MOCURIS – MOdern CURriculum in

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Knowledge Management
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Knowledge Management
MOCURIS teaching materials Presentation for
lecturers
Janis Grundspenkis and Marite Kirikova Devision
of Systems Theory Riga Technical
University jgrun_at_cs.rtu.lv, marite_at_cs.rtu.lv
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Knowledge Management Philosophy

• This module presents a framework for
  understanding the role of knowledge management in
  modern competitive and innovative organizations.
• It is an advanced level module for Knowledge
  Engineering career track covering broad subject
  area and is addressed to IS developers career
  track.
• This module trains to create human-centered
  flexible enterprise-wide information
  infrastructure that effectively supports
  knowledge capturing, storage, development,
  distribution and transfer.
• It introduces to knowledge management tools, such
  as knowledge flow enablers, knowledge navigation
  systems and tools, corporate memories, knowledge
  repositories and tools aimed for identification,
  creation, storage, suppliance, access,
  dissemination, reuse and preservation of
  knowledge in knowledge base.

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Objectives

• Understand the role of Knowledge Management in
  modern organizations
• Use information technology for knowledge
  management
• Use intelligent agent technologies and multi
  agent systems for knowledge management
• Apply knowledge management systems

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Keywords

• Knowledge
• Knowledge management
• Knowledge management systems
• Knowledge management tools
• Organizational memory

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Topics (1)

• Paradigm shift from data, information management
  to knowledge management
• Knowledge management definitions and components
• Knowledge sources and knowledge types and life
  cycles of organizational knowledge
• Knowledge generation, codification and transfer
• Typologies of knowledge management sub-process
• Knowledge management approaches
• Knowledge assets

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Topics (2)

• Concepts of memory in knowledge management
• Knowledge management tools
• Knowledge engineering in knowledge management
• Knowledge management platforms
• Knowledge management and information systems
• Implementing knowledge management in
  organizations

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Paradigm shift of data, information management to
knowledge management

• Definitions of data, information, and knowledge
• Differences between data, information and
  knowledge
• From data administration to knowledge management
• Roots of knowledge management
• Related management areas
• Knowledge management

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Definitions of Data

• Data is a set of discrete, objective facts about
  events.
• In an organizational context, data is most
  usefully described as structured records of
  transactions.
• Data is essential raw material for the creation
  of information.

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Definitions of Information

• Collection of Data is called Information
• Data becomes information when its creator adds
  meaning.
• Information is data endowed with relevance and
  purpose.

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Definition of Knowledge (1)
Knowledge is a fluid mix of framed experience,
values, contextual information, expert insight,
and grounded intuition that provides an
environment and framework for evaluating and
incorporating new experiences and information. It
originates and is applied in the minds of
knowers. In organizations, it often becomes
embedded not only in documents or repositories,
but also in organizational routines, processes,
practices and norms
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Definitions of Knowledge (2)

• Knowledge consists of truths, and beliefs,
  perspectives and concepts, judgments and
  expectations, methodologies and know-how.
• Knowledge is the whole set of insights,
  experiences, and procedures that are considered
  correct and true and that therefore guide the
  thoughts, behaviors, and communications of the
  people.
• Knowledge is reasoning about the information and
  data to actively enable performance,
  problem-solving, decision-making, learning, and
  teaching.

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Difference between Data, Information, and
Knowledge (1)
Aamodt A., Nygard M. Different roles and mutual
dependencies of data, information and knowledge -
An AI perspective on their integration. Data
Knowledge Engineering, 1995.
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Difference Between Data, Information, and
Knowledge (2)
1.      Adapted from www.kesgrave.suffolk.sch.uk/C
urric/ ICT/StudentWork/HannahSawyer.ppt
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From data administration to KM
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Roots of KM

• Organizational science
• Computer science and management information
  systems
• Management science
• Psychology and sociology

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Related management areas

• Change management
• Quality management
• Human resource management
• Innovation management
• Strategic management

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Knowledge management definitions and components

• KM Definitions
• KM Components
• KM system

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KM Definitions (1)

• Stress Systematic and Formal Aspects
• Knowledge Management is a the systematic,
  explicit, and deliberate building, renewal, and
  application of knowledge to maximize an
  enterprises knowledge-related effectiveness and
  returns from its knowledge assets.
• Knowledge Management is the formalization of and
  access to experience , Knowledge, and expertise
  that create new capabilities, enable superior
  performance, encourage innovation, and enhance
  custom value.
• KM involves the identification and analysis of
  available and required knowledge, and the
  subsequent planning and control of actions to
  develop knowledge assets so as to fulfill
  organization objectives.

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KM Definitions (2)

• View KM as a Process
• Knowledge Management is the process of creating
  value from an organizations intangible assets.
• Knowledge Management is defined as a process
  through which organizations create, store and
  utilize their collective knowledge.
• Knowledge Management is the process of capturing
  companys collective expertise whenever it
  resides-in databases, on paper, or in peoples
  heads-and distributing it to whenever if can help
  produces the biggest profit.

