1. Knowledge-intensive team: Department of Defense, Global Force Management Branch

2. Knowledge-intensive team members:

a. Branch Chief, Beverly Sumpter, supervisory position for the 9 employees in the branch. Her role is that of subject matter expert in deployment requirements management. According to Skyrme, she fits into the role category of Chief Knowledge Officer (CKO) because she is “the senior executive who is responsible for ensuring that an organization maximizes the value it achieves through one of its most important assets – knowledge.” (Dalkir, 2011, P. 406)
b. Senior program manager, Dickson Schmoyer, is not a supervisor but is second in command in the Branch. His role is to strategically plan better business products through the existing website. He can be descried as a Chief Learning Officer (CLO). According to Dalkir, CLO are similar to CKOs in that “CKOs are typically created to leverage knowledge into tangible business benefits. Likewise, CLOs are designed to leverage learning through the culture of an organization, the type of knowledge it wants to emphasize, and how technologically focused it is.” (Dalkir, 2011, P. 407)
c. Program Managers, April Douglas, Orie Wifall-Davis Gail Hooks, etc. These are position that maintain the database and help process incoming deployment requirements request packages. These packages are received from all over the world and are highly classified and sensitive in nature, therefore, these program managers must possess a certain level of expertise while performing their duties. They can all be categorized as organizational information and KM policy analysts. They design access to the organizational information and KM policies, quality control, maintaining proprietary information and KM, and mapping corporation intellectual assets. (Dalkir, 2011, P. 411)

Dalkir, K. 2011. Knowledge