
Invoke HPSM
Process to
Develop Tools &
Interventions
Layout
Development
Continuum
Validate/Align
Requirement
Across individual
Vectors
Five
Vector
Model
*
CFFC
TYCOMs
Center
HPC
Approve Job
Requirements
Approve
certifications
concept that the
Navy will
provide
opportunities to
earn
Establish Valid
Job Requirements
Define Job Levels
of Proficiencies
Analyze, ID, &
Frame Problems in
HP Terms (Jobs,
Tasks, Duties &
Performance
Levels)
Analyze skills
set requirements
(KSAs) to
determine
potential rating &
NEC mergers
Identify
equivalent
civilian jobs and
commercial
certifications
Recommend
Certs to include
on Vector
Identify
critical tasks
to perform
jobs
Develop
mechanisms &
metrics to
measure
performance
of critical tasks
Assist in
Defining
HP Problems
BUPERS/N13
Monitor
Development of
Non-training
solutions
Approve Vector
Model
Review &
Approve
Interventions
Design,
develop, &
acquire
training solution
set tools
Lay out
development
continuum
(tools &
opportunities)
Analyze
development
continuum
across all 5
Vectors
Validate Tool Set
& Provide Latest
Technology
Provide
Manpower,
Manning, Recruiting
Considerations
Approve mergers
Approve
certifications cost
& manning that
the Navy will
provide
opportunities to
earn
Review and
Validate 5
vector req.
against
Manpower &
Distribution req.
Approve
critical tasks
for
advancement
Provide integration/standardization assistance and support across centers
NPDC
Return to Brief
More 5VM Details
Iterative Process
Dynamic Resource Quantification
ƒ Utilizes the 5VM as an analogy
ƒ Progression of Navy
constituents through 5VM
generates a composite index
similar to the Dow Jones
Industrial average Index
Return to Brief
More 5VM Details
28
Dynamic Resource Quantification
ƒ
Each individual 5VM as a
“share of stock” within a
company.
ƒ
Sailor ratings correlate to
Companies, and, in a
larger sense, to Centers.
ƒ
Vector model must be
interactive – dynamic and
integrated – in order to
capture data and utilize it
to generate promotion
capabilities
Return to Brief
More 5VM Details
29
Meeting our Goals
Center Communities
Requirements
•NMETLS
•Emerging issues from
Fleet, TYCOMS, CFFC
Mission
Readiness
Capabilities
Develop Human
Capital
Return to Brief
30
KM Requirements White Paper
ƒ
Mandate at Accession – Establish the Personal Portable Home Page…
ƒ
Create an undeniable use-case tied to learning and career growth …
ƒ
Create an indispensable bond between the Center and job performance…
ƒ
Catalyze Communities of Practice…
ƒ
Foster Mentorship…
ƒ
Contribute to organizational team building…
ƒ
Create distributed ownership in the sailor’s multiple communities...
ƒ
Define functionality of the Center from the sailor’s eyes, through the door of
the portal…
Back to the brief
31
HPC Mission Statement
The mission of the Human Performance Center is to optimize
Naval warfighting performance by applying the Human
Performance System Model and the science of learning to all
facets of Naval operations.
Human Performance System Model
I. Define Requirements
Establish
Performance
Standards &
Requirements
Implement & Test
Intervention;
Evaluate
“Product of Plan”
IV. Execute & Measure
II. Define Solutions
Design Human
Performance
Solutions
Develop,
Build, &
Integrate Tools
Apply Science of
Learning & Human
Performance
Translate job
requirements into
competencies
(K, S, A, T)
III. Develop Components
Return to Brief
Generate
solution options
and metrics
Conduct
effectiveness &
cost analysis
Performance
Consultants
Make
recommendations
32
Integrated Learning Environment
ƒ Unites KM processes with E-Learning and Reusable
Learning Objects
ƒ Empowers both Centers and Sailors
ƒ Integrated Learning Environment Components
‰
NKO/LCMS/LMS/Technical Data Repository/NTMPS
ƒ Acknowledges Management Requirements
ƒ Enables Aggressive BAM Goals
Return to Brief
More ILE Detail
33
Integrated Learning Environment
NKO
TDR
TDR
NTMPS
NTMPS
LCMS
LCMS
Technical
Data
Repository
Return to Brief
LMS
LMS
Data
Warehouse
Learning
Content
Management
System
Learning
Management
System
More ILE Detail
34
Organizational Management Requirements
• Standards
•Taxonomy
• Metadata
•Comparable tech data chunks to training content chunks
•Workflow Project Management Tools and
Training
• Roles & Rights built into KM, LCMS, and LMS
• Templates and Performance Support Tools
Return to Brief
More ILE Detail
35
Learning Content Management System
Power Point
NKO
MS Word
PDF
XML ETM
Structured
