Presentation from October 11, 2005 Dinner Meeting
Transcript of Presentation from October 11, 2005 Dinner Meeting
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Decision Support for AgileButterflies
… or how to make informed investments in Decision Support
Capabilities for Intelligence Age Agile knowledge-based Enterprises
DM
KM
DI
AgileKnowledge-based
Enterprise
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Evaluation of Agile Knowledge-based Enterprise Implicatiofor Intelligence Age Decision Support Systems - Vandergri
Copyright 2005 – Linda J. Vandergriff
Why DSS Research for Agile Knowledge-based Enterprises?
Industrial Age Woolen Mills & Factories
Physical Capital
Product Focused
Characteristics Control
Long Floats / Stability Forecasting & Slow change
Mass Production
Complicated butDecomposable
Independent
MOEs Efficiency
Quality
Intelligence Age Customer Service & Products
Intellectual Capital
Customer Focused
Characteristics Empowerment
Short Floats / Edge of Chaos
Limited Predictability &Dynamic
Responsive Expertise /Adaptability
Complex with EmergentBehaviors
Interdependent
MOEs Effectiveness
Value
CKO/CIOs Need a good framework for investment decisions
CKO/CIOs Need a good framework for investment decisions
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Evaluation of Agile Knowledge-based Enterprise Implicatiofor Intelligence Age Decision Support Systems - Vandergri
Copyright 2005 – Linda J. Vandergriff
Overview Exploratory Research Questionsand Goal
Re-tooling DSS for Agile Knowledge-based Enterprises
Key questions
What are the 21st century business environment’s keycharacteristics and drivers?
What is the proper Agile Knowledge-based Enterprise
architectural model? What are the prioritized desired operational DSS
capabilities to drive the requirement developmentprocess?
Goal
Propose an integrated, traceable, and vetted set of AgileEnterprise Decision Support Architecture operationalcapabilities for the 21st century Intelligence Ageenvironment
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Evaluation of Agile Knowledge-based Enterprise Implicatiofor Intelligence Age Decision Support Systems - Vandergri
Copyright 2005 – Linda J. Vandergriff
Research Methodology Map
KeyQuestions
JCIDS Approach Research Steps Products
Ag
ile EnterpriseCharacteristics
& Drivers
Ag
ile EnterpriseCharacteristics
& Drivers
FAAAgile Enterprise
Context
FAAAgile Enterprise
Context
ArchitectureContext (AV-1)Lexicon (AV-2)
ArchitectureContext (AV-1)Lexicon (AV-2)
• Outline ArchitectureProcess• Identify ArchitectureProducts• Standardize KeyTerms• Define Mission /Vision
• Summarize Drivers• Formulate BusinessStrategies
Agile EnterpriseDecision Support
Architecture
Ag
ile EnterpriseDecision Support
Architecture
FNA
Agile EnterpriseOperationalArchitecture
FNA
Agile EnterpriseOperationalArchitecture
Operational
CONOPS (OV-1)Stakeholders (OV-4)Connectivity (OV-2)
Activities (OV-5)
OperationalCONOPS (OV-1)
Stakeholders (OV-4)Connectivity (OV-2)
Activities (OV-5)
• Capture Operational
Concept• IdentifyStakeholders• Define NodeConnectivity• Decompose Activities
Ag
ile EnterpriseDecision Support
Capabilities
Ag
ile EnterpriseDecision Support
Capabilities
Capability Trees
(OV-5)
Capability Trees(OV-5)
FSAAgile Enterprise
ProposedCapabilities
FSAAgile Enterprise
Proposed
Capabilities
PIAAgile Enterprise
PrioritizedCapabilities
PIAAgile Enterprise
PrioritizedCapabilities
Vetted & PrioritizedCapability
Lists
Ve
tted & PrioritizedCapability
Lists
• Further DecomposeActivities•
Identify Capabilities• Develop CapabilityDescriptions
• Identify TargetPopulation• Design ResearchInstrument• ValidateQuestionnaire
• Receive GWU IRBApproval
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Evaluation of Agile Knowledge-based Enterprise Implicatiofor Intelligence Age Decision Support Systems - Vandergri
Copyright 2005 – Linda J. Vandergriff
Agile Knowledge-based Enterprise*
Enterprise “Two or more individuals applying resources through
actions to achieve mutual purpose.”