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KM Definitions (3)

• Focusing on Organizational Aspects
• Knowledge Management is getting the right
  knowledge to the right people at the right time
  so they can make the best decision.
• Knowledge Management is the art of creating value
  from an organizations intangible assets.
• Knowledge Management is the explicit control and
  management of knowledge within the organization
  aimed at achieving the companys objective.
• Knowledge Management means exactly the management
  of organizational knowledge of creating greater
  value and generating a competitive advantage.

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KM components (1)

• From the point of view of knowledge flow
• The flow of knowledge
• Knowledge cryptography
• Communities of knowledge workers
• Knowledge repositories and libraries

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KM components (2)

• From the technical viewpoint
• Software interface
• Access and authentication tools
• Collaborative intelligence tools
• Application level software
• Transport level software
• Middleware and legacy integration software
• Repositories

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KM system (1)
Relation of terms knowledge, KM life cycle, KM
system
Knowledge
KM system
KM life cycle
is used in
is supported by
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KM system (2)
Definition
Knowledge management system (KMS) is an
information and communication technology (ICT)
system in the sense of an application system or
an ICT platform that combines and integrates
functions for the contextualized handling of
both, explicit and tacit knowledge, throughout
the organization or that part of the organization
that is targeted by a knowledge management
initiative. A KMS supports networks of knowledge
workers in the creation, construction,
identification, capturing, acquisition,
selection, valuation, organization, linking,
structuring, formalization, visualization,
distribution, retention, maintenance, refinement,
evolution, accessing, search and last but not
least the application of knowledge the aim of
which is to support the dynamics of
organizational learning and organizational
effectiveness.
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KM system (3)
Seven layers architecture for developing a KMS
Interface layer
Access and authentication layer
Collaborative intelligence and filtering
Application layer
Transport layer
Middleware and legacy integration layer
Repositories
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Knowledge sources and types

• Knowledge sources
• Knowledge types

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Knowledge sources (1)
Kirikova M., Grundspenkis J., Types of Knowledge
and Knowledge Sources, Scientific Proceedings of
Riga Technical University, Computer Science, 2002.
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Knowledge sources (2)
Kirikova M., Grundspenkis J., Types of Knowledge
and Knowledge Sources, Scientific Proceedings of
Riga Technical University, Computer Science, 2002.
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Knowledge Types (1)
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Knowledge Types (2)

• Blacklers classification of knowledge
• Embrained knowledge
• Embodied knowledge
• Encultured knowledge
• Embedded knowledge
• Encoded knowledge
• Cognitive psychologists classification of
  knowledge
• Declarative knowledge
• Procedural knowledge
• Strategic knowledge

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Knowledge Types (3)
Kirikova M., Grundspenkis J., Types of Knowledge
and Knowledge Sources, Scientific Proceedings of
Riga Technical University, Computer Science, 2002.
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Life cycles of organizational knowledge

• Knowledge conversation as life cycle of
  organizational knowledge
• The personal knowledge evolution cycle
• The institutional knowledge evolution cycle

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Knowledge conversation as life cycle of
organizational knowledge
Tacit knowledge
Explicit knowledge
Dialogue
Externalization
Socialization
Tacit knowledge
Explicit knowledge
Field Building
Linking Explicit Knowledge
Combination
Internalization
Explicit knowledge
Learning by Doing
Explicit knowledge
Tacit knowledge
Nonaka I., Takeuchi H., The Knowledge-Creating
Company, 1995.
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The knowledge life cycle in organizational
learning processes
Knowledge sources
Individual knowledge
learn
share
Inter-subjective knowledge
repack reproduce
institutionalize
Institutionalized knowledge
Knowledge products services
apply
Knowledge in use
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Personal knowledge evolution cycle

• Tacit subliminal knowledge
• Idealistic vision and paradigm knowledge
• Systematic schema and reference methodology
  knowledge
• Pragmatic decision-making and factual knowledge
• Automatic routine working knowledge

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The institutional knowledge evolution cycle

• Create new knowledge learn, innovate, and
  research
• Capture and store knowledge
• Organize and transform knowledge
• Deploy knowledge
• Apply, use and leverage knowledge

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Knowledge generation, codification and transfer

• Knowledge generation
• Knowledge codification
• Knowledge transfer

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Knowledge generation
The actual process of conducting research and
producing new knowledge

• Five modes of knowledge generation
• Acquisition
• Dedicated resources
• Fusion
• Adaptation
• Knowledge networking

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Knowledge codification
The aim of knowledge codification is to put
organizational knowledge into a form that makes
it accessible to those who need it.

