Transcript Lecture 5

Knowledge Management
Semantic Web and
Social Networking
Knowledge Management
Dr. Bhavani Thuraisingham
June 2010
4/3/2016 05:03
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Outline of Part I
0 What is Knowledge Management?
0 Basic concepts: Components and Models
0 Organizational Learning Process
0 Knowledge management cycle
0 Knowledge Management Architecture
0 Directions
0 Acknowledgement: Charts on Knowledge Management Architecture
have been obtained from the presentation of Prof. Larry Kerschberg
at GMU
http://eceb.gmu.edu/
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What is Knowledge Management
0 Knowledge management, or KM, is the process through which
organizations generate value from their intellectual property and
knowledge-based assets
0
KM involves the creation, dissemination, and utilization of
knowledge
0 Reference: http://www.commerce-database.com/knowledge-
management.htm?source=google
0 It is also viewed as the intersection between People, Processes and
Technology
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Knowledge Management Components
Knowledge
Components of
Management:
Components,
Cycle and
Technologies
Components:
Strategies
Processes
Metrics
Cycle:
Knowledge, Creation
Sharing, Measurement
And Improvement
Technologies:
Expert systems
Collaboration
Training
Web
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Organizational Learning Process
Diffusion Tacit, Explicit
Identification
Creation
Source:
Reinhardt and Pawlowsky
Metrics
Integration
Modification
Action
also see: Tools in Organizational Learning
http://duplox.wz-berlin.de/oldb/forslin.html
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Six Principals of Effective Learning
• Effective Learning Requires:
 Understanding
1) Mental models, paradigms, context, observation,
assumptions, opinion, fact, truth
2) Systems Thinking - Variation
 Skills
3) Ability to challenge assumptions
4) Listen to Understand
 Process
5) Complete observe, assess (reflection, gain
understanding), design (develop theory, prediction, vision),
implement (test), cycle
6) Teach others
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Knowledge Management Metrics The Goal of Metrics
 Measuring Success (How am I doing?)
 Benchmarking (How am I comparatively doing?)
 Tracking Improvement (Am I getting better?)
 Direct
 future investment (technology, employees)
 strategy
 alignment (culture, incentives)
“One way to ensure your doing worse is to not measure” Adapted from Pressman
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Learning By-Product Measures
 Papers in Competitive Journals and Magazines
 Percentage New Technology compared to all Technology
 Process Cycle Time
 Employee Surveys
 Involvement with decisions
 Recognition for work achieved
 Access to information
 Rewarding risk taking
 Overall Satisfaction
 Employee Retention
 ‘Employee Suggestion Process
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Knowledge Management: Incentive-based
Approaches
Receiver
Teacher
Positive Incentives
Positive Incentives
• Knowledge Gained
• Can teach others
what is learned
Negative Incentives
• “Knowledge Transfer
Champion” prestige
•Can improve knowledge
Negative Incentives
•Time
•Time
•Unqualified teacher
•Students not willing to
learn
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Effective Information Access Vision
 Available - If information exists, it is available for retrieval
 Internal and External sources
 Processed from available data
 Relevant - Information retrieved applies to information need
 If available, information is retrieved
 Useful - Information has a positive impact
 Influences behavior to improve productivity - best
practices and techniques
 Raises understanding of a domain
 Not misinformation
 Accessible - Information obtained during the time of need; In
common language and ontology.