Agile Enterprise “An enterprise that exhibits the ability to self-adapt
(e.g., display agility) to changes in its context (e.g.,fitness landscape), its internal capabilities, its
stakeholder’s interest (e.g., value) while honoringprinciples of system and society (e.g., coherence).”
Knowledge-based Enterprise An enterprise that creates, markets, and sells
products and services based mainly on theintellectual capital of the enterprise.
* Based on INCOSE Intelligent Enterprise Working Group
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Evaluation of Agile Knowledge-based Enterprise Implicatiofor Intelligence Age Decision Support Systems - Vandergri
Copyright 2005 – Linda J. Vandergriff
Agile Knowledge-based EnterpriseCharacteristics
Maintains competitiveness in a dynamic unpredictable market place Short term trends but loss of long term predictability Need to co-evolve organization to fit the environment (I.e., Fitness Landscape)
Fly-by-wire organization with situational awareness (I.e., facilitated OODA Loops)
Utilizes coherent leadership and empowerment
Leadership provides vision and example
Flattened empowering organizational culture (I.e., decisions/actions on the frontline)
Solutions from self-organizing agents Decisions at point of contact
Leverages emergent behaviors from simple actions Innovation and learning depend on interconnectedness
Main Revenue Generating Assets
Intellectual Capital
Knowledge Workers Knowledge Services and Products
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Evaluation of Agile Knowledge-based Enterprise Implicatiofor Intelligence Age Decision Support Systems - Vandergri
Copyright 2005 – Linda J. Vandergriff
Complexity Business Model
Key Characteristics of Class IV•Non-linearity Small input variations - large changes in results over time
•Emergence Simple Rules give rise to complex behaviors
•Interconnectedness Relationships can impact solutions not always
decomposable
•Self-organization Adaptation and innovation provide best solutions
•Strange Attractors Dynamic Co-Evolutionary Fitness Landscape
Complexity Theory Behavior Classes•Class I – Steady State•Class II – Static Patterns•Class III – Wild Variations•Class IV – Extended Transients
Operate in Class IV – Edge of Chaos
“plic” – to fold“plex” – to weave
“plic” – to fold“plex” – to weave
Complicated – simple
Complex - independent
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Evaluation of Agile Knowledge-based Enterprise Implicatiofor Intelligence Age Decision Support Systems - Vandergri
Copyright 2005 – Linda J. Vandergriff
Globalized Functional Core• Integrated Rule Set• Economy• Security• Behavior• Technology
• Conflict Resolution• Lawyers & Diplomats
• Relationships
• Interdependence• Cooperation
0
5000
10000
15000
20000
25000
30000
35000
1930 1940 1950 1960 1970 1980 1990 2000 2010
E m p l o y m e n t ( i n t h
Industrial SupportInformation SupportGovernmentSalesOther
Departmentof Labor 2004Labor ataGlanceStatistics for 12industrysupersectors.
- BasedonNorthAmericanIndustryClassification System(NAICS)
- Basedonprivate-sector employmentexceptfor governmentcategory.