Knowledge
Data Warehouse
Performance
Authors/Contributors/Reviewers
Resources
Utilization
Tech Data
Lesson Plans
SkillsNet
JTA KSAs
SCORM
Non-SCORM
Repository
Deliver
Day to Day
Maintenance
Metadata
Instructor Led
Training
AEC
Key Word Search
Navy E-Learning
AIM
TO/EO
AICC
Author
Legacy
Training
Materials
(STEP/SOBT)
RLO
Dev Tool
Course Catalog
Rights Manager
Return to Brief
Version Control
Work Flow
CD ROM
Export
More
ILE Detail
Hardcopy
36
New Organization
Return to Brief
Det
Det
Det
Det
Det
Det
Det
Det
Det
Det
Det
Center
Center
Center
Center
Det
Center
Center
Det
Center
Center
TSC
TSC
TSC
TSC
TSC
TSC
ROTC
OCS
BOOST
PREP
OIS
Navy Postgraduate School
Hub
Det
Navy War College
Det
Det
Det
Det
Naval
Training
Command
CNATRA
Det
Det
Naval Personnel
Development
Command
Officer
Human
Performance
Center
Navy Education & Training Command
Enlisted
N00T
More on NETC
37
Naval Education and Training
Return to Brief
Command
Command
Functions
Human
Navy
“YYY”Sponsor
ƒ Performance
Echelon II Claimant and T/E
Assessment
Navy Postgraduate School
N-00T
Naval Education and Training Command
TSC
TSC
Det
ƒ Det
Provide
Direction
Det
Det and Exercise Control Over Individual T&E and
Det
Det
HP
Det
Det
Resources
Det
Center
Center
TSC
TSC
DetAll
ƒ Principal Signatory for
Acquisition Programs
(HP Issues)
Center
TSC
Center
TSC
Officer
Center
Center
Hub
Enlisted
Det
Performance
Det (HP)DetStrategy and Policy
CNATRA
Det
Det
Navy War College
Accession
Center
Training
Command
ƒ Principal Advisor to CNO & CFFC on Learning & Human Performance
Command
Det
Center
ƒ Develop
Individual
Training
& EducationTSC
(T&E) and Human
Center
TSC
Det
Det
Det
Det
ROTC
OCS
BOOST
PREP
OIS
Naval Personnel Development Command
Return to Brief
Center
TSC
•
•
•
and Product
Standardize and Integrate Processes, Technology and
Methodologies
Throughout the Centers and TSCs
Det
Center
TSC
Center
Analyze/Prioritize Center and TSC TSC
Resource Requirements
Coordinate Joint/International Training
Officer
Det
Center
TSC
Det
Det
NPDC
Det Functions
Det
Det
III Command
•Det EchelonDet
Det
Det
Center
TSC
Hub
Center
TSC
“Supporting
Command”
for
Lead
TYCOMs
•
Det
Det
Det
Det for Center & TSC Performance
• Responsible
Det
Center
TSC
Det
Center
TSC
Det
Det Det
Accession
Training
Command
Enlisted
Naval Personnel
Development Command
CNATRA
Human
Performance
Center
Navy Postgraduate School
Naval Education and Training Command
Navy War College
N-00T
More on NPDC
ROTC
OCS
BOOST
PREP
OIS
Naval Personnel Development Command
“Support, Integrate, Standardize
Navy Learning Centers”
• Provide HP solutions for validated fleet requirements
• Provide professional and personal education and
certifications necessary for every sailor to succeed in the
Navy and a follow-on civilian career
• Institutionalize a continuum of learning to provide
relevant training throughout a Sailor’s career
Return to Brief
More on NPDC
40
NPDC Baseline Matrix Organization
“Support, Integrate, Standardize”
Centers
& TSCs
Functional
Integration Mgr
Naval Eng
Nuc Eng
Surface Combat
IT
EOD/Dive
Surface Ops
Aviation
Sub Ops
Intel
Crypto
Leadership
Personal Dev
Construction
Service Sup
Director
of
Training
• CFFC/TYCOM
Connection
• Center Support
• Mission/Warfare
• Training Content
& Delivery
Standards
• 5 Vector Model
• Assessment
TSC Norfolk
TSC San Diego
TSC GLakes
• TSC Support
• Interservice
Training
Chief
Information
Officer
HP Business
Analysis
Resources
• Human
Performance
Liaison
• Knowledge Mgt
• Finances
• IT Delivery
Systems
• Manpower
• Training
Modernization
• Architecture,
Standards & IT
Security
• SYSCOM
connection
• Logistics
• Information
Systems
Operation
• NMCI Support
Core Functions
Return to Brief
More on NPDC
41
Center Goals
ƒ Single point of contact for requirements submission
ƒ Responsive to Fleet requirements
ƒ Responsible for product development and delivery
ƒ Single point of accountability for curriculum continuum
ƒ Maintain Center competency model
ƒ Engaged with DoD, Industry, and Academia to ensure relevancy,
currency, and innovation
ƒ Advocate for measuring continuum impact upon mission
accomplishment
ƒ Single point responsibility for identifying, recommending, and
developing tools and opportunities (training & non-training)
Return to Brief
More on NPDC
42
Building the Centers
Functions Define the Shape of the Organization
Navy Personnel Development Command
Eng Ctr
CMC
HP
Problems
T
Y
C
O
M
S
Functional
Integration
Manager
Career
Mgt.
