Gic2011 aula1-ingles
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Transcript of Gic2011 aula1-ingles
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Marielba ZacariasProf. Auxiliar DEEI
FCT I, Gab 2.69, Ext. [email protected]
http://w3.ualg.pt/~mzacaria
Information & KnowledgeManagement - Class 1
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Summary
IT, IS, Information
Information Management
Knowledge Managment
Knowledge Engineering
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Information Management
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Three levels!
SAH: Informação
Sistema de Informação
Tecnologia de Informação
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SI vs TIInformation Technology
means to build and operate SI (data, SW, HW and (tele)comunications)
Information System
activities related to collecting, storing, processing, distributing and using information
manual (people!) and automated activities
processes/procedures
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SI/TI vs Information
TPS
KS
MIS
ES
ERP
SCM CRM
Logística
Operações
Manufatura Recursos
Humanos
Finanzas Contabilidade Vendas e
Marketing
Client
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Information Entities
Any person, place, concept, thing or event about which we need to have information
In an enterprise, Client is an information entity
In a university, Student is an information entity
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Information Architecture
1. Informational Entities
2. Relations among them
3. Relation with IS
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Information Architecture
Academic Services Application Payroll Application
Financial Services Application
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Information Management Activities
Capture
Collect
Store
Update
Delete
Index
Filter
Classify
Catalogue
Integrate
Distribute
Visualize
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IT for information management
Content Management Systems
Document Management Systems
Records Management Systems
Digital Asset Management Systems
Learning Management Systems
Data warehouses
Analytical Systems
Enterprise Modeling Systems
....
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Information Management Roles
Architects
information
application
Application designers
Data modelers
Database administrators
Business intelligence specialists
Data management specialists
Data quality specialists
Data integration specialists
Business analysts
Content management specialists
Professionals in security, compliance, privacy and related disciplines
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Bottom line...
Information management activities must
focus on information entities rather than documents, images, data-base records, messages, etc.
...while addressing the relationship between them
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Knowledge Management
in Organizational and Management Sciences
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“The Tacit Dimension”, M. Polanyi, 1966
Tacit
Individual knowledge embedded in experience and involves opinions, instincts, judgements and values
Explicit
Knowledge shared via oral or written means (for some, information)
Types of knowledge
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Types of KnowledgeEmpirical: Tacit knowledge from experience
Skill & “know-how”,Atention, love and trustEnergy, passion and stress
Conceptual:Explicit knowledge articulated through language, symbols and images
Designs, models, concepts about artifacts
Routines: Tacit knowledge routinized through work practices
Know-how about daily operations, organizational routines and culture
Sistemic:Explícit knowledge standardized, distributed and packagedDocuments, Specifications, manuals, data bases, patents and licences
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Knowledge creation process (SECI)
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Knowledge Chaininternal awareness
know core skills and competences
internal responsiveness
explore and exploit them in value actions
external responsiveness
capacity to satisfy market needs
external awareness
ability of perceiving how the market values product and services
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Chain dynamicsInternal Internal
Awareness
Responsiveness
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Wrong chaininternal awareness
extensive use of graphics, management through memos, no knowledge sharing, static procedures and policies. Focus on product lines
internal responsiveness
new ideas drowned by hierarchical and excessively departamentalized structures
external responsiveness
no feedback loops with clients, few predictive efforts
external awareness
slow distribution channels, standard products, long innovation cycles, excessive focus on the internal rate of return
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Right Chaininternal awareness
awareness of strenghts and weaknesses, experiences are openly communicated, focus on compentencies and skills not on products
internal responsiveness
ability of organizing competencies based on internl awareness and market needs
external responsiveness
reduction of filters to access the market and capacity of creating partnerships with clients and competitors, proactive thinking and behavior
external awareness
focus on service client and using knowledge as a value-creating product
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KM Processes(Frapaiolo)
Intermediation
link knowledge-person
from provider to consumer
Externalization
link knowledge-knowledge
store in repository
organize within classification system
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KM Processes II(Frapaiolo)
Internalization
link knowledge-query
extraction & filtering by consumer
Cognition
link knowledge-process
application of knowledge in organizational activity
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A model for KM
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Another model
Recognition of
Knowledge need
Knowledge Resources
KME,
Knowledge Activities
KM Influences
Triggers
Govern
Achievement of
Available for processing in
Learning
Projection
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Another model
Recognition of
Knowledge need
Knowledge Resources
KME,