Agile Enterprise Context / Environment
IntelligenceAge
Knowledge-based Economy 3rd Wave of Globalization
Capability to
Receive,
UtilizeStore
Transform &
Transmit
Information
Collapse of Floats
Non-integrating Gap• Conflict Resolution
• Wars & Terrorism• Relationships
• Isolationism
Non-integrating Gap• Conflict Resolution
• Wars & Terrorism• Relationships
• Isolationism
CR
USTT
I
• Information•Rapid transmittal
•Incorporation & Use• Culture•Trends•Global
• Technology•Faster evolution•Feed-back & adoption
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Evaluation of Agile Knowledge-based Enterprise Implicatiofor Intelligence Age Decision Support Systems - Vandergri
Copyright 2005 – Linda J. Vandergriff
Observations
Decision
(Hypothesis)
Action
(Test)
Orient
CulturalTraditions
Genetic
Heritage
NewInformation
PreviousExperience
Analyses &
Synthesis
UnfoldingCircumstances
OutsideInformation
UnfoldingInteraction
WithEnvironmen
t
Implicit Guidance& Control
Implicit Guidance& Control
Feedback
Feed
Forward
Cross-referencing process of projection, empathy, correlation, & rejection
Cross-referencing process of projection, empathy, correlation, & rejection
Feed
Forward
Feed
Forward
Observe, Orient, Decide and Act (OODA)Loop or Boyd Cycle
Composed of 3 Major Activities
Decision-making Decision Implementation
Knowledge Management
Composed of 3 Major Activities
Decision-making Decision Implementation
Knowledge Management
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Evaluation of Agile Knowledge-based Enterprise Implicatiofor Intelligence Age Decision Support Systems - Vandergri
Copyright 2005 – Linda J. Vandergriff
Current Grab Bag Approach to DSS
AgileE n
terprise
Interne
t
Structured
Data
&Information
Unstructure
dData
&Inf
ormation
VisibleWeb
Invisible
Web
Usenet
P2P
ExplicitKno
wledge
Resource Planning
External Environment& Customer Awareness
Supply Chain Mgmt
OnlineTransactional
Databases
DataWarehouse
Datamart
Datamart
Business Modeling Systems
Document Management
Content Management
Authoring
Implementation Metrics
TacitKnow
l edge
Collaboration
Social Network
Communitiesof Practice
YellowPa
ges
DMToolsAnalysis
Reports
MentoringLearning
StorytellingInterviews
Groupw
are
Distance LearningWeb-based Training
Help-desk ApplicationsExpert SystemsArtificial IntelligenceTopic and Page Tracking
•Reports•Best Practices
•Manuals•Proposals & Contracts
•Presentations•Drawings•Analysis
•Audio Files•Video Files
•E-mail•Correspondence•Newsletters
Full Text
Searches
Archives
•Web Search Engines•Enterprise Information Portal (Intranet)•Government Web Sites•Refereed Web Sites
•Consumer Discussions•Domain Specific Discussions
•Chat & Instant Messaging•Message Boards•Databases•Online Content Archives
•Emerging Applications
•Catalogs•Web Logs•Reviews, Ratings•News, Publications, Magazines
Knowledge Generation
Knowledge
Elicitation
Knowledge
Captu
re
Workflow
SearchEngines
DataMining
Collaboratio
n
Knowledge-based CAD
Performance Tracking
Analytical Apps
- Models
- Heuristics
- Statistics
- Expert Systems
- Artificial IntelligenceWarehousin
g
IntelligentAgents
• Polls• Gallery
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Evaluation of Agile Knowledge-based Enterprise Implicatiofor Intelligence Age Decision Support Systems - Vandergri
Copyright 2005 – Linda J. Vandergriff
Decomposed Activities to NeededCapabilities
4/26/05 12
Evaluationof AgileKnowledge-basedEnterpriseImplicationsfor InformationAgeDecisionSupportSystems -Vandergriff 05
Copyright 2005 – Linda J . Vandergriff
Decision Implementation Activities Expanded
RiskTracking
/MonitoringRiskMitigation
/Option
Implementation
NewRisk Identification
Facilitate
Effective
RiskManagement
Explicit
KnowledgeRetrievalTacitKnowledge
Collaboration
Explicit Knowledge
atPOC wCustomerEnsuresharedvalues
Implementation
PlanAccess
forimpacted
staff
Implementation
InsightArticulate
Expectations
Decision
Notification
for impacted
staff
ImplementationManagement
MeasurePerformance
AnalyzeImplementation
Performance
(Metrics/Trends)
SituationalAwarenessof"Fitness
Landscape"
InformImplementation
withStandardReportingInformImplementation
withTailoredReporting
Assess
Implementation
wrtplan
Trigger
Decision ContextChangeNotice
Decision Makers
Decision
ImplementersOthersImpacted
Parties
Notify
DecisionContext
Changes
MonitorImplementation
KnowledgeCreation
Implicit
KnowledgeCapture
SupportImplicit
Knowledge
InnovationsCapture
Innovation
NotificationImprovement
Capture
SupportInnovation
Sharing
LessonLearnedCapture
BestPractices
CaptureReview
Triggers
SupportLessons
Learned
FacilitateLearning