CO
HP Systems Manager
Admin/
Fiscal
Knowledge
Mgt.
Training
Director
Technical
Support
Performance Consultants
Mechanical
Electrical
Working Teams
Hull
Auxiliaries
(as required)
Return to Brief
Experts from 6 divisions form teams to work human performance problems.
Center Locations
Groton
Submarine Learning
Center
Port Hueneme
Center for Seabees
& Facilities
Engineering
DC-Bethesda
Center for
Force Health
Protection
San Diego
Center for
Information
Technology
Dahlgren
Surface Combat
Systems Training
Center
Center for
Surface Operations
Norfolk
Center for Naval
Engineering
Little Creek
Center for Naval
Leadership
Dam Neck
Center for Naval
Intelligence
Center for Personal
Development
Pensacola
Reports to NPDC
Reports to other than NPDC
Center for Naval
Aviation
Technical
Training
Panama City
Center for
EOD & Diving
Athens
Center for Cryptology
Return to Brief
Center for Service
Support
44
Security
ƒ User authentication via DEERS
ƒ NETC issued Interim Authority to Operate (IATO)
ƒ System Security Authorization Agreement in progress
ƒ All communications on Secure Socket Layer (Port 443)
ƒ Instant messaging and chat encrypted
ƒ DITSCAP ongoing for Army and Homeland Security
versions of NKO (NETC working)
ƒ In compliance with DoD regulations
Return to Brief
More Details
45
Open Architecture
ƒ Based on commercial open standards
ƒ Supports any relational database, any J2EE app server,
Java and .Net
ƒ Supports web services
‰
AKO White Pages Live on NKO
ƒ NKO can integrate with any web-based application
ƒ Pursuing Defense Collaboration Tool Set (DCTS)
certification
ƒ NKO works within NMCI domain and standards
Return to Brief
More Details
46
Total Number of Registrations
NAVADMIN
Announces NKO
90,000
85,000
80,000
75,000
70,000
65,000
60,000
55,000
50,000
45,000
40,000
35,000
30,000
25,000
20,000
15,000
10,000
5,000
08
/1
9/
02
09
/0
2/
02
09
/1
6/
02
09
/3
0/
02
10
/1
4/
02
10
/2
8/
02
11
/1
1/
02
11
/2
5/
02
12
/0
9/
02
12
/2
3/
02
01
/0
6/
03
01
/2
0/
03
02
/0
3/
03
02
/1
7/
03
03
/0
3/
03
03
/1
7/
03
03
/3
1/
03
04
/1
4/
03
04
/2
8/
03
05
/1
2/
03
05
/2
6/
03
06
/0
9/
03
0
Return to Brief
More Statistics
47
Users by Community
Community
Aviation Tech Trng
Service Support
Personal Development
Surface Combat Sys
Info Technology
Naval Engineering
Cryptology
Submarine Learning
Surface Ops
Force Health Prot
Seabees / Fac. Eng.
Naval Leadership
Intelligence
Nuclear Engineering
EOD/Diving
Human Performance
EDO
ATFP
SWOS
SUBLANT
IP Officers
DON XML
NPDC
Naval Libraries
Space Cadre
Return to Brief
Number of Users
15,267
10,235
7,541
7,155
7,098
5,878
5,468
4,364
4,103
3,857
3,230
3,159
1,975
1,364
1,343
995
416
217
193
166
117
95
75
68
42
More Statistics
48
Top Downloaded Files
(What are they consuming?)