• Possible forms of codified knowledge
• Documented knowledge
• Mapped knowledge
• Modeled knowledge
• Knowledge codified in systems

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Knowledge transfer (1)
Knowledge transfer is the process of passing
available knowledge to specified audiences

• Functionalities
• channel identification and choice,
• scheduling, and
• sending
• Aspects of knowledge transfer
• hard aspects focus on improved access to
  knowledge (information), electronic
  communication, document repositories, and so
  forth
• soft aspects focus on human face-to-face
  communication (meetings, talk rooms etc.).

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Knowledge transfer (2)
Complete knowledge transfer
Absorption

Transmission
improve
organizations ability to do things and increase
its value
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Typologies of KM sub-processes

• Knowledge management process
• Role of KM process in organization

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KM process (1)
Knowledge Acquisition
Knowledge Sharing
Knowledge Utilization
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KM process (2)
Create Knowledge
Organize Knowledge
Value Knowledge
Store Knowledge
Distribute Knowledge
Apply Knowledge
Feedback Knowledge
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KM process (3)
Identify knowledge
Process triggering
Define knowledge goals
Create knowledge
Store knowledge
Continuously reproducing
Distribute knowledge
Apply knowledge
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KM process (4)
Identify
Capture
Select
Store
Share
Apply
Create
Sell
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KM process (5)
Creation
Acquisition
Knowledge Generation
Synthesis
Fusion
Adaptation
Knowledge Codification
Knowledge Transfer
Representation
Capture
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Role of KM process in organization
Apšvalka D, Zinašanu parvaldibas metožu lietojums
organizaciju intelektuala kapitala izmantošanai,
Masters thesis, Riga Technical University, 2003.
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KM approaches

• Process-centred and Product-centred
• Enabling knowledge creation
• Business process oriented knowledge management

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Process-centered Product-centered approach (1)

• Product-centered
• Product-centered approach focuses on knowledge
  documents, their creation, storage and reuse in
  computer-based corporate memories.
• It is called also IT-based approach.
• The typical goal is to take documents with
  knowledge embedded in them and store them in a
  repository where they can be easily retrieved.

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Process-centered Product-centered approach (2)

• Process-centered
• Process-centered approach mainly understands
  Knowledge Management as a social communication
  process.
• Knowledge is closely tied to the person who
  develops it and is shared mainly trough
  person-to-person.
• The main purpose of Information Technology in
  this approach is to help people communicate with
  knowledge, not to store it.
• The underlying strategy here is to facilitate
  connections between those people who possess
  knowledge and those who need knowledge.

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Process-centered Product-centered (3)
Product process centered approaches in KM
software
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Enabling knowledge creation (1)

• This approach is emphasised on the assumption
  that knowledge cannot be managed, it is only
  enabled.
• In this approach managers need to support
  knowledge creation rather than control it, and it
  is called knowledge enabling
• Knowledge is dynamically created in social
  interactions and has a subjective nature deeply
  rooted in individual value systems
• Enabling knowledge creation includes facilitating
  relationships and conversations as well as
  sharing local knowledge across an organisation or
  beyond geographic and cultural borders.

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Enabling knowledge creation (2)

• Five knowledge enablers
• Instil a knowledge vision
• Manage conversation
• Mobilise knowledge activists
• Create the right context
• Globalise local knowledge

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Enabling knowledge creation (3)
Krogh G., Ichijo K., Nonaka I., Enabling
Knowledge Creation, Oxford University Press, 2000.
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Business process oriented KM (1)

• The operative methods and procedures used to
  generate, store, distribute and apply knowledge
  differ according to particular business process.
• These specific methods have to be integrated into
  a knowledge management approach that is oriented
  towards business process
• Corporate culture is an interwoven network of
  different professional cultures, functional
  cultures
• Knowledge management tasks have to be combined
  with daily work tasks and integrated into the
  daily business processes.

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Business process oriented KM (2)

• Systematic methods to integrate KM activities
  into the business processes
• The business knowledge management approach
• The knowledge value chain approach
• The building block approach
• The model-based knowledge management approach
• The reference-model for knowledge management

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Knowledge Assets

• Definitions and types of knowledge assets
• Intellectual capital
• Identifying knowledge assets
• Evaluating knowledge assets

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Definitions and types of knowledge assets (1)

• Definitions of Knowledge Assets
• Knowledge assets are the knowledge regarding
  markets, products, technologies and
  organizations, that a business owns or needs to
  own and which enable its business processes to
  generate profits, add value, etc.
• Knowledge asset is a guidance and support
  information, owned by the organization, that
  enhance stakeholders ability to accomplish work
  processes.
• Knowledge assets include all the underlying
  skills, routines, practices, principles,
  formulas, methods, heuristics and intuitions,
  whether explicit or tacit and all the
  data-bases, manuals, reference works, textbooks,
  diagrams, displays, computer files, and artifacts
  in which both facts and procedures are recorded
  and stored.