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Knowledge Management: Strategies, Processes,
Metrics and Tools
Knowledge Management: Within and Across
Corporations and Agencies
Strategies
e.g., Management
Plans; Policies;
Data sharing vs. Privacy
Metrics
e.g., web usage,
publications
Processes
e.g., best
practices
Tools
e.g., Semantic
Web, Data
mining,
Multimedia
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Knowledge Management Cycle
Knowledge
Creation and
Acquisition
Manager
Knowledge
Dissemination
and Sharing
Manager
Knowledge
Representation
Manager
Knowledge
Manipulation
Manager
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Software Components
“The KeanBeans Component Framework”
 Provides the infrastructure for the creation of an open
system for KMA
 A pallet of JavaBeans components that facilitate the
creation of web tracklets by power users, component
integrators and developers
 Uses industry standards to prompt reuse. Examples:
JavaBeans, enterprise JavaBeans(EJB), infobus and Java
Foundation Classes(JFC)
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The Three Versions of KEAN Architecture
 Version 1 “beta version”
 No reuse
 Two-tiered
 Stored procedures
 Version 2 “newest version”
 GUI reuse via JavaBeans
 Two-tiered
 JDBC access to database
 Version 3 “final version”
 Logic reuse via Enterprise JavaBeans (EJB)
 Three-tiered
 CORBA access to objects
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Structure of Version 3
web Server
•KeanBeans
CORBA ORB
•EJB
“thin” client
middle tier
RDBMSs
and
OODBMS
server tier
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Knowledge Management Architecture
0 Knowledge management requires several components:
- Access to both internal and external information sources,
- Repositories that contain explicit knowledge,
- Processes to acquire, refine, store, retrieve, disseminate and
present knowledge,
- Organizational incentives and management roles to support
these activities,
- People who facilitate, curate, and disseminate knowledge
within the organization.
- Information technology to provide automation support for
many of the above activities,
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KM Architecture
Knowledge
Worker's
View
Knowledge
Presentation
Layer
Communication,
Collaboration, and Sharing
Knowledge
Portal
Knowledge
Management
Layer
Knowledge
Worker's
View
Knowledge
Facilitators and
Knowledge Engineers
Knowledge
Repository
Knowledge
Curators
Knowledge Management
Processes
Acquisition
Refinement
Storage/
Retrieval
Distribution
Presentation
Data
Sources
Layer
Enterprise
Model
FTP
External
Sources
Web
E-mail
Text
Repository Repository Repository
Relational and
OO Databases
Media
Repository
Domain
Repository
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Knowledge Management Process Model.
Acquisition
• Expertise
Refinement
Storage/
Retrieval
• Data Cleansing
• Storage and
• Intranet &
indexing of
Knowledge
Internet
• Domain Model • Indexing
• Business Rules • Metadata
Tagging
•Ownership;
Federation
•Concept
Agreements, Data Formulation
Sources
• Information
• External
Integration
Sources and
•Ontology &
Formats.
Taxonomy
•Wrappers
•Knowledge
• Politics of data Curation.
• Conceptbased
Retrieval
• Retrieval by
Author,
Content,
Threads, etc.
• Knowledge
Security.
Distribution
• Knowledge
Portals
• XML
• Active
Subscriptions
• Discussion
Groups.
Presentation
• User Profiles
for dynamic
tailoring links.
• Knowledge
creation, update
annotation, and
storage in
Knowledge
Repository.
•Digital Rights •Collaboration
Environments
Management
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Knowledge Management System
Knowledge
Presentation
& Creation
Layer
Knowledge
Management
Layer
Knowledge
Portal &
Search Services
Data
Mining
Services
Collaboration
and Messaging
Service
Metadata
Tagging
Services
VideoConferencing
Service
Discussion
Group
Services
Ontology &
Taxonomy
Services
Knowledge
Curation
Services
Workflow
Management
Services
Agent
Services
Mediation
Services
Security
Services
Knowledge
Creation
Services
Digital
Rights
Management
Information Integration Services
Data
Warehouse
Federation
Services
Data
Sources
Layer
Enterprise
Model
FTP
External
Sources
Knowledge
Repository
Web
Repository
Text
E-mail
Repository Repository
Relational &
OO Databases
Media
Repository
Domain
Repository
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Aspects of Secure Knowledge Management
(SKM)
0 Protecting the intellectual property of an organization
0 Access control including role-based access control
0 Security for process/activity management and workflow
- Users must have certain credentials to carry out an activity
0 Composing multiple security policies across organizations
0 Security for knowledge management strategies and processes
0 Risk management and economic tradeoffs
0 Digital rights management and trust negotiation
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SKM: Strategies, Processes, Metrics, Techniques
0 Security Strategies:
- Policies and procedures for sharing data
- Protecting intellectual property
- Should be tightly integrated with business strategy
0 Security processes
- Secure workflow
- Processes for contracting, purchasing, order
management, etc.