EmpowerAgileEnterprise
Decision
Implementation
Developed Enterprise
ArchitectureOV – 1, OV – 2, OV – 4, OV–5
Decomposed Activities
Survey Literature for
Current CapabilitiesCreated list of 30
l i f il l d b d i li i
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Evaluation of Agile Knowledge-based Enterprise Implicatiofor Intelligence Age Decision Support Systems - Vandergri
Copyright 2005 – Linda J. Vandergriff
Capabilities Analysis Map
Decision
ImplementationCapabilities
Decision
ImplementationCapabilities
PrioritizedVetted List
PrioritizedVetted List
Likert Score
Capability Ranking
Prioritization
Capability Ranking
Spearman ‘s Rho Correlation
Additional Essential DSS Capabilities AdditionalCapabilities List
AdditionalCapabilities List
Likert Score RankingFor each E-CMM High / Other Score
Decision-makingCapabilities
Decision-making
Capabilities
PrioritizedVetted List
PrioritizedVetted List
Knowledge
ManagementCapabilities
Knowledge
ManagementCapabilities
PrioritizedVetted List
PrioritizedVetted List
Decision Support Capability Evaluation 3
Not NeededNo OpinionDesirable
Highly DesirableEssential
Not NeededNo OpinionDesirable
Highly DesirableEssential
Invitation (2800) &
Respondent (80) Statistics
Respondent
Organizational Demographics
Demographics 1
Defense &Intel
For Profit
Defense &Intel
For Profit
MajorityKW
20+ Years
MajorityKW
20+ Years
E-CMM
Assessment
E-CMMIndividual
Scores
VettedDimensions
Vetted
Dimensions
E-CMM Assessments2
E-CMM
Validation
Strongly DisagreeDisagree
No OpinionAgree
Strongly Agree
Strongly DisagreeDisagree
No OpinionAgree
Strongly Agree
TrustCommunic
ationLeadership
ValuingLearningAuthority
Competenc
y
TrustCommunic
ationLeadership
ValuingLearningAuthority
Competenc
y
30 High50
Medium
30 High50
Medium
Respondent
Individual Demographics
Concept Awareness
Agile Enterprise, DSS,KM
Basic99%
Advanced
Basic99%
Advanced
CorrelatedRankings
CorrelatedRankings
E l ti f A il K l d b d E t i I li ti
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Evaluation of Agile Knowledge-based Enterprise Implicatiofor Intelligence Age Decision Support Systems - Vandergri
Copyright 2005 – Linda J. Vandergriff
Decision-making Capabilities AnalysisOverview
• All proposed capabilities rated highly desirable or essential• High Empowerment group identified Situational Awareness of
higher importance
• All proposed capabilities rated highly desirable or essential• High Empowerment group identified Situational Awareness of
higher importance
Activity
Description
Essential
Frequency
Essential
%ExplicitKnowledge
39 48
QuantitativeAnalysis
33 41
DecisionDefinition
27 33
SituationalAwareness
26 32
Decision Points 25 31
Decision Context 25 31
QualitativeAnalysis
18 22
Tacit Knowledge 17 21
Group Decision-making
15 19
Implementation
Planning 12 15
Expert System 7 9
0.00 0.20 0.40 0.60 0.80 1.00
Situational Awareness
Decision Points
Explicit Know ledge
Tacit Know ledge
Decision Definition
Qualitative Analysis
Quantitative Analysis
Decision Context
Implementation Planning
Group D ecision-making
Expert System
% Frequency Likert Score
Essentia l Highly Des irable Des irable No Opinion Not Needed
1/4 3/4
E l ti f A il K l d b d E t i I li ti
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Evaluation of Agile Knowledge-based Enterprise Implicatiofor Intelligence Age Decision Support Systems - Vandergri
Copyright 2005 – Linda J. Vandergriff
Decision-making Vetted PrioritizedCapabilities
Short Descriptor Description
Explicit Knowledge Provide explicit knowledge retrieval (e.g., access to data, information,
or knowledge)
Quantitative Analysis Support qualitative and quantitative decision analysis and trades
Decision Definition Elicit decision definition (e.g., frame the decision, identify decisionobjectives, develop evaluation framework)
Situational Awareness Provide situational awareness
Decision Points Notify user at decision points (e.g., triggers)
Decision Context Provide decision context with decision notification (e.g., decision
diary)
Qualitative Analysis Support qualitative decision priority assignment and judgments
Tacit Knowledge Enable tacit knowledge retrieval (e.g., collaboration/networking,yellow pages)
Group Decision-making Enable collaborative or group decision-making
Implementation Planning Enable decision implementation planning
Expert System Support Expert System aided decision-making
N Decision Tracking Tracks decision trees and linkages, maps potential decision impacts,provides feedback on decision success or failure, and provides clearlystated decision authority and accountability trails.