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Definitions and types of knowledge assets (2)

• Types of knowledge assets
• Human knowledge assets - capabilities of the
  individuals
• Structural knowledge assets - organizational
  capabilities to meet market requirements
• Market knowledge assets - to knowledge about the
  market, the company's clients, partners,
  competitors, etc

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Intellectual capital

• Definition
• Intellectual capital is knowledge that can be
  converted into value
• Intellectual capital consists of
• Human capital the tacit knowledge embedded in
  the minds of the employees
• Structural capital the organizational routines
  of the business
• Relational capital the knowledge embedded in
  the relationships established with the outside
  environment.

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Identifying knowledge assets

• Identify most important knowledge
• Determine where it is most at risk to "brain
  drain"
• Identify experts (the people with the knowledge)
  both internally and outside the company
• Learn how to capture and package knowledge
  (create knowledge assets)

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Evaluating knowledge assets

• Elements for evaluating knowledge potential
• Knowledge relevance indicator
• Knowledge connectivity factor
• Knowledge activation factor
• Added value in context
• Knowledge capturing and learning

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Concepts of memory in Knowledge Management

• Human memory
• Organizational memory
• Organizational memory system
• Organizational learning

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Human memory (1)

• Definitions
• Memory is ability to store and retrieve
  information
• Memory is a basic human ability that allows us to
  recall past events and knowledge. It is a concept
  whose importance stems from the fact that our
  understanding of time is one directional,
  forward, and all of our current actions depend
  upon the past knowledge and future expectations
• Memory is the retention of, and ability to
  recall, information, personal experiences, and
  procedures (skills and habits)

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Human memory (2)

• Three important factors concerning with memories
• Memories are constructions made in accordance
  with present needs, desires, influences, etc.
• Memories are often accompanied by feelings and
  emotions
• Memory usually involves awareness of the memory

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Human memory (3)

• Structure of memory
• Memory is a set of encoded neural connections
• Encoding can take place in several parts of the
  brain
• The stronger the connections, the stronger the
  memory
• Recollection of an event can occur by a stimulus
  to any of the parts of the brain where a neural
  connection for the memory occurs

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Human memory (4)

• Stores and processes of human memory

Deleted if not needed
cognition
Perception
Sensory store
Short term store
Long term store
recall
use
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Human memory (5)

• Taxonomy of human memory

Adapted from Steven P.R. Rose,
http//www.fathom.com/
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Organizational memory (1)

• Definitions
• Repository for the knowledge developed jointly by
  multiple individual firm members in the
  amplification of individual learning to firm
  level learning
• Involves the use of five storage bins individual
  firm members, organizational culture,
  transformation, structure, and ecology
• organizational memory has four dimensions
• level refers simply to the amount of knowledge
  an organization has accumulated
• dispersion the extent to which memory is shared
  and spread across the organization by the
  organizational members
• accessibility refers to the extent to which
  memory can be retrieved for use
• content concerns the meaning of memory in terms
  of whether it is procedural (involving skills and
  competencies) or declarative (involving facts or
  events).

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Organizational memory (2)

• Content of organizational memory
• Knowledge
• Explanations
• Predictions
• Action-outcome theories
• Paradigm
• Norms
• Values
• Beliefs
• Information
• Potential knowledge
• Organizational memory carrier
• Organizationally accessible human capital
• Domain
• General

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Organizational memory (3)

• Organizational memory processes
• Storing organizational memory
• Retrieving organizational memory
• Representing organizational memory

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Organizational memory system (1)
System that functions to provide a means by which
knowledge from the past is brought to bear on
present activities, thus resulting in increased
level of effectiveness for the organization
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Organizational memory system (2)

• Six perspectives on organizational memory system
• OMS as a new type of the use of application
  systems
• OMS as a concept
• OMS in a functional view
• OMS as a property of information systems
• OMS in a behaviorists view
• OMS in a technological view

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Organizational memory system (3)

• Organizational memory system enabling software
• Databases handling of data about memory
• Expert systems formalized memory in memory
  base, and formal inference capabilities in
  inference engine
• Case-based reasoning case descriptions by key
  terms in base, and retrieval of case by inference
  engine
• Hypertext hypermedia multi-media objects and
  a uniform user-interface consisting of links
  between key terms
• E-mail and its GroupWare variants computer
  network and software to handle electronic
  conversations (from very formal to very informal)
• Model bases database consisting of mathematical
  models that can be used to process data
• And other.

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Organizational memory system (4)

• Organizational memory system hardware components
• A filling system, containing an acquisition
  module, a classifier model and an insertation
  module
• A retrieval system, containing a browser and a
  query system module
• An interface system, for interfacing the
  filing/retrieval subsystems and the model and
  memory contents servers.