0 Metrics
- What is impact of security on number of documents
published and other metrics gathered
0 Techniques
- Access control, Trust management
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Knowledge Management for Coalitions
Knowledge for Coalition
Export
Knowledge
Export
Knowledge
Export
Knowledge
Component
Knowledge for
Agency A
Component
Knowledge for
Agency C
Component
Knowledge for
Agency B
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Trust Management for Negotiation
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Status and Directions
0 Knowledge management has exploded due to the web
0 Knowledge Management has different dimensions
- Technology, Business
- Goal is to take advantage of knowledge in a corporation for
reuse
- Services will play a key role in technology
0 Tools are emerging
0 Need effective partnerships between business leaders, technologists
and policy makers
0 Knowledge management may subsume information management
and data management
- Vague boundaries
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Outline of Part II
0 Different View Points of Knowledge Management
0 Knowledge Management Strategy, Process and Metrics
0 Examples from Knowledge management strategies
0 Examples from Knowledge management processes
0 Examples from Knowledge management metrics
0 Selected papers from Knowledge Management, Morey, Maybury and
Thuraisingham (Editors) MIT Press, 2001.
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What is Knowledge Management
0 Gartner group: KM is a discipline that promotes an integrated
approach to identifying and sharing all of an enterprise's
information assets, including databases, documents, policies
and procedures as well as unarticulated expertise and
experience resident in individual workers
0 Peter Sange: Knowledge is the capacity for effective action,
this distinguishes knowledge from data and information; KM
is just another term in the ongoing continuum of business
management evolution
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Some Excerpts from Knowledge Management
(Morey et al)
0 Knowledge is Created by Human Beings
0 Human needs and motivation lead us naturally to create
0
0
0
0
knowledge
Everybody is a knowledge worker
People choose to share their knowledge
Knowledge management is not about technology
Knowledge is born in chaotic processes that take time
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KM: Strategy, Process and Metrics
0 Strategy
- Motivation for KM and how to structure a KM program
0 Process
- Use of KM to make existing practice more effective
0 Metrics
- Measure the impact of KM on an organization
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Knowledge Management Strategy: Examples
0 Building learning organizations
0 Developing a knowledge strategy: from management to
leadership
0 Building intangible assets : A strategic framework for
investing in intellectual capital
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Building Learning Organizations
0 Adaptive learning and Generative learning
- Need to adapt to the changing environment
- Total quality movement (TQM) in Japan has migrated to a
generative learning model
= Look at the world in a new way
0 Changing roles of the leader
- Migrating from decision makers to designers, teachers
and stewards
0 Building a shared vision
- Encouraging ideas, Requesting support, Moving beyond
blame, Effective communication
0 Learning tools
- Learning laboratory
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Developing a Knowledge Strategy
0 Two thrusts of strategy
- Thrust 1: Making known the knowledge that already exists
by sharing best practices
- Thrust 2: Innovation: Convert ideas into products,
services, improved business processes
0 Some Knowledge Levers
- Customer knowledge
- Knowledge in people, products, services, processes,
relationships
- Organizational memory
- Knowledge assets
- Some Knowledge Levers
0 Link Knowledge Strategy with Business strategy
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Building Intangible Assets
0 Elements of Intellectual Capital
- Human capital, Structural capital, Social capital
0 Integrating three types of knowledge
- Avoid focusing on one element of intellectual capital;
