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Knowledge Mapping: An OverviewKnowledge Mapping: An Overview
Prof Elaine FerneleyProf Elaine Ferneley
Prof Elaine Ferneley
Revisiting the Definition of Knowledge Revisiting the Definition of Knowledge Management (Skyrme’s)Management (Skyrme’s)
Knowledge Management is the explicit and Systematic management of vital knowledge - and its
associated processes of creation, organisation, use & exploitation
Surface assumptions,Codify what is known
Don’t leave it toserendipity
KM has its own tools &techniques
Focus, resources are limited
Prof Elaine Ferneley
Seven Strategic Levers Seven Strategic Levers [Skyrme, 2002][Skyrme, 2002]
Customer Knowledge - the most vital knowledge in most organizations
Knowledge in Processes - applying the best know-how while performing core tasks
Knowledge in Products (and Services) - smarter solutions, customized to users' needs
Knowledge in People - nurturing and harnessing brainpower, your most precious asset
Organizational Memory - drawing on lessons from the past or elsewhere in the organization
Knowledge in Relationships - deep personal knowledge that underpins successful collaboration
Knowledge Assets - measuring and managing your intellectual capital.
Prof Elaine Ferneley
Practices & ProcessesPractices & Processes
Creating &Discovering
creativity techniques data & text mining knowledge elicitation business simulation, content analysis
Sharing & Learning
communities of practice, learning networks share fairs, share best practice cross functional teams, action reviews
Organizing & Managing
knowledge centres, knowledge audits expertise profiling, knowledge mapping measurement of intellectual capital
Our focus today
Prof Elaine Ferneley
What is Knowledge MappingWhat is Knowledge Mapping
Ongoing quest in an organisation (includes supply & customer chain): Discover knowledge location and ownership; Identify value and use of knowledge artefacts; Learn roles & expertise of individuals; Identify constraints in flow of knowledge; Highlight opportunities to leverage existing knowledge.
Knowledge mapping activities: Survey, audit and synthesis; Identify where knowledge is being acquired and lost; Personal and group competencies and proficiencies; Identify how knowledge flows through an organisation.
Knowledge mapping helps organisations: Appreciate how loss of staff influences Intellectual Capital; Select teams Match technology to knowledge needs.
Prof Elaine Ferneley
Key Principles of Knowledge MappingKey Principles of Knowledge Mapping
Understand that knowledge is transient; Explain boundaries & respect personal disclosures; Recognise knowledge comes in a variety of forms:
Tacit ‘v’ explicit; Codified ‘v’ personal; Short ‘v’ long lifecycle.
Locate knowledge in processes, people, relationships, documents; suppliers, customers etc.
Be aware of organisational hierarchies, cultural issues, reward mechanisms, sharing & value, legal processes & protections (patents, NDAs, MoUs etc.)
Prof Elaine Ferneley
What is a Knowledge Map & Why Use One ?What is a Knowledge Map & Why Use One ?
Navigation aid to explicit and tacit knowledge; Portrays sources, flows, constraints and sinks of
knowledge within an organisation; Encourages re-use and prevents re-invention, saves
search time; Highlights expertise, discover communities of practice,
helps staff to find critical resources; Improves decision making, problem solving and
customer response time by providing access to information;
Provides an inventory of intellectual and intangible assets;
The start of a corporate memory or collective mind.
Prof Elaine Ferneley
How & Where Should I be Looking?How & Where Should I be Looking?ActiveActive Knowledge Elicitation Techniques Knowledge Elicitation Techniques
Formal and informal interviews: Interviewer asks the expert or
end user questions relating to the specific topic
Adv: well known, comfortable for interviewees
DisAdv: time consuming, expensive, interviewer expertise required, interviewee cooperation required
Verbal Protocol Analysis: Experts report thought
processes involved in performing a task or solving a problem
Adv: rigorous DisAdv: time consuming, hard
to analyse
Group Task Analysis: A group of experts describes and
discusses processes pertaining to a specific topic
Adv: multiple viewpoints, concensus building
DisAdv: how to validate Narratives, Scenarios,
Storytelling Expert or end user constructs
stories to account for a set of observations
Adv: rich insight, good for ill defined problems
DisAdv: reliance on self reports Questionnaires:
Users respond to specific questions
Adv: usually quantitative, easy to code
DisAdv: low return rate, responses are difficult to validate
Prof Elaine Ferneley
How & Where Should I be Looking?How & Where Should I be Looking?ActiveActive Knowledge Elicitation Techniques Knowledge Elicitation Techniques
Focus Groups A group discusses different issues Adv: allows exchange of ideas,
good for generating complete lists DisAdv: an individual may
dominate, not good for discovering specific problems
Wants & Needs Analysis: Users brainstorm about what they
want/need from a system Adv: exchange of ideas, determines
areas for focus, allows prioritisation DisAdv: wants and needs may not
be realistic Observation:
Observe users in their natural environment
Adv: see it as it really is (but not ethnography)
DisAdv: time, depends on observer note taking & observation skills
Ethnographic Study: Users culture and work
environment are studied via emersion
Adv: see it as it really is over a long time period
DisAdv: time consuming, hard to distance yourself from the domain
User Diary Users record and evaluate their
actions Adv: real time (almost) tracking DisAdv: invasive, possible delay
in recording Concept Sorting
Users determine relationships between concepts
Adv: helps structure information DisAdv: grouping is user
specified, structure may be too elaborate
Prof Elaine Ferneley
How & Where Should I be Looking?How & Where Should I be Looking?PassivePassive Knowledge Elicitation Techniques Knowledge Elicitation Techniques
News feeds: Discussion groups; Company magazines; Bulletins.