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Organizational learning (1)

• Learning is the transformation (development,
  maintenance and use) of organizational memory.
• Organizations learn in three ways
• single-loop
• double-loop and
• deutero

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Organizational learning (2)

• The essence of learning organization
• Continuous learning at the systems level
• Knowledge generation and sharing
• Critical, systemic thinking
• A culture of learning
• A spirit of flexibility and experimentation
• People-centered

80
Knowledge management tools

• Tools for knowledge socialization
• Tools for knowledge externalization
• Tools for knowledge combination
• Tools for knowledge internalization
• Software for collaboration

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Tools for knowledge socialization (1)

• Communication enablers

Conversations at the water cooler or in the
company cafeteria are often occasions for
knowledge transfer
Watercoolers
Telephone also is a form of knowledge transfer
through conversation
Telephone
Chat is another form of informal knowledge
transfer through personal conversation to
electronic conversation.
Chat
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Tools for knowledge socialization (2)

• Video conferencing
• Is used to see the person or group with whom you
  are working virtually
• Combine virtuality with face-to-face
  collaboration. It enables people to exchange both
  video and audio across a distributed network
• Allows people to meet face to face in small or
  large groups with colleagues for meetings,
  corporate training, and distance learning
  programs without participants being required to
  travel to a central location

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Tools for knowledge socialization (3)

• Web Conferencing
• Enables virtual meetings where users from
  different locations connect, conduct meetings,
  and share information as if everyone were in the
  same room
• Allow participants to collaborate, share
  documents, and can add content to them
• Two Types of Web Conferencing
• Real-time conferencing
• Non-real time conferencing

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Tools for knowledge socialization (4)

• Digital Whiteboards
• Permits real time display of drawings, pictures
  or documents for group discussion and comment
• Can capture whatever is drawn on regular paper
  notepads, and store as image on a personal
  computer
• Can be networked to allow multi-user
  collaboration over the Internet

85
Tools for knowledge socialization (5)

• Bulletin boards
• Bulletin boards are used to post notices and
  facilitate discussions on any topic
• Electronic bulletin boards allow users to publish
  live, digital content to public spaces
• Two types
• Simple bulletin boards
• Electronic bulletin boards

86
Tools for knowledge externalization (1)

• Expert systems
• Knowledge intensive computer programs that
  capture the expertise of a human in limited
  domains of knowledge
• Include rule-based systems, decision trees and
  also case-based reasoning systems
• Arrives at intelligent solutions to user queries
  by using the rules contained in the systems
  knowledge base

IF condition THEN do this ELSE do
something else
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Tools for knowledge externalization (2)

• Yellow Pages
• Web-searchable electronic version of skills list
• Pointers to expertise
• Helps on locating and discovering organizational
  knowledge
• Sample key entries in Yellow Pages
• Persons name
• Contact information (address, e-mail, telephone,
  web page)
• Professional background
• Practical experience
• Training

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Tools for knowledge externalization (3)
The idea of Yellow Pages
89
Tools for knowledge externalization (4)

• Knowledge maps
• Graphical representation of knowledge and its
  relation to organizational concepts
• A form for categorizing organizational knowledge
  systematically mapping them
• Consists of elements that in fact are pointers to
  knowledge
• Are designed to help people find where they have
  to go to get the required knowledge
• Yellow Pages also can be organized as a knowledge
  map by categorizing and representing personal
  profile data in specific manner

90
Tools for knowledge externalization (5)
Yellow Pages as a knowledge map
91
Tools for knowledge externalization (6)

• Data warehouse
• Collection of summarized data from various
  sources, structured and optimized for query
  access using OLAP (on-line analytical processing)
  query tools
• Organize and collect data into databases
• Are used to hold explicit knowledge which helps
  people to create new tacit knowledge
• Helps company personnel to identify hidden
  business opportunities
• Improves productivity through improved access to
  information and knowledge

92
Tools for knowledge externalization (7)

• Intelligent Agent-based tools
• Filtering, editing, searching, and organizing
  pieces of knowledge are essential though
  frequently overlooked components of successful
  knowledge management
• Search tools need to integrate knowledge latently
  existing in a companys transaction databases,
  data warehouses, discussion databases, documents,
  informal media, and, most importantly, in
  peoples mind
• Different types of intelligent agents
• Search agents
• Browsing agents
• Monitoring agents
• E Commerce agents
• Mail agents
• Web mastering agents

93
Tools for knowledge combination (1)

• Intranets
• Designed to focus on the employee, and on
  improving workflow and business processes
• Useful for knowledge distribution, connectivity,
  and publishing
• Intranet is not only a connection medium but also
  a knowledge base
• Owing to their consistent, platform-independent
  access formats such as rich HTML, and a common,
  consistent protocol (HTTP), makes it possible to
  access and view documents of different file
  format, operating system, or communication
  protocol
• Besides information distribution and publication,
  intranets provide the backbone platform for push
  delivery of information to users desktops

94
Tools for knowledge combination (2)

• Groupware
• Software that supports communication and
  collaboration between people
• Groupware tools provide a document repository,
  remote integration, and a base for collaborative
  work
• Groupware tools consist of
• Group calendars
• Project management module
• File management
• Yellow Pages
• Mail fax support
• Forum chat
• Voting system
• Search
• Bulletin boards
• Conferencing
• And other