N Decision Reporting and Archival Reports and archives decision-making material f with standardreporting / analysis products using aligned knowledge managementpractices and procedures.•High-empowered respondents valued actionable intelligence
(effective in dynamic environments)
•Statistically significant difference high and medium empowerment
•High-empowered respondents valued actionable intelligence(effective in dynamic environments)
•Statistically significant difference high and medium empowerment
Evaluation of Agile Knowledge based Enterprise Implicatio
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Evaluation of Agile Knowledge-based Enterprise Implicatiofor Intelligence Age Decision Support Systems - Vandergri
Copyright 2005 – Linda J. Vandergriff
Decision Implementation CapabilitiesAnalysis Overview
• All proposed capabilities rated highly desirable or essential• High Empowerment group identified Risk Management and Monitor
Progress of higher importance
• All proposed capabilities rated highly desirable or essential• High Empowerment group identified Risk Management and Monitor
Progress of higher importance
0 .0 0 0 .2 0 0 .4 0 0 .6 0 0 .8 0 1 . 0 0
I m p li c it K n o w l e d g e
D e c i s io n N o t i fic a t io n
A c c e s s P la n s
R is k M a n a g e m e n t
M o n i t o r P r o g r e s s
N o t if y C o n t e x t C h a n g e
C a p t u r e In n o v a t io n
C a p t u r e L e s s o n s L e a r n e d
% F r e q u e n c y L i k e rt
E s s e n t ia l H ig h ly D e s ira b leD es ira b le N o O p in ion N ot N e e d
1/4 3/4Activity Description
Essenti
alFrequency
ssential
Risk Management35 43
Decision Notification33 41
Capture LessonsLearned
32 40
Notify ContextChanges
27 33
Monitor Progress17 21
Access Plans14 17
Implicit Knowledge12 15
Capture Innovation12 15
Evaluation of Agile Knowledge based Enterprise Implicatio
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Evaluation of Agile Knowledge-based Enterprise Implicatiofor Intelligence Age Decision Support Systems - Vandergri
Copyright 2005 – Linda J. Vandergriff
Decision Implementation Vetted PrioritizedCapabilities
Short Descriptor Description
Risk Management Facilitate effective risk management (e.g., risk identification, tracking,
mitigation evaluation)
Decision Notification Provide timely decision notification to impacted staff
Capture Lessons Learned Leverage organizational learning with capture of lessons learned andbest practices
Notify Context Changes (S) Notify of decision context changes
Monitor Progress (S) Monitor implementation progress and notify with respect to plan
Access Plans Provide access to decision implementation plans
Implicit Knowledge (S) Captures and provides implicit knowledge to support implementation.
Capture Innovation (S) Enable organizational learning through capture of serendipityinnovations
N Implementation QuantitativeModeling
Modeling from values to simulation to evaluate problems at hand
N CCM Change control management of processes, products, and services.