anticipate change in intellectual capital
0 Where to invest?
- Understand core business processes and business
drivers
- Knowledge that will support decision making at all levels
0 Getting started
- Start with prototypes and build up
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Knowledge Management Process: Examples
0 Theory of Organizational Knowledge Management
0 Knowledge Management: Linking Theory with Practice
0 Enabling Complex Adaptive Processes through Knowledge
Management
0 Evolution Through Knowledge Management: Implementing
Business quality Processes
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Theory of Organizational Knowledge
Management
0 Two dimensions of knowledge creation
- Ontological: knowledge is created by individuals not
about individuals
- Epistemological: humans create knowledge by involving
them with objects
0 Knowledge Conversion: Interaction between Tacit and
Explicit knowledge
- Socialization: tacit to tacit
- Externalization: tacit to explicit
- Combination: explicit to explicit
- Internatlization: explicit to tacit
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Linking Theory with Practice
0 Organizational learning theory
- Learning levels
- Learning modes
- Learning types
- Learning process
0 Practical Knowledge Management
- Identification/creation
- Diffusion
- Integration/Modification
- Action
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Knowledge Management in Process Management
0 Types of Processes
- Simple processes: Low level operation
- Complex and nonadapative processes: Systems that sue
the same rules
- Complex and adaptive: Agents carrying out the processes
are intelligent and adaptive
0 Linking knowledge management with processes
- Knowledge management is needed for all processes;
critical for complex and adaptive processes
- Learn from experience and use the experience in
unknown situations
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Knowledge Management Metrics: Examples
0 The Balanced Scorecard: Learning and Growth Perspective
0 Measuring Intangibles and Intellectual Capital
0 Knowledge Sharing Metrics for Large Organizations
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The Balanced Scorecard
0 Employee Capabilities: Measuring the following
- Employee satisfaction
- Employee retention
- Employee productivity
0 Information system capabilities: Measuring the following
- Whether each employee segment has information to carry
out its operations.
0 Motivation and Empowerment: Measuring the following
- Suggestions made and implemented
- Improvement
- Team performance
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Measuring Intangibles and Intellectual Capital
0 Identify the Intangible assets
- External to an organization, Internal to the organization,
Individual
0 Develop an approach to measure the intangible assets
0 Measure the intangible assets
- Example: the flow of knowledge; the commercial value of
knowledge; individual competence
0 Link to financial assets
- Knowledge managers and economists have to work
together to determine the indicators
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Knowledge Sharing Metrics
0 Number of shared documents published
0 Number of improvement suggestions made
0 Number of patents approved
0 Number of presentations made
0 Number of web page hits
0 Number of subscriptions to journals
0 Number of members in discussion lists
0 Number of conferences attended
0 Number of contacts made
0 Number of times advice is sought
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In Conclusion:
0 An organization must determine its knowledge management
strategies, processes and metrics
0 It must review its strategies., processes and metrics periodically
0 Technology evolves rapidly. Therefore the strategies, processes and
metrics should not depend on technology
0 Select appropriate technologies and evaluate them from time to time
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Outline of Part III
0 Where did knowledge management come from?
0 Transformation of knowledge
0 Evolving communities of practice
0 Human and social factors of knowledge management
0 Different perspectives of knowledge management
0 Knowledge management for linking e-business and operating
processes
0 Data Mining for Knowledge Management
0 Knowledge resource exchange in strategies alliances
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Where did knowledge management come from
0 Is it a replacement for business process reengineering? Is it due to
globalization?
0 Intellectual antecedents
- Economics, Sociology, Philosophy and psychology
- Rigor in economics, observational richness of sociology and the
understanding of philosophy and psychology give knowledge
management its intellectual scope
0 Practices
- Information management
- Human factors/human capitol movement
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Transforming knowledge
0 Tacit to Tacit
- E-meetings, Synchronous collaboration (chat)
0 Explicit to Tacit
- Visualization, Browsable video/audio of representations
0 Tacit to Explicit
- Answering questions, Annotations
0 Explicit to Explicit
- Text search, Document categorization
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Evolving communities of practice
0 Communities of Practice
- The concept of a community of practice (often abbreviated as CoP)
refers to the process of social learning that occurs when people who
have a common interest in some subject or problem collaborate over an
extended period to share ideas, find solutions, and build innovations. It
refers as well to the stable group that is formed from such regular
interactions.
0 Communities of Interest
- A Community of interest is a community of people who share a common
interest or passion
0 Relationship between
- Communities of Action, Communities of Circumstance, Communities of
Position, Communities of Practice, Communities of Purpose, Community
of inquiry
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Evolving communities of practice: Model
0 Potential stage
- A community is formed; E.g., connection
0 Building stage
- The community defines itself and formalizes its operating principles;
E.g., Memory and context creation
0 Engaged stage
- The community executes and improves its processes; e.g., Access and
learning
0 Active stage
- The community understands and demonstrates benefits from knowledge
management and the collective work of the community; e.g.,
Collaboration
0 Adaptive stage
- The community and its supporting organizations are using knowledge
for competitive advantage; e.g., Innovation and generation
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Human and social factors
0 Some consider knowledge management to consist of capturing,
organizing, and retrieving information (e.g., data mining, text
clustering, databases, etc.)