95
Tools for knowledge combination (3)

• Forums
• In forums topics are posted to a website for
  discussion and comment where participants can
  follow a line of discussion on a topic
• These discussions give rise to a library of
  information on a wide variety of subjects
• New knowledge can be transmitted via the forums
  to others who have similar problems

96
Tools for knowledge combination (4)

• Workflow management systems
• Workflow can be described simply as the movement
  of documents and tasks through a business process
• Workflow Management Systems allow organizations
  to define and control the various activities
  associated with a business process
• Categories of workflow applications
• Production Workflow Systems
• Messaging-based Workflow Systems
• Web-based Workflow Systems
• Suite-based Workflow Systems

97
Tools for knowledge combination (5)

• Balanced scorecard
• The balanced scorecard is a management system
  (not only a measurement system) that enables
  organizations to clarify their vision and
  strategy and translate them into action
• It provides feedback around both the internal
  business processes and external outcomes
• The balanced scorecard retains traditional
  financial measures

98
Tools for knowledge combination (6)
Four dimensions of balanced scorecard
http//www.balancedscorecard.org/basics/bscl.html
99
Tools for knowledge internalization (1)

• Neural networks
• Neural network is a hardware and software that
  attempt to emulate the processing patterns of the
  biological brain
• Neural networks have learning capabilities
• A generic artificial neural network can be
  defined as a computational system consisting of a
  set of highly interconnected processing elements,
  called neurons
• Neural network becomes immensely promising when
  you have data but lack experts to make judgments
  about it
• But it is necessary to spend much time training
  the neural network, cleaning up data, and
  pre-processing

100
Tools for knowledge internalization (2)

• Some points how neural networks can be used
• Neural networks can be developed for capturing
  the meaning of words relative to the context in
  which they appear
• Neural networks can be used in data mining
• Neural networks have been much applied within the
  medical domain. For example, for clinical
  diagnosis, image analysis and interpretation,
  signal analysis and interpretation, drug
  development
• Many other fields

101
Tools for knowledge internalization (3)

• Case-based reasoning
• Case-based reasoning approach allows companies to
  learn from previous problems or cases to solve
  the present problems similar to the past ones
• The case-based reasoner solves new problems by
  using or adapting solutions that were used to
  solve old problems
• Using past knowledge gained from several projects
  reduce the task to a simple match and
  cut-and-paste job
• Solving the problem by analogy make the process
  of arriving at the solution faster, better, and
  easier than it would have been had if started
  from scratch

102
Tools for knowledge internalization (4)
The idea of case-based reasoning
103
Software for collaboration (1)

• Tacit Active Net
• Helps to find people
• Initiate and manage collaboration
• Coordinate your activities automatically with
  those of other people across the enterprise
• Automatically learns about people's activities
  and focus, and identifies who should be talking
  or working together
• Makes it easy to locate and share files, find
  answers to questions, or find the online
  conversations you should join

104
Software for collaboration (2)

• Tacit ESP
• Flexible software foundation for complete
  collaboration management
• Automatically discovers an individuals business
  activity and expertise

105
Software for collaboration (3)

• Tacit Knowledge Mail
• Automatically learns about the work-focus,
  interests, and experiences of each user
• Intelligently distinguish between critical
  business knowledge and noise
• Dynamic search and information-routing
  capabilities are integrated directly into
  Microsoft Outlook and Lotus Notes

106
Knowledge Engineering in Knowledge Management

• Definition of knowledge engineering
• Differences between knowledge management and
  knowledge engineering
• Applying Knowledge Engineering to Knowledge
  Management

107
Definition of knowledge engineering

• Knowledge Engineering is the process used to
  acquire and structure information about a
  subject. This approach serves to guide
  development of the integrated knowledge base
  required for problem solving and decision making
  and identify deficiencies in the knowledge base
  needed for planning new research
• Knowledge Engineering (KE) is a field within
  Artificial Intelligence that develops Knowledge
  Based Systems
• Knowledge consists of truths, and Beliefs,
  perspectives and concepts, judgments and
  expectations, methodologies and know-how
• Knowledge is the whole set of insights,
  experiences, and procedures that are considered
  correct and true and that therefore guide the
  thoughts, behaviors, and communications of the
  people.

108
Differences between knowledge management and
knowledge engineering
109
Applying Knowledge Engineering to Knowledge
Management (1)

• Knowledge enfineering process
• Knowledge Acquisition
• Generation
• Preservation
• Exploration
• Interpretation
• Knowledge Elicitation
• Make process in the human brain transparent
• Transfer experts knowledge to create tangible
  asset
• Knowledge Representation
• Providing of theories and systems for expressing
  structured knowledge and for accessing and
  reasoning with it in a principled way.

