SEJPME II Module 13

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[Solved] SEJPME II Module 13 1) In order to help support the commanders' decision-making process, the staff must understand the commanders' information needs. What is a good st ... arting point to focus the staff and its limited resources to provide relevant information to support decision-making? [objective213] commander's critical information requirements (CCIR) knowledge management plan (KMP) digital rules of engagement operations plan (OPLAN) ________________________________________ 2) Which of the following choices best explains the commander's perspectives in the strategic and operational environments as it relates to knowledge management (KM)? [objective214] Commanders at every level strive to control all the various information flows within the complex operational and strategic environments. This is a key focus of KM. Commanders operate in extremely complex environments that affect how they make decisions and influence outcomes. They recognize the larger challenge of fostering KM and focus on how best to leverage it, rather than precisely controlling the flow of information. Commanders understand that technologies continue to evolve at a pace that is increasingly difficult to keep up with. For this reason, they dedicate a significant amount of resources on harnessing new technologies and processes. The myriad of players and information flows that make up the complex operational environment compel commanders to seek ways of regulating both the people and information. This challenge requires a significant amount of time and resources. ________________________________________ 3) What benefit(s) can commanders derive from the myriad of players and information flows that make up the complex operational environment? [objective215] There is little benefit, if any, to be gained from the myriad of players and information flows. The 'costs' associated with the complex environment far outweigh any benefit which may be gained. Commanders at every level can gain situational awareness through the many different compartmentalized processes and technologies that each player brings. Experience, expertise, and perspectives can be leveraged through collaboration and dialogue among many players. ________________________________________ 4) Knowledge management (KM) and information management (IM) are two distinct activities that are necessary aspects in today's headquarters decision-making. Which two overarching insights clearly delineate their distinctions? [objective216] KM is people-centric. IM is information technology-centric. KM is technology-centric. IM is people-centric. KM focuses on the rules, procedures, applications, and tools. IM focuses on the players gaining and sharing knowledge to aid decision making. KM balances the need-to-share with the need-to-know. IM leverages the different perspectives of the myriad of players. ________________________________________ 5) Which of the following statements about knowledge management plans (KMP) is TRUE? [objective221] The KMP is an all-inclusive authoritative document and therefore should not need to be supplemented with training to implement the procedures. The KMP design should be agile and flexible to keep pace with the rapidly changing information sharing environment as directed by the commander and Chief of Staff. Focus processes to share information with stakeholders who are in your communications network only. ________________________________________ 6) What information management (IM) activity is normally a theater-level decision because of its significant second order effects, such as interoperability within the joint force, fielding and pre-mission training? [objective218] development of procedures into a formalized, authoritative document battle rhythm development maintenance procedures determination of the networks, databases, and software applications use of commander's critical information requirements (CCIR) to guide and prioritize information flow ________________________________________ 7) Which of the following roles provides guidance on decision-making style, and degree of desired technology to support knowledge management and information management? [objective219] J-codes directors knowledge management representative (KMR) commander J6 ________________________________________ 8) What process-centric insight(s) can be drawn from the three critical processes that comprise the larger knowledge management (KM) construct? [objective220] develop and refine KM processes through an integrated KM working group spend time developing the battle rhythm minimize the number of collaborative events, both physical and virtual all answers are correct ________________________________________ 9) What action(s) should commanders consider to ensure information sharing with partners of foreign countries? [objective217] developing sufficient capacity to enable foreign disclosure and information sharing (includes having Foreign Disclosure Officers (FDO) on the staff) instilling an inclusive mindset that balances a "need-to-share" and "need-to-know" mentality with stakeholders considering both physical and virtual collaboration means to gain information and develop knowledge all answers are correct ________________________________________ [Show More]

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