N Implementation Collaboration Implementation team support for collaboration
N Interoperable Implementation Tools
For diverse groups and locations, especially in multi-company teamsprovide ability to integrate any separate tools used to implementdecisions
N Customer-friendly Visualization Process visible to customer
N Asset Visualization & Tracking Visualization of current and projected manpower / tasking intensity
and critical failure points
•High-empowered respondents valued actionable intelligence(effective in dynamic environments)
•Statistically significant difference high and medium empowerment
•High-empowered respondents valued actionable intelligence(effective in dynamic environments)
•Statistically significant difference high and medium empowerment
Evaluation of Agile Knowledge based Enterprise Implicatio
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Evaluation of Agile Knowledge-based Enterprise Implicatiofor Intelligence Age Decision Support Systems - Vandergri
Copyright 2005 – Linda J. Vandergriff
0.00 0.20 0.40 0.60 0.80 1.00
Reliable Knowledge
User-friendly Access
Explict Knowledge Capture
Domain-specific Repository
Organization-specific Repository
Skill-specific Training
J ust-in-time Knowledge
Collaborative
Knowledge Environment
Domain-specific Networking
Control & Security
Knowledge Elicitation
% Frequency Likert Score
Essent ia l Highly Desirab le Desirab le No Opin ion Not Needed
1/4 3/4
Knowledge Management CapabilitiesAnalysis Overview
Activity Description
Essential
Frequency
ssential
Reliable Knowledge 35 43
User-friendly Access 30 37
Control and Security 26 32
Organization-specificRepository
24 30
Collaborative
KnowledgeEnvironment
22 27
Explicit KnowledgeCapture
21 26
Knowledge Elicitation 20 25
Just-in-time Knowledge 19 23
Domain-specificRepository
18 22
Domain-specificNetworking 16 20
Skill-specific Training 9 11
• All proposed capabilities rated highly desirable or essential• High Empowerment group identified Control and Security,
Knowledge Elicitation, and Domain-specific Repository of higher
importance
• All proposed capabilities rated highly desirable or essential• High Empowerment group identified Control and Security,
Knowledge Elicitation, and Domain-specific Repository of higher
importance
Evaluation of Agile Knowledge-based Enterprise Implicatio
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Evaluation of Agile Knowledge-based Enterprise Implicatiofor Intelligence Age Decision Support Systems - Vandergri
Copyright 2005 – Linda J. Vandergriff
Knowledge Management Vetted PrioritizedCapabilities
Short Descriptor Description
Reliable Knowledge Provide a reliable knowledge source
User-friendly Access Ensure user-friendly access to knowledge
Control & Security Provide assured access control & security to Enterprise InformationPortals
Organization-specific Repository Provide organization-specific knowledge repository (e.g. Processes,Forms)
Collaborative KnowledgeEnvironment
Support collaborative knowledge environment
Explicit Knowledge Capture Facilitate explicit knowledge capture
Knowledge Elicitation Support Knowledge elicitation to support decisions
Just-in-time Knowledge Allow Just-in-time Knowledge pull to minimize information overload
Domain-specific Repository Provide domain specific knowledge repository (e.g. Journals, WhitePapers)
Domain-specific Networking Enable domain-specific networking
Skill-specific Training Facilitate skill specific training
N Project Collaboration Map Id related developments objectives minimize duplication & enhancecollaboration
N Facilitate Tacit Knowledge captureTacit knowledge repositories are not like explicit knowledgerepositories
N Knowledge Map Sophistication built in to maximize Knowledge Workers efficiency&information literacy by providing directions to access Explicit & TacitKnowledge sources
•High-empowered respondents valued actionable intelligence(effective in dynamic environments)
•Statistically significant difference high and medium empowerment
•High-empowered respondents valued actionable intelligence(effective in dynamic environments)
•Statistically significant difference high and medium empowerment
Evaluation of Agile Knowledge-based Enterprise Implicatio
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Evaluation of Agile Knowledge-based Enterprise Implicatiofor Intelligence Age Decision Support Systems - Vandergri
Copyright 2005 – Linda J. Vandergriff
Decision Support Capabilities Observations
Decision support consists of decision-making, decision implementation, and
knowledge management in Agile Knowledge-based EnterprisesHighest ranked capabilities are not the historical DSS focus Knowledge capabilities key to DSS success