110
Applying Knowledge Engineering to Knowledge
Management (2)
Combining the KM KE processes
Knowledge Management
Knowledge Engineering
Identify Capture
Create
Represent
Encode
Apply
Share
Test Evaluate
Liebowitz J. Knowledge Management Learning from
Knowledge Engineering, CRC Press, 2001.
111
KM Platforms

• Lotus Notes and Domino
• The 4Keeps knowledge management platform
• NIONEX knowledge management platform
• Ontology Middleware Platform for Real-World
  Knowledge Management

112
Lotus Notes and Domino (1)
Integrated, Web-like environment that provides
users with quicker access to and better
management of many types of information including
Domino and Internet-based e-mail, calendar of
appointments, personal contacts and to-dos as
well as Web pages, News Groups and intranet
applications.

• Focuses on
• Human side of E- business
• Enabling people to use ground-breaking technology
  to collaborate
• Learn and fully leverage their collective
  knowledge to achieve success

113
Lotus Notes Domino (2)

• Features
• Submit (check-in) documents, deliverables
  (project plans, drawings, ideas, architectures,
  patentable material, etc.), and other
  collaborative content that contains intellectual
  capital
• Store this in a repository that allows version
  control, check-out
• Trigger approval process using workflow to
  review, revise, and approve
• Alternatively leverage forms/templates
• Promote quality, reuse
• Provide information about the content (summaries,
  catalog, top 10 list)
• Search/Navigate using a taxonomy, etc.
• Locate experts in relevant topics
• Generate reports on knowledge gaps, usage, other
  metrics

114
The 4Keeps KM platform

• Integrated set of tools and technologies for
  building modeling tools
• Its purpose is to allow organizations to build
  and deploy knowledge management systems
• Provides an integrated environment for managing
  enterprise business information which is tailored
  to fit an organizations particular business
  requirements
• Features
• Repository based solutions
• Leverage existing tools
• Validate
• Web-enabled

115
NIONEX KM platform

• Developed on the basis of a very successful
  knowledge portal
• Permits components and functionality's such as
  content management systems, e-learning and
  established portal applications to be easily
  integrated into the platform to meet your
  requirements
• The NIONEX knowledge management platform is a
  differentiated further development of the
  technology framework that was used for three
  outstanding knowledge portals
• Wissen.de, the largest free-of-charge European
  knowledge portal
• Wissens-Center, the subscriber restricted
  e-learning portal with the highest sales volume
  in Europe
• Sapere.it, the first and most successful
  knowledge portal in Italy

116
Ontology Middleware Platform for Real-World
Knowledge Management (1)
Administrative software infrastructure that makes
the rest of the modules in a knowledge management
toolset easier for integration in real-world
applications

• Features
• Versioning (tracking changes) of knowledge bases
• Access control (security) system
• Meta-information for knowledge bases.

117
Ontology Middleware Platform for Real-World
Knowledge Management (2)

• Features of provided infrastructure
• A repository providing the basic storage services
  in a scalable and reliable fashion
• Multi-protocol clients access to allow different
  users and applications to use the system via the
  most efficient transportation media
• Knowledge control
• Support for pluggable reasoning modules suitable
  for various domains and applications

118
Knowledge Management andInformation Systems

• Role of information in knowledge creation
• Role of IS in Knowledge Management

119
Role of information in knowledge creation
Apšvalka D, Zinašanu parvaldibas metožu lietojums
organizaciju intelektuala kapitala izmantošanai,
Masters thesis, Riga Technical University, 2003
120
Role of IS in Knowledge Management (1)

• IS that support information flow are one
  essential component in knowledge management
  system
• IS and IT create a virtual environment for
  knowledge management
• The information specialist brings a fundamental
  skill to the knowledge environment
• Organization cannot develop a knowledge
  management environment without opening up
  information flows and providing access to
  appropriate information, nor without managing its
  store of explicit intellectual assets

121
Role of IS in Knowledge Management (2)

• What is needed from IT and IS in knowledge
  management
• Information architecture that include
• languages, categories and metaphors for
• identifying and accounting for skills and
  competencies
• Technical architectures that
• are open, flexible and social
• show respect for the individual
• empower users
• Application architectures that focus on
• problem solving, relationship building and
  representation rather,
• than on output and transactions

122
Role of IS in Knowledge Management (3)
KMS
IS (part of KMS)
deals with
Hard information/knowledge
Soft information/knowledge
123
Implementing Knowledge Management in
organizations

• 10-step roadmap
• American Productivity Quality Centers roadmap
• Seven Steps to implementing KM in your
  organization

124
10-step roadmap (1)

• Four phases

Infrastructural Evaluation
I
KM system analysis, design, and development
II
System development
III
Performance evaluation
IV
125
10-step roadmap (2)

• Phase 1 Infrastructural evaluation
• Step 1 Analyzing existing infrastructure
• Step 2 Aligning knowledge management and business
  strategy
• Phase 2 KM system analysis, design, and
  development
• Step 3 Designing the knowledge management
  architecture and integrating existing
  infrastructure
• Step 4 Auditing and analyzing existing knowledge
• Step 5 Designing the knowledge management team
• Step 6 Creating the knowledge management
  blueprint
• Step 7 Developing the knowledge management system

126
10-step roadmap (3)

• Phase 3 System Deployment
• Step 8 Deploying with RDI methodology
• Step 9 Change management, culture, reward
  structure design, and choice of the CKO
• Phase 4 Performance Evaluation
• Step 10 Measuring results of knowledge
  management, devising ROI metrics, and evaluating
  system performance.

