KNOWLEDGE MANAGEMENT SYSTEMS LIFE CYCLE 2 CHALLENGES IN BUILDING KM SYSTEMS Culture — getting...
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Transcript of KNOWLEDGE MANAGEMENT SYSTEMS LIFE CYCLE 2 CHALLENGES IN BUILDING KM SYSTEMS Culture — getting...
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CHALLENGES IN BUILDING KM SYSTEMS Culture — getting people to share knowledge Knowledge evaluation — assessing the worth
of knowledge across the firm Knowledge processing — documenting how
decisions are reached Knowledge implementation — organizing
knowledge and integrating it with the processing strategy for final deployment
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CONVENTIONAL VERSUS KM SYSTEM LIFE CYCLEKey differences: Systems analysts deal with information from the
user; knowledge developers deal with knowledge for company specialists
Users know the problem but not the solution; company specialists know the problem and the solution
System development is primarily sequential; KMSLC is incremental and interactive
System testing normally at end of cycle; KM system testing evolves from beginning of the cycle
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Conventional Versus KM System Life Cycle (cont’d)System development more extensive
than for KMSLCConventional system life cycle is
process-driven “specify then build”; KMSLC is result-oriented “start slow and grow”
Conventional system life cycle does not support rapid prototyping; KMSLC does
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Rapid Prototyping Process
Build a Task
Structurea Task
Structure the Problem
Make Modifications
Reformulate the Problem Repeated
Cycle(s)
Repeated Cycle(s)
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Conventional Versus KM System Life Cycle (cont’d)Key similarities: Both begin with a problem and end with a
solution Both begin with information gathering or
capture Testing is essentially the same to make sure
the system is right and it is the right system Both developers must choose the appropriate
tool(s) for designing their respective systems
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Users Versus Knowledge WorkersAttribute User ExpertDependence on system High Low to nil
Cooperation Usually cooperative Cooperation not required
Tolerance for ambiguity Low High
Knowledge of problem High Average/low
Contribution to system Information Knowledge/expertise
System user Yes No
Availability for system builder Readily available Not readily available
Table 3.1 Comparison of users and experts
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KM System Development Life Cycle Evaluate existing infrastructure Form the KM team Knowledge capture Design KM blueprint (master plan) Test the KM system Implement the KM system Manage change and reward structure Post-system evaluation
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Evaluate Existing InfrastructureSystem justification: Will current knowledge be lost through
retirement, transfer, or departure to other firms?
Is the proposed KM system needed in several locations?
Are experts available and willing to help in building a KM system?
Does the problem in question require years of experience and cognitive reasoning to solve?
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System Justification (cont’d) When undergoing knowledge capture, can
the expert articulate how problem will be solved?
How critical is the knowledge to be captured? Are the tasks nonalgorithmic? Is there a champion in the house?
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The Scope Factor Consider breadth and depth of the project
within financial, human resource, and operational constraints
Project must be completed quickly enough for users to foresee its benefits
Check to see how current technology will match technical requirements of the proposed KM system
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The Feasibility Question
A feasibility study addresses several questions: Is the project doable? Is it affordable? Is it appropriate? Is it practicable?
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The Feasibility Question (cont’d)
Areas of feasibility: Economic feasibility determines to what
extent a new system is cost-effective Technical feasibility is determined by
evaluating hardware and supportive software within company’s IT infrastructure
Behavioral feasibility includes training management and employees in the use of the KM system
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The Feasibility Question (cont’d)
Traditional approach to conducting a feasibility study:
Form a KM team Prepare a master plan Evaluate cost/performance of proposed KM Quantify system criteria and costs Gain user support throughout the process
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Role of Strategic PlanningRisky to plunge with a new KM system without strategizing. Consider the following:
Vision — Foresee what the business is trying to achieve, how it will be done, and how the new system will achieve goals
Resources — Check on the affordability of the business to invest in a new KM system
Culture — Is the company’s political and social environment amenable to adopting a new KM system?
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Matching Business Strategy With KM Strategy
Competitive threats; government regulations; customer threats
Focus on competitive advantage, role of IT, and level of creativity and knowledge innovation
Quality and reliability of the infrastructure and IT staff and resources
Regarding products or services, market, customers, suppliers, etc.
BusinessEnvironment
Strategic Plan
KMStrategy KM
Technology
Impacts
Impacts
Enables
Drives
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KM Team Formation Identify the key stakeholders in the prospective KM
system. Team success depends on:
Caliber of team members Team sizeComplexity of the projectLeadership and team motivationPromising more than can be realistically delivered
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KNOWLEDGE CAPTURE Explicit knowledge captured in repositories
from various media Tacit knowledge captured from company
experts using various tools and methodologies
Knowledge developers capture knowledge from experts in order to build the knowledge base
Knowledge capture and transfer often carried out through teams, not just individuals
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Knowledge Capture and Transfer Through Teams
Team performsa specialized task
Knowledge transfer method selected
Evaluate relationship between action and outcome
Outcome Achieved
Knowledge Developer
Knowledge stored in a form usable by others in the organization
Feedback
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Selecting an Expert Knowledge base should represent expertise rather
than the expert Questions facing knowledge developer:
How does one know the expert is in fact an expert? How would one know that the expert will stay with
the project? What backup should be available in case the
project loses the expert? How would the knowledge developer know what is
and what is not within the expert’s area of expertise?