0 Its important to realize that knowledge is closely bound together
with human cognition, and the management of knowledge occurs
within a structured social context
0 Therefore some strongly argue that those designing knowledge
management systems must take into consideration the human and
social factors
0 Therefore what we need is socially informed knowledge
management – combining social computing and knowledge
socialization
0 Therefore theories must include economic, behavioral and social
models
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Different perspectives of knowledge management
0 Knowledge management to some is intellectual capital while some
others focus on technology. Yet a third group focuses on community
building
0 Technology dimensions will focus on groupware, collaboration tools
and mining products
0 Logistical dimensions will focus on knowledge capture, storage,
retrieval, etc.
0 The social dimension will focus on sharing knowledge between
communities, coaching, mentoring etc.
0 We need all three dimensional for successful knowledge
management
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Linking E-business with Operating processes:
Some key questions: What, How, Why
0 What is the current and potential impact of e-business on the firm’s
operating processes?
0 How can a firm use e-business to create and leverage desired
operating processes
0 Why is e-business affecting operating processes in particular ways
0 How is e-business giving rise to new subprocesses, creating new
linkages across subprocesses?
0 Does the firm possess the know-how to diagnose the impact of e-
business on operating processes
0 Why does the firm needs to electronically configure each operating
process?
0 What specific technologies are involved?
0 Does the firm know how to acquire each technology?
0 Does the firm know why each technology works?
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Linking E-business with Operating processes:
Customer Relationship Management
0 What does your customer want and what does he need?
0 How can you collect the information your customer needs?
0 Why is the CRM process changing?
0 How do you integrate the existing operations to improve customer
focus?
0 How is your web-enabled CRM improving customer focus? Why do
you need to change to improve your customer focus?
0 How are your competitors meeting customer needs?
0 Why are your competitors changing the way they are to meet
customer needs?
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Linking E-business with Operating processes:
Supply Chain Management
0 What changes are needed within the supply chain to lower costs?
0 How do you enable communication and collaboration across supply
chain while maintaining confidentiality?
0 Why ahs supply chain become an important aspect of market
intelligence?
0 What areas of supply chain can benefit from e-business
enablement?
0 How can you leverage your relationships with vendors to improve
supply chain processes?
0 Why is it necessary to re-evaluate your supply chain processes?
0 What types of outsourcing relationship between supply chain has
been successful?
0 How can one improve the outsourcing relationships?
0 Why are your outsourcing relationships not as efficient as needed?
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Linking E-business with Operating processes:
Product Management
0 What level of speed is necessary to share new product ideas across
the organization?
0 How can you share the ideas for new products?
0 Why are new products or product enhancements becoming
important to your survival?
0 What key product development processes are dependent on inter-
departmental collaboration?
0 How have products changed as a result of e-business?
0 Why is e-business effecting product development
0 Have your competitors leveraged collaboration capabilities for
product management?
0 How can an organization meet individual customers needs in
addition to aggregate demands?
0 Why will collaboration and communication enhance product
development practices?
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Data Mining for Knowledge Management
0 Data Mining is a key technology for knowledge management
0 Mine the data to determine the competitor strategy to improve
business; also to enhance one’s own strategy
0 Targeted marketing to customers to improve sales
0 Determine strategies for employee retention and benefits
0 In summary data mining is key to better business intelligence
and business intelligence is key to effective knowledge
management
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Knowledge resource exchange
0 The challenge is create value through alliances and collaborations
0 The partner resource exchange model:
- Two partner resource exchange in which the resources each
partner contributes can be measured against the dimensions of
tacitness, specificity, and complexity.
- A variable is defined that reflects the degree to which a given
partner contributes tacit, specific and complex knowledge
resources to an alliance
0 The concepts can be extended to include multiple partners and
multiple dimensions