Early identification, management, and mitigation of potential issues or crises is veryimportant for Agile Enterprise success
Perceived value in developing and providing decision triggers such as events,performance variances, and outcomes
Different capability priorities exist for high and other empowerment groupsDecision support requires integration into the enterprise infrastructure to supporttimely analysis and response
Knowledge workers need realistic and adaptable quantitative analysis techniques
The enterprise needs configuration control of decisions, business processes, andknowledge to ensure consistency and reduce confusion
The enterprise requires effective communication of decision with those whoimplement or are affected by it
Evaluation of Agile Knowledge-based Enterprise Implicatio
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Evaluation of Agile Knowledge based Enterprise Implicatiofor Intelligence Age Decision Support Systems - Vandergri
Copyright 2005 – Linda J. Vandergriff
AgileE n
terprise
Interne
t
Structured
Data
&Information
Unstru
cture
dData
&Information
VisibleWeb
Invisible
Web
Usenet
P2P
ExplicitKno
wledge
Resource Planning
External Environment& Customer Awareness
Supply Chain Mgmt
OnlineTransactional
Databases
DataWarehouse
Datamart
Datamart
Business Modeling Systems
Document Management
Content Management
Authoring
Implementation Metrics
TacitKnow
l edge
Collaboration
Social Network
Communitiesof Practice
YellowPages
DSSToolsAnalysis
Reports
MentoringLearning
StorytellingInterviews
Groupw
are
Distance LearningWeb-based Training
Help-desk ApplicationsExpert SystemsArtificial IntelligenceTopic and Page Tracking
•Reports•Best Practices
•Manuals•Proposals & Contracts
•Presentations•Drawings•Analysis
•Audio Files•Video Files
•E-mail•Correspondence•Newsletters
Full Text
Searches
Archives
•Web Search Engines•Enterprise Information Portal (Intranet)•Government Web Sites•Refereed Web Sites
•Consumer Discussions•Domain Specific Discussions
•Chat & Instant Messaging•Message Boards•Databases•Online Content Archives
•Emerging Applications
•Catalogs•Web Logs•Reviews, Ratings•News, Publications, Magazines
Knowledge Generation
Knowle
dge
Elicitat
ion
Knowle
dge
Captu
re
Workflow
SearchEngines
DataMining
Collaboratio
n
Knowledge-based CAD
Performance Tracking
Analytical Apps
- Models
- Heuristics
- Statistics
- Expert Systems
- Artificial IntelligenceWarehousin
g
IntelligentAgents
• Polls• Gallery
Research Contribution and Significance
Contributions Defines Agile Knowledge-based Enterprise architecture with
a systematic approach
Produces a vetted Decision Support capabilities set
Assesses empowerment maturity of an organizationSignificance
A complexity theory based Agile Enterprise architecture thatprovides an integrated set of DSS capabilities
Targeted Agile Enterprises acquisition improves ROI
Contributions
Defines Agile Knowledge-based Enterprise architecture witha systematic approach
Produces a vetted Decision Support capabilities set
Assesses empowerment maturity of an organization
Significance
A complexity theory based Agile Enterprise architecture thatprovides an integrated set of DSS capabilities
Targeted Agile Enterprises acquisition improves ROI
Evaluation of Agile Knowledge-based Enterprise Implicatio
8/9/2019 Presentation from October 11, 2005 Dinner Meeting
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Evaluation of Agile Knowledge based Enterprise Implicatiofor Intelligence Age Decision Support Systems - Vandergri
Copyright 2005 – Linda J. Vandergriff
QUESTIONS
Agile Enterprise
Decision-making
KnowledgeManagement
DecisionImplementation
ValueProducts
&Services
Fitness Landscape
Concept of Operations OV-1
Evaluation of Agile Knowledge-based Enterprise Implicatio
8/9/2019 Presentation from October 11, 2005 Dinner Meeting
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Evaluation of Agile Knowledge based Enterprise Implicatiofor Intelligence Age Decision Support Systems - Vandergri
Copyright 2005 – Linda J Vandergriff
Recommendations
1.Build upon Management Complexity Theory work
2.Provide research findings and conclusions to a wider audience
3.Ensure architecture context and complexity theory familiarity for those
evaluating and developing capabilities
4.Use structured Agile Knowledge-based Enterprise for coherent acquisitions
5. Integrate isolated research with Complexity Theory based business model
Learning Enterprises
Innovative Enterprises
Adaptive Enterprises
1.Develop needed operational capabilities and provide adequate training
2.Explore Reliable Knowledge processes for capture, vetting, sharing, and
maintenance
Decision Support
Knowledge
Management
Human Capital