Knowledge Activities
KM Influences
Triggers
Govern
Achievement of
Available for processing in
Learning
Projection
CompetitionFashionMarketsTechnologyTimeGEPSE climate
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KM Activities 1
Using
Acquiring
External Sources
Internalizing
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KM Activities 1
Using
Acquiring
External Sources
Internalizing
Identifying knowledge in the
environment and transforming
it into a representation for
usage and/or internalization
IdentifyingCapturingOrganizingTransferring
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KM Activities 2
Using
Acquiring
Kn
ow
led
ge
Re
so
urc
es
External Sources
Selecting
Internalizing
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KM Activities 2
Using
Acquiring
Kn
ow
led
ge
Re
so
urc
es
External Sources
Selecting
Internalizing
Participants’ knowledgeArtifactsCultureStrategy…
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KM Activities 2
Using
Acquiring
Kn
ow
led
ge
Re
so
urc
es
External Sources
Selecting
Internalizing
Identifying knowledge within
the organization’s KR and
providing it in an appropriate
representation to an activity
that needs it
IdentifyingCapturingOrganizingTransferring
Participants’ knowledgeArtifactsCultureStrategy…
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KM Activities 3
Using
Acquiring
Kn
ow
led
ge
Re
so
urc
es
External Sources
Selecting
Internalizing
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KM Activities 3
Using
Acquiring
Kn
ow
led
ge
Re
so
urc
es
External Sources
Selecting
Internalizing
Incorporating knowledge into the
organization. Culminating activity
in organizational learning AssessingTargetingStructuringDelivering
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KM Activities 3
Using
Acquiring
Kn
ow
led
ge
Re
so
urc
es
External Sources
Generating
Externalizing
Selecting
Internalizing
External Targets
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KM Activities 3
Using
Acquiring
Kn
ow
led
ge
Re
so
urc
es
External Sources
Generating
Externalizing
Selecting
Internalizing
External Targets
Generating
Applying existing knowledge to
generate new (or not new)
knowledge
MonitoringEvaluatingProducingTransferring
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KM Activities 3
Using
Acquiring
Kn
ow
led
ge
Re
so
urc
es
External Sources
Generating
Externalizing
Selecting
Internalizing
External Targets
Generating
Applying existing knowledge to
generate new (or not new)
knowledge
MonitoringEvaluatingProducingTransferring
Externalizing
Making some knowledge
available in an outward form
TargetingProducingTransferring
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Knowledge ManagementActivities that we do not do in IM
socialize
internalize
externalize
combine
“sensemaking”
create
synthesize
design
learn
sharing
tomar decisões
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Knowledge Management
in Information Systems
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Knowledge Management(Laudon & Laudon)
Capture, Codification and Discovery
Expert Systems, Neuronal networks, fuzzy logic, data mining, genetic algorithms, intelligent agents
Creation
CAD, Virtual Reality, Investment workstations
Sharing
Tools supporting individual and collaborative work (e-mail, groupware, intranets)
Distribution
word processing, worksheets, publishing tools
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CommonKADS
Methodology to carry out structured knowledge Management, Knowledge Analysis and Knowledge-intensive system development
Product from Artificial Intelligence
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CommonKADSPremises
Knowledge is a valuable asset
Knowledge engineering lies at the heart of development, distribution and maintenance of knowledge assets
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Knowledge in CommonKADS
Data, information and knowledge slightly different meanings
Data is uninterpreted signals
Information is data with meaning
Data and information that people bring about to practical use in action
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Knowledge Engineering
Discipline devoted to the analysis, design and implementation of knowledge systems
knowledge systems =
expert systems, knowledge-based systems, knowledge-intensive information systems
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First Architecture of Knowledge Systems
ReasoningMechanism
Domain Knowledge(facts, rules)
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Knowledge Engineering Principles
Constructing different aspect models of human knowledge
Modeling activity
First concentrate on the conceptual structure of knowledge, leave programming details for later
Knowledge has a stable structure analyzable through knowledge types and roles
Knowledge Project must be managed in a controlled “spiral” way (iterative and incremental)
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CommonKADS Model Suite
task modelorganization
model agent model
knowledge model
communication model
design model
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Organizational & Task Models
Mayor features of an organization to discover problems and opportunities, feasibility and impact of knowledge systems
Task layout. Inputs and outputs, pre-conditions, performance criteria, needed resources and competences
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Agent & Knowledge Models
Human and automated agents. Competences, authority and constraints to act. Communication links among agents.
Knowledge Types and Structures in a language understandable by humans. Vehicle of communication with experts and users about problem-solving aspects
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Knowledge Representation
Semantic Networks, Frames
Conceptual maps
Class diagrams
Topic Maps
Graphs
Rules, Scripts....
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Communication and Design Models
Communicative transactions
Language-Action Perspective modeling approaches
Technical specifications in terms of architecture, implementation platform and software modules
based on the previous models
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CommonKADSroles
Knowledge provider/expert
Knowledge engineer/analyst
Knowledge-system developer
Knowledge user
Project Manager
Knowledge Manager
architecture + management issues