Knowledge Management Systems Knowledge Management Systems

• Week 3 Schedule- Syllabus Updates- Web Site• Discussion Weeks Assigned

- System Analysis- Topic Selection- Readings Discussion- System Install and Configure (1)

Working KnowledgeWorking Knowledge

• Knowledge Transfer• Knowledge Roles and Skills• Technologies for KM• KM Projects in Practice• Pragmatics of KM

Knowledge TransferKnowledge Transfer

• Knowledge Gets Transferred- Naturally- Unpredictably- Organizational Size vs. Finding Knowledge

• Methods for Transfer- Organized• Meetings, Workshops, Training• Liaisons and Leaders• Structure of the Organization

- Unorganized• Neighbors, Elevators, Lunchrooms• Water Coolers, Managers

New Technologies and KMNew Technologies and KM

• Organizational Change- Cultural Changes- Flattened Hierarchies- Individual Responsibilities

• Distance Work- Telecommuting- Remote Meetings

• Technology-Driven Capture- Communication (email++)- Data-Driven Work Creates Detailed Records- Data Mining (ad hoc and batched)

• More Potential Tacit Knowledge, More Technology Use

Culture of Knowledge TransferCulture of Knowledge Transfer

• Trust – Relationships• Different Cultures – Create Common Ground• Time and Real Estate – Schedule Both• Status of Knowledge Owners – Sharing

Incentives• Absorbing Knowledge – Education• Knowledge Sources – Ideas, not Source

Important• Intolerance of Mistakes – Reward Creative

Errors• P 97

Knowledge Transfer Causes & EffectsKnowledge Transfer Causes & Effects

• Crisis – Failure• Shared Language (or lack thereof)• Mismatch of Cultures• Gaps in Expertise

• Solutions for Success through KM• Training and Exposure to Culture(s)• Encouraged Common Ground• Gatekeepers Bridging Gaps

Knowledge Transfer AttributesKnowledge Transfer Attributes

• Status of the Knower• Completed, Absorbed Transfer- Measured- Acted Upon

• Velocity (if any)• Viscosity (quality)- Transfer Medium- Source and Integration

• New or Best Doesn’t Always Transfer

CMS and KMCMS and KM

• New Technology and Documents• New Technology and Conversations• Discussions and Documents- Access- Transfer- Interpretation- Integration

• How is Knowledge Transfer Different in this Class from Others You’ve Had?

Knowledge Roles and SkillsKnowledge Roles and Skills

• Additional or Refocused Roles for KM• Integrated into an Organization- Not Separate- Not a Wholly New Culture- Consultants?

• Everyone doing KM including Transfer• KM Specialists- Organizational (Networks)- Technical (Systems)- Both- Librarians, Editors, Writers, IT Staff, Managers

Knowledge ProjectsKnowledge Projects

• Manage Specific Forms of Knowledge• Improve Practices Related to Knowledge

- Objectives- Teams- Expectations- Budgets and Schedules- Identification and Resolution

• Our KM Project?

Chief Knowledge OfficerChief Knowledge Officer

- Executive Position Indicates Importance of Focus- Trendy?

• Evangelize KM Practices & Roles• Make KMS Decisions• Manage KMS Implementations• Measure Knowledge• Show KM Successes

- Coordinate with Other Groups and Executives- Experience in One or Many of These

Technologies for KMTechnologies for KM

• Technology or Culture?- Protocols- Paradigms

• Systems that make leaps in:- Analysis- Communication- Coordination- ???

• Repositories of Knowledge- Capture- Organization- Access

Barriers to KM TechnologyBarriers to KM Technology

• Implementation Isn’t Success• Training with KMS is Essential• Adaptation of Roles to Support and Promote

KMS• Measuring and Coordinating a Moving Target• Early (even small) Problems Affect KMS Use• ???

KM Projects in PracticeKM Projects in Practice

• Approaches to KM Projects- Market-based- Centrally Supported (and funded)- Stealth

• Types of KM Projects- Repository Building• External (Competitive Intelligence, News)• Structured Internal (Research, Reports, Methods)• Informal Internal (Discussions, Messages)

- Culture Changing• Process Improvement• Transforming & Creating KM Roles

Successful KM ProjectsSuccessful KM Projects

• Expert Network• Internal Document Repositories• New Knowledge Creation Methods• “Lessons Learned” Knowledge Bases• Improve IT to Promote KM• Change Evaluation and Compensation to

Influence Behavior

Measuring KM SuccessMeasuring KM Success

• Growth in Staffing and Budgets over time• Growth in Volume and Content of KM Systems• Extended Projects, New Spinoff Projects• KM Accepted as Normal and Routine• Measurable Return on KM Investment

• For Our Class?

Successful KM StrategiesSuccessful KM Strategies

• Knowledge-Oriented Culture• Technical Infrastructure• Organizational Infrastructure• Executive Management Support• Process Adaptability and Focus• Clarity of Project (Communication)• Motivation for Success• Structure for Knowledge to Coalesce• Multiple Channels for Knowledge Transfer

• P 153

KM Pragmatics (common sense)KM Pragmatics (common sense)

• Start with High-Value Knowledge• Small, Focused Pilot, but Extendable• Multiple Methods (Tech, Culture…)• Tackle Difficulties Early• Get Organizational Support Early

• Work with What’s in Place- Technology- Organization

• Don’t Advertise Until You’re Ready• Find the Right Team (Self-Selecting)• Organization as a System, a Network

Integrating Knowledge on the WebIntegrating Knowledge on the Web

• Ubiquitous medium for distributing computation, information and KM.

• Intuitive Interfaces for Linking Knowledge Elements in a Repository

• Open standards- Adaptable (upgrade paths)- Usable (already used)- Extendable (with other systems)

Frameworks for KMFrameworks for KM

• Creating and Managing- Tacit• Communication Capture• Organization

- Explicit• Measurable Processes (Projects, Warehouses)• Transformed Data

- Artifactual

• Enterprise- Infrastructure- Content (formats)

Organizational Processes SupportOrganizational Processes Support

• Doc Mgmt• Workflow• Conferencing• VoIP• Digital/Visual Thinking Tools• Data Warehouses/Repositories• Groupware• Intranets

• Table 1, p 33

KMS ObjectivesKMS Objectives

• Find Knowledge• Create New Knowledge• Package and Assemble Knowledge• Apply Knowledge

• Reuse and Revalidate Knowledge• Table 2, p 33

Table 1Table 1

Table 2Table 2

Enterprise KM ComponentsEnterprise KM Components

KMS IssuesKMS Issues

• Middleware- Information Processing- Knowledge Distillation

• Legacy Integrations- Leveraging Existing Information- Conversion “Wrappers” (KQML)

• Message Brokers- Middleware of Middleware?- Central Integration Point• ETL – process not always replicatable• HTML, SQL, XML, RDF

KMS AttributesKMS Attributes

• Platform Independence and Portability• Robust (System) Access• Integration with Legacy and Existing Systems• Security• Scalability• Distributed Connectivity, Flexibility and

Customizability• Ubiquitous, Consistent, Intuitive Client Interface• System Interfaces? (Users as Knowledge Managers)• Cultural Fit (Present and/or Future)• ???