Organization/Information Files
CNO Top 5 Priorities
Five Vector Model
5VM_Demo
Learning Centers
NKO Login Primer
KM Portal History
Latest NPDC SITREP
No . o f
D o wn lo a d s
Product/Content Files
2,312
2,180
NLPG_2003_complete (Leadership Planning Guide)
LeadershipTrivia Game 1
NLPG 2003 Palm Version
RETIRE1-tax (Tax Information)
UNIFORMREGSnew
Competency Model)
The 21 Irrefutable Laws of Leadersh...
Task Force EXCEL Brief
2,108
activeruntimeWeaponSystem1 (CD inventory of
Aviation Maint. CBTs)
FY03 E7 Selection Board Brief
NAVADMIN 016-03
NAVADMIN 259-02
CNATT Staff Directory
Naval Training The New Era
vector1
Database worksheet 25Apr03
Covey Visits CNL
NKO Usage and Registrations
Naval Training the new era
Centerelements loc
Line Bar
1,628
5,405
4,673
4,623
4,558
2,934
1,389
1,074
1,062
983
944
862
810
774
692
634
602
RETIRE-tax
Colin Powell on Leadership
FLL demo (Front Line Leaders)
Commercial Certifications
USN Personal Training Plan
MENTORING SPOTLIGHT
SCW Program Update (Seabee Combat Warfare)
IT SkillsMapper Assessment
CNL Competency Model
Commercial Certifications
Navy Core Values demo
Volume I Edition 2 (CNE Monthly Newsletter)
No . o f
D o wn lo a d s
1,950
1,479
1,298
1,294
1,104
966
956
908
867
821
625
619
558
509
500
468
456
421
416
406
49
Sea Warrior
“At the heart of Sea Warrior is Sailor Advocacy”
“Sea Warrior starts the individual Sailor’s career
management at the initial entry point and then
follows a path of lifelong learning to maximize
growth and development”
Maximizing Human Capital
Return to Brief
More Info
50
Today’s Landscape:
Individually Progressive; Collectively Incoherent
Characterized by Episodic Coordination...
Driven by Individual Project Demands…not by a Coherent Plan
Improving
Navy’s Workforce
• SkillsNet
• Position Management
• TFMMS Redesign
Sailor Advocacy
Through
Interactive Leadership
Revolution
In Training
• The Sailor Continuum
• Centers of Excellence
• Human Performance
System Model
Return to Brief
•
•
•
•
Web-Based Assignments
Electronic Service Record
Dynamic Incentives
Recruit Classification
More Info
51
Business Process &
Technology Integration Assessment
Tomorrow’s Landscape
Improving
Navy’s Workforce
Business
Process
Fit-Gap
Analysis
Sea
Warrior
Revolution
in
Training
Technology
Fit-Gap
Analysis
Sailor
Advocacy
through
Interactive
Leadership
“Integration - Synergy, Rapid-Delivery and Improved Product Quality”
Return to Brief
More Info
52
Sea Warrior
om
ma
nd
ing
Co
a
mm
Single
Portal
De
tai
l
nt s
me
ire
ers
qu
Re
g
sin
Ba
Combined
Services
• Web-enabled
• Self servicing
• Single portal
• Career planning
• Information-centric
• Command involvement
• E-resume - ESR/ETJ
• Continuing education
nd
Sea
Lo
sin
gC
Se
aS
Sailor
in
Ga
hie
ld
Sea Strike
Centers of Excellence
Return to Brief
Combined Objectives
• Aligned initiatives
• New technologies
• Exploiting private sector
opportunities
• Optimized resources
• Business best practices
• Reduced overhead
More Info
Combined Functionality
• Decision support tools
• Classification engine
• Optimizing agents
• Auction generator
• Position taxonomy
• Knowledge management
• Information vehicles
53
Sea Warrior Process & Technology
Integration Cell: CNET/CNP Co-Chair
ESC
Ensure progress
From Top
Down
•Establish Milestones
•Focus resources
•Remove Barriers
CNPC / NPDC
N1 CIO / CNET CIO
NPRST / HPC
Integration Action Cell
PERS-40
CHIEF OF STAFF FOR THE COMBINED TFE / NPDC
NAVMAC
NPRST / HPC
N132 / 13T
BUPERS DEP CIO / CNET DEP CIO
CNRC N5
Eliminate Institutional and Bureaucratic Impediments
Return to Brief
54
55
56
57
58
59
60
61
Return to Brief
62