127
American Productivity Quality Centers roadmap
(1)

• Five stages

Get started
I
Develop a strategy
II
Design and lunch a KM initiative
III
Expand and support
IV
Institutionalize KM
V
128
American productivity quality centers road map
(2)

• Stage I Get Started
• Activity 1 Make the concepts of KM real for
  others in your organization
• Activity 2 Identify others to support the
  development of KM
• Activity 3 Look for windows of opportunity to
  introduce the benefits of KM
• Activity 4 Capitalize on the Internet and enlist
  the IT department to provide tools and a balanced
  view of KM
• Stage II Develop a Strategy
• Activity 1 Form a KM task force
• Activity 2 Select pilots or identify current
  initiatives that could work as pilots
• Activity 3 Find the resources to support the pilot

129
American productivity quality centers road map
(2)

• Stage III Design and Lunch a KM Initiative
• Activity 1 Fund the pilots
• Activity 2 Develop methodologies that can be
  replicated
• Activity 3 Capture lessons learned
• Stage IV Expand and Support
• Activity 4 Develop an expansion strategy
• Activity 5 Communicate and market the strategy
• Activity 6 Manage growth

130
American productivity quality centers road map
(3)

• Stage V Institutionalize Knowledge Management
• Activity 1 Embed KM in the business model
• Activity 2 Realign the organization's structure
  and budget
• Activity 3 Monitor the health of KM
• Activity 4 Align performance evaluation and
  rewards with KM strategy
• Activity 5 Balance an organizational KM framework
  with local control
• Activity 6 Continue the journey

131
Seven Steps to implementing KM in your
organization (1)

• Step 1 KM Vision Development
• Understanding where your organisation is now in
  terms of KM
• Identifying where your organisation wants to be
• Using the KM vision framework to identify a
  strategy
• Step 2 Knowledge Assessment
• Identify the areas of knowledge most important to
  the business
• Which knowledge assets would be of most value to
  the business to better develop and leverage
• Assessing the organizational readiness

132
Seven Steps to implementing KM in your
organization (2)

• Step 3 KM Strategy and Framework development
• Prominent KM strategies
• Review of different KM frameworks
• Development of KM strategies and frameworks for
  your organization
• Step 4 KM Business Case Support
• Why do we need a business case
• What are the essential components to include in
  your business case
• Step 5 New KM roles and responsibilities
• What are the new KM roles and responsibilities
• Knowledge architecture
• Rewards and recognition

133
Seven Steps to implementing KM in your
organization (3)

• Step 6 Implement KM processes and technologies
• KM enabling your processes
• Available KM technologies
• Step 7 Measure and improve
• 7 steps for developing measurements
• Knowledge asset accounting
• Starting your KM initiative

134
Literature

• Tiwana A. The Knowledge Management Toolkit,
  Prentice-Hall, New Jersey, 2000.
• Srikantaiah T.K. and Koenig M.E.D. (Eds.).
  Knowledge Management for Information
  Professionals, ASIS Monograph Series, 1999.
• Liebowitz J. (Ed.). Knowledge Management
  Handbook, CRC Press, 1999.
• Berghoff U.M. and Pareshi R. (Eds.). Information
  Technology for Knowledge Management,
  Springer-Verlag, Berlin, 1998.

135
Literature

• Wess G. (Ed.). Multiagent Systems. A Modern
  Approach to Distributed Artificial Intelligence,
  The MIT Press, 2000.
• Knapik M. and Johnson J. Developing Intelligent
  Agents for Distributed Systems, McGraw-Hill,
  1998.
• Krogh G.V. , Ichijo K., Nonaka I. Enabling
  Knowledge Creation How to Unlock the Mystery of
  Tacit Knowledge and Release the power of
  Innovation, Oxford Uniersity Press, 2000.
• Wijnhowen F. Managing Dynamic Organisational
  Memories, Boxwood Press, 1999.

136
Literature

• Brooking A. Corporate Memory Strategies for
  Knowledge Management, International Thomson
  Business Press, 1999
• Davenport Th. H. and Prusak L. Working Knowledge,
  Harward Business School Press, 1998.
• Nonaka I. and Takeuchi H. The Knowledge-Creating
  Company How Japanesse Companies Companies Create
  Dynamics of Innovation, Oxford University Press,
  1995.