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Role of the Knowledge DeveloperThe architect of the systemJob requires excellent communication
skills, knowledge capture tools, conceptual thinking, and a personality that motivates people
Close contacts with the championRapport with top management for
ongoing support
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Central Role of the Knowledge Developer
KNOWLEDGE WORKER
KNOWER
CHAMPION
KNOWLEDGE DEVELOPER
KNOWLEDGE BASE
InteractiveInterface
Solutions
UserAcceptance
RulesTesting
Knowledge
SupportFeedback
Prototypes
ProgressReports
Demos
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Design of the KM Blueprint
The KM system design (blueprint) addresses several issues: System interoperability and scalability with existing company IT
infrastructure Finalize scope of proposed KM system with realized net benefits Decide on required system components Develop the key layers of the KM architecture to meet company
requirements. Key layers are: User interface Authentication/security layer Collaborative agents and filtering Application layer Transport Internet layer Physical layer
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Testing the KM SystemVerification procedure: ensures that the
system is rightValidation procedure: ensures that the
system is the right systemValidation of KM systems is not
foolproof
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Implementing the KM System Converting a new KM system into actual operation This phase includes conversion of data or files This phase also includes user training Quality assurance is paramount, which includes
checking for: Reasoning errors Ambiguity Incompleteness False representation (false positive and false
negative)
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Resisters of Change Experts Regular employees (users) Troublemakers Narrow-minded superstars Resistance via projection, avoidance, or
aggression
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Knowledge Management Critical Success Factors
Management Commitment Impact on Business Results Expectation Management Employee Motivation Project Management Infrastructure for Easy Access Effective tools for learning & knowledge sharing
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Types of Tools
MAINTENANCE TOOLS
Employee suggestionsystems
Self directed workteams
Statistical ProcessControl
Benchmarking
CROSSOVER TOOLS
Groupware
Business Process Re-engineering
Task Forces
Total QualityPrograms
ANTICIPATOR Y TOOLS
Scenario analysis
Delphi methods
Impact analysis
Decentralized strategicplanning
Jo int ventures/ alliances
UTILITY TOOLS
Customer Surveys
External advisorygroups
Content analysis
What’s Required inKnowledge Technologies– A Practical View
Source: Reid Smith, Vice President, Knowledge Management, Schlumberger Limited
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Knowledge Management… Improving organizational capability
Create a new working environment where knowledge and experience can easily be shared
Enable information and knowledge to emerge and flow to the right people at the right time so they can act more efficiently and effectively
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Apply everywhere what you learn anywhere
People toInformation
People toPeople
People toBusiness
People toCommunities
• Make better decisions
• Make faster decisions
• Do more with less
• Speed up learning • Improve motivation
Connecting
Collaborating
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First Wave KMFirst Wave KMTechnologyTechnologyPortals, Collaboration,Portals, Collaboration,Document Management,Document Management,Little IntegrationLittle Integration
ProcessProcessBest Practices, ValidationBest Practices, Validation
PeoplePeopleCommunities of PracticeCommunities of Practice
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Enterprise Information Portal
All important information from both inside and outside the company delivered to the desktop unstructured & structured data
thin client → web browser
Search & Browsing
• Services• Presentation – Visualization • Subscription –
Notification• Collaboration • Personalization• Publishing & Distribution • Data Feeds• Data Feeds • Security
• Trends• Finding → Doing • Multi-Purpose
Information
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Knowledge RepresentationKnowledge RepresentationTransparent InterfacesTransparent InterfacesWorkflow CaptureWorkflow CaptureExpertiseExpertiseIncomplete, Ephemeral KnowledgeIncomplete, Ephemeral KnowledgeIntegrationIntegrationStandardsStandards
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One-Stop Search /One-Stop Search /Case-Based ReasoningCase-Based ReasoningSpeed, Precision, RecallSpeed, Precision, RecallNatural LanguageNatural LanguageIntegration / InteractionIntegration / InteractionMultilanguageMultilanguageMultiple MediaMultiple Media
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JIT Knowledge DeliveryJIT Knowledge DeliveryAgentsAgentsHelp WizardsHelp Wizardse-learninge-learning
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Knowledge Powered EnterpriseKnowledge Powered EnterpriseReal-Time Knowledge ManagementReal-Time Knowledge Management – – Everyone ContributesEveryone Contributes
– – KM Embedded in WorkflowKM Embedded in Workflow
Seamless Information SpaceSeamless Information SpaceIntegrated Simulation / Decision SupportIntegrated Simulation / Decision SupportData Mining / Knowledge DiscoveryData Mining / Knowledge Discovery
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Decisions … in Real TimeOilCo Well Engineer: We're planning to sidetrack
well B23 in the Fifties field and are hoping you’ll buy in. For $10 million you can become a full 1-percent partner. A 96-hour shut-in test ended a few minutes ago. It indicates additional reserves of 750,000 barrels of oil and an initial sand-free production rate of 4,300 barrels per day…. We could do this tomorrow.
Investor, consulting his Knowledge Hub: I see that a sidetrack can double my rate of return, with a payback time of 30 days for 1-percent interest.… Count me in.
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Knowledge Creation / Knowledge Creation / InnovationInnovationContinuous LearningContinuous Learning
45Today Long Term
Infrastructuree-businessXMLWireless Devices
One-Stop Search / Case-Based Reasoning
Speed, Precision, RecallNatural LanguageIntegration / InteractionMultilanguageMultimedia
Knowledge RepresentationTransparent InterfacesWorkflow CaptureExpertiseIncomplete, Ephemeral KnowledgeIntegrationStandards
JIT Knowledge DeliveryAgentsHelp Wizardse-learning
Knowledge Powered EnterpriseReal-Time Knowledge Management
– Everyone Contributes– KM Embedded in Workflow
Seamless Information SpaceIntegrated Simulation / Decision SupportData Mining / Knowledge Discovery
Knowledge Creation / Innovation
Continuous Learning
First Wave KM Technology
Portals, Collaboration, Document Management, Little Integration
Process Best Practices, Validation
People Communities of Practice