Selected Delivery Experience

	Wildland Fire Lessons Learned Center (LLC) Next Generation Knowledge Management System (KMS) 2010 – ongoing) The Wildland Fire Lessons Learned Center actively promotes a learning culture to enhance and sustain safe and effective work practices in the wildland fire community and provides opportunities and resources to foster collaboration among all fire professionals, facilitates their networks, provides access to state-of-the-art learning tools, and links learning to training. The solution being delivered deploys “fit for purpose” KM technology, provides the fire community with an improved ability to learn and adapt quickly, improves collaboration within and across fire teams, and continues to build bridges across the vast number of agencies and organizations that form the greater fire management community. This provides for continuous feedback loops of engagement and knowledge flow. There are several interrelated projects: The technology project component is being accomplished in three phases: Improve the quality and visibility of the content Optimize the search capability Enable a leading edge user interface and functionality Learning processes already in place are being evaluated and evolved by engaging the end users of this knowledge Critical and highly relevant knowledge is being identified and captured or created Communities of Practice are being enhanced and sustained including outreach to the greater fire community
	Federal Emergency Management Agency (FEMA) Hazus Program (2009 - ongoing): Hazus is a nationally applicable standardized methodology that estimates potential losses from earthquakes, hurricane winds, and floods. Hazus produces loss estimates based on state-of-the-art scientific and engineering knowledge and software architecture (models) essential for decision-making at all levels of government and are a basis for developing mitigation plans and policies, emergency preparedness, and response and recovery planning at the federal, state, and local levels. This project is delivering a sustainable KM framework including a robust and sustainable community of practice network linking federal, state, and local users, subject matter experts, and Hazus practitioners to: Categorize, centrally store, and make electronically accessible relevant Hazus information created and collected over its performance history. Update and further develop process maps (create a model development baseline) of the Hazus modeling process Leverage (capture, transfer, and make readily available for reuse) experience and insight from those who not only build Hazus models, but also who use those models anywhere in the US so that: Model development can be improved Decision-making and mitigation planning from model application and use at all levels of government can be improved Recovery from natural disasters using Hazus models beyond the standard application of planning and estimating can be improved.
	Acquisition Solutions (ASI) Knowledge Management Framework and Corporate Operating Model (2005-2009): As CKO, developed an enterprise KM concept, corporate KM strategy, and embedded KM implementing practices to enable a corporate (top down) and workforce driven initiatives and measures of value and then integrated into corporate and personal balanced scorecards. Additionally, this framework also included the integration of a quality concept, strategy, and implementing practices ensuring that all projects consistently leveraged maximum learning from inception to client delivery to project closeout. A cornerstone of the company’s success are the communities or practice that tie all levels of the company together across both horizontal and vertical boundaries. ASI was recognized as a 2007, 2008, and 2009 North American Most Admired Knowledge Enterprise (MAKE) finalist ranking 18, 16, and 13 respectively.
	Department of Justice (DOJ) Asset Forfeiture Program Lessons learned Assessment (2007): Delivered a comprehensive lessons learned assessment of the Asset Forfeiture Program Support (AFPS) services acquisition including recommendations to improve future procurement actions and contract management practices. DoJ applied the learnings and advice captured to improve procurement actions and contract management practices for the follow-on Asset Forfeiture Program procurement. This deliverable formed a knowledge baseline to be built upon for future operational activities.
	Defense Intelligence Agency (DIA) Office of the Acquisition Executive (AE) (2009): Delivered a two phase workforce knowledge capture and retention project addressing AE’s challenges of workforce turnover, knowledge retention, and the impact of lost knowledge on mission accomplishment. Co-delivered the project with the AE KM champion in two phases: a workforce dynamics study and organizational KM assessment (Phase 1) used to define a baseline for piloting a capture, adapt, transfer, and reuse strategy and implementing practices (Phase 2) that formed a starting point for expanding KM techniques for capturing and retaining critical knowledge across the AE organization, including the creation of a working baseline for sustainment of communities of practice.
	Science Applications International Corporation (SAIC) -- Iraq Reconstruction Knowledge Management (IRKM) Project (2005): Planned, developed, and implemented a corporate-wide KM framework to support SAIC’s reconstruction and transformation support programs in postwar Iraq. The capability enabled the capture and sharing of know-how, insights, and experiences across many dimensions of the Iraq business process. Employees and teams were able to avoid reinventing what had already been done, reduce corporate and personal risk, and embed successful practices into their program and work processes. In addition, through learned lessons, it provided broader insight and experience in developing business, planning projects, and deploying individuals and teams to deliver business in post-combat war zones.
	US Army Corps of Engineers (USACE) -- Coalition Munitions Clearance Knowledge Project (2005): Delivered a web-based knowledge repository, knowledge capture framework, and KM implementing practices to support the coalition munitions clearance program and mission in Iraq. The repository leveraged the critical operational know-how of those involved in the collection, storage, and demolition of captured enemy ammunition. Applying a tested and consistent KM methodology to the mission enabled USACE to capture relevant lessons learned to leverage in current and future munitions clearance operations.
	Department of Homeland Security (DHS) Enterprise Architecture (EA) (2004): Part of an SAIC team delivering comprehensive enterprise architecture to enable DHS to share knowledge among its 22 agencies securely, dependably, and on demand. The EA facilitated rapid transfer of information and knowledge, allowed for collaboration at all levels of the agency, and provided a secure link to sensitive material. The project included a unique knowledge capture framework designed to help the DHS-SAIC team use the relevant subject matter experts and their knowledge of business and technical operations to deliver the second level architecture.
	Defense Threat Reduction Agency/Cooperative Threat Reduction Directorate (DTRA/CTR) (2001): Introduced KM methods, processes, and concepts, delivering an integrated knowledge repository including a cost estimating database. The project leveraged the operational know-how of people doing business under the Nunn-Lugar Act in the former Soviet Union (FSU) and involved in the CTR cost estimating process. These processes enabled DTRA to identify and apply key lessons in cost estimating to support critical decision-making. During the first year alone, the system produced documented savings to the Government of more than $5 million on negotiated contract services for work in the FSU that directly supported the mission of the CTR.

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