Contact addresses Organisation charts; Home pages.
Network transactions: Email tags; Semantic analysis.
Helpdesks and CRM systems: Interaction logs; Process scripts.
Asset and HR databases (company CVs);
LAN directory structures: Who has access to what; Why do they have access.
Library & record archives Process descriptions:
QA documents; Procedure manuals.
Meta-data directories: Standardisation documents; Meta-tags on electronic
data sources.
Prof Elaine Ferneley
What do I do with the information?What do I do with the information?
Compile: Yellow pages/register of interests; Best practice/lessons learnt databases; Prototype ontology/taxonomy
Identify: Knowledge stewards/gatekeepers; Isolated islands, narrow communication
channels; Critical sequences/dependencies.
Explore reuse opportunities: Attempting to create a knowledge network of
people, processes and data.
Prof Elaine Ferneley
We Will Now Look at Some Specific ExamplesWe Will Now Look at Some Specific Examples
Spreadsheets – great and simple to use, disseminate and for all to understand
Cause and effect models The example we will use is from ISEEE
Prof Elaine Ferneley
Simple SpreadsheetsSimple Spreadsheets
Explicit model of who has what knowledge
Value of various knowledge items can be weighted
Allows transparency Encourages people to state their
knowledge and expertise Cheap and one of the most effective tools
I’ve seen, everyone understands a spreadsheet
Prof Elaine Ferneley
SBS Staff Expertise – figures are fictional! SBS Staff Expertise – figures are fictional!
Prof Elaine Ferneley
Auditing ToolsAuditing Tools
Tools that allow you to classify expertise, apply some sort of rating or ranking to knowledge domains;
Useful as brainstorming tools Strongly encourage you to download
Assistum: http://www.assistum.com/2002/products/examples/java/project.htm
Prof Elaine Ferneley
Assistum Knowledge Editor - Assistum Knowledge Editor - http://www.assistum.com/2002/products/examples/java/project.htmhttp://www.assistum.com/2002/products/examples/java/project.htm
Prof Elaine Ferneley
STELLASTELLAhttp://www.iseesystems.com/community/downloads/http://www.iseesystems.com/community/downloads/EducationDownloads.aspxEducationDownloads.aspx
Prof Elaine Ferneley
ExamplesExamples
Prof Elaine Ferneley
ExamplesExamples
Prof Elaine Ferneley
Mind Mapping Mind Mapping – For Brainstorming, Knowledge Elicitation – For Brainstorming, Knowledge Elicitation and Knowledge Mappingand Knowledge Mapping
Mind Mapping is a technique developed by Tony Buzan to help individuals organise, generate and learn ideas and information
Pictorial representation – detail and overview together
Consider spatial relationships and anticipate consequences
Supported by visual processing – improved recall, aids understanding
Explicit representation acts as a creativity trigger
Prof Elaine Ferneley
Hand Drawn Mind MapHand Drawn Mind Map
Prof Elaine Ferneley
MindJet MindmapMindJet Mindmap
Prof Elaine Ferneley
Why Mind Map Software Why Mind Map Software – the Pro’s and Con’s– the Pro’s and Con’s
Supports continuous refinement
Allows variable granularity
Brings formality (validity?) to the process
Integration with other tools
Cross ref & re-assembly of elements of the knowledge base possible
Slow Horde mentality
(difficult to throw away early versions)
Semantics – in large implementations is the same vocabulary being used
Common understanding Maintenance –
especially due to the transitory nature of the output
Prof Elaine Ferneley
The Next StepThe Next Step
Consider further mechanisms to encourage: Relinquishing of knowledge; Creation of new knowledge; Brainstorming tools; Capturing of the brainstorming activity.
Representing knowledge in a highly structured database does